Organisational
Design

Organisational Design.

In today’s fast-paced business environment, the demand for talent is soaring, creating a significant skills gap that 90% of organisations expect to widen, according to McKinsey. In response, TA has evolved into a strategic necessity. Forward-thinking organisations are adopting structured, specialised approaches to recruitment and building dedicated teams and roles within TA. In this evolved landscape, dedicated sourcers and talent intelligence teams are crucial players.

Global factors are also reshaping TA structures into a “hub and spoke” model where a central hub oversees the core TA functions and regional spokes support it. Overall, leading companies are strategically organising TA and demonstrating an understanding of its critical role in achieving broader business goals.

TA is a specialised function.

It’s a dedicated function with its own leader and representation at the board level. This acknowledges TA as a critical component of the business.

Talent intelligence teams study data.

In this growing trend, specialised teams are tasked with collecting and analysing data on talent markets, competitor activity, and internal talent trends.

TA has executive presence.

This shows that TA goes beyond hiring and is a strategic player in organisational planning and decision making. And TA insights and metrics are also visible, further contributing to organisational strategy.

Talent sourcing and recruitment management are distinct functions.

To ensure a smooth process, sourcers focus on identifying and engaging potential candidates, while recruitment managers oversee the hiring process.

Building a stronger recruitment structure requires taking a broad review of the existing situation and engaging the entire organisation in the effort to improve.

1.

Present data and insights to leaders:

Strategically present TA data to senior leaders, emphasising its relevance and impact. Advocate for data-driven decision making becoming a catalyst for meaningful organisational change. Tailor your communication to address specific concerns—engage finance for cost impact, procurement/legal for governance, and highlight operational and overall company value to the COO and CEO.

2.

Optimise team structure:

Ensure your team is organised for optimal performance. At companies of all sizes, identify limitations and leverage competitive advantages. Explore outsourcing options like recruitment process outsourcing (RPO) or tapping into the gig economy through human cloud platforms.

3.

Drive proactive talent management:

Anticipate future talent needs by staying ahead of industry trends and understanding potential skills gaps. Foster a culture of continuous learning. Embrace technological innovations to streamline the recruitment processes. And regularly adapt your resourcing strategy to match evolving business objectives.