HRO Today Global Winter 2015 - 33

Talent Acquisition
Why actively recruit
externally for a position when
the organisation may have
people internally who fi t the
bill? The goal should be to
focus on existing assets and
optimising them.
-George Vollmer, Alexander Mann Solutions
In other words, global is becoming more global by the
day. " The move to shared service centres is shifting the
dynamic from country-by country organisations to more
global organisations in the ways they operate and acquire
talent, " explains Jeanne MacDonald, president of talent
solutions at RPO provider Futurestep. " This is rousing the
interest and belief that having one global RPO provider
network can work. "
Changing Workforce Demographics
Another trend that continues to have legs is the
migration of unique workforce compositions that include
all sorts of workers-full-time employees, part-time
employees, independent contractors, and even retired
employees brought back for a project or two, amongst
other confi gurations. The challenge from a recruitment
standpoint is to identify the optimum composition and
dynamically assist its evolution.
This progression has been more evident in the U.K. and
throughout parts of Europe. " Companies will likely
move to more of a blended talent acquisition strategy
like we see in EMEA, which has implications for RPO
strategy, systems, and vendor management, " says Beth
Roekle, senior vice president, operations, at RPO provider
Advantage xPO.
George Vollmer, global business partner at talent
acquisition fi rm Alexander Mann Solutions, suggests
another wrinkle to this new workforce model. " More and
more of our customers are not focussed just on external
hiring, but internal too, " says Vollmer. " Why actively
recruit externally for a position when the organisation
may have people internally who fi t the bill? The goal
should be to focus on existing assets and optimising
them. "
Re-recruiting this internal talent extends beyond
simply posting a job opening. " Companies are looking
for technologies like a skills register, where they can
populate internal profi les of employees, " Vollmer says.
" This then gives them a good sense of the talent they
already have inside the business. "
When a job becomes available or is about to open,
employees can peruse this information in real time on
their mobile devices. HR also can reach out directly
to certain employees whose skills register indicates
appropriateness for the position. Finally, employees
expressing interest in certain types of jobs can sign up to
be immediately notifi ed when these positions become
available.
This makes sense as companies have spent all this money
getting top talent in the door-as well as training and
developing them. The next logical step would be to
assess their respective strengths and skills and their
applicability to wide-ranging types of jobs-an engineer
with an interest in fi nance.
As this form of internal re-recruitment takes hold, it will
have signifi cant cultural implications. " I think we will see
much longer job tenures for the Millennial generation,
compared to baby boomers that moved from one
company to the next, " Vollmer projects. " The pendulum
is swinging the other way. "
It is also swinging towards the development of talent
communities as a recruitment device. Spawned by
social media, such communities are an interactive way
for people of like minds and interests to join together
conversationally, albeit online. " We're seeing more
investment in talent communities as recruitment
vehicles, " says MacDonald.
One way in which a talent community can be leveraged
from a recruiting standpoint is when an employer
WINTER 2015 | www.hroglobal.com
[33]
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HRO Today Global Winter 2015

Table of Contents for the Digital Edition of HRO Today Global Winter 2015

HRO Today Global Winter 2015 - 1
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