Current Situation
Siloed TA pipelines do not develop integrated models for how talent sourced and hired in one area of the organization impacts, satisfies, or develops gaps in other areas of the organization.
The lack of a holistic view of the talent organization in candidate selection narrows the scope of how incoming talent can be applied to the broader organization in turn failing to optimize candidate potential across the longest employee life cycle possible under current known work conditions.
The haphazard and siloed approach to head count allocation and talent selection increases the risk of shortened tenure and lower time-based relevance to the organization.
Goals and Objectives
Goals:
Proactively plan for future skills needs to dynamically fill current skills gaps while projecting talent potential into the possible future state models of the organization.
Strategies:
Holistically aggregate talent needs arising from the line of business into a single head count pipeline.
Assess local skills gaps against broader organizational gaps for consistency and model the impact of filling gaps individually against developing cross-functional incoming talent potential.
Use AI-driven models to test different talent configurations and resource sharing to promote for project-assigned, skills-based hiring that optimizes head count to organization needs rather than those of hiring silos.
Technology Deployed
Talent marketplace
Skills analytics
AI-based workforce modeling
Background screening and checks
Personality assessments
Workforce planning and demography tools
Skills assessments
Head count analytics
Use Case Summary
TA teams gather data around success profiles from talent and performance management groups populated by line-of-business data contributions.
TA teams build a model of successful employment and skills management prior to fielding allocated head count requests backed up by local skills needs.
Hiring teams encompassing TA lead inventory collective skills groupings and model cross-functional potential by project needs to optimize hiring and then go to market to assess where unique and dynamic skills combinations can be sourced competitively within the bounds of new budget structures based on unique and shared talent.