Treating all roles equally is the most unfair thing Talent Acquisition can do because, while all roles are important in an organization (or else the headcount wouldn’t exist), not all roles are critical to building business value. In our knowledge economy, 80% of future business value is created by 20% of roles within a given company.
It’s time for TA to understand and embrace this fact – and adjust the way in which they attract, source and select candidates accordingly.
Handling reqs like milk (first in, first out) – or adjusting priority based on the hiring manager who screams the loudest – drives poor outcomes since some job receive more investment than they truly require, while others receive not enough.
What do ‘poor outcomes’ look like? Extended vacancy times, candidate drop-offs, higher attrition and poor performing new hires.
What to ExpectThis will be a high energy, engaging session, in which participants will understand the drivers behind the shift from an industrial to a knowledge economy – and specifically, the implications for talent acquisition.
- It will provide a framework for building a differentiated talent strategy that will allow TA to compete for – and win – top talent in the right roles
- Participants will learn how to discuss radically changing the typical, outdated approach to hiring with senior leaders in order to win support for adding measurable value to their business.
Learning Objectives:
- Learn how Talent Acquisition can speak to the bottom line impacts of their recruiting efforts.
- Understand what it means to treat roles unequally and how to identify the most critical roles.
- Learn how to develop an effective talent acquisition strategy based on this differentiated approach.
