1. Talent Acquisition/ Recruitment Strategy Template
For a long time we have been asked for a basic resourcing strategy template, and we have decided to create one that could be modified to suit different industries, organisation sizes and recruitment teams
Any feedback is much appreciated!

2. Content Using this template Executive Summary Organisation Background
Current Landscape
Current State Vs future state
Success Criteria
Recruitment Team Current vs Future State
Employer Brand / EVP Current vs Future State
Attraction Current vs Future State
Diversity & Inclusion Current vs Future State
Selection Current vs Future State
Hiring Manager Capability Current vs Future State
Recruitment Process Current vs Future State
Suppliers & Partners Current vs Future State
Onboarding Current vs Future State
Management Information Current vs Future State
Technology Current vs Future State
Talent & Mobility Current vs Future State
Appendices

3. Using This Template
We have used a PowerPoint which should be easier to use and adapt rather than a word document
The slide deck has been populated with all of the key elements for consideration when building a resourcing strategy
Each slide should be fairly self explanatory, and we have added some examples of some of the information that may be worth considering or questions that should be posed within the NOTES for each slide.
Ideally, this can be a living document and could be used to formulate plans for delivery of transformation or indeed a case for building an in-house recruitment function. Populating this document and leaving it to collect dust in a filing cabinet will defeat the object of creating it.
You should build the pack in collaboration with key leaders and stakeholders and the recruitment team (if it exists) – this helps to gain buy in and ensure all key angles are covered
Unless you have a large budget and resources to deliver a large amount of transformation, you would not expect your strategy to have key actions on every element – Rome wasn’t built in a day!
You can use the strategy to help set objectives for yourself and the recruitment - use it to do a honest review of progress each quarter and at the end of the year
Make it your own – there is no right or wrong format for a recruitment strategy
Finding solutions – check the FIRM resources! Ask for help, network – what external events would be useful?
This is an advice slide and should be deleted from the completed recruitment strategy

4. Executive Summary Summary of Challenges / Objectives :
Key Focus for Recruitment Strategy :
Item 1
Item 2
Item 3
Item 4
Item 5
Item 6
When bringing to life your resourcing strategy, especially for senior leaders – you need to be able to summarise the detail in a succinct way to be able to communicate what you want to do and what you need to achieve.
You should complete this page LAST
Keep the bullets punchy and imagine that if the rest of the detail of the strategy isn’t read – these are the key points that need to be taken on board
With the summary of the challenges – think about what the core issues/call to action points would be – make sure you link them to the organisation strategy (and HR strategy (if they exist!)
With the key focus – you may have lots of actions and changes that you want to make – but summarise them into max 6 themes e.g. Improve attraction, Process review etc.
Still keeping it high level – bring to life what you need to deliver the strategy – if the reader needs further detail they can refer to it further on in the pack
This way – whilst having the detail of how you are going to deliver you have a “strategy on a page”
What Is Needed to Deliver the Strategy Successfully
High Level Request 1
High Level Request 2
High Level Request 3
High Level Request 4
High Level Request 5
High Level Request 6
High Level Request 7
High Level Request 8

5. Organisation Background
Markets
Locations
Competitors
Number of Staff
Vision, Mission, Values
Use this slide to provide context for your strategy
It may feel basic pulling together information about an organisation you have worked years for, but this does help you to focus on WHY your organisation does what it does, and helps you ensure that you build a resourcing strategy fit for purpose
Its also very useful for people new to the recruitment team (or a stakeholder interested in your strategy) a chance to orientate themselves

6. Current Landscape 1 2 3 4 5 6 Bullet Point One Bullet Point Two
Bullet Point Three 4
Bullet Point Four
This slide helps to set the context and “call to action” for your recruitment strategy
Try to keep to 6 key areas that give an honest interpretation of where the business is at the current time
Consider
This years organisational strategy (what are the challenges, focus areas?)
Any new business opportunities or expansions
Key issues impacting the organisation (competitors/market changes etc)
What are the people challenges?
Are there issues with internal talent flows
Is there sufficient bench strength etc. 5
Bullet Point Five 6
Bullet Point Six

7. Current State vs Future State
In order to identify what the recruitment strategy should focus on, its important to honestly identify the “current state” i.e. where are we now
Then, you can begin to define the “future state” – where you want to get to
You should ensure you focus on the important elements and which will help you deliver the outcomes the organisation needs – whilst not as exciting as focusing on some of the “bells and whistles”, getting the basics right will more likely have a more effective outcome
Ensure you are forming a current state that is realistic and is in balance with the organisation
Each current state and future state slide includes a traffic light at the top right hand corner. For the current state slide, once you have completed an honest assessment, you can use this to summarise the “theme”. Green means all is mostly ok, Amber means some issues need addressing and Red means this is a priority area
This is an advice slide which should be removed from the completed recruitment strategy
You can use the three traffic light status symbols by copying them and pasting them to the correct position on each slide if you wish R A G R A G R A G

8. Success Criteria 1 2 3 4 5 6 Theme 1 Theme 2 Theme 3
Considering your six themes that you have identified on your Executive Summary slide, consider what success looks like
If possible, you should be looking for quantative measures as well as qualitative measures which will enable you to honestly review progress and effectiveness of the strategy
Where possible – its useful to put some targets into this slide also. If you’re unsure of what targets to use, you could access the FIRM resources for some appropriate benchmarks
Success Criteria 1
Success Criteria 2
Success Criteria 3
Success Criteria 4
Success Criteria 1
Success Criteria 2
Success Criteria 3
Success Criteria 4
Success Criteria 1
Success Criteria 2
Success Criteria 3
Success Criteria 4

9. Recruitment Team Current StateG
Team Summary :
Key Data :
Bullet Point 1
Bullet Point 2
Bullet Point 3
Bullet Point 4
Bullet Point 5
Bullet Point 6
Headcount/FTE :
XXX
Cost (exc Bonus) PA :
£XXXXX
Recruitment Budget :
Reporting To :
HR Director
Key Strengths:
Identified Development Areas :
Item One
Item Two
Item Three
Item Four
Item Five
Item Six
Item Seven
Item Eight
Item Nine
Item Ten
Item One
Item Two
Item Three
Item Four
Item Five
Item Six
Item Seven
Item Eight
Item Nine
Item Ten
This slide gives a high level view of the current recruitment team (if it exists) and some of the strengths and development areas that should be considered. The facts should be honest and non-emotive
Include another slide to show a structure chart if required
When considering Strengths & Development Areas, consider :
Sourcing capability
Closeness to business – do they work closely with their respective business areas
Structured effectively?
Under resourced (or over?)
No time to direct source & talent pipeline
Reactive vs Pro-active team
Not connected to business strategy?
Capability of team – do you have the right skills? (LinkedIn recruiter, interviewing skills, call screening skills, project management skills)
Turnover issues – are people leaving after short periods?
Good team ethos?
Key person dependency?
Mix of insource vs outsource (i.e. too much delivered by third parties)
Location of team
Connectivity of team (communication, team dynamics)
Ability to “balance” workloads
Issues with performance
Issues with retaining high performers (salary, bonus, career progression, development, leadership development)
Career framework – what is progression/levels – can people see how they can develop their career
Time for career development/opportunities for development
Roles and responsibilities – are these clear?
Stretch objectives to assist performance management?

10. Recruitment Team – Future StateG
[ WHAT ]
[ HOW ]
[ COST ] 1
Low Capability
Understand reasons for high turnover
Re-structure Team increase headcount
Stretch Objectives aligned to B/S strategy
Additional hire to bring missing skills
Personal development plans reviewed to ensure skills increase 2
Reactive
£50k for Recruiter
£20k L&DS Budget 3
Under Resourced 4
High Turnover
If you have identified some challenges with the current state, you should use this slide to highlight 4 areas that should be focused
Consider what the priority areas are
Whilst you don’t need to come up with the fully detailed solution, try to bring to life HOW you are going to address the challenge and if possible, think about any costs that you may need to consider. As well as the financial view of cost, think about resources or time that may be needed to deliver the change
As this is the first “future state” slide, it has been completed with some basic examples to help you consider some of the items to focus on and how to complete them but below can give some thoughts as to how you may approach team challenges and opportunities :
When considering Strengths & Development Areas, consider :
Sourcing capability
Sourcing training (speak to the FIRM!), is there someone more skilled in the team to pass on skills
Is there encouragement to wish to source?
Does the team have access to the right sourcing tools (LinkedIn recruiter, cv databases)
Are the team using previous applicants to similar roles that have been recruited?
Do the team know how to accurately “sell” the organisation, the team and the role?
Closeness to business – do they work closely with their respective business areas and are they aligned to the business strategy?
Do the team have defined business areas or specialities that they are working in – align team so they can learn an area of the business
Set up lunch and learn sessions for key leaders to educate the team
Ask the team to be “open and honest” about what they do or don’t understand about the business
Ask CEO or senior leader to talk through strategy and where the business is going
Ensure the team are regularly meeting with stakeholders (even when they don’t have recruitment in action)
Get the team to spend a day a week sitting with the team they work with
Get the team to join leadership sessions/team meetings
Get the team to do some research on the industry area and present business insights back to the business that would be useful such as skills shortages, locations of key skills and upcoming trends
Ask the team to prepare a quarterly update to the business area they support (reinforcing the add value the team provides)
Structured effectively?
Aligned with roles and responsibilities look to re-structure the team
Consider the correct spans and control
Strong recruiters can help to lead/mentor junior recruiters
Step back and look at what the business needs now – i.e. does the set up of your team reflect what the business needs
Consider costs – do you have expensive recruiters who are working on “post and pray” roles/frontline/Volume vs direct sourcing at a senior level?
Involve the team (where appropriate) – ask them for input on what they think is needed
Talk to the business to get advice and understand what they need
Under resourced (or over?)
Always a tricky one – but you can use some metrics from the FIRM to gain an understanding of appropriate levels of roles that recruiters should be working on
Look at delivery statistics and talk to other similar organisations (use your contacts from the FIRM!) to gain an idea of what is appropriate
Consider “add value” – can you demonstrate a “save” – if you recruit someone – will they be reducing agency spend for example?
How will you monitor and report this back
Whilst not ideal – sometimes a temp or FTC would give the business proof of concept and support your business case
Be honest and highlight if you have too much capacity – it demonstrates strong leadership and commitment to the business – or you can ensure the additional resource is used to deliver further savings via project work for example.
No time to direct source & talent pipeline
Always a tough one – but you can consider putting time aside during the week and encouraging the team to direct source
Set the right performance objectives – if you are not measuring effectively, you cannot help push
Is the team “right sized”?
Simply ask the team – what is stopping them – could be process issues, technology issues
Review non add value activity and consider outsourcing/re-aligning team to support this
Reactive vs Pro-active team
See above and…
Look at trends for high volumes – is there peaks of activity that could be managed?
Capability of team – do you have the right skills? (LinkedIn recruiter, interviewing skills, call screening skills, project management skills)
Run a recruitment effectiveness questionnaire to identify skills gaps
Honestly identify areas of weakness in the team (project management, sourcing, niche business area knowledge)
Use the gaps to identify potential development plans/performance discussions, exits
Ask the business for feedback from key stakeholders
Use metrics and reporting to identify trends
Don’t forget to identify strengths and elements you want to retain i.e time for personal development
Recruit higher calibre recruiters that can strengthen and upskill rest of team
Training courses (FIRM) can increase capability – but ensure you measure and ensure they are applying what has been learned
Turnover issues – are people leaving after short periods?
Ask the team (who are remaining)
Ask leavers to be honest
Use engagement survey data
Be honest with team about understanding challenges
Pull together a “turnaround” plan and involve the team to get their engagement
Try brining the team together – are you having engaging team meetings, 1:1s
Are the salaries right?
Do you have challenging team member(s) who are making the workplace an uncomfortable environment?
Are you giving them the tools to perform?
Mix of insource vs outsource (i.e. too much delivered by third parties)
Look at extending roles to encompass more challenging areas
Identify opportunities – what could an inhouse team suitably deliver
What resource do you need? E.g. technology, more people?
Whats the cost/benefit?
Look at how the business can support
Do you need a supplier review?
Location of team
Is different locations making it hard to connect – try weekly “conf call” to connect team
Quarterly team meetings to bring team together?
Balance work effectively – whilst easier to be on the same site as hiring managers – you can deliver from other sites
Do you need a centralised team?
Connectivity of team (communication, team dynamics)
Ability to “balance” workloads
Reporting / 1:1s with team so you know who is working on what
Foster an environment of 1 team – everyone helps each other
Encourage recruiters to ask for help and support (weekly team call ?) – look at performance management
How do you handle and plan leave/holiday/sickness? – are the team trained to flexible?
Do you know your peak recruitment time?
Issues with retaining high performers
Salary
Bonus
Career progression, development
Leadership development)
Career framework – what is progression/levels – can people see how they can develop their career
Time for career development/opportunities for development
Roles and responsibilities – are these clear?
Review and re-write role profiles (if these exist)
Get examples from FIRM of role profiles
Is the team clear on their responsibilities and who does what?
Stretch objectives to assist performance management?
A role profile outlines the role
Stretch objectives encourage recruiters to learn, develop and deliver something new or a different way
Ensure objectives are set, clear and that you are managing against them
Review the bell curve in the team (i.e how many “top performers” vs “steady eddies”

11. Employer Brand/EVP – Current StateG
Positive :
Opportunities :
Bullet Point 1
Bullet Point 2
Bullet Point 3
Bullet Point 4
Bullet Point 5
Bullet Point 6
Bullet Point 1
Bullet Point 2
Bullet Point 3
Bullet Point 4
Bullet Point 5
Bullet Point 6
Negative :
EVP – Employee Value Proposition
We have kept this slide deliberately simple to ensure it can be used effectively.
EVP and employer brand underpin some of the key thinking for attraction plans
Consider where you can get key insights from to back up your thinking :
LinkedIn measures e.g. Talent Brand Index
Glassdoor ratings and comments
Internal engagement surveys
Workshops
Feedback from exit interviews
Feedback from people who decline offers
Feedback from external partners (Agency/Headhunters) – what are people saying or thinking about the organisation as a place to work
Feedback from people on call screens
For opportunities consider
Are you clear on what the key selling points of the organisation are (if you don’t have an EVP)
If you do have an EVP does it resonate with people, and is it being leveraged?
Running workshops to understand more about why people STAY rather than focus on why they leave
How you might address or change perceptions – e.g. running a “did you know?” campaign on Twitter, or responding honestly to Glassdoor reviews for example
Do you understand who are your key audiences (i.e female, millennials, volume etc)?
What measures might we need to look at to understand the “health” of our employer brand?
Bullet Point 1
Bullet Point 2
Bullet Point 3
Bullet Point 4
Bullet Point 5
Bullet Point 6

12. EVP / Employer Brand – Future StateG
[ WHAT ]
[ HOW ]
[ COST ] 1
Item One
Solution One
Solution Two Solution Three
Solution Four
Solution Five
Solution Sic
Solution Seven
Solution Eight 2
Item Two
Cost One
Cost Two
Impact One
Impact Two 3
Item Three 4
Item Four
You should complete this slide ensuring that you are focusing on the right priorities
For someone picking up and reading this slide – they should be easily able to see what you want to change/implement or address the challenge with
You can always change the solution/gain advice on the solution – or even agree at a later time the solution is not needed
You can input cost estimates and impacts/dependencies as you wish
Potential Actions for EVP (please refer to FIRM EVP resources) :
Education
Using FIRM resources, pull together a short slide deck demonstrating the importance of an EVP/Employer Brand
Talk to senior leaders using casestudies (especially a competitors”)
Ask for support of a third party provider if you have budget (most will be willing to do this for free if they think they may get some follow up business)
Ensure the recruitment team understand it
Keep it simple
Identification of EVP
Approach a third party/someone in the FIRM who have already done this (I highly recommend Mark Beavan from That Little Agency (TLA) )
Construct a questionnaire which focuses on why people “STAY” and work there
Run workshops to follow up on the questionnaire
Identify 4/5 pillars for your EVP
You may wish to have an EVP statement – does this resonate
Get senior leaders involved but ensure they are not wordsmithing or future focused)
For opportunities consider
Are you clear on what the key selling points of the organisation are (if you don’t have an EVP)
If you do have an EVP does it resonate with people, and is it being leveraged?
Running workshops to understand more about why people STAY rather than focus on why they leave
How you might address or change perceptions – e.g. running a “did you know?” campaign on Twitter, or responding honestly to Glassdoor reviews for example
Do you understand who are your key audiences (i.e female, millennials, volume etc)?
What measures might we need to look at to understand the “health” of your employer brand?

13. Attraction Tools – Current StateG
Tool
Effectiveness
Job Boards (Paid & Unpaid)
Outdoor / Offline /Radio
LinkedIn
Careers Website
Internal Website / Job Opps
Referral Scheme
Social Media
Glassdoor
Job Adverts
Etc…
This slide should be used to honestly review the effectiveness of attraction tools that are currently in place. Consider :
Are you aware of all of the attraction methods that are being utilised/?
What are the underlying reasons for the attraction not to work (i.e. are you reviewing effectiveness of posts?)
Consider application levels (and quality of application levels
What are the key messages that the attraction tool is conveying?
Are they reaching your target audiences?
Have you got the right measures in place to assess the effectiveness?

14. Attraction – Future StateG
[ WHAT ]
[ HOW ]
[ COST ] 1
Item One
Solution One
Solution Two Solution Three
Solution Four
Solution Five
Solution Sic
Solution Seven
Solution Eight 2
Item Two
Cost One
Cost Two
Impact One
Impact Two 3
Item Three 4
Item Four
You should complete this slide ensuring that you are focusing on the right priorities
For someone picking up and reading this slide – they should be easily able to see what you want to change/implement or address the challenge with
You can always change the solution/gain advice on the solution – or even agree at a later time the solution is not needed
You can input cost estimates and impacts/dependencies as you wish
Potential Approach to Solutions :
Are you aware of all of the attraction methods that are being utilised?
Talk through with the team to understand what their views of what is being used and ideas of what they would like to try?
Don’t “scattergun” – are you using too many? Reduce and properly monitor effectiveness
What are the underlying reasons for the attraction not to work (i.e. are you reviewing effectiveness of posts?)
If you are using job boards – review the data with your account manager and ask for an HONEST review about the effectiveness
If you believe you need to make adjustments, try some “test” job postings to effectively compare against past posts
Review and re-write job adverts (i.e. are they just a job description and role profile?)
If you are not getting enough applications (quality) – consider trying “pay per click” or sponsored advertising on social media
Consideration (where appropriate of offline – radio, outdoor, print)
Consideration of social media campaigns (measure effectiveness – are you reaching the right audiences?)
Review of job title you are advertising – would this be instantly recognisable in the industry?
Are you advertising salaries – if you are (or are not) this could be off putting
Is your attraction only “job adverts” vs a rounded employer branded approach (great place to work, community engagement etc)
Review glassdoor profile and respond to all posts – discuss negative (and positive) with HR teams – is action / awareness needed?
Is the team poor at providing quality feedback and responding to candidates – are you putting people off from applying again?
Have you got real “blogs” from your leaders and real people in the business – more effective than just coming from a recruiter….
Are your key recruitment managers on LinkedIn so candidates can get a good feel for the organisation and who they may be working with?
Creation of video content (doesn’t have to be expensive – the more natural the better sometimes!)
Consider application levels (and quality of applications)
Talk to other recruiters within the FIRM – what levels should you be expecting?
Are your cv review / sifting spotting potential talent?
Review your application process (is there an error in your ATS preventing applications
Are you spending enough to get the right level of reach for key roles (niche/volume)
Are you spending too much?
Consider use of agency for niche critical roles – whilst we need to protect our direct vs agency – understand to what level this balance should be. Consider the commerciality of having a role open for months loosing the business millions vs an agency fee
What are the key messages that the attraction tool is conveying?
Review the content and look at the key categories (i.e. job post vs “great place to work”) – does your balance reflect what you are trying to achieve from an attraction perspective
Get other recruiters (from the FIRM) to review your attraction – they can give you an honest independent view
Discuss with the business and get them involved and excited
Make sure the attraction material is authentic and honest
Have you got the right measures in place to assess the effectiveness?
Do you have a dashboard to help you measure performance and predict peaks and troughs?
Draw a funnel and demonstrate where you are loosing (and gaining) applicants (use slide 17 in this pack)
Hits to careers websites & LinkedIn (consider unique visits vs visits)
Hits to ATS (started vs completed applications)
Number through “killer” questions
First sift etc. etc..
Social media followers -
Clean up your ATS and ensure tracking in place so you can create the above

15. Diversity & Inclusion – Current StateG
What Are The Key Objectives For Diversity & Inclusion :
Bullet Point 1
Bullet Point 2
Bullet Point 3
Bullet Point 4
Bullet Point 5
What Initiatives are currently in place and how effective are they? :
Initiative
Effectiveness
LGBTQ Group
Unconscious Bias Awareness
Etc…
One should argue that Diversity & Inclusion should underpin every element of this strategy
However, with this being a core focus for many organisations and key leaders – we have decided to retain this as a separate section
For Key Objectives – consider :
Education
Awareness
Increase in a specific demographic e.g. Females
Diverse hiring

16. Diversity & Inclusion – Future StateG
[ WHAT ]
[ HOW ]
[ COST ] 1
Item One
Solution One
Solution Two Solution Three
Solution Four
Solution Five
Solution Sic
Solution Seven
Solution Eight 2
Item Two
Cost One
Cost Two
Impact One
Impact Two 3
Item Three 4
Item Four
You should complete this slide ensuring that you are focusing on the right priorities
For someone picking up and reading this slide – they should be easily able to see what you want to change/implement or address the challenge with
You can always change the solution/gain advice on the solution – or even agree at a later time the solution is not needed
You can input cost estimates and impacts/dependencies as you wish
Consider for solutions :
Joining groups and networks (women's networks, stonewall etc)
Community and charity work (if you are doing it – are you talking about it)
Social media campaigns – but with an always on perspective – diversity should always be there…..
Does the culture reflect what you are trying to do – I.e. you can attract lots of diverse candidates but if the culture isn’t to hire them you have a loosing battle
Consider hiring manager training to include elements such as unconscious bias
Are you reporting the statistics and challenges to senior leaders – have you created your attraction funnel to show where you are loosing applicants (or not even attracting them at all!)
Do you understand the demographics of your locations – is your applications reflective of this?
Hold a workshop/engagement session with your minority groups – get their honest ideas and insights
Consider blogs/people stories to bring to life the organisation from a diversity perspective but ensure they are honest
Do you have networks internally? Are the recruitment team connected with them?
Do you have a diverse recruitment team – have an honest look in your own back yard….
Consideration of diverse specific job boards (with care – they are not the golden bullet solution)
Review your job adverts – consider male vs female language
Are the companies policies/products in line with a diverse market
Do you offer support and recognise gay/lesbian/transgender/bisexual in your HR policies?
Consideration of approach and policies regarding part time and maternity – how flexible are you really?

17. Selection – Current StateG 1
Initial Sift / Killer Q
Effectiveness?
Ineffective Hire 2
CV Sift
Effectiveness? 3
Recruiter Call Screen
Effectiveness? 4
On Line Tests
Effectiveness? 5
Psychometrics?
Effectiveness?
You may wish to do more than one version of this slide for different levels of recruitment – you may for example have different selection processes and stages for volume and experienced hire recruitment for example
If you don’t have a common process or standard for selection – this is a good way to highlight it
Ensure you take a good look at each selection stage and review how effective it is. If you have data to support this – even better
If you are using online tests and psychometrics – are you clear what they are testing for and are they used to support the process?
What is the effectiveness of the interviews themselves in terms of the questions – how relevant are they for the role? Are there questions which are testing values and behaviours aligned to the organisation
How effective is the diversity hiring? 6
On Line Tests
Effectiveness? 7
Interview
Effectiveness?
Successful Hire ?

18. Selection – Future StateG
[ WHAT ]
[ HOW ]
[ COST ] 1
Item One
Solution One
Solution Two Solution Three
Solution Four
Solution Five
Solution Sic
Solution Seven
Solution Eight 2
Item Two
Cost One
Cost Two
Impact One
Impact Two 3
Item Three 4
Item Four
You should complete this slide ensuring that you are focusing on the right priorities
For someone picking up and reading this slide – they should be easily able to see what you want to change/implement or address the challenge with
You can always change the solution/gain advice on the solution – or even agree at a later time the solution is not needed
You can input cost estimates and impacts/dependencies as you wish
Considerations for solutions
Pull together a report for your team and execs
How consistent is the selection process ?
Is there hiring managers that have made poor hires
How long are people staying – are they progressing?
Do you survey the experience of candidates (successful and unsuccessful) – you can get some gems here!
Create a standard interview pack that can be easily adapted (have you got a good balance of job based competencies vs values/behaviours?)
Sit in on some interviews to assess the quality of interview experience and effectiveness
Hiring manager training (suggest this should be mandatory)
Focus on key hiring managers/high volume areas first
Report the successes……
Are hiring managers clear on WHAT they are looking for?
Would a tool assist (SHL, Psychometrics) – ensure care taken if exploring- you need to ensure they are effective and testing the right elements
Use a sample of low/mid/high performers (discuss with hiring managers) to test the effectiveness
Get the hiring managers involved in some of the solutions to ensure ownership and engagement
Remove tests that are not add value or are not used in any indicators at all
Consider video interviewing for some roles – helps a lot with consistency and training

19. Hiring Manager Capability – Current State
Perceived Strengths
Education/L&D Programme In Place :
Bullet Point 1
Bullet Point 2
Bullet Point 3
Bullet Point 4
Bullet Point 5
Bullet Point 1
Bullet Point 2
Bullet Point 3
Bullet Point 4
Bullet Point 5
Perceived Development Areas
Functions/Roles with Concerns :
One of the major causes of poor hiring within an organisation is hiring manager capability – take your time on this slide.
When considering strengths and weaknesses consider :
Awareness of recruitment process – i.e. using agency
Use of LinkedIn to support hiring
Referrals
Employer Branding & Reputation – awareness and leverage of
Willingness to pro-actively interview (when you find talent but there is not yet a vacancy)
Diversity & Inclusion Targets
Basic interview skills, technique and legislation
Do they understand the selling element of an interview?
Have you had positive or negative feedback?
Have you got evidence or statistics of continued failed hires ?
Do they understand what they are looking for notes
Do they document the interview?
You may wish to use the “function/roles with concern” box to highlight those departments or functions that need high focus (i.e the capability level is low, or they have a lot of planned hiring to do. Or, you may wish to make this role focused – i.e focus on volume / front line recruitment for example.
Bullet Point 1
Bullet Point 2
Bullet Point 3
Bullet Point 4
Bullet Point 5
Bullet Point 1
Bullet Point 2
Bullet Point 3
Bullet Point 4
Bullet Point 5

20. Hiring Manager Capability – Future State
[ WHAT ]
[ HOW ]
[ COST ] 1
Item One
Solution One
Solution Two Solution Three
Solution Four
Solution Five
Solution Sic
Solution Seven
Solution Eight 2
Item Two
Cost One
Cost Two
Impact One
Impact Two 3
Item Three 4
Item Four
You should complete this slide ensuring that you are focusing on the right priorities
For someone picking up and reading this slide – they should be easily able to see what you want to change/implement or address the challenge with
You can always change the solution/gain advice on the solution – or even agree at a later time the solution is not needed
You can input cost estimates and impacts/dependencies as you wish
Considerations
Discuss with recruiters – what are the key challenges they are experiences with their stakeholders
Use a train the trainer approach – get the team to provide training (if appropriate) – this can assist to develop relationships and trust
Talk to the FIRM – we have hiring manager material and can even train your hiring managers in partnership with you
If you cant do mandatory training, look at smaller bite size “lunch and learn” modules
Focus on those hiring managers who recruit frequently or key roles
Look at all elements not just interview technique
Are they using LinkedIn effectively to help you (download our LinkedIn guide from the resources section)
Are they on the lookout for talent all the time? (conferences, events, coffee chats with future talent)
Is this on the leadership development agenda within your organisation (if applicable)
Gain buy in and support for senior execs

21. Recruitment Process – Current StateG
Process Strengths
Process Areas of Concern
Bullet Point 1
Bullet Point 2
Bullet Point 3
Bullet Point 4
Bullet Point 5
Bullet Point 1
Bullet Point 2
Bullet Point 3
Bullet Point 4
Bullet Point 5
Process Is/Is Not Fully Documented
This is a fundamental element that often gets overlooked (especially if the process is spread over multiple teams within HR)
Consider :
Documented?
Automation?
Waste (in terms of time/resource?
How much are hiring managers doing?
Controls/Governance?
Handovers between teams?
Fit for purpose?
Paper vs Electronic
Too much checking?
What are the known pain points?
Error level?
Impacts of errors (on candidates/HMs?)
Referencing / Vetting
Candidate Experience?
You may want to include the process on a following slide if you wish to demonstrate how good (or otherwise) the process might be
Date of last process review / audit :
Process is trained to new employees? :

22. Recruitment Process – Future StateG
[ WHAT ]
[ HOW ]
[ COST ] 1
Item One
Solution One
Solution Two Solution Three
Solution Four
Solution Five
Solution Sic
Solution Seven
Solution Eight 2
Item Two
Cost One
Cost Two
Impact One
Impact Two 3
Item Three 4
Item Four
You should complete this slide ensuring that you are focusing on the right priorities
For someone picking up and reading this slide – they should be easily able to see what you want to change/implement or address the challenge with
You can always change the solution/gain advice on the solution – or even agree at a later time the solution is not needed
You can input cost estimates and impacts/dependencies as you wish
Consider for solutions :
When defining the process – use post its on a wall or large piece of paper
Eliminate/identify
Waste
Poor experience
Non add value activity
Multiple handovers
Multiple touch points with hiring managers and candidates
Opportunities for technology (although you can greatly improve a process without it)
Record and report results
Identify key areas to improve and focus on them – what will have the biggest impact
Challenge the application process – how hard is it to apply?
Introduce new process steps if needed
Are you responding to all candidates?
Are you surveying candidates (successful and unsuccessful)?

23. Suppliers / Partners – Current StateG
Preferred Supplier List (PSL Health) Check
PSL Component
Response
Clear, defined PSL in place with an Owner assigned?
Yes/No
Margins recently reviewed and/or in line with industry?
Performance data recorded and used to manage partners?
Regular review meetings held for key suppliers?
Other Key Suppliers Supporting Recruitment :
Supplier
Supporting
Cost
RAG Status
Supplier 1
Attraction
£500k PA
RED
Supplier 2
Testing
£40 per Month
GREEN
Supplier 3
ATS
£300k a year
AMBER
Suppliers and partners are a key element of a resourcing strategy and sometimes get overlooked
You may wish to add an additional page of commentary to support this slide or outline in more detail some of the challenges that you might have
You may want to consider what elements of your resourcing strategy you might need support from a partner/supplier on
Elements to consider for this slide :
Governance for relationship (reviews/supplier meetings)
Are the suppliers appropriate and providing add value
Do you have a solid contract in place
Costs – are you spending too much/little?
Opportunities
What area might we need a supplier?
Is Procurement involved? Do they need to be?
Are you using a robust process to find the right supplier?

24. Suppliers / Partners – Future StateG
[ WHAT ]
[ HOW ]
[ COST ] 1
Item One
Solution One
Solution Two Solution Three
Solution Four
Solution Five
Solution Sic
Solution Seven
Solution Eight 2
Item Two
Cost One
Cost Two
Impact One
Impact Two 3
Item Three 4
Item Four
You should complete this slide ensuring that you are focusing on the right priorities
For someone picking up and reading this slide – they should be easily able to see what you want to change/implement or address the challenge with
You can always change the solution/gain advice on the solution – or even agree at a later time the solution is not needed
You can input cost estimates and impacts/dependencies as you wish
Consider for Solutions :
Agencies
Review PSL (or put one in place)
Get recruiters aligned and responsible for certain suppliers
Bring them in for an agency day – get them engaged with the organisation
Review the PSL contracts (you want to be clear about your expectations for example diversity, spec cvs and process)
Ensure you review the PSL on a regular basis and have useful performance measures which you can agree and discuss with them
Look at new agencies and approaches
Get hiring manager advice if you need good contacts – they usually know
Ensure hiring managers are clear on the consequences of using an agency out of process
Consider the use of market mapping supplies vs agencies
Other Partners
Are you meeting with them to discuss performance / effectiveness
Necessary contracts in place?
Put key contracts out to tender (work with procurement if you can)
Are you paying too much – talk to other vendors and FIRM members for advice and benchmarking information
Are you using them for too much or too little – can you insource/outsource more?
Are there gaps where you need a supplier?
Cost save opportunities

25. Onboarding – Current State
Brief Description of current “onboarding” process :
Bullet Point 1
Bullet Point 2
Bullet Point 3
Bullet Point 4
Bullet Point 5
Onboarding Strengths
Onboarding Areas of Concern
Bullet Point 1
Bullet Point 2
Bullet Point 3
Bullet Point 4
Bullet Point 5
Bullet Point 1
Bullet Point 2
Bullet Point 3
Bullet Point 4
Bullet Point 5
There is always a large debate in terms of who is responsible for onboarding. Regardless of who owns it, it is healthy to review its effectiveness
For this slide, consider :
Is there a standard onboarding process for the organisation?
Is there pre-boarding material?
Do you ask new starters what their experience was like?
Do you hear of challenges with the process?
Is it automated?
Are new starters getting the basics to start their job (IT access and equipment is a popular one)
Are new starters inducted into the organisation face to face?
Is there online material that is used (is it accurate/relevant/up to date)?

26. Onboarding – Future State
[ WHAT ]
[ HOW ]
[ COST ] 1
Item One
Solution One
Solution Two Solution Three
Solution Four
Solution Five
Solution Sic
Solution Seven
Solution Eight 2
Item Two
Cost One
Cost Two
Impact One
Impact Two 3
Item Three 4
Item Four
You should complete this slide ensuring that you are focusing on the right priorities
For someone picking up and reading this slide – they should be easily able to see what you want to change/implement or address the challenge with
You can always change the solution/gain advice on the solution – or even agree at a later time the solution is not needed
You can input cost estimates and impacts/dependencies as you wish
Considerations for solutions :
Design / review onboarding process being clear on roles and responsibilities
Consider online material which could be viewed
Create an onboarding guide for key hiring managers (get them involved in the creation)
Survey new joiners – what is the experience- this can be used to demonstrate the success and challenges to investigate
Address key issues (access to IT) – looking at it from a productivity perspective
Gift/surprise first day/week i.e. product sample, pen, coffee voucher etc
Social for new team members
Get recruiters to connect with new starters to see how they are settling in. Many argue this is not the responsibility of the recruitment team, but useful if the recruiter uses it as an opportunity to see if they know any other top talent that could be approached!

27. Management Information – Current State
Brief Description of current Management Information:
Bullet Point 1
Bullet Point 2
Bullet Point 3
Bullet Point 4
Bullet Point 5
MI Strengths
MI Areas of Concern & Whats Missing?
Bullet Point 1
Bullet Point 2
Bullet Point 3
Bullet Point 4
Bullet Point 5
Bullet Point 1
Bullet Point 2
Bullet Point 3
Bullet Point 4
Bullet Point 5
Management Information is a key element for the recruitment team to review effectiveness of operations and the strategy itself
For this slide consider :
How do these support each of the key elements of the strategy
How accurate is the MI?
What are you actually making decisions on?
What will make the biggest difference?
What should you begin to measure that you are not currently?
Where can we get market / competitor insights that would be useful to the org?
Is the MI taking too long to compile (i.e too many spreadsheets?)
Are you using MI to demonstrate performance of the team?
Are you able to spot trends
What are you doing with the MI – which stakeholders are seeing it (if any?)
Do you use story telling to present MI?

28. Management Information – Future State
[ WHAT ]
[ HOW ]
[ COST ] 1
Item One
Solution One
Solution Two Solution Three
Solution Four
Solution Five
Solution Sic
Solution Seven
Solution Eight 2
Item Two
Cost One
Cost Two
Impact One
Impact Two 3
Item Three 4
Item Four
You should complete this slide ensuring that you are focusing on the right priorities
For someone picking up and reading this slide – they should be easily able to see what you want to change/implement or address the challenge with
You can always change the solution/gain advice on the solution – or even agree at a later time the solution is not needed
You can input cost estimates and impacts/dependencies as you wish
Considerations for solutions :
Data gathering
Accuracy of data – do processes etc need to be looked at to ensure its right?
How reliable is it?
If no ATS consider spreadsheets (within reason!!)
Reporting
Consider “housekeeping” MI (recruiter MI – opening and closing vacancies etc)
Are you managing the team to targets etc and showing the MI
Get the team to produce and present their MI at team meetings – celebrate successes and join forces on solutions
Are you reporting the right MI (and insights) to the business?
Create a simple reporting template that is easily produced and discussed – make sure its honest
Consider using a story board approach so that it can be easily interpreted
Add metrics you are not recording
Stop recording metrics you don’t use

29. Technology – Current State
Video Interview
Online Tests
HR System
Applicant Tracking System
Management Information Database
Technology that is utilised in the recruitment process can be key to unlock some of the challenges you may have already identified
You may want to expand on this slide depending on the current situation you are faced with
Its good to demonstrate the systems that are being used and how they interact (or don’t!) – you can highlight manual work arounds etc
Utilise the commentary slide to bring to life some of the challenges (you could include costs or errors experienced if you need to)
For this slide consider :
Manual interventions
Errors and issues experienced
Cost vs Benefit
Interfaces between systems
MI that can be taken
Candidate & Hiring Manager experience
One technology solution vs lots of systems patched together
Technology Current State Commentary :
Bullet Point 1
Bullet Point 2
Bullet Point 3
Bullet Point 4
Bullet Point 5

30. Technology – Future State
[ WHAT ]
[ HOW ]
[ COST ] 1
Item One
Solution One
Solution Two Solution Three
Solution Four
Solution Five
Solution Sic
Solution Seven
Solution Eight 2
Item Two
Cost One
Cost Two
Impact One
Impact Two 3
Item Three 4
Item Four
You should complete this slide ensuring that you are focusing on the right priorities
For someone picking up and reading this slide – they should be easily able to see what you want to change/implement or address the challenge with
You can always change the solution/gain advice on the solution – or even agree at a later time the solution is not needed
You can input cost estimates and impacts/dependencies as you wish
Considerations for solutions :
Explore technology solutions
Research and talk to vendors
Tender for different technology
Explore impact
Costs benefits analysis

31. Mobility & Talent – Current StateG
Brief Description of current internal mobility within the organisation:
Bullet Point 1
Bullet Point 2
Bullet Point 3
Bullet Point 4
Bullet Point 5
Strengths
Areas of Concern
Bullet Point 1
Bullet Point 2
Bullet Point 3
Bullet Point 4
Bullet Point 5
Bullet Point 1
Bullet Point 2
Bullet Point 3
Bullet Point 4
Bullet Point 5
Its useful to identify how healthy the internal recruitment market is within your organisation
For this slide consider :
Internal Moves – what are the numbers of external hires vs internal – you could use some benchmarks?
Is the internal hiring level unhealthy (i.e. inexperience  dumbing down of capability
Is the recruitment team aware of talent/involved in talent conversations?
Global mobility/opportunities – are they advertised?
Has any Strategic workforce planning been undertaken?
Does the organisation understand critical roles/individuals?
What are the career paths? Are they defined?

32. Mobility & Talent – Future StateG
[ WHAT ]
[ HOW ]
[ COST ] 1
Item One
Solution One
Solution Two Solution Three
Solution Four
Solution Five
Solution Sic
Solution Seven
Solution Eight 2
Item Two
Cost One
Cost Two
Impact One
Impact Two 3
Item Three 4
Item Four
You should complete this slide ensuring that you are focusing on the right priorities
For someone picking up and reading this slide – they should be easily able to see what you want to change/implement or address the challenge with
You can always change the solution/gain advice on the solution – or even agree at a later time the solution is not needed
You can input cost estimates and impacts/dependencies as you wish
Consideration for solutions :
Connecting TA team into outputs from talent discussions
Encourage talent discussions (if not already happening)
Run a survey to find out what views are
Get MI to support findings – how many people are moving etc

33. Appendices Metrics Reporting Competitor Benchmarks
You can include anything in this section that supports your work on the recruitment strategy