Sample Talent

Acquisition Strategy
and Roadmap
Rational for Change – Our Ambition
From…
Having a lack of external awareness
that we are an employer of choice.
Taking a predominantly short term,
reactive and traditional approach to
sourcing our talent.
Relying heavily on our agency
suppliers rather than build our own
capability to engage and source
talent directly
Average cost per hire is 50% greater
than that of the external market
To…
Being a known employer of choice
that proactively sources, attracts and
engages directly with the
best external talent
Having an engaged external talent
pool and pipeline of suitable
candidates
Delivering a world class candidate
experience
Having diverse and effective sources
of attracting and sourcing talent
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The Step change Required

REACTIVE PROACTIVE
CANDIDATE
VACANCY FILL ATTRACTION
CANDIDATE
NEED DRIVEN
DRIVEN
CLIENT / CUSTOMER PARTNERSHIP
RELATIONSHIP WITH AGENCIES

COST DRIVEN TALENT DRIVEN

EMPLOYER BRAND
BRAND ENGAGEMENT
AWARENESS
TALENT
RECRUITMENT
ACQUISITION

GENERIC FLEXIBLE

STANDARD CREATIVE

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External Benchmarking

(Insert Comparison data for industry averages)

Cost per Hire

Time to hire
Quality of Hire
Source of Hire
Agency usage
Vacancy fill rate
NPS
57% have an average cost per hire of under £2,501
Our average cost per hire is £5,089

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Talent Acquisition Objectives

• Create internal capability of talent acquisition

• Meet current and future business needs through proactive sourcing of
great talent
• Ensure we have the best talent to drive the business forward
• Build up key market knowledge of who and where talent is – internally
and externally
• Pipeline external talent for mission critical roles to complement our
internal ‘build’ pipeline
• Develop our employer reputation and brand through sharing our
special story
• Engaging and creating advocacy with our resourcing partners and
current employees
• To become “a talent magnet”

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UK Talent Acquisition Strategy

Phase One Phase Two Phase Three

Establishing the Building Talent

Talent Acquisition the Talent Relationship
Framework Pipeline Management

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UK Talent Acquisition Strategy

Phase One Phase Two Phase Three

Establishing the Talent Building the Talent Relationship
Attraction Framework Talent Pipeline Management
• New team structure • Online strategy • Ongoing dialogue
• Team capability Phase 2 with the talent pool
• Identify EVP for each • Roll out Employer • Employer Brand at
area Brand every touch point
• New Employer Brand • Talent Pooling • Pro-active sourcing
• Careers site (Alumni scheme) not reactive
• Online strategy (Silver medallists) • Active pipeline
(phase 1) • Functional attraction management
• PSL plans • Future Talent
• Establishing Metrics • Future Talent • Online (Phase 2)
• Referral scheme • Diversity • Focus on selection
• Systems ie ATS • Team capability • Team Capability
• BAU • BAU • BAU

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Organisational Principals

• No increase in total cost

• Clear roles and responsibilities
• Capability to respond flexibly to both resourcing and L&D
• Simple & efficient ways of working
• Ability to respond to changes in recruitment market place and
be proactive
• Jobs that are challenging but achievable
• Clear career pathways

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The Goal

Talent Community
Achieve this through:
• Building talent infrastructure
and team
• Developing an employer
brand that attracts the
best talent
• Creating an unbeatable
candidate experience and EVP
• Establishing a Talent
Management function that
proactively sources, develops
and retains great talent

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Considerations

• Investment will be required

• Not a profit centre
• 3 year programme of change
• Not just a supply model and therefore not all costs can be linked to
transactional activity
• This is about building a centre of excellence and adding value beyond
transactional activity
• Workforce highly variable and currently difficult to anticipate so some
assumptions need to be made
• UK agency rates are highly competitive in all businesses
Direct sourcing is the only real option to reduce cost

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2020/2021 Plan - Recruitment
Where we are
• Basic strategy and actions
defined
Strategy
• Skeletal road map in place
• Dedicated recruitment
individual with knowledge
and experience of
Recruitment
recruiting
Responsibility
• Reliance on agencies for
market knowledge
• No formal signoff before
recruiting
• Basic processes agreed
monitored and supported
Process
• Structured selection
Management
process
• Well developed company
wide assessment and
selection programme
• Clear competence
Assessment &
framework for selection
Selection
• Well trained and engaged
Line Managers
• Continually innovating in
this area e.g. 4D model
Where we want to be
• Well defined 3-5 year
strategy aligned with
business strategy
• Knowledgeable
recruitment team with
specialist skills in
recruitment best practice
• Recruitment KPI’s &
strategies are implemented
and achieved
• Effective and efficient
process in place designed
to optimise candidate
experience
• All recruiting managers are
trained on process
• Continual reform and
promotion of recruitment
processes
• Promotion of alternative
assessment tools available
• Competencies to be
introduced into
recruitment process
• Clear relevance and
alignment of recruitment
process to role
RAG To Sept 2020
• Define ambition
• Recruit additional resource
• Attend events within sector
to build knowledge
• Monthly Talent TCs
arranged
• Conduct recruitment
process review
• Review LM Recruitment
Skills training
• Review recruitment
training for Line Managers
Sept – Dec 2020
• Create road map
• Ensure structure and
processes in place to support
strategy deployment
• Induct two new team
members into business
• Strengthen teams network
internally and externally
• Build relationship with Pet
and Food talent team
• Review of templates & forms
• Service levels agreed and
processes agreed
• Cyclical review and audit of
processes
• Ensure new team members
trained up
• Involvement of HRBPs in
interviews, where requested
• External benchmarking to
ensure aligned with best
practice
• Introduce ATS pre-screening
Jan – Jun 2021
• Strategy implementation
• Continual evaluation and
review
• Build external networks
and profile
• Achieve min 10% savings
on recruitment costs
• Build market knowledge
and functional expertise
within team
• Redesign and launch new
forms & processes where
appropriate
• Competencies introduced
into selection
• Fit for role assessment
• Investigate strengths based
assessment
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2020/2021 Plan - Recruitment

Where we are Where we want to be RAG To Sept 2020 Sept – Dec 2020 Dec 2020 – Jun 2021

• Most candidate via agencies
• Online and offline
recruitment ad hoc
• Referral scheme well utilised
Attraction • Lack of sourcing expertise
within team
• Lack of regional and global
leverage
• Agencies used in limited niche • Buy LinkedIn • Update Company X Careers • Build Social Media
area recruiter licences • Work with team to establish Strategy
• Well developed talent pools and • New employer brand approp. direct channels • Investigate talent referral
Pro-active talent sourcing developed • Develop sourcing capability schemes
strategies in place • Training on monster in team • Roll out new EB - input
• Employer brand fully leveraged and LI • Build relationship with EB feedback into global team
• Direct sourcing allows for at least • Formal contractual Agency • Build teams knowledge
70% of hires agreement with EB • Team trained on new EB management
Agency

• Basic PSL in place
• A couple of formal
agreements in place with job
Supplier
boards (reed.co.uk and one
Management
other)
• Supplier performance not
formally monitored
• Partnership arrangements with • Audit PSL and • Work with team to establish • Ongoing reviews of service
professional recruitment service identify any gaps partnerships with other providers
providers (e.g. job boards) • Formalise SLA’s and providers • Audit and monitor PSL
• Competitive rates negotiated KPIs • Train third parties in use of performance
• SLA’s defined • Identify 3rd party new EB
• Formal reviews in place RPO provider • Leverage PSL across all
Company X BUs

• Periodic reports via ATS – • Track effectiveness of different • Ensure correct data • Implement ATS data • Review of recruitment
unreliable data recruitment channels inputted into ATS for tracking performance to build
• Known - recruitment ratios, • Automated tracking at all stages reporting purposes • Team trained on ATS 21/22 strategy
Information
time to hire, CPH • Records retained within GDPR reporting requirements • Suppliers to submit own
Management
• PSL performance not and immigration guidelines • Implement formal KPIs quarterly performance
& Recruitment
measured • Proactively utilise mgt. reports
Performance
• Recruitment channel information to improve efficiency
effectiveness not currently • Formal KPI’s implemented
measured • Ongoing perf. improvement

• ATS implemented but
functionality not utilised fully
Systems
• ATS fully integrated • Team trained on ATS • Ensure correct team & • Talent pooling to be done
• Access available to all supplier usage of ATS within ATS
recruitment stakeholders • Review LM and HRBP use of • Audit teams usage of ATS
• Integrated testing ATS

• No information gathered on • Formal feedback obtained from • Review feedback tools for • Implement feedback
perception of service within managers, suppliers and all stakeholders mechanism
Customer
recruitment candidates at regular intervals
Service
• Points raised acknowledged,
actioned and used to set KPI’s

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2020/2021 Plan - Recruitment

Where we are Where we want to be RAG To Sept 2020 Sept – Dec 2020 Dec 2020 – Jun 2021

• Robust graduate programme • Robust three year strategy in place • Review 2020/21 • Deploy Enactus • UGOY awards
proposition • Offers to graduates are less than 50% attraction strategy relationship • Review Enactus
• No long term attraction strategy through annual recruitment process • Formal agreements • Deploy UGOY relationship
• Rise xx to xx in TT100 • 100% of vacancies filled year on year signed with Enactus campaign • Onboard internships
Graduate
• New focus on targeting high • Focussed attraction activity uses and UGOY • Deliver on campus
Attraction
achieving grads though Enactus and initiatives to focus on target groups • Roll out new EB in attraction campaign
Under grad of the year • Well regarded Employer of Choice grad attraction
• Circa 15% of offers rejected and not • amongst target community campaign
all schemes filled

• Robust selection process in place • Fast, efficient two tiered selection • Review Selection • Deploy graduate • Review selection
(well designed and documented) process process with EB selection campaign process and tweak
• Candidates assessed against • LMs see only well qualified and Agency • Active management of where appropriate
Graduate relevant benchmarks relevant candidates • Identify fast track graduate pipeline • Review online testing
Selection • Recruiting LMs and HRBPs well • Less time spent on selection – one process for top tier and map against
qualified to assess wave and no top up candidates internal graduate
• Unable to flex process for hipo • Seamless integration between • Integrate UGOY into talent
candidates outsourced and in sourced elements selection process

• Basic development roadmap and • 80% sign off rate at end of each • HRBPs up to speed in • Upskilling of LMs in • Review development
tools in place scheme terms of grad devpt. terms of grad devpt. of functional progs.
• Robust review system • 80% of grads achieving A/B rating • Embed new learning • External benchmarking • Understand roles and
Graduate • Varied LM capability two years post scheme pathways on best practice responsibilities
Development • Ownership of grad development • Robust 70/20/10 with integrated 3-5 • Define change reqts
unclear year career plans
• Owned by relevant mgt. Team
member

• No coherent FT strategy or • Coherent FT Engagement and • External • Decision on way • Implementation of

programme in place Recruitment strategy in place benchmarking in forward plan
• Engineering apprenticeship scheme • Clear FT pipeline defined with place • FT Strategy defined
in place relevant entry points at each stage • Relationships • Partners chosen
Future Talent
• No further direct entry • Structured work inspiration weeks in developed with
opportunities for school leavers place potential providers
• Ad hoc work experience • Strong links with schools through • Business Case
opportunities in place community engagement teams developed

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2020/2021 Plan - Recruitment
Where we are
• Short term and reactive approach
• Still not very accurate
• Lack of clarity of what talent we
need
• No clear job descriptions/people
profiles
• Requirements change during
Workforce
recruitment process
Planning
• Lack of ownership by Line
Managers
• Mission Critical roles identified
• Not enough visible succession
options in place
Succession • No visibility of wider Company X
business succession options
(people/role)
• Clear and well understood
competency
framework and 70/20/10
development approach
• No structured onboarding
programme for Senior Leaders
Development
• Provision of excellent
opportunities for “on the job”
learning through cross functional
moves
• No formal development
programmes for non-managers
Where we want to be RAG To Sept 2020 Sept – Dec 2020 Dec 2020 – Jun 2021
• Cross Functional Workforce • Activation of • Ensure teams are • Review accuracy of
planning Workforce Plan reviewing and Workforce plans from
• Actively manage our talent requirements updating Workforce 2021
pipelines through recruitment Plans periodically • Set 2022KPIs
• Review the talent mix by zone and team
division
• Make active choices on internal
promotion v external recruitment
based on mix
• Manage out poor performers to
make space
• Proactively manage our top talent
into the right roles for their
development
• Develop a Three – Five year view
• Robust and credible succession • Mission Critical roles • Action plan in place • Create functional expert
options in place – visible to all confirmed and against gaps (using 6B career pathways
• Talent roles and responsibilities regularly reviewed model) • Build LM capability on
clearly defined career coaching
• Networks in place to define global • Build wider network to
succession planning options understand talent
availability
• Current learning programme fully • Transition coaching • Senior new starter • Leadership development
deployed across the organisation for new senior network established framework to be
• Senior onboarding programme in leaders established • Induction Day Review developed
place • New starter networks to
• 90% of 70/20/10 in LMS be rolled out
• Performance culture in place • Leadership@Company X
• LMs engaged and bought into the Part 2 rolled out
programmes • Embed Leadership
• Onboarding effectiveness @Company X Part 1
• 100% compliant against all
mandatory programmes
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Appendices
Roles and Responsibilities
Head of Talent
• Work in partnership with the
management team to build and
execute the talent agenda for
next 3-5 years
• leading the diagnosis and
identification of Build and Buy
requirements for the business
• Defining & shaping the external
resourcing strategy for the
business
• Leading key strategic L&D
initiatives mandated by the
management teams that support
the build elements of the
strategy
• Run senior management
recruitments
• Build capability of the UK talent
team
Talent Acquisition Manager
• Work in partnership with HRBPs to deliver
against Workforce Plans
• Build attraction strategy for each business
area
• Maximise the use of referral programmes,
alumni networks
• Measure performance of each channel
• Stakeholder management for client group
• Coordination of Recruitment Campaigns
• Creative Approach to Recruitment
solutions
• Network internally and externally to
engage potential talent
• Work with team to deliver required cost
savings
• Lead the development and deployment of
Non Manager L&D initiatives
• Company Induction Day deployment
Talent Resourcer
• Focus on sourcing and engaging
direct talent
• Candidate management and
engagement
• Short listing and Interviewing
• Sourcing passive and proactive
candidates for live roles
• Liaison with all parties on
specific vacancies
• Offer creative solutions to
sourcing talent
• Developing proactive database
of potential high calibre talent
• Source candidates directly
• Use alternative channels to find
the best candidates
• Company Induction Day
deployment
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Predicted Savings

Some Assumptions:
Reduce average total cost by 10% will result in a saving of £278,341
Reduce 2010 costs by 40% will result in a saving of £445,346
Current Total Spend = £1,113,367 Reduce 2010 costs by 50% will result in a saving of £556,683

£800k
£556,683

£668,020
Recruitment Spend

£835,025

£556,683

£445,346

£278,341
£0
Y1 - 25% Y2 - 40% Y3 - 50%
Savings

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