Global Talent Acquisition Organisational StructuresGlobal Talent Acquisition Organisational Structures Key Insights Report Contents 2 01 Context 02 Research Methodology 03 Executive

Global Talent Acquisition Organisational Structures

Key Insights Report

Contents

2

01 Context

02 Research Methodology

03 Executive Summary

04 Insights by Organisation

Large Organisations

Medium Sized Organisations

Small Organisations

03

08

11

27

28

39

50

SCOPE OF PROJECT

1. Context

3

• One of the most commonly asked questions of group members on the discussion board is about recruitment team structures

• Many members are keen to learn from others about how to best structure their teams, for example dependent on role, volume, sector and location

• This insight report is designed to give a comprehensive overview of how different organisations structure their recruitment teams using a variety of different approaches

APPROACH

1. Context

4

• Companies were approached by Ruth Miller, a Talent Acquisition & Training Consultant, who was commissioned to create the report on behalf of the FIRM

• Each organisation took part in a 30 minute telephone call

• Organisations participating were given a guarantee of confidentiality and anonymity on the final report

1. Context

5

BENCHMARKING SET • The report focuses on three categories of global organisations:

− Large companies: defined as employing more than 100,000 people globally

− Medium sized companies: defined as employing up to 100,000 people globally

− Small companies: defined as employing up to 5000 people globally

1. Context

6

QUESTIONS LEVERAGED

Do you operate a Centralised, Hybrid or Decentralised Talent Acquisition model? 01

What is the size of your Recruitment budget?02

Do you have a Centre of Excellence in place?03

What is your volume of annual Hires?04

How you align your talent acquisition by geography (e.g. do you have any centralised administration or sourcing hubs)?

05

What is your degree of automation?06

What recruiting technology do you use?07

What degree of HR involvement is there with recruiting?08

How complex are the job families within your organisation?09

To what extent is recruitment insourced vs outsourced?10

Where does recruitment responsibility sit e.g. for EVP, Sourcing, Workforce Planning, graduate recruitment, admin, ATS)?

11

2. Research Methodology

7

• Organisations surveyed were split into the small, medium and large categories depending on number of employees

• All organisations taking part employ people on a global basis

• Five companies in each of the three size categories were approached to complete the survey

• To ensure a range of responses the companies surveyed were from across industries & sectors

• Findings are split between size of organisation, whether small, medium or large

• Employers were asked which sector they considered their business to be part of, and are categorised by this in the report

• There is an overall executive summary at the start of the report

• Although all organisations are global, some were only able to give specifics of UK & Ireland budgets & number of hires. If this is the case it is detailed in the executive summary and in the organisation’s findings

1: Do you operate a Centralised, Hybrid or Decentralised Talent Acquisition model?

3. Executive Summary

8

3

1

0

11

2

1

33

Large organizations Medium sized organization Small organizations

Hybrid

Centralized

Decentralized

Large and medium sized organisations were more likely to operate a decentralised talent acquisition model, whereas smaller businesses more usually operate a centralised model.

2: What is the size of your global recruitment budget?


9

Where large organisations have a

smaller budget in UK & I, the reason given is that they

recruit through a high percentage of direct

sourcing & the CoE in another global hub own the budget for

EVP & ATS etc.

Note: someorganisations wereonly able to provide

UK & Irelandbudgets.

Budgets shown are in millions

50

20

Large organizations

Org 2 - global budget


2: What is the size of your UK & Ireland recruitment budget?


10

Where large organisations have a

smaller budget in UK & I, the reason given is that they

recruit through a high percentage of direct

sourcing & the CoE in another global hub own the budget for

EVP & ATS etc.




6.00

5.00

4.00

0.25

Large organizations

Org 4 - UK & I budget






11

Data only provided by 4 organisations as the 5th organisation spoken to covered UK & I and these local resourcing

costs sit under hiring managers’ budget.

Globally the CoEcosts for EVP, ATS etc were not available.




800,000

3,000,000

Medium sized organizations



2: What is the size of your UK & Ireland recruitment budget?


12



Budgets shown are in thousands

20,00,000

7,50,000

4,80,000

2,56,000






Data only provided by 4 organisations as the 5th organisation spoken to covered UK & I and these local resourcing

costs sit under hiring managers’ budget.

Globally the CoEcosts for EVP, ATS etc were not available.



13




250

100

50

Small organizations




What is the size of your UK & Ireland recruitment budget?


14




260

200

150

50

Small organizations





3: Do you have a Centre of Excellence in place?


15

Large and medium sized organisations are more likely to

operate a CoEwhereas small

companies are more likely to manage

resourcing from local bases.

Medium Small

1

4

Large

3

2

5

Yes

No

4: What is your volume of global annual hires?


16



45,000

7,500

Large organizations

Org 1 - global hires



17

3,000 4,100

1,00,000

600

Large organizations

Org 4 - UK & I hires




4: What is your volume of UK & Ireland annual hires?





18



1,200

500






19



270

750

450

160

250









20



750

55 35

Small organizations






21



100

4050

200

Small organizations





5: How you align your talent acquisition by geography (e.g. do you have any centralised administration or sourcing hubs?)


22

“Our offshore shared services team manage all

admin & onboardingactivity”

“Hiring is includedin the globalHRBP role”

“The centralresourcing teamown the brand &hiring processes”

“We have3 global locations

who own resourcinginternationally”

“The RPO runsall vacancy

management andthe UK team

own the brand”

“Each countryruns their

own recruitment& admin process

separately”

The responses to this question show great variation from all 15 organisations.

6: What is your degree of automation?


23

00

4

3

4

1

2

1

0

Small organisationsMedium sized organisationsLarge organisations

Moderate automation

High level of automation

Minimal or no automation

Small organisations were more likely to have minimal or no automation for their hiring processes, with several growing businesses saying that they hadn’t yet invested in recruitment technology. Anecdotal feedback with these businesses in competitive markets is that candidates applying by email with no ATS is seen as a positive due to high speed hiring with “no barriers”.

7: What recruiting technology do you use?


24

3

00

2

55

0

22

11

4

0

1

2

1

2

0 00

1 11

3

Large SmallMedium

CRM

ATS

No ATS Video interviewing

Reviewing technologyCopywriting tool

Assessment tool

ChatbotSeveral organisations, particularly large employers, will be reviewing ATS, feasibility of CRM, chatbots & video interviewing in 2018.

8: What degree of HR involvement is there with recruiting?


25

2

00

1

4

3

2

1

2

SmallMediumLarge

TA sits under HR role

HR involvement

Minimal or no HR involvement

There were slightly more organisations who have HR involvement in recruiting than not, and where they do it is predominantly for vacancy authorisation and salary sign off before offers are made.

9: How complex are the job families within your organisation?


26

All organisations operated with some complexity of job families, with smaller to medium technology & science sector employers more likely to include highly specialist & niche families.

2

3

3

3

2

2

Large

Small

Medium

Mix of job families

Highly specialist & niche

10: To what extent is recruitment insourced vs outsourced?


27

All organisations operated with some complexity of job families, with smaller to medium technology & science sector employers more likely to include highly specialist & niche families.

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

Medium SmallLarge

Both approaches in use

Insourced

Outsourced

11: Where does recruitment responsibility sit e.g. for EVP, Sourcing, Workforce Planning, graduate recruitment, admin, ATS?


28

Large

Medium

Small

• Large organisations often operate admin & onboarding through shared service or offshore hubs and graduate hiring teams can be separate to the core resourcing team, sometimes under the Talent function.

• For ATS and EVP or recruitment marketing, most large organisations have specialist teams, with ATS sitting in the global digital team rather than resourcing for one business.

• Where companies operate Centres of Excellence, they usually partner with HR on workforce planning and own the EVP, ATS and the hiring process. Sourcing activity usually takes place in local resourcing teams.

• Medium sized organisations are less likely to operate workforce planning, although when they do the resourcing team will partner with HR who have ultimate ownership.

• Where employers operate a Centre of Excellence, they will own the EVP, ATS and hiring process and local teams operate all sourcing & vacancy management activity including graduate hiring.

• Employers in the technology sector or in businesses where roles are highly complex or niche are more likely to create specialist resourcing roles which focus on workforce planning & future talent pools.

• Where small organisations do not have a specialist resourcing team, responsibility for hiring will sit under HR and this is sometimes outsourced with the HR business partner owning the relationship with the recruitment provider.

• If employers have resourcing specialists and the vacancy management is outsourced, the in house team will own the EVP and hiring process design.

• Particularly in competitive markets, resourcing teams will work very closely with HR and hiring managers to create brand visibility and source for candidates so that everyone in the business is involved with hiring.

4. Insights by organisation

Large organisationsMore than 100,000 employees globally

Professional Services

30

1.Do you operate a Centralised, Hybrid or Decentralised Talent Acquisition model?

Hybrid – 3 hubs with some individuals working globally from home & some offshore support.

2. What is the size of your Recruitment budget? At least £5 million UK & Ireland.

3. Do you have a Centre of Excellence in place? Yes – team members based across global hubs.

4. What is your volume of annual Hires? At least 3000 UK & Ireland.

5.How you align your talent acquisition by geography (e.g. do you have any centralised administration or sourcing hubs)?

Recruitment team manage all hiring & sourcing activity, offshore team who do admin/onboarding.

6. What is your degree of automation? Highly automated.

7.What recruiting technology do you use? Taleo, Avature, LinkedIn, Headstart, Meet & Engage, HireVue, looking at

chatbots for 2018.

8. What degree of HR involvement is there with recruiting? Very little as resourcing team own all hiring.

9. How complex are the job families within your organisation? All roles complex & niche.

10.To what extent is recruitment insourced vs outsourced? All insourced, although there is an internal managed service function who

handle some tasks.

11.Where does recruitment responsibility sit e.g. for EVP, Sourcing, Workforce Planning, graduate recruitment, admin, ATS)?

Resourcing team own all hiring responsibilities. There is specialist recruitment marketing team who develop EVP.


Decentralised hiring teams based in regional offices & reporting into local People Directors.

2. What is the size of your Recruitment budget? Circa £20 million p.a. globally, £5.5 million UK & I.

3. Do you have a Centre of Excellence in place? CoE team in UK who own global branding & process, including technology.

4. What is your volume of annual Hires? Circa 7500 hires p.a. globally, 4100 UK & I.


Larger local offices have 5/6 recruiters. In smaller ones hiring included in HRBP role.

6. What is your degree of automation? Highly automated using Workday for HR.

7.What recruiting technology do you use? Workday rolled out globally for recruitment in 2017 to replace 5 different

local ATS. Also use HireVue and Textio.

8. What degree of HR involvement is there with recruiting? Recruitment teams deal direct with hiring managers, no HRBP input.

9. How complex are the job families within your organisation? 50% of roles hired for are volume and 50% specialist.

10. To what extent is recruitment insourced vs outsourced? RPO just in UK for 50% of local hires.


CoE team own workforce planning, EVP & hiring processes. Local teams responsible for sourcing. Graduate hiring sits under Talent team not Resourcing.

Banking/Financial Services/Insurance

31

Retail/Distribution/Logistics

32


Hybrid – exec & brand are group functions but rest of business have own teams.

2. What is the size of your Recruitment budget? Circa £4 million p.a. UK & Ireland.

3. Do you have a Centre of Excellence in place? No.

4. What is your volume of annual Hires? Circa 100,000 p.a. UK & I.


Shared services who manage admin/contracts but no specialist sourcing hubs.

6. What is your degree of automation? Moderate – but only use ATS.

7. What recruiting technology do you use? Was Tribepad, moving to Taleo in 2018.

8. What degree of HR involvement is there with recruiting? Vacancy & salary sign offs.

9.How complex are the job families within your organisation? High degree of volume with retail & call centre roles up to highly specialist

senior & tech.

10. To what extent is recruitment insourced vs outsourced? Insourced (except for temps in UK).


Workforce planning sits with specialist Talent team outside of resourcing, specific teams own EVP & ATS. Sourcing & early careers are part of resourcing team roles.

FMCG – Non Consumer Goods

33


Decentralised team in every country who all operate differently.

2. What is the size of your Recruitment budget? Circa £250K UK & Ireland as 90% of hires are direct.


4. What is your volume of annual Hires? 600 in UK & Ireland, no global data available.


Central team who own brand & process. Local teams run own hiring.

6. What is your degree of automation? Highly automated, although no HR/ATS integration until later in 2018.

7. What recruiting technology do you use? Avature, Seedlink for video interviews, Mya chatbot.

8. What degree of HR involvement is there with recruiting? HR sign off vacancies & salary packages.

9. How complex are the job families within your organisation? 32 brands so every job role very complex even if responsibilities similar.

10. To what extent is recruitment insourced vs outsourced? All insourced.


Resourcing work with HR on workforce planning, own EVP, admin & ATS.

Healthcare

34


Decentralised with 21 global locations.

2. What is the size of your Recruitment budget? Circa £50 million globally.

3.Do you have a Centre of Excellence in place? Centralised hub who own brand, process, metrics & comms. Members

spread globally but work as one team.

4. What is your volume of annual Hires? Circa 45,000 p.a. globally.


Sourcing & exec search managed through 21 locations. Centralised ops teams who own admin & onboarding.

6. What is your degree of automation? Highly automated Oracle integrated with ATS.

7.What recruiting technology do you use? Kenexa Brassring but undertaking review with 4 large suppliers & want to

introduce CRM. Use LinkedIn, Videolicious (creates video job ads), HireVue.

8. What degree of HR involvement is there with recruiting? HR approve vacancies & sign off salaries.

9. How complex are the job families within your organisation? Types of roles split into 4 areas. Offer different resourcing service to each.

10. To what extent is recruitment insourced vs outsourced? Mainly insourced but some RPOs globally so can flex with demand.


ATS sits under digital who own all tech across business. Workforce planning owned by HR. Grad rec moving under TA in 2018. Sourcing & admin owned by TA.


Medium sized organisationsBetween 5,000 and 100,000 employees globally

Pharma/Life Sciences

36


Decentralised with teams across key global offices.

2. What is the size of your Recruitment budget? Circa £800K p.a. globally, £480K UK & I.

3. Do you have a Centre of Excellence in place? Yes.

4. What is your volume of annual Hires? Circa 500 p.a. globally, 270 UK & I.


3 people in 3 key global offices who work in TA and manage resourcing for all global sites.

6.What is your degree of automation? Oracle Fusion & ATS integrated. With growth of business systems &

processes have not kept up.

7. What recruiting technology do you use? Taleo.

8. What degree of HR involvement is there with recruiting? HR sign off vacancies & salaries.

9. How complex are the job families within your organisation? Most roles highly complex scientific ones with 10% needing PhDs.


11.


No workforce planning in place, TA team own EVP, sourcing & admin. Early careers hiring is mainly apprentices & interns, new grad scheme launching in 2018.

Technology sector

37


Hybrid model.

2. What is the size of your Recruitment budget? Circa £3 million p.a. globally, £2 million UK & I.


4. What is your volume of annual Hires? Circa 1200 p.a. globally, 750 UK & I.


3 global sourcing hubs.

6. What is your degree of automation? Highly automated.

7.What recruiting technology do you use? Peopleclick, Predictive hiring tool, HireVue video interviewing, Textio for

copywriting. Looking at CRM, referral platform in 2018.

8. What degree of HR involvement is there with recruiting? Very little except for senior leader hiring.

9. How complex are the job families within your organisation? Some volume roles but most are very complex within technology & AI.

10. To what extent is recruitment insourced vs outsourced? Mostly insourced but have MSP for intern hiring.


Specialists in early careers & experienced hiring own sourcing & vacancymanagement. Separate strategic TA roles focus on workforce planning & future talent pools.

Banking/FS/Insurance

38


Decentralised with teams across global offices.

2. What is the size of your Recruitment budget? Circa £750K p.a. in UK.

3. Do you have a Centre of Excellence in place? UK seen as CoE even though that isn’t formalised.

4. What is your volume of annual Hires? Circa 450 in UK office.


Team in every global location who own full resourcing process. Centralised HR hub who manage admin.

6. What is your degree of automation? Legacy HR system, highly automated.

7. What recruiting technology do you use? eArcu implemented in 2017, Talent Q for assessment.

8. What degree of HR involvement is there with recruiting? HR give authority to recruit & agree salaries, sitting in on some interviews.

9.How complex are the job families within your organisation? Junior to senior management roles have medium to high complexity, below

that is volume contact centre/admin.

10. To what extent is recruitment insourced vs outsourced? Perm is insourced, MSP for temps & contractors.


TA contribute to workforce planning, fully own EVP, graduate hiring, admin & ATS.

Retail/Distribution/Logistics

39


Centralised.

2. What is the size of your Recruitment budget? £256K UK & I.

3. Do you have a Centre of Excellence in place? Yes, in UK.

4. What is your volume of annual Hires? 250 UK.


Local teams do own sourcing and admin.

6. What is your degree of automation? Moderate.

7. What recruiting technology do you use? Avature.

8. What degree of HR involvement is there with recruiting? Vacancy and salary sign off.

9. How complex are the job families within your organisation? Mix of volume roles and specialist/niche.

10. To what extent is recruitment insourced vs outsourced? Insourced.


Organisation don’t do workforce planning and recruitment manage all other activities.

Industrial Goods & Engineering

40


Decentralised – each region has own TA team.

2.What is the size of your Recruitment budget? No central visibility as hiring managers own budget for hiring except for

global TA which is in US.


4. What is your volume of annual Hires? 160 in UK & Ireland.


Resourcing team manage process but no specialist sourcing hub. Global service centre manage all admin.

6. What is your degree of automation? Highly automated & use Workday (3rd system in 5 yrs driven by US)

7. What recruiting technology do you use? Workday, Yello, Saville online assessments.

8. What degree of HR involvement is there with recruiting? HR sign off vacancy & give authorisation on salary packages.

9.How complex are the job families within your organisation? Very diverse & complex families from scientists & engineers to R&D, sales

& marketing.

10. To what extent is recruitment insourced vs outsourced? MSP for temps & contractors. Perm insourced.


Very little workforce planning but it is owned by regional TA leaders. EVP/ATS is managed in US, admin by HR service centre.


Small organisationsLess than 5,000 employees globally

Oil & Gas

42


Decentralised with no specialist TA team, role included in HRBP remit.

2. What is the size of your Recruitment budget? Circa £260K p.a. for UK.


4. What is your volume of annual Hires? Circa 100 p.a. for UK including contractors.


Each country runs separate hiring & admin processes.

6. What is your degree of automation? Legacy systems driven by European head office.

7. What recruiting technology do you use? Peoplefluent ATS.

8. What degree of HR involvement is there with recruiting? Recruitment sits under HR role.

9. How complex are the job families within your organisation? Most roles one off specialists so families highly complex.

10.To what extent is recruitment insourced vs outsourced? All recruitment under MSP for perm & contractors. HRBPs manage the

MSP service.


MSP sources and manages vacancies & owns admin. Workforce planning & EVP sits under HRBPs.

Technology

43


Hybrid model rather than centralised. Team of 4 in recruitment in 2 regional offices reporting into HR.

2. What is the size of your Recruitment budget? Circa £250K p.a., £200K UK & I.


4. What is your volume of annual Hires? Circa 55 hires p.a., 40 UK & I.


Two different global teams as above who are each responsible for end toend hiring process.

6. What is your degree of automation? Work with legacy HR system.

7.What recruiting technology do you use? No recruitment automation & candidates apply by email. Within

technology a high touch approach needed with no obstacles around applications.

8. What degree of HR involvement is there with recruiting? HR & resourcing team work very closely to hire.

9. How complex are the job families within your organisation? All roles complex & niche within technology.


11.


Resourcing work closely with HR on workforce planning, partner with hiring managers to create brand visibility & source in a competitive market, manage grad recruitment, & all admin.

Technology

44


Centralised – global recruitment sits under UK HR team, no specialists.

2. What is the size of your Recruitment budget? Circa £100K globally.


4. What is your volume of annual Hires? Circa 35 people globally.


All UK based under HR, no specialised hubs.

6. What is your degree of automation? HR system includes ATS.

7. What recruiting technology do you use? No specialist technology but introducing PeopleHR ATS in 2018.

8. What degree of HR involvement is there with recruiting? Recruitment sits within HR role.

9. How complex are the job families within your organisation? Mix from contact centre & admin to specialist tech & product roles.



Basic workforce planning & EVP development, recruitment & admin all under HR. Recruit interns but not graduates.

Technology

45


Centralised – all global recruitment done in UK.

2. What is the size of your Recruitment budget? £150K just for UK.


4. What is your volume of annual Hires? 50 just in UK.


All in UK, hiring managers interview in other locations.

6. What is your degree of automation? None.

7. What recruiting technology do you use? No HR system or ATS.

8. What degree of HR involvement is there with recruiting? Very low except for sending contracts.

9. How complex are the job families within your organisation? Very niche, specialist & academic job families.

10. To what extent is recruitment insourced vs outsourced? Insourced.


No ATS, recruitment get involved for workforce planning but don’t own it. Manage sourcing, admin, grad recruitment.

Not for profit/charity

46


Centralised.

2. What is the size of your Recruitment budget? Less than £50K but this is just for marketing as operate RPO.


4. What is your volume of annual Hires? Globally circa 750 p.a., 200 UK & I.


3 global offices where TA teams are based. RPO off site.

6. What is your degree of automation? Minimal.

7.What recruiting technology do you use? RPO use own ATS/database. Montage & Sonru video interviewing, Gartner

online assessment.

8. What degree of HR involvement is there with recruiting? None.

9. How complex are the job families within your organisation? Very varied from warehouse to ops directors.

10. To what extent is recruitment insourced vs outsourced? Outsourced through RPO.


RPO manage vacancies & admin, no workforce planning. Team of 3 who work for UBT manage EVP.

Documents

Global Talent Acquisition Organisational StructuresGlobal Talent Acquisition Organisational Structures Key Insights Report Contents 2 01 Context 02 Research Methodology 03 Executive