Provided by Hewitt Associates
Consider the following scenario.Two companies have similar talent
challenges: They can’t seem to find enough qualified talent for their
organizations. Company A creates a number of job requisitions and posts
the positions on its Web site and various Internet job boards. Over the
next months, recruiters and hiring managers scramble to recruit and fill
these jobs—with mixed results. Company B first reviews its talent needs
to understand the skill sets and competencies required by the business.
Based on this analysis of workforce demand and supply, it builds a
sourcing plan for where and how these talent needs might be filled,
listing the various trade-offs associated with each option from an
efficiency, cost, and quality perspective. A series of staffing actions is
then taken, among them posting job openings in the external market,
promoting internally, moving the work offshore, and engaging an
outsourcing partner. The overall result is a holistic view of talent sourcing
and strategies across the organization—to fill both immediate and
longer-term needs—and how they link to broader talent management.
In the marketplace, companies seem to lean toward one of these two
scenarios. One looks through a pure recruitment lens and focuses on
short-term talent needs (i.e., recruitment fulfilment). The other views
talent acquisition as a critical competitive advantage, and casts a wider
net to understand broader workforce needs and implications. While most
would agree that the latter approach is the best-in-class preferred option,
few are actually delivering on this vision.
The following brief provides an overview of a best-in-class approach to
talent sourcing and acquisition. Drawing from Hewitt Associates’ experience
and research in this area, this brief highlights the fundamentals as
well as innovations in best-in-class talent sourcing and acquisition. It is
one in a series of Hewitt best-in-class briefs on critical talent and HR
issues and innovative solutions……
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