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.
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.