1. TA 360: Aligning Talent Priorities for Business Success
6th November 2018

2. Introducing cielo
Global capability, local insight 92
COUNTRIES SUPPORTED 10
FULL SERVICE DELIVERY CENTRES
154
CLIENTS GLOBALLY
96%
HIRES DIRECTLY SOURCED 36
LANGUAGES SPOKEN
157k
HIRES PER ANNUM
2015 I shared our TA 360 survey results in this very town
2000 employees enabling 151k hires
Global infrastructure- An efficient, proven operating model
Enabling cross industry sector, best practice sharing
Brand aligned, value-driven delivery as standard
Local to client, local to candidate
Technology-enabled, modern candidate experience
PAULA PARFITT
Senior Vice President, Solutions and Growth
European Executive Board member, responsible for sales and solution design across Europe
19 years experience designing best in class talent acquisition programmes for clients including O2, Shawbrook Bank and Spire Healthcare
CONNECT: @ParfittPaula

3. hypotheses The most high performing TA Leaders will:
Align with key stakeholders
Prioritise candidate experience
Measure and report on success

4. Demographics and Methodology
60 seconds
As organizations assess their talent acquisition strategies, collaboration among HR, procurement, operations, and C-level leaders is paramount. Companies need a clear view of what is happening today and what needs to change for the future. This report based on data collected in July and August 2018 will examine how key stakeholders view talent acquisition and provide recommendations for closing the gap.
Cielo surveyed, 1,100 HR, Operations, Talent acquisition, and Procurement leaders across five regions.

5. DO THE PRIORITIES OF OUR STAKEHOLDERS ALIGN?
Change style?

6. DO THE PRIORITIES OF OUR STAKEHOLDERS ALIGN?
Strategic ta priorities
Change style?

7. Strategic ta priorities
Is technology advanced enough that it is doing its job? Do companies still need support when implementing technology? It depends…for some areas of talent acquisition, the technology is intuitive enough that implementation is not a concern (communication tools, video, etc) for others it requires implementation (recruitment marketing, ATS, etc).
DISCUSSION QUESTIONS
How important is technology in your team right now?
What systems are key to your success?
How well do you think you are using them?
Are you considering adding new tech in the next 12 months? How are you assessing, breaking through the noise
What kind of tools? What tech are you discarding/stopping using?

8. top priorities: c-Level
Is technology advanced enough that it is doing its job? Do companies still need support when implementing technology? It depends…for some areas of talent acquisition, the technology is intuitive enough that implementation is not a concern (communication tools, video, etc) for others it requires implementation (recruitment marketing, ATS, etc).
DISCUSSION QUESTIONS
How important is technology in your team right now?
What systems are key to your success?
How well do you think you are using them?
Are you considering adding new tech in the next 12 months? How are you assessing, breaking through the noise
What kind of tools? What tech are you discarding/stopping using?

9. Top priorities: HR
Is technology advanced enough that it is doing its job? Do companies still need support when implementing technology? It depends…for some areas of talent acquisition, the technology is intuitive enough that implementation is not a concern (communication tools, video, etc) for others it requires implementation (recruitment marketing, ATS, etc).
DISCUSSION QUESTIONS
How important is technology in your team right now?
What systems are key to your success?
How well do you think you are using them?
Are you considering adding new tech in the next 12 months? How are you assessing, breaking through the noise
What kind of tools? What tech are you discarding/stopping using?

10. top priorities: business
Is technology advanced enough that it is doing its job? Do companies still need support when implementing technology? It depends…for some areas of talent acquisition, the technology is intuitive enough that implementation is not a concern (communication tools, video, etc) for others it requires implementation (recruitment marketing, ATS, etc).
DISCUSSION QUESTIONS
How important is technology in your team right now?
What systems are key to your success?
How well do you think you are using them?
Are you considering adding new tech in the next 12 months? How are you assessing, breaking through the noise
What kind of tools? What tech are you discarding/stopping using?

11. top priorities: procurement
Is technology advanced enough that it is doing its job? Do companies still need support when implementing technology? It depends…for some areas of talent acquisition, the technology is intuitive enough that implementation is not a concern (communication tools, video, etc) for others it requires implementation (recruitment marketing, ATS, etc).
DISCUSSION QUESTIONS
How important is technology in your team right now?
What systems are key to your success?
How well do you think you are using them?
Are you considering adding new tech in the next 12 months? How are you assessing, breaking through the noise
What kind of tools? What tech are you discarding/stopping using?

12. TOP TWO Strategic ta priorities
Is technology advanced enough that it is doing its job? Do companies still need support when implementing technology? It depends…for some areas of talent acquisition, the technology is intuitive enough that implementation is not a concern (communication tools, video, etc) for others it requires implementation (recruitment marketing, ATS, etc).
DISCUSSION QUESTIONS
How important is technology in your team right now?
What systems are key to your success?
How well do you think you are using them?
Are you considering adding new tech in the next 12 months? How are you assessing, breaking through the noise
What kind of tools? What tech are you discarding/stopping using?

13. DO THE PRIORITIES OF OUR STAKEHOLDERS ALIGN?
CORE ta priorities
Change style?

14. Core ta priorities
We asked the HR, Procurement, Business and C-Suite respondents to prioritise 8 key areas in Talent Acquisition
Communicating EVP
Delivering great experience
Executing Total Talent acquisition
Sourcing great talent
Simplify recruitment processes
Investing in high volume
Commitment to diversity and inclusion
Using Recruitment Analytics
Each community had different but overlapping top priorities….

15. top priorities: c-Level
This is what those people stated as their top priorities
C-Suite - Communicating EVP then Delivering Great Experience

16. Top priorities: Business
We asked the HR, Procurement, Business and C-Suite respondents to prioritise 8 key areas in Talent Acquisition
Communicating EVP
Delivering great experience
Executing Total Talent acquisition
Sourcing great talent
Simplify recruitment processes
Investing in high volume
Commitment to diversity and inclusion
Using Recruitment Analytics
Each community had different but overlapping top priorities….

17. Top priorities: hr
HR – are in perfect harmony with their business stakeholders prioritising “Sourcing Great Talent”, and like the business stakeholders they are in agreement with the C-Suite on the importance of Delivering great experience

18. Top priorities: procurement
And our friends in Procurement? – they are lining up nicely with HR and the Business on “Sourcing Great Talent” and throwing in a curveball as they look for efficiencies in high volume recruitment.

19. TOP TWO Core ta priorities
So if we overlay those top priorities and remove the outliers

20. Candidate perspective: Priority v. reality
HR, Operations, and C-Suite each have “Communicating with Candidates” as their #6 (out of 8) priority; Procurement has it at #3.
71%
Candidates are not very satisfied with the recruitment process
50%
Candidates hear back “sometimes” from prospective employers
95%
Research an employer before they apply for a position
Candidates are saying they’re not having a great experience.
So there’s clearly a disconnect between “priority” and “reality.”
Referring back to the slide around Delivering great experience we saw that “Delivering Great Experiences” is among the top priority for all stakeholders and that “Communicating with Candidates” is one of the lower priorities for all stakeholders except Procurement.
Only 29% of candidates are very satisfied with the recruiting process, and nearly 50% of candidates only hear back “sometimes” from employers after applying.
There is therefore a major disconnect in thinking between the candidate and the HR/procurement/business and procurement stakeholders. it needs to be examined in depth as to why organisations are not translating their intent into action to ensure that great candidate experience is delivered consistently.
after all the better the experience the more likely it is that you will attract and retain the very best talent.
Thinking about how candidates are searching for roles - with he majority looking through career sites and search engines. How well is your EVP being communicated across these channels and how can you ensure that candidate are receiving a fluid and consistent experience? Digging deeper and thinking about total talent – how are your contractors and flexible workers feeling about the experience? Do they receive the same experience as their permanent colleagues?

21. Alignment on key metrics?
Everyone agrees that data and insights are key to managing a high performing function, but different stakeholders want us to move beyond time and cost to fill.

22. METRICS: EFFICIENCY VS. EXPERIENCE
Metrics fall under two categories…efficiency or experience. There has been a shift and most stakeholders are focused on experience metrics over efficiency. Companies need to be able to balance both in order to accurately measure recruitment efforts. Different stakeholders focus on either experience or efficiency…Quality of hire was the top metric for each stakeholder except procurement which identified hiring manager satisfaction as the top measurement of success. Candidate experience was the other top metrics for each of the stakeholder an indication that this is a candidate’s job market where companies are facing intense competition for all types of talent.
Tension between procurement and everyone else. It can be a healthy tension. It suggests HR/TA have not proven the connection between QOH and profitability/productivity and have not provided evidence to procurement.
You’ll remember that Procurement said that Quality of Hire was one of their top Strategic Priorities but here it says that they don’t measure it .
Procurement said that identifying and defining metrics, communicating with candidates and delivering quality of hire were their top strategic TA priorities but our results suggest they haven’t cracked how to measure and report on as “metrics for success”

23. - Delivering quality hires consistently?
Quality of Hire
How often do you measure and evaluate the following strategic recruitment initiatives at your organisation?
- Delivering quality hires consistently?
22%
33%
29%
16%
EVERY MONTH
EVERY QUARTER
ANNUALLY
LESS THAN ONCE A YEAR

24. Candidate & Hiring Manager Experience
How often do you measure and evaluate the following core recruitment initiatives at your organisation?
- Delivering great experiences for stakeholders?
17%
37%
35%
21%
EVERY MONTH
EVERY QUARTER
ANNUALLY
LESS THAN ONCE A YEAR

25. 90%+ identified Total Talent Acquisition as critical
Change style?

26. But who owns total talent?
Companies are increasing their investment in contingent labor across all job roles:
What percentage of your workforce is comprised of contingent labor
Senior role: 23%
Manager level: 28%
Individual contributors: 32%
Entry level: 41%
A flexible workforce is the future: 65% of companies believe that flexible workers/contingent workers will replace some of the work being done by FTE in the future.
Younger workers want more flexibility from employers: 40% of Generation Z want a contingent or part-time job.
Each stakeholder agrees that with this rise of the contingent worker, companies need one strategy to support the entire workforce- Total Talent. 90% of stakeholders believe that total talent needs to be a priority
If it is such a priority? Why are 66% of companies using different providers to recruit contingent and FTE?
The problem is that stakeholders  (procurement and HR) won’t give up ownership and work together.
Procurement’s views on ownership: 65% say its owned by procurement, 12% say owned by HR, 23% say it should be owned by both
HR’s view on ownership: 69% say HR, 5% procurement, 26% both
If companies want Total TA to work, they need to let go of ownership, see a different perspective and start to collaborate.
Key recommendations:
Involve the CEO: Only 53% of companies say the CEO is involved in talent acquisition decision making
Invest in a Partner: 55% of companies plan on investing in an outsourcing provider in the next year.
Become a Data Champion: The value of total talent is the in the insights and data it providers on the complete workforce. Only 24% of companies identified analytics as the most effective recruiting tool. This should be more of a priority in technology investments.
DISCUSSION QUESTIONS
Does your organization take a holistic approach to contingent and permanent talent?
Procurement thinks they own it, HR thinks they own it, is it owned in one of those functions, or do you believe there should be a team that oversees TTA?
What are some of the external factors that could drive a company toward embracing a Total Talent solution?
What are some of the obstacles that might hinder a company’s ability to embrace Total Talent?

27. What's CHANGED SINCE 2015?

28. 4 KEY TAKEAWAYS
Stakeholders must actively seek to understand each group’s priorities
Time to refocus on the basics of building candidate experience
TA should provide data that measures key metrics that the stakeholders value…frequently
Lack of clear accountability breeds inaction
Stakeholders must actively seek to understand each group’s priorities
TA should provide data that measures key metrics that the stakeholders value such as quality of hire…frequently
Lack of clear accountability breeds inaction – see TTA

29. THANK YOU!