strategic talent acquisition report (star 2013)

w w w . w r i t e r e s e a r c h c o m p a n y . c o m w w w . t h e f i r m - n e t w o r k . c o m

2013

Strategic Talent

Acquisition Report An analysis of the on-going transformation of resourcing

strategy and practice in the UK

Produced by:

The Write Research Company &

The Forum for In-House Recruitment Managers

Strategic Talent Acquisition Report 2013

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Foreword

Hello and welcome to the inaugural Strategic Talent Acquisition Report (STAR).

Can we begin by extending our sincere gratitude to all the Resourcing professionals who gave their time to provide the data for this Report.

This is the first in what we plan to be a series of annual reports which will try and make some sense of the on-going ‘transformation’ of resourcing strategy and practice in the UK. STAR is a collaborative initiative undertaken by The Write Research Company and The Forum For In-House Recruitment Managers (The FIRM).

From conversations in summer 2012 we felt that while there was an abundance of really excellent published research, in general terms most of it was either overly US centric, completed by professionals with a wider HR remit or primarily focussed on tactical recruiting activities. So STAR was created to begin to fill this gap in our knowledge.

It is not our intention to provide definitive answers or prescriptive solutions. Our aim is simply to share empirical data and informed commentary that we trust you will find interesting, stimulating and worthy of further debate.

From the outset we were interested in two-key themes:

i. Has the recession actually changed the role of resourcing, and if so, how? ii. What impact has any change had for the career expectations of

Resourcing professionals?

Underlying these headline issues were a number of assumptions and perceptions that we wanted to challenge and corroborate:

i. Is recruitment really seen as ‘the poor relation’ within HR and is this changing?

ii. In reality, is there a move from reactive hiring to proactive, strategic talent acquisition aligned with workforce plans?

iii. Do Talent pools (or banks / pipelines / networks / communities etc.) actually work and what role will they have in the future?

Andy Dolby, Chief Executive The Write Research Company

Emma Mirrington The FIRM


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What’s in a name?

Choosing a name for the Report became a hotly debated subject. From ‘recruitment’, ‘resourcing’ and ‘hiring’ to ‘talent acquisition’ ‘staffing’, ‘sourcing’, ‘scouting’ and ‘attraction’ there are a myriad of ways to describe all or part of the process of finding, selecting and employing new people for our organisations.

This range of options was confirmed when we asked internal Recruiters:

“What would be the best ‘label’ to describe the act of finding and engaging new talent”?

Source: The FIRM Conference September 2012

The results confirmed that there is no single word or phrase that is universally applied to engaging new talent; however ‘Talent Acquisition’ has become the preferred descriptor.

Rather than attempting to incorporate all of these various role titles, for simplicity we will use the terms ‘Recruiters’ or ‘Resourcing professionals’ interchangeably throughout in the Report to represent everybody involved in talent acquisition activities.

44% Talent Acquisition

27% Resourcing

25% Recruitment


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Data sources

Information contained within STAR 2013 has been obtained from two primary sources:

The FIRM Conference September 2012

As part of a one-day FIRM Conference, 101 senior in-house Resourcing professionals attended a 45 minute seminar at Centre Point, London. Delegates were broadly representative of The FIRM membership with a diverse cross-section of employers represented from retail and financial services to technology, business services, transportation and manufacturing. Each delegate was provided with a voting pad and asked a sequence of 12 questions.

Online Questionnaire September/October/November 2012

A request to complete 33 questions online was distributed to all members of The FIRM with additional invitations sent to clients and contacts of Write Research. Where possible, circulation was restricted to those individuals who were primarily involved in resourcing related activities (as opposed to generalist HR, L&D etc.). In all, 264 questionnaires were fully completed and returned for analysis.


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Executive commentary


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The Report sends out a very simple message to those of us involved in resourcing - now is the time to ‘step up’. The transition from ‘recruitment’ to ‘talent acquisition’ appears to be more than just a change of name. The recession has had a profound impact on senior management attitudes to the importance of new talent. ‘People are our greatest asset’ is now a clarion call to find high-performers for critical roles who can drive organisational change and deliver corporate success.

Despite the high levels of unemployment this remains a challenge. The CIPD (2012), Resourcing and Talent Planning shows 82% of organisations are reporting ‘having experienced difficulties in filling at least some vacancies’. This is not just a UK phenomenon. The highly respected Bersin by Deloitte (2013), Predictions for 2013, discusses a ‘Talent Paradox’, where despite high levels of unemployment a genuine skills shortage is holding back growth in the USA.

What is less evident is whether Resourcing professionals believe they are currently equipped to meet this challenge.

While there is a greater emphasis on forward planning, Resourcing professionals feel they have yet to make a genuine contribution to strategic decision making. In fact, many report that they currently work within a global resourcing framework which allows them little if any local flexibility.

However ‘being strategic’ means much more than just being better prepared. The Aberdeen Group (2012), Strategic Talent Acquisition; Are you prepared to hire the best? describes the organisations with ‘best-in-class’ performance as sharing the following characteristics:

i. Linking talent acquisition initiatives to organisational profitability through validated data

ii. Using social media to engage candidates and build talent communities iii. Measuring Quality of Hire based on organisational fit and performance iv. Integrating talent acquisition practices with performance management

STAR shows that in the UK we are still focussed on measuring resourcing performance against tactical efficiency metrics, such as cost per hire and time to hire, with little or no correlation to organisational effectiveness. It is therefore perhaps not surprising that the daily focus remains on delivering efficiencies rather than achieving strategic organisational goals.

It’s time to step up.

Make the paradigm shift from ‘forward planning’ to ‘strategic talent acquisition’.


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STAR confirms that the current focus is indeed on building talent pipelines – as well as improving employer branding. However, it provides little evidence that the creation of candidate pools is delivering real value as a source of future hires.

The key issue seems to be a continuing difficulty with the accuracy of workforce planning and questions about how to develop pipelines in areas where there will actually be a need to hire in the future. Additionally, a clearer understanding of the size, structure and characteristics of the external market is essential.

While there are multiple influencing-factors that seem to be restricting Resourcing professionals from operating at a more strategic level, one of the key challenges is how to escape the day-to-day priority of undertaking tactical hiring activities.

In reality, this is of course profoundly difficult to achieve and the Report suggests it will only get harder during this year, as:

- Hiring levels will stay roughly the same, or slightly increase. - Internal teams will be expected to manage more of the process with

less external support. - There will not be an increase in some internal team sizes.

The demands upon internal resources are further compounded by the unpredictability of recruitment activity. With teams being sized at ‘business as usual’ levels the peaks in activity are creating rising levels of stress and pressure.

Traditionally these peaks would have been managed by passing vacancies to agencies but today this is less of an option when performance KPIs restrict the volume of work that can be given to intermediaries.

Only build talent pipelines that are aligned to accurate workforce plans and informed by an understanding of the external market.

You have to make time in the day for strategic initiatives if you really want to make a difference.

Keep exploring alternative solutions for dealing with peaks in hiring activity.


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The Report makes it clear that time management is not the only challenge. It is evident that Resourcing professionals are also not confident in the technical competence of their teams beyond tactical recruiting activities.

Importantly there is a direct correlation between the areas that have been identified as priorities and the skills in the greatest need of development within internal teams.

Key areas for development are:

- Strategic resource planning - Employer branding - Building talent networks - Executive selection.

As an in-house Resourcing professional, there is therefore a real opportunity to broaden your skill-base and acquire new areas of expertise.

The Report reinforces the view that Resourcing professionals have been a relatively transient community, with internal teams populated largely by ex-Agency Recruiters looking for a stepping stone to a wider role in HR. The good news is that this appears to be changing with talented people now looking to forge long term careers in talent acquisition – providing that genuine pathways are created.

Start building the capability of internal teams NOW.

Create credible career pathways for your team.


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Key

Findings


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Historically it could be said that HR, and recruitment in particular, were seen as the ‘poor relations’ among the central enabling functions. STAR strongly suggests that those days are now behind us, with the recession proving to be a pivotal moment.

Senior managers are now advocates of people-centric strategies that place the appointment of transformational individuals to critical roles as a central tenet of organisational success. Economic pressures and corporate caution may continue to focus the talent debate on internal mobility and the development of existing employees however the identification of best in class individuals from the external market is of increasing importance.

Of course, we have to be careful about these conclusions. These are the views of Recruiters and not the senior management team; however the results are consistent with other data sources and the anecdotal evidence provided by senior Resourcing professionals.

In fact, a recent report (The Boston Consulting Group (2012), From Capability to Profitability) indicates that of 22 HR Topics, ‘delivering on recruiting’ has the biggest impact on organisational revenue growth and the second highest on profit margin. In addition, improving employer branding ranked 4

th for both revenue and profit.

Since the start of the recession talent acquisition has increasingly gained a presence and credibility where it is now seen as valuable contributor to organisational success.

50% of professionals believe that senior

directors now see recruitment as of

‘above average importance’. 25% state that ‘participating in the wider

business planning process’ is a key

component of their working day.

15% feel that recruitment is seen as

a ‘source of competitive edge and a

core transformational force driving

organisational effectiveness’.

65% believe recruitment is viewed

more importantly by senior

managers than before the recession.

22% feel there has been a

significant change.


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STAR confirms that there has been a transformation in talent acquisition practice. 90% of the organisations in the survey now have a formal recruitment strategy and policy.

In 67% of all cases, this strategy is defined centrally and then implemented globally. The majority (46%) develop a core policy which is then flexed to reflect local business unit needs or circumstances however, in more than one in five instances, this deployment is the same across all business units and geographies. Nearly a quarter take an alternative approach; developing policy independently within each local business unit.

Interestingly, delegates at The FIRM Conference had a virtually unanimous view of how strategy should be developed. 99% indicated that if it were up to them, there would be a global model or single framework with either minor local variations or a small element flexibility to reflect the particular needs of different business units.

This would seem to imply that more than half of Resourcing professionals operate within a framework that has not been developed and implemented in what they believe to be the best way.

Virtually all organisations have a structured approach to developing a resourcing strategy, with most created centrally. Less than half implement strategy in the way Resourcing professionals would prefer.

46% have centrally

developed strategies that are

deployed flexibly to reflect

local conditions.

90% of organisations now

have a structured

approach to developing a

resourcing strategy.

23% have strategies that are developed

independently within each local operating

business or geography.

21% operate centrally

developed strategies that are

implemented uniformly across

the world.


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Senior Resourcing professionals clearly aspire to act more strategically and want to place operational activities within a broader organisational context. Over half indicated that ‘developing and implementing strategic resourcing plans’ was one of the top three activities they are involved in on a daily basis. However, the data indicates that ‘implementing’ plans is taking precedent over ‘developing’, with 46% also stating that ‘direct sourcing for roles’ featured in the top three activities and 42% indicated that ‘consulting and advising hiring managers’ was a priority.

There is a correlation here between size of organisation and how time is spent. Within smaller organisations (of 1,000 employees or less) 42% of

Resourcing professionals spend a large element of the day actively managing candidates through the process. This compares to only 9% of professionals within organisations of between 10,001-50,000 employees. Conversely, only 29% of people in smaller organisations are involved in strategic planning on a daily basis, compared to 60% in the larger companies.

Irrespective of the company size, 78% of all Resourcing professionals still have to spend some element of the day actively ‘recruiting’ for 6 or more open roles. This would be in addition to the number of roles being managed by the team for which they are accountable.

While Resourcing professionals have aspirations to make a strategic contribution, most have to strive to balance this with the pressure of delivering operational ‘recruiting’ activity.

52% indicate that developing and

implementing strategic resourcing

plans and initiatives is a top 3 priority

on a day-to-day basis.

46% indicate that direct sourcing

for roles is a top 3 priority on a

day-to-day basis.

42% spend a significant portion of

each day consulting and advising

hiring managers.

44% are managing 6-20 open

roles at any time.

79% are personally

managing more than 6

open roles at any time.


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The performance of Resourcing teams continues to be measured against tactical hiring metrics, such as time to hire (73%), cost per hire (74%) and hiring manager satisfaction (59%). While sourcing channel mix (56%), candidate satisfaction (47%) and Agency usage (62%) are increasingly monitored there is limited analysis of quality or effectiveness. Of these indicators, 3/6 month attrition (37%) is most often measured, followed by quality (29%), new hire performance in post (27%) and critical role succession coverage (23%).

Organisations with higher levels of recruitment are significantly more likely to measure candidate

satisfaction than other employers. There also appears to be strong statistical link between those organisations interested in candidate satisfaction and those who are being most proactive around building talent pipelines. Additionally, organisations capturing data on new hire quality are far more likely to see ‘enhancing the employer brand’ as a priority.

Self-evidently, Resourcing professionals must be torn between the demands to think and act more strategically while their performance is assessed on short-term metrics which in the majority of cases do not effectively measure value.

Operational resourcing activities continue to be measured by tactical metrics rather than quality, value or contribution to organisational effectiveness.

74% of organisations

measure cost per hire.


measure time to hire.

Only 27% of organisations

measure new hire performance

in post.

37% measure 3/6 month

attrition rates.

Only 29% of

organisations measure

quality of hire.


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The data reflects the widely held sentiment among Resourcing professionals which can be summarised as ‘I don’t really know what will happen to hiring levels in the next 12 months’. Generally however, the private sector is feeling positive about a net increase in hiring activity.

This would seem to be supported by the CIPD Labour Market Outlook Report (LMO), Winter 2012, where the same pattern is represented. Most organisations are expecting to maintain staff levels in early 2013, slightly fewer expecting to increase staffing levels and fewer again expecting to decrease staffing levels. The number of organisations intending to hire has steadily improved since summer 2012. How this plays out remains to be seen. The LMO Report showed very

positive signs of recruitment growth in autumn 2010, spring 2011 and again in 2012, which was not sustained in the following quarter.

This level of unpredictability is creating very real challenges to heads of resourcing with respect to both ‘team sizing’ and ‘budget’ setting. Without a strong sense of future hiring numbers it is very difficult to correctly decide upon the appropriate size of the internal team, how that team should be aligned to the business and the size of budget required to deliver cost effective results.

Such uncertainty would be a cause for concern in any circumstances; STAR reveals that the situation is amplified by a range of other influencing factors.

Most Resourcing professionals believe permanent recruitment activity will be similar over the next 12 months however a significant proportion think levels could rise.


expect permanent

hiring to increase. 12% of expect a

significant increase.

22% think activity levels

will decline.

43% expect permanent

hiring to remain roughly

the same.


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The survey provides unambiguous evidence that resourcing is now, and will increasingly become, an in-house activity. Over 81% of the organisations in the survey manage recruitment internally with just the support of external recruitment consultancies or marketing agencies. While 19% do outsource an element of the recruitment process or an area of activity (graduate, volume recruitment etc.) to a third party, complete outsourcing of all activities remains a minority activity (2%).

In the future, over 55% of respondents expect an increasingly larger proportion of their activity to be managed internally with only 8% expecting to outsource more.

This would seem to indicate relative job security and increased opportunities for most in-house Recruiters with one in three organisations expecting to grow team size and only 12% predicting a reduction.

On a note of caution, 54% of organisations do not expect team size to grow. Of these, a number also expect to be managing more of the activity in-house, and some are among the 36% that expect hiring levels to increase. There will therefore be increased pressure on internal Resourcing professionals to deliver more, on tighter budgets and with less external support.

Overwhelmingly organisations manage resourcing internally and they expect this trend to continue. However, they do not all believe that this will necessarily result in an expansion of their team.

81% of organisations manage

recruitment either entirely

internally or with just the

assistance of intermediaries.

19% have some of their

recruitment activity

outsourced.

Only 2% are entirely outsourced

in an RPO relationship.

55% expect to manage an

increasingly larger proportion

of their recruitment

internally.

Only 8% are likely to outsource

more activities to 3rd

parties.

54% do not expect any

change to the internal

team size.

34% expect the size of

their team to grow over

the next 12 months.


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At the same time that in-house Recruiters are being challenged to manage more activity they also recognise the need to deliver on longer-term initiatives that will make a sustainable difference to the effectiveness of talent acquisition. However there appears to be a mismatch between the top priorities and internal areas of expertise.

For most, building a proactive talent pipeline (56%) is one of the top 3 objectives, however only 19% of professionals rank their internal team as experts in this area and in 30% of cases they are felt to be novices. This is replicated in the next highest ranking priority – enhancing employer brand (41%). Here, only 17% of respondents believe the internal team can be called expert while 31% are novices.

Other important activities, such as improving candidate experience (36%), extending direct sourcing (24%) and cost reduction (19%) are seen as stronger areas for internal teams.

Areas not currently seen to be a top priority for Resourcing professionals include implementing social media strategies (15%), reducing time to hire (13%), relaunching employee referral programmes (9%), improving assessment tools (9%) and developing international recruitment programmes (9%).

Interestingly only 5% see introducing CRM functionality as a priority – which could be seen as a pre-requisite for effectively building talent pipelines.

While Resourcing professionals are clear about delivering forward-looking initiatives, it appears they are not confident that they currently have the skills within the internal team to achieve them.

56% place ‘building talent

pipelines and communities’ as

one of their top 3 priorities.

Only 19% believe their team are

‘experts’ at building talent

pipelines.

41% see ‘enhancing their

employer brand’ as a

priority.

Only 17% see their team as

‘experts’ in employer

branding.

36% rank ‘improving

candidate experience’ as a

top 3 priority.


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’

Resourcing professionals are very committed to building pipelines as a core component of future talent acquisition strategies. As we have seen, it was chosen as a top-3 priority more often than any other goal.

However it is evidently a new activity for UK Resourcing professionals, with only 15% of organisations believing they make above average use of internal pipelines to identify candidates and only 4% see pipelines as the primary channel for identifying candidates before other types of attraction or sourcing activity is commissioned. Strikingly, 55% of organisations make below

average or no use of pipelines to source candidates.

In addition it can be reasonably inferred that organisations are relying upon the recycling of speculative enquiries or candidates for other roles to build pipelines as only 5% undertake activities to proactively build pipelines - 74% rank themselves as average or below average in this respect.

With so few organisations seeming to have perfected this activity and in the absence of a substantial body of UK case studies it is perhaps surprising that it is such a strong top priority for 2013.

Building talent pipelines may be the top priority however most organisations have yet to undertake any structured development activity and even fewer use them as a significant source of candidates for new vacancies as they arise.

74% of organisations would rank

themselves as ‘average’ or ‘below

average’ with regards to proactively

building searchable networks of

potential candidates.

Only 5% undertake any activity to

proactively source or attract

candidates to build a talent network.

55% ‘rarely’ use or make ‘below

average’ use of internal talent pipelines

to identify candidates for new vacancies

as they arise. Only 15% believe they make ‘above

average’ use of internal talent pipelines

to identify candidates for new vacancies

as they arise.

Less than 4% see pipelines as the primary channel for

identifying candidates in advance of commissioning

external sourcing/attraction activity.


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When asked at the FIRM conference what a Resourcing function would need to do in order to become a ‘true strategic partner to the business’ virtually half of the delegates (49.44%) felt it was ‘developing an effective workforce planning process’. This compares to 32% of respondents to the online survey who ranked this as a top 3 priority.

STAR reveals that only 4% of respondents consider workforce planning to be currently well developed within their organisation - where there is a high correlation between forecast requirements and actual hiring activity. In 13% of organisations workforce planning doesn’t happen at all and in 37% of cases it was rated as ‘below average’.

This is combined with 39% of organisations who feel they only have a basic knowledge of the external market and 6% who feel they have a very limited external perspective. Only 9% believe they have a deep insight, while 47% believe they have a ‘reasonable’ understanding.

This apparent lack of intelligence with respect to either the future talent requirements of the organisation or the characteristics of the external market is likely to be a major barrier to resourcing becoming a strategic activity. It is also calls into question the potential value of building pipelines as there is a high risk that they might not be aligned with future hiring needs and may not contain the highest-performing professionals.

While viewed as of significant importance, workforce planning continues to be poorly developed and implemented in most organisations and is combined with a lack of a structured process to understand the external talent market.

Only 4% of organisations consider workforce planning to be well developed with a high correlation between forecast requirements and actual hiring activity.

In 13% of organisations no workforce planning happens at all.

In 37% of organisations workforce planning was rated as below average.

47% have a reasonable understanding of external talent markets based on ad hoc research and information gathering.

9% have a deep insight of the external market gained through structured research.

39% feel they only have a basic knowledge of the external market.


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On a cost per hire basis, senior and Executive recruitment is of course disproportionately more expensive than any other form of talent acquisition activity. The CIPD (2012), Resourcing and Talent Planning survey suggests a median cost for senior managers/directors of £8,000 – in reality external hiring will be very considerably more than this.

One in three organisations have already migrated a significant proportion of this expensive activity away from Consultancies. However given that 55% of organisations expect to manage more of their recruitment internally it is perhaps curious that only 28% of organisations are looking to increasingly manage Executive hiring in-house.

This is the one of the few areas where there is a disconnect between the data from the online

survey and the delegates at the FIRM conference, where 89% indicated that they would prefer to undertake this activity using specialist Internal Executive Recruiters supported either by internal Researchers or an external Research Consultancy.

This could reflect a desire by Resourcing professionals to manage Executive recruitment internally, but that other factors are stopping this from happening. This could be pressure from Board Directors to stick with tried and tested approaches. Most likely however is a belief that this skill set does not currently exist within internal teams as only 18% ranked Recruitment as an area of expertise (placing it 7

th from a list of 10

activities).

Executive recruitment continues to maintain a ‘mystique’ with

organisations less likely to change the way they manage these

appointments than other hiring activity.

63% do not expect to make any change to their current approach to Executive recruitment.

24% will remain largely with Executive Search firms.

32% will continue to manage Executive recruitment internally.

7% will carry on working in partnership with specialist Research Consultancies.

28% are looking to manage more Executive appointments internally.

Only 4% anticipate a larger role for external Executive Search firms.

Only 18% rank their team as ‘experts’ in Executive selection.


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Resourcing teams are full of very good, 360-degree Recruiters. 90% have 5 or more years’ experience and 60% have been involved for over 10 years. As the survey reveals, they are expert at screening and interviewing (63%), direct sourcing (49%) and advising hiring managers (48%).

However, only 4% of team members have experience of any activity that isn’t either recruitment or HR related. 60% come from Agencies, 16% from a wider HR role, 9% from Executive Search or RPO and 11% started their

working life in an in-house recruiting role or direct from a graduate scheme.

In the old world, when the need was for a transactional ‘recruitment function’, this would be fine. STAR suggests this may no longer be enough. If the business leaders are genuinely interested in talent acquisition as a strategic activity, then Resourcing functions either need people with a broader commercial perspective, or career-recruiters need to rapidly develop a wider business understanding and organisational awareness.

The majority of in-house Recruiters began their career in a Recruitment Agency environment and have limited experience in non-recruitment related activities.

60% of in-house Recruiters began their career in an Agency.

16% started in a wider HR role.

Only 4% have moved into Resourcing from a different functional area.

60% have in excess of 10 years’ recruitment experience.

90% have been involved in recruitment for 5 years or more.


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It is generally believed that ‘people come into recruitment as a stepping stone to a wider HR role’. This does seem to have been true, with 1 in 3 changing roles each year. This nomadic predilection does not appear to be diminishing, with 15% more people than average currently looking to change job.

However there are encouraging signs, with 50% looking to stay within resourcing. This suggests that there is a solid bedrock of career-committed professionals from which sustainable talent acquisition teams can now be built. There also appears to be an increasing understanding of career management techniques, with 20% hoping

to progress by acquiring a wider portfolio of talent acquisition techniques – as opposed to a vertical step up the hierarchy.

There is also a hint of a more fundamental change, with 24% interested in a wider ‘talent management’ role. This quest for a broader remit is strongly supported by Bersin’s Predictions for 2013 that forecasts a ‘new HR organisation’ where HR becomes an integrated ‘talent business operations’ function’. It is evident that to sustain the transformation of talent acquisition, organisations need to do much more to engage and retain talent. Specifically, clearer development programmes for Recruiters are essential.

Resourcing professionals change job on a regular basis, with a higher than average number looking to move. The majority hope to stay within the profession and most would like to show loyalty to their current employer.

91% of Resourcing professionals have been in their current role for 5 years or less.

28% have been in post for less than a year.

36% are actively or semi-actively looking for their next career move.

50% are looking for vertical promotion or to extend their role to gain wider talent acquisition responsibilities. 24% want a wider talent

management/development role.

50% feel that ‘limited opportunities for career progression and the lack of clarity about potential career pathways’ are the key challenges to achieving their long term career prospects.

53% do not intend to take any action to start looking for a career move to a new employer in the next 6 months.


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About us

The Write Research Company

An international talent research and insight consultancy, The Write Research Company helps organisations make better-informed people decisions. Gathering and interpreting talent intelligence from across the globe, we provide strategic and tactical support in the following areas:

Talent Edge – Bridging the gap between workforce planning and strategic talent acquisition to deliver sustained, measureable improvement to organisational effectiveness.

Talent Research - Identifying and engaging high-performing individuals for critical executive, senior management, specialist or professionals roles.

Talent Intelligence - Mapping and in-depth analysis to profile competitor strategies, reward benchmarking, perception audits and market assessments.

Talent Sourcing – On-going talent acquisition activity to build talent pipelines to meet immediate and long-term hiring needs.

w w w . w r i t e r e s e a r c h c o m p a n y . c o m

C o n t a c t : a n d y . d o l b y @ w r i t e r e s e a r c h c o m p a n y . c o m

The Forum For In-House Recruitment Managers

Run by in-house recruiters for in-house recruiters The FIRM was founded as a LinkedIn Group in 2007. Now with over 5,800 members in 56 countries, we are a supportive and collaborative community of corporate recruitment professionals that provides both an online and offline hub for members to network, request help, share knowledge and give advice on all aspects of recruitment and Talent Management.

We aim to support, develop and inspire our members as well as working to ensure integrity and best practice throughout the in-house resourcing and talent community. Through doing this we aspire to raise the standard of service our members provide to their internal customers and receive from external suppliers.

The group is solely for In-house Recruitment professionals and is not open to third party suppliers thereby providing our members with a niche and specialised group of like-minded people within the world of in-house recruitment with whom they network in a safe and closed environment.

w w w . t h e f i r m - n e t w o r k . c o m

C o n t a c t : e m m a @ t h e f i r m - n e t w o r k . c o m

mailto:[email protected]


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Join the discussion…

If you’d like to share your thoughts and views on any of the subjects covered in the Strategic Talent Acquisition Report please join the discussion at The Forum For In-house Recruitment Managers on LinkedIn.

See the detail…

If you’d like to see the detailed statistics which underpin the Report, please contact:

a n d y . d o l b y @ w r i t e r e s e a r c h c o m p a n y . c o m


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w w w . w r i t e r e s e a r c h c o m p a n y . c o m w w w . t h e f i r m - n e t w o r k . c o m

strategic talent acquisition report (star 2013)

Business

wider hr role

building talent pipelines

house recruitment managers

talent acquisition

organisational success

internal team

external market

strategictalent acquisition