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Talent Acquisition and Related Services
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Measuring Your Talent Acquisition Efficacy
Does it demonstrate good recruiting processes that ensures only the best transformation talent is delivered?
Does it demonstrate at a corporate HR and procurement level that transformation is the objective?
Is there a more effective way to obtain transformation candidates than traditional search and tag candidates?
“It’s not about being politically correct or being nice. Diversity is going to be imperative because it’s critical for our economy and talent pipeline.” – Liz Mackay, Head of Talent Acquisition, Phillips
“A good recruiting process focuses and aligns recruiters to deliver the best to the organization. Ultimately, recruiting really should be viewed as a business partner, someone who is critical to the success of the business.” – Mathew Caldwell Head of Talent, Instacart
These may be categorised further into sector speciality – IT, financial services, manufacturing, as well as by functional area such as HR, Marketing, Supply Chain and Warehousing, etc. Suppliers listed under the “Executive Search” preferred supplier list, for example, are often excluded from providing any other talent acquisition related service, even if it may form part, or is a consequence of the methodology.
The flaw with this kind of categorisation is that it focuses solely on methodology and the assumption that vendors provide only services relating to one of these. Conceptually, the thinking has not shifted to incorporate new vendor structures that have been created with the sole purpose of providing focused, categorised solutions across all grades and functions, therefore utilising multiple talent acquisition methodologies.
Traditional corporate procurement thinking would be to select a number of companies per methodology and industry specialisation, with the hope that these two factors combined have equipped them to access top transformation talent.