Firming up current recruitment process & upgrading it to best practices of the Industry
The confluence of new market realities poses a challenge for organizations to successfully acquire and retain the best talent. Talent acquisition leaders have used the past few years to move from basic recruiting (mainly administrative and operative focus) towards a more strategic talent acquisition function — building a highly complex, dynamic, and value-adding HR cornerstone. As large multinationals and technology companies take the lead in establishing strategic talent acquisition functions, there is a considerable spread of maturity levels across different market players.
To help companies stay ahead,we use extensive market research and project experience to develop a maturity model that describes the five levels that companies can grow along to remain effective and relevant in the talent acquisition landscape. It is built on a comprehensive Talent Acquisition Excellence Framework that reflects all aspects of talent acquisition excellence around the talent acquisition core process and is supported by Strategy, Enablers, Infrastructure, and Governance components. This framework helps organizations understand the varying degree of maturity they display and identify the elements they can leverage to move ahead on the maturity curve.
We have developed a DRCR Model for Talent Development and Coaching
Diagnosis | Roadmap | Coaching | Review & Reporting
Losing top talent can be hard on your business – both financially and emotionally. On average, a company loses 1% to 2.5% of its total revenue in the time it takes to get a new hire up to speed. It can be uncomfortable and upsetting to deal with employee exits and transitions, but there are ways to make sure your organization understands its talent pool and is proactive in preventing turnover.
It all starts with getting your entire organization on the same page. And a successful strategy can’t be developed in silos. Building an authentic and meaningful strategy takes commitment from every employee. Employees, managers, HR, and leadership are all responsible for playing their part in the success of your talent development strategy. Explore these tips for incorporating each level of your organization in the talent mobility wheel.
Re-Engineer Hiring & Onboarding
Losing top talent can be hard on your business – both financially and emotionally. On average, a company loses 1% to 2.5% of its total revenue in the time it takes to get a new hire up to speed. It can be uncomfortable and upsetting to deal with employee exits and transitions, but there are ways to make sure your organization understands its talent pool and is proactive in preventing turnover.
It all starts with getting your entire organization on the same page. And a successful strategy can’t be developed in silos. Building an authentic and meaningful strategy takes commitment from every employee. Employees, managers, HR, and leadership are all responsible for playing their part in the success of your talent development strategy. Explore these tips for incorporating each level of your organization in the talent mobility wheel.
Re-Engineer Hiring & Onboarding
Training new and existing employees can be a company’s biggest challenge, especially in a rapidly changing business environment. Here are 7 key steps we use to build and update an effective training and development program
- Benchmark against the competition
- Surveying Employees
- Align Training with Management’s Operating Goals
- Run it like a Business
- Weave it into Company’s Culture
- Measure Results
- Keep Innovating
Re-Engineer Hiring & Onboarding
Losing top talent can be hard on your business – both financially and emotionally. On average, a company loses 1% to 2.5% of its total revenue in the time it takes to get a new hire up to speed.
It can be uncomfortable and upsetting to deal with employee exits and transitions, but there are ways to make sure your organization understands its talent pool and is proactive in preventing turnover.
It all starts with getting your entire organization on the same page. And a successful strategy can’t be developed in silos. Building an authentic and meaningful strategy takes commitment from every employee.
Employees, Managers, HR, and leadership are all responsible for playing their part in the success of your talent development strategy.
The planning stage of Talent Management is comprised of 3 key areas.
- Understanding the organisational/business strategy
- Evaluation and measurement/analytics
- Developing a Workforce Plan
With any talent management approach, it is critical to be aligned with the broader organisational strategy. The environment surrounding the organisation is also taken into account when assessing the organisational strategy. Prior to developing the workforce plan, an evaluation of previous initiatives, an assessment of the workforce profile and talent performance and the behaviours to date, are carried out. A workforce plan is then developed based on the current workforce situation and the future desired state. The workforce plan ensures that the right people, at the right time and with the right skills are employed and working towards the strategy.
In other words, the workforce plan translates business strategy into organisational talent needs.
