How did it all start?
How do I structure
my Talent Acquisition Department?
Hold your horses, cowboy!
Let’s start with the right question:
why should you hire me in the first place?
Easy-peasy:
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I have helped improve Talent Acquisition processes numerous times over my 20 year career
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I have helped 4 companies set up their internal sourcing and teams
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I have trained more than 15 sourcing teams on site around Europe
In fact, I have even spent a whole year at Philip Morris International helping them set up their entire business model around sourcing. Together, we set up new ways of working in a global agile and scalable structure with embedded escalation processes. The structure setup at PMI is recognised today as one of the most advanced sourcing models in the world to date.
How’s that for street creds?
How do I level up my Talent Acquisition and sourcing teams?
Yup, that’s a second question worth asking before we move on.
Short answer: because then you will have your recruiting department on steroids
I offer guidance and strategic support to Talent Acquisition teams.
It all starts with a detailed audit of current recruitment practices to identify areas for improvement, gaps and the short, medium and long-term improvement strategy.
Targeted Training and Skill Development
Following the audit, we work together to identify targeted training needs to help recruiters/sources improve their skills and optimise every aspect of the recruitment process and talent attraction strategy. By addressing both fundamental skills and advanced capabilities, in short, for the geeks, we're putting teams into super saiyan mode.
Strategic Guidance and Partnership
A Talent Acquisition strategy doesn't change in the blink of an eye. Internal politics is your job, but sometimes you need to instil new practices and sometimes you need a spokesperson. In short, we're going to figure out how to do it, but we're going to do it.
Ongoing Mentorship for Continuous Improvement
Training is great, but when it comes to changing long-term behaviour or mastering advanced techniques, it's good to have a mentor to lean on. I bring my expertise from the field, as close as possible to the people who really do the recruiting.
Together we analyse what needs to be improved and I come in for a few days every month/quarter to monitor the progress of jobs and new strategies and see how we can make adjustments.
This ongoing support enables us to fill identified gaps and maintain a constant level of growth and development, ensuring that the teams evolve and gain expertise quickly.