Challenges
The talent acquisition function had a fragmented structure and lacked clear leadership. Additionally, pain points were identified throughout the end-to-end process, and there was no strategic sourcing function in place.
Several business units outsourced their Talent Acquisition (TA) operations to a Recruitment Process Outsourcing (RPO) business, perceived as inflexible to the business needs. The client sought to internalise this process, however, the existing complexity caused confusion.
The average time to hire surpassed the market average, putting the TA operation under increasing strain and frustration. The current TA model was deemed unsustainable from a cost perspective.
How LACE helped
Discovery:
LACE conducted an end-to-end review of the global TA function, benchmarked it against market best practices, and provided insights into TA organisation models and market trends.
Strategy:
LACE developed a transformation roadmap, categorising key deliverables into six pillars for success: people, process, technology, behaviours and culture, building a talent pipeline, and market influences. The roadmap included quick wins and strategic initiatives across these pillars.
Organisation model:
LACE designed structures for business units outsourcing operations to the RPO. We presented various service delivery options for the TA function, aiming to consolidate TA activity, establish leadership and clear direction, and build internal capability for an elevated TA service.
Process transformation:
LACE conducted validation sessions to understand existing processes, pain points, and areas for improvement. Design workshops focused on creating a global standard process, incorporating global insights, and tailoring steps to address in-country nuances and legislative requirements.
Talent pipeline:
LACE designed a Strategic Sourcing function to build the talent pipeline for internal and external candidates. Initiatives included refreshing the employee referral program and developing the alumni community. Internal mobility processes were revamped to increase opportunities for employees to move roles internally.
What we learnt
Senior leadership buy in and alignment is essential to ensure support for the re-designed organisation model in circumstances where TA reporting lines cross over multiple Centres of Excellence (CoE’s).
The validation activity revealed process execution disparities across different business units, emphasizing the importance of standardisation.
What made us fundamentally different
- Holding a consistent team of TA experts, ensuring market leading and future proof solutions from discovery through to design and implementation – with LACE you get the senior team on the project from start to finish.
- Valuing the impact of face-to-face interaction, working to ensure that key strategy design sessions held in person with representatives from across the globe – LACE helped to facilitate a global team together and managed the whole process for the sessions in person with our senior team involved throughout.
- The CPO vision was “to be on the ‘podium'” so our design was always aspirational to align to client purpose; they wanted a unique way of quantifying and explaining how second place was not an option.
