Talent leadership in today's growing economy
As the economy continues to strengthen, it is increasingly difficult for employers to find the talented professionals they need to take advantage of for future business growth.
The CIPD’s 2015 Resourcing and Talent Planning Survey Report highlighted that talent management is becoming a higher priority for CEOs.
“What is clear is that organisations that fail to prioritise talent management
risk losing out as demand for key skills escalates.”
As the CIPD encourages organisations to continue investing in their people, we look at the exacting qualities required to meet today’s challenges.
Current resourcing trends*
- Only half of CEOs have talent management as a key priority
- There is no change in developing talent in-house, or focusing on retaining rather than recruiting
- Talent turnover has increased, resulting in increases in pay, benefits, learning and development opportunities, and line managers’ people skills
- The skills STEM skills shortage continues
- There is an increase in permanent vacancies, particularly in the private sector
- Businesses are becoming more proactive when it comes to diversity in the workforce, particularly in the public sector, and manufacturing and production fields
- Apprenticeships and graduate recruitment programmes are on the rise
- Businesses are focusing more on improving employer branding through career websites and improved candidate experience
- There is a more positive outlook for resourcing budgets in the private sector
Supporting talent acquisition heroes
Without the right people in place, it would not be possible for talent acquisition to function or grow. Despite people being branded as an organisation’s best asset, talent acquisition leaders have to deal with reduced budgets as well as other internal and external pressures which make their role an increasingly difficult one.
Attributes of talent acquisition leaders
There is no doubt that a talent acquisition leader’s role today is increasingly complex and demanding, and one that is rarely recognised as such by organisational leaders.
As the ‘unsung heroes’ of every business, talent acquisition leaders demonstrate exceptional leadership, resourcing and talent management expertise. So how can this be quantified?
Working with talent acquisition leaders to deliver bespoke training programmes gives us first hand insight into these attributes which can be defined as:
1. Motivational leadership
Leading by example as an ambassador for your team and organisation with a clear focus on ethics, diversity, open communication, teamwork, and values that showcase and promote the employer brand and employee value proposition.
2. Organisational leadership
Understanding the concept of running a lean recruitment function by designing, building and implementing more productive ways of working and demonstrating return on investment.
3. Stakeholder management
Having the knowledge, style and gravitas to work well with and influence leaders across the business to support (and invest in) the in-house recruitment function.
4. Tactical workforce planning
Moving from reactive recruiting to proactive, best in class talent acquisition through accurate forecasting that enables recruitment teams to build the right talent pipeline.
5. Succession planning
Understanding the needs of the business and building a reputation as an employer who supports diversity and inclusion to attract and develop leadership talent.
6. Social recruitment
Identifying different recruitment channels online, and understanding how to promote the employer brand to capture candidates’ interests and keep them engaged.
7. Mobile recruitment
Providing candidates with a seamless mobile job search and application experience, and enabling hiring managers and recruiters to screen and select the right candidates through mobile devices.
8. Recruitment analysis
Understanding how data can provide the intelligence required to inform on-going talent management and people development, and strategic and tactical workforce planning.
9. Team development
Identifying required skills and providing the right resources and support for team members to train and develop effectively whilst encouraging them to do so.
10. Management development
Supporting managers as they lead and develop their teams to become accredited in-house resourcing practitioners.
*According to CIPD’s 2015 Resourcing and Talent Planning Survey Report
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