HRO Today December 2019 - 61

Talent Acquisition
acknowledging the co-dependency of each program
and working together to understand blind spots and
prepare for challenges. The C-suite even goes so far as
to involve managers in their workforce planning efforts,
leveraging their expertise to better understand the
employee experience.
By listening to the feedback of managers, business
leaders can get a more direct view of employees' needs
when crafting a talent strategy. Hughes suggests
that this perspective is essential, for a good learning
approach needs to be developed with employees at
its center. " This means proactively considering how
a new process or tool will impact employees' dayto-day
lives through conversation and collaboration,
establishing a change management strategy alongside
implementations, and being sure to pivot based on the
collection of ongoing feedback, " he adds.
Pontoon's Lewis says that if HR business partners,
workforce planning professionals, procurement, and
business leaders work together to develop a wellrounded
strategy, an organization will be able to
leverage all of its resources to fill future talent needs.
The Power of Data
Embracing an agile talent approach will also
prove beneficial in a tight talent market. Sweeney
recommends that organizations leverage market data
to identify what talent they need and where that talent
exists in the global marketplace. With this information
in hand, companies can better target their talent
strategies, upskilling or relocating needed employees
in areas where there is a skills shortage. Lewis agrees
that historical data, skills analyses, market information,
and demand planning can help build talent forecasts to
guide the right approach.
CAES' global strategies include adopting a tool that
shows market pay rates for each geographical region.
" At any given time, we can determine if a particular job
is heating up in the workforce or a location is paying
more for certain skill sets, and we're able to adjust
quickly, " says Casalengo. " Being nimble and agile in the
workforce today around career growth and career pay is
critical for our success. "
The company also has processes in place that allow
it to move talent quickly within the organization,
encouraging short-term relocations that develop skills
and increase collaboration. This initiative, or " borderless
engineering, " allows the organization to leverage its
skilled engineers across the world, keeping top talent
engaged while developing less skilled employees.
And the borderless approach doesn't end there:
" Technical fellows, " or subject matter experts in their
field or discipline, are encouraged to provide consulting
support on tough challenges across the organization,
not just at their base location.
Educational Connections and Apprenticeships
Fostering educational partnerships can help fill skills
gaps by developing both current and future talent.
Collaborating with universities and colleges can
bring new knowledge to an organization, says Lewis.
" [Learning partnerships] can include on-demand
learning pathways, online courses, on-campus courses,
workshops, skills training, and certifications to name a
few. These can be embedded into an organization as
part of its L&D strategy, " she explains. " RPO partners
can also support internships, apprenticeships, referral
communities, and rotational training programs. "
How is this accomplished? According to PeopleScout's
Holmes, RPO providers leverage their knowledge of
the employment market to identify the most relevant
schools for their clients' specific needs. Once they
identify best-fit campus programs, the organizations
work to strengthen the relationships between their
clients and those institutions, leveraging the alumni
network and employer branding to attract employable
graduates with the needed skill sets.
For example, Holmes says that one leader in the banking
industry has a strong partnership with a university
that produces graduates with growth mindsets and
industry-relevant skills. The bank enhances its employer
value proposition by offering a learning program that
encourages graduates to grow further, cementing itself
as an employer of choice.
CAES has done something similar in its New Hampshire
location. " We piloted an apprenticeship program in
New Hampshire with state support. We've been able
to matriculate these graduates into the organization
at tough-to-fill skill roles. We are getting ready to
adopt the successful pilot in all our locations in 2020, "
Casalengo says.
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HRO Today December 2019

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