According to more than 4,000 corporate talent acquisition leaders across 35 countries, talent is the No. 1 priority for 2018. In addition, 56 percent of these leaders say hiring volumes will increase in 2018 – and, to accurately measure success and quality, they are placing more focus on tenure, hiring manager satisfaction, and time-to-fill. In brief, talent – your people – not only define but further develop and drive employment brand, culture, talent acquisition and management and, beyond that, strategic business objectives. To maximise the “business” aspect of talent strategy, leading organisations are empowering their candidates and workforces.
Companies are well in the midst of evaluating the success of 2017 while planning for 2018. This month WilsonHCG held a London-based event in collaboration with leading global membership organisation for corporate recruitment professionals, The FIRM, and featuring various peers and partners – primarily to deep dive into what we’ve seen in 2017, what companies can expect in 2018, and how it all factors into the development of your talent strategy. Throughout the discussion, we concluded on three predominate industry trends leaders need to consider as they enter 2018 and strive to harness the power of their people.
Ultimately, organisations recognize the need for talent, the need to empower and improve their talent, yet are still challenged to do just that. Toward this end, strategic workforce planning (SWP) plays a unique, imperative role. SWP arms talent leaders with the ability to assist their CEOs in driving the organisation's current and long-term business needs. No longer a head counting exercise, SWP is a collaborative and critical effort that many organizations are investing in to predict the future growth/trajectory of the company, while evolving talent profiles in the midst of today's digital age.
In 2017 and moving into 2018, in response to the challenges explored above leaders are challenged trying to find consistency during ever-present change and strategic direction amidst an unknown future. In fact, according to Mercer’s Global Talent Trends Study 2017, 93 percent of 400+ executives plan to make a design change in their company within the next two years to stay ahead and keep the focus on their workforces. Specifically, they are transforming hierarchical structures, eliminating departments as well as decentralizing authority to keep up with the pace of change and inspire adaptability, flexibility and scale.
At WilsonHCG, we have recognised the need for (and, in response, transformed our talent solutions into) “total talent strategy” – where talent management and talent acquisition, and all components within, are equally important and part of an interconnected ecosystem. It is our belief (and mission in partnership with our clients) that, for an organisation to thrive, all pieces of talent strategy (the ecosystem) need to function as one integrated unit that optimises the positioning, work and growth of your talent in a way that ultimately moves the business forward.
There are numerous shifts leading to the demand for united, total talent strategy:
As explored above, the competition for talent is relentless, but it’s not an impossible to overcome challenge. There are strategies we believe you can undertake to prepare your talent leaders and organisation as a whole:
"Today’s leaders need to be in lockstep with their people. We need to focus on the entire employment experience, work smarter, and find balance between soft skills and technical skills. We need be accountable, accessible and available, aligned with the pulse of our organisations, aware of the talent pipeline, regional yet with a global mindset. We need to embrace the many recruitment marketing, automation and talent management technologies available. We need to inspire diversity and inclusion, and build our employment brand from the inside out. Above all, we need to empower our people."
As Senior Vice President, Global Strategic Talent Solutions, Craig leads WilsonHCG's growth strategy and new partnership cultivation across the globe. Alongside the trusted consultants at WilsonHCG, he builds market-leading, scalable and customisable RPO solutions. Craig's relationships span all industry verticals and geographies with expertise in Technology, Business Services, Financial Services, Engineering, Manufacturing, Retail, and Media.