Confirmation of Understanding

Smith & Nephew is looking at driving forward its HR CoE strategy applying global consistency, operational excellence and governance to the Talent Acquisition CoE.

Smith & Nephew have acknowledged the need to develop their Talent Acquisition model globally and are considering support to help them do this and specifically develop their target operating model.

Smith & Nephew want to create a ‘best in class’ talent acquisition capability that brings consistency and efficiency to the model, and provides a high quality of service to all stakeholders.

Talent Collective (The Consulting arm of AMS) has been asked to prepare a proposal as to how they could help Smith & Nephew create this model.

Working with Smith & Nephew to "Drive Change" in your Talent Acquisition function

Our heritage is in building, running and improving internal talent acquisition and RPO functions for global companies. This allows us to provide advice, implementation and training services that are delivered with both an eye for innovation, but also a deep understanding of what really works.

We provide holistic support to large, often complex global businesses, whether they are starting out on a major recruitment transformation project, need guidance during the implementation of a new technology platform or require one-off or on-going training to rally their resourcing teams and make them more effective.

As a key part of Alexander Mann Solutions, Talent Collective has extensive expertise across all aspects of Talent Acquisition. From Assessment & Selection to Employer and EVP, to Market Mapping and Strategic Insight and Operational Design. Through our existing relationship Smith & Nephew has access to all of this expertise to help inform and improve your TA function.

Our Approach for Smith & Nephew
A tried and tested 5 stage process for developing optimum Talent Acquisition delivery


Consider three different capabilities in your optimum model:

  • Recruitment Business Partners
  • Sourcing Specialists
  • Administration (Candidate Concierge)

Sourcing and Admin can and should be shared services and as such we would recommend investigating regional hubs.

To effectively drive your transformation agenda careful consideration should be given to the inclusion of Centres of Excellence for delivery. You should consider the inclusion of Brand, Technology, Workforce Strategy and Process & Governance expertise located in the CoE.

Below is an example of what the Talent Acquisition CoE might look like:


While core processes can and should be consistent globally wherever possible, there will always be key nuances by market and by specialist hire requirements that it is essential for Smith & Nephew to incorporate at a local and regional level .

Similarly a standard approach to sourcing may need refining by region depending on the volumes of proactive candidates attracted to your brand. Fine tuning sourcing strategies by region, function and role will drive the best results.

It would also make sense to incorporate your Contingent Worker requirements in to this programme of work to help drive efficiency and savings.

Key to a successful long term Talent Acquisition strategy is strategic workforce planning. It is unclear at present whether this activity is currently undertaken by Smith & Nephew, and if so to what extent.

By establishing clear visibility and understanding of demand we can ensure recruiters are focussed on sourcing the right talent.


Key to establishing a technology strategy is understanding whether your existing technology is "fit for purpose".

In addition to reviewing your existing technology infrastructure, consideration should be given to the introduction of new technologies:

Example - digital interviewing is designed to assist your hiring managers in the initial candidate assessment stage and make more informed decisions as to who to interview face to face. The impact is a significant saving of managers' time and the cost of hire.

Example - mobile assessment platforms enhance the assessment process for candidates and hiring managers, making it slicker and more engaging.

Example - employee referral platforms can provide a rich source of the right type of candidates by effectively plugging in to your existing workforce's personal and professional networks helping to drive time and cost of hire.


Is there an informed view on where the brand is more and less recognisable by potential candidates?

Do we need to focus on "boosting" the brand in new and growth markets, especially where talent competitors may be better established?

In line with the above, what is our social engagement strategy?

Do we have a clear view of the effectiveness of our current media spend and potentially where that spend may be more profitably allocated?

Effectively engaging with your potential candidates is essential and we strongly recommend considering Digital Job Descriptions and Realistic Job Previews to bring opportunities and your organisation to life more effectively for your candidates.

Key to all this activity is an understanding that "One size doesn't fit all". This doesn't mean simply having a single process for all roles and levels won't work. What our experience tells us is that we may have to tailor our approach and processes multiple times for a single role, dependent on the perspective of a candidate and there specific situation.

Day Rates

  • Lead Consultant - £1,195 per day
  • Project Manager - £1,395 per day
  • Director of Consulting - £1,950 per day

NB: It may prove beneficial to draw down on the expertise of our subject matter exerts from our other consulting practices during the process. Day rates to be agreed.

Timeframes & Next Steps

If the above proposal is of interest to Smith & Nephew we would recommend a follow up call or meeting to discuss this document further in order to understand your expectations and high level timeframes.

Following that session we would recommend a full scoping meeting where we can agree project timelines and key milestone dates.


Presentation of findings and recommendations, to include:

  • SWOT analysis of current operating model
  • Best Practice comparison
  • Capability Assessment

The above elements form the foundation for all on-going design work

  • Presentation of findings to Smith & Nephew, with recommendations, and priority roadmap
  • Overall recommended optimised target operating model for Smith & Nephew

Thank You

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