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The Beginner’s Guide to Talent Attraction: Strategy and Goal Planning (Part Two)

Back to Part One – Introduction

In Part 2 of our blog series on Talent Attraction, TalentSum’s Christopher Mengel discusses what you should keep in mind as you map your talent attraction strategy and set objectives. Use this post as a guide to help organize your thoughts and to get moving in the right direction.

PART TWO – STRATEGY AND GOAL PLANNING

To succeed in talent attraction you need to be clear about goals and objectives, define all available (real) resources, and measure what’s most important.

Some of the biggest challenges companies face when implementing a new talent attraction strategy include having little or no budget or bandwidth, no clear business case or well defined need, no ROI justification, no executive sponsorship, or no clarity on available technology or tool products. Before we jump into building a talent attraction approach and program, you need to understand your own situation. Let’s begin by defining your goals and objectives.

1 – Set Clear Goals and Objectives

Establishing clear goals and objectives is like building up a “true north” direction. Having this in place will keep your team focused – and you’ll be glad to have in place during times of uncertainty and chaos. Answer the following questions to establish a new foundation built with your goals and objectives in mind:

  • Over the next 2-5 years, specifically what are the primary “driver goals” our organization is looking to achieve through better talent attraction? (top 2-5 goals only)
  • To satisfy our primary goals, what are our core business objectives to satisfy? (top objectives only)
  • Specifically, how will our efforts support the business achieving those objectives?
  • How is success defined for our team? How is success defined for this particular effort?
  • How specifically does this effort support our reaching our objectives and company goals?
  • How long do we have to achieve outcomes? What range is reasonable?

2 – Define REAL Resources

Studies show that we (humans) overestimate our abilities in life – and it’s common practice to do the same when determining available resources. Knowing the (real) resources available to you before starting is critical to developing a plan to achieve your goals. Answer the following questions to define all the resources are available to you:

  • Do we have buy-in and support from leadership? (list of all people and their roles)
  • Do we have confirmed buy-in from Marketing? (do we have a united front and back)
  • Do we have a partner or influencer as part of our team? (do we have internal or external support)
  • What level of  confirmed support can we expect from Marketing, Leadership, etc? (key word is “confirmed”)
  • Who are the stakeholders that will be supporting this initiative? (list of all people and their roles)
  • How much workload will each person on the team carry? What level of commitment can we count on from each person?
  • What technologies, tools, and resources are available to achieve success? Are they confirmed and truly available?

3 – Define Baselines and Measure

Think about why you are powering up a new talent attraction strategy in the first place. Answer the following questions to establish your baselines and define your right set of measurements:

  • What is our current attraction funnel and what is our “pass through” data (from end to end) telling us?
  • What is our current req aging and time to fill and how does this compare to others in our industry?
  • What is our current offer filled percentage and how can we do better next year?
  • What is our current offer acceptance percentage and why isn’t it closer to 100%?
  • What is our current rate/level of candidate satisfaction and how can we improve the overall experience?
  • What is our current rate/level of hiring manager/recruiter satisfaction and how can we make the process more enjoyable?
  • What is our current quality of hire and cost per hire and what can we do to improve both measures?
  • What is our current employee turnover/retention rate and how can we do better next year?
  • How will we define C-suite satisfaction? (actually take the time to define this and get buy-in!)
  • How will our efforts be judged and what data visualizations does leadership need to make snap decisions?

Continue to Collect and Analyze Talent Data (Part Three)


Related blog posts to read include:


ABOUT THE AUTHOR

Christopher Mengel is the founder of TalentSum LLC, a strategic talent acquisition consultancy and best practices implementation firm. Some of the world’s most notable companies partner with TalentSum to activate a strong employer brand, attract more people who fit, improve engagement and experiences, and deliver high-performing cultures.

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