Human Resources has taken on more complexity than ever before. There are many contributing factors, some of the most important being the emergence of the gig economy and the evolution of modern blended workforces. The HRO Today Forum, held this April 30th – May 2nd, offered attendees the chance to engage in impactful networking sessions with many of the industry’s most engaging and knowledgeable HR execs.
Broadleaf attended the 2018 HRO Today Forum to share how our talent acquisition programs make the best use of all available resources, producing cost savings and unlocking productivity for our customers. A highlight for our company at the conference this year was being named to the Baker’s Dozen List as one of the top MSP providers for the 6th consecutive year! Additionally, Broadleaf’s Vice President of Delivery and Development, James Stronach, had the opportunity to give a presentation on the importance of stakeholder buy-in for an organization’s talent acquisition.
Talent acquisition is now a “team-sport.” All members of an organization must understand and buy-in to the concept to fulfill organizational goals. While gaining stakeholder buy-in for talent acquisition programs isn’t always easy, it’s essential for program success and satisfaction.
What are the factors really driving the change?
And, more importantly, what can leaders do to ensure that their own TA programs secure stakeholder satisfaction for the long haul?
James’ topic of “How to Increase Stakeholder Buy-In for Talent Acquisition,” provided suggestions for both teams and leadership, describing the ways the 3 Cs; consistency, clarity, and credibility, increase trust and create a single mission statement for an organization. James also offered suggestions on how to craft processes and communicate philosophies that turn stakeholders into sponsors, and even ambassadors!
Here are some of the key points to consider to gain buy-in for your TA program:
Cover the basics: Staggering data proves that many leaders are focusing on analytics while still experiencing employee dissatisfaction. Companies need to remember and refresh the basics that stand the test of time throughout any innovation. We need to ground customer service in something fundamentally important, such as character-building. Credibility= competence + character.
Align your mindset: Collective goals ensure that everyone has ownership in the process so your organization can work toward greater levels of success. Identify business leaders, conduct focus groups, and encourage input from as many groups as possible within the organization. Determine your organization’s purpose, focus and goals.
Teamwork: All talent functions are a team sport. It’s a cross-function embedded in everything we do, and a collaboration between everyone involved. TA is not the responsibility of a single department; it necessitates the enthusiasm of an entire organization.
No widgets: People aren’t static, they are dynamic. There needs to be a consistent effort to grow and evolve our talent over time. Organizations need to map the market and research pipeline strategies so that long term expectations are met.
Commitment: Everyone must commit for TA to work. Its mission is that of a collaborative statement in which current employees and departments work together to bring in more like-minded, hardworking personnel that have both the hard and soft skills to further the goals of the organization.
The measures of a team change, grow, and can reach success if they learn to collaborate and come together to create a mission statement. In today’s modern workforce, a team mindset will only help an organization adapt to changing human resources and talent needs.