HRO Today April 2018 - 35

Talent Acquisition
planned and strategic decision can be made to fill the
need with the most cost-effective solution, " says Jones.
By reducing the overlap, waste, and hiring inefficiencies
that are inherent in siloed hiring processes, organizations
can better utilize the talent that is already on their radar
and increase hiring speed.
According to Carvalho, " Hiring more frequently and more
quickly than your competition will make you a popular
employer-of-choice and open more streams for your
organization to complete work. This impacts your bottom
line by making the organization more profitable and more
popular than the competition. "
* Better results. PwC reports that 77 percent of CEOs see
the availability of key talent as the biggest threat to their
business. With access to talent presenting such a huge
challenge for HR professionals, the adoption of a total
workforce solution can help organizations ensure that
they don't fall behind.
" Having the ability to source all forms of talent from
numerous talent pools means a higher likelihood of
finding the very best and most suitable talent to achieve
the optimum time to productivity and the right cost, " says
Bruce Morton, executive director of enterprise strategy at
Allegis Global Solutions.
In addition, " it affords an opportunity to be a market
leader not only in hiring speed and quality, but also
in efficiency since it reduces the need to return to the
external talent market for every role, " adds Hock.
Despite these benefits, Aberdeen reports that only 15
percent of organizations today are investing in total talent
solutions. However, that number is expected to increase,
with research by Gartner predicting that by 2020, nearly
60 percent of HR leaders will leverage a unified talent
management strategy for all types of talent.
Implementing a Total Talent Strategy
Organizations can follow this six-step process to
successfully support the unified workforce of tomorrow:
1. Get an accurate view of the workforce. " It starts
with a business needs analysis considering any market
fluctuations, availability of workers, and future planning, "
says Hock. " Don't make assumptions. Just because certain
processes are in place within your organization does not
necessarily mean that all users are following them or that
they remain current and efficient. Conduct a gap analysis
or discovery session for an accurate view into what is
occurring within the organization today. "
Armed with this information, HR professionals can develop
and articulate a strategy to consolidate disparate systems.
According to Morton, the key is to " start small, identify
ways to gain visibility of current employees and available
contract workers, then build a roadmap based on adding
talent pools. "
However, it's not enough to consider only current business
performance; program success depends on alignment with
future business needs. " Long-term resource planning is
also required to ensure that the talent acquisition strategy
aligns with the company's strategic direction, " says Jones
of Alexander Mann Solutions.
2. Reorganize the business. Such a dramatic change in
the talent acquisition function requires a complete
restructuring of the business. " Traditionally, permanent
hiring has been dealt with via talent acquisition and
HR, while contingent labor was owned by procurement.
In some organizations the two never meet, and this
disconnect isn't helped by the fact that they use
completely different technologies and have an entire
ecosystem that has operated in silos, " Jones says. " All
hiring, whether it's internal, external, or contingent
labor, should sit under talent acquisition and HR, with
procurement providing input to ensure value is achieved,
but not operationally owning the relationship. "
In order to successfully manage this change, organizations
must create a role that has oversight over the full
workforce. Hock of Hudson believes that " an experienced,
effective team managing the program is critical to achieve
optimal results. Their oversight of a consistent process
will ensure that procedurally you proactively identify
and mitigate risk, documenting all owners and actions to
ensure compliance. "
Jones agrees and believes that this process needs to be
driven from the very top of the organization. " First and
foremost, you need a common owner, shared goals, and
agreed objectives. You need to determine how success is
going to be measured and then everybody needs to get
on the bus. This has to come from the top down-from
the C-suite. In most organizations, it can't be effectively
managed from the bottom up because the historical
separation and reporting lines are too rigid. "
APRIL 2018 | www.hrotoday.com
[35]
http://www.hrotoday.com

HRO Today April 2018

Table of Contents for the Digital Edition of HRO Today April 2018

HRO Today April 2018 - 1
HRO Today April 2018 - 2
HRO Today April 2018 - 3
HRO Today April 2018 - 4
HRO Today April 2018 - 5
HRO Today April 2018 - 6
HRO Today April 2018 - 7
HRO Today April 2018 - 8
HRO Today April 2018 - 9
HRO Today April 2018 - 10
HRO Today April 2018 - 11
HRO Today April 2018 - 12
HRO Today April 2018 - 13
HRO Today April 2018 - 14
HRO Today April 2018 - 15
HRO Today April 2018 - 16
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