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?
3. Executive Summary
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
Org 1 - global budget
2: What is the size of your UK & Ireland recruitment budget?
3. Executive Summary
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.
Note: someorganisations wereonly able to provide
UK & Irelandbudgets.
Budgets shown are in millions
6.00
5.00
4.00
0.25
Large organizations
Org 4 - UK & I budget
Org 2 - UK & I budget
Org 1 - UK & I budget
Org 3 - UK & I budget
2: What is the size of your global recruitment budget?
3. Executive Summary
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.
Note: someorganisations wereonly able to provide
UK & Irelandbudgets.
Budgets shown are in millions
800,000
3,000,000
Medium sized organizations
Org 1 - global budget
Org 2 - global budget
2: What is the size of your UK & Ireland recruitment budget?
3. Executive Summary
12
Note: someorganisations wereonly able to provide
UK & Irelandbudgets.
Budgets shown are in thousands
20,00,000
7,50,000
4,80,000
2,56,000
Medium sized organizations
Org 1 - UK & I budget
Org 3 - UK & I budget
Org 4 - UK & I budget
Org 2 - UK & I budget
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.
2: What is the size of your global recruitment budget?
3. Executive Summary
13
Note: someorganisations wereonly able to provide
UK & Irelandbudgets.
Budgets shown are in thousands
250
100
50
Small organizations
Org 1 - global budget
Org 3 - global budget
Org 1 - global budget
What is the size of your UK & Ireland recruitment budget?
3. Executive Summary
14
Note: someorganisations wereonly able to provide
UK & Irelandbudgets.
Budgets shown are in thousands
260
200
150
50
Small organizations
Org 1 - UK & I budget
Org 3 - UK & I budget
Org 4 - UK & I budget
Org 2 - UK & I budget
3: Do you have a Centre of Excellence in place?
3. Executive Summary
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?
3. Executive Summary
16
Note: someorganisations wereonly able to provide
UK & Irelandbudgets.
45,000
7,500
Large organizations
Org 1 - global hires
Org 2 - global hires
3. Executive Summary
17
3,000 4,100
1,00,000
600
Large organizations
Org 4 - UK & I hires
Org 1 - UK & I hires
Org 2 - UK & I hires
Org 3 - UK & I hires
4: What is your volume of UK & Ireland annual hires?
Note: someorganisations wereonly able to provide
UK & Irelandbudgets.
4: What is your volume of global annual hires?
3. Executive Summary
18
Note: someorganisations wereonly able to provide
UK & Irelandbudgets.
1,200
500
Medium sized organizations
Org 1 - global hires
Org 2 - global hires
4: What is your volume of UK & Ireland annual hires?
3. Executive Summary
19
Note: someorganisations wereonly able to provide
UK & Irelandbudgets.
270
750
450
160
250
Medium sized organizations
Org 4 - UK & I hires
Org 5 - UK & I hires
Org 3 - UK & I hires
Org 1 - UK & I hires
Org 2 - UK & I hires
4: What is your volume of global annual hires?
3. Executive Summary
20
Note: someorganisations wereonly able to provide
UK & Irelandbudgets.
750
55 35
Small organizations
Org 1 - global hires
Org 2 - global hires
Org 3 - global hires
4: What is your volume of UK & Ireland annual hires?
3. Executive Summary
21
Note: someorganisations wereonly able to provide
UK & Irelandbudgets.
100
4050
200
Small organizations
Org 1 - UK & I hires
Org 3 - UK & I hires
Org 4 - UK & I hires
Org 2 - UK & I hires
5: How you align your talent acquisition by geography (e.g. do you have any centralised administration or sourcing hubs?)
3. Executive Summary
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?
3. Executive Summary
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?
3. Executive Summary
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?
3. Executive Summary
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?
3. Executive Summary
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?
3. Executive Summary
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?
3. Executive Summary
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.
1.Do you operate a Centralised, Hybrid or Decentralised Talent Acquisition model?
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.
5.How you align your talent acquisition by geography (e.g. do you have any centralised administration or sourcing hubs)?
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.
11.Where does recruitment responsibility sit e.g. for EVP, Sourcing, Workforce Planning, graduate recruitment, admin, ATS)?
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
1.Do you operate a Centralised, Hybrid or Decentralised Talent Acquisition model?
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.
5.How you align your talent acquisition by geography (e.g. do you have any centralised administration or sourcing hubs)?
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).
11.Where does recruitment responsibility sit e.g. for EVP, Sourcing, Workforce Planning, graduate recruitment, admin, ATS)?
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
1.Do you operate a Centralised, Hybrid or Decentralised Talent Acquisition model?
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.
3. Do you have a Centre of Excellence in place? No.
4. What is your volume of annual Hires? 600 in UK & Ireland, no global data available.
5.How you align your talent acquisition by geography (e.g. do you have any centralised administration or sourcing hubs)?
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.
11.Where does recruitment responsibility sit e.g. for EVP, Sourcing, Workforce Planning, graduate recruitment, admin, ATS)?
Resourcing work with HR on workforce planning, own EVP, admin & ATS.
Healthcare
34
1.Do you operate a Centralised, Hybrid or Decentralised Talent Acquisition model?
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.
5.How you align your talent acquisition by geography (e.g. do you have any centralised administration or sourcing hubs)?
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.
11.Where does recruitment responsibility sit e.g. for EVP, Sourcing, Workforce Planning, graduate recruitment, admin, ATS)?
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.
4. Insights by organisation
Medium sized organisationsBetween 5,000 and 100,000 employees globally
Pharma/Life Sciences
36
1.Do you operate a Centralised, Hybrid or Decentralised Talent Acquisition model?
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.
5.How you align your talent acquisition by geography (e.g. do you have any centralised administration or sourcing hubs)?
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.
10. To what extent is recruitment insourced vs outsourced? All insourced.
11.
Where does recruitment responsibility sit e.g. for EVP, Sourcing, Workforce Planning, graduate recruitment, admin, ATS)?
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
1.Do you operate a Centralised, Hybrid or Decentralised Talent Acquisition model?
Hybrid model.
2. What is the size of your Recruitment budget? Circa £3 million p.a. globally, £2 million UK & I.
3. Do you have a Centre of Excellence in place? Yes.
4. What is your volume of annual Hires? Circa 1200 p.a. globally, 750 UK & I.
5.How you align your talent acquisition by geography (e.g. do you have any centralised administration or sourcing hubs)?
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.
11.Where does recruitment responsibility sit e.g. for EVP, Sourcing, Workforce Planning, graduate recruitment, admin, ATS)?
Specialists in early careers & experienced hiring own sourcing & vacancymanagement. Separate strategic TA roles focus on workforce planning & future talent pools.
Banking/FS/Insurance
38
1.Do you operate a Centralised, Hybrid or Decentralised Talent Acquisition model?
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.
5.How you align your talent acquisition by geography (e.g. do you have any centralised administration or sourcing hubs)?
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.
11.Where does recruitment responsibility sit e.g. for EVP, Sourcing, Workforce Planning, graduate recruitment, admin, ATS)?
TA contribute to workforce planning, fully own EVP, graduate hiring, admin & ATS.
Retail/Distribution/Logistics
39
1.Do you operate a Centralised, Hybrid or Decentralised Talent Acquisition model?
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.
5.How you align your talent acquisition by geography (e.g. do you have any centralised administration or sourcing hubs)?
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.
11.Where does recruitment responsibility sit e.g. for EVP, Sourcing, Workforce Planning, graduate recruitment, admin, ATS)?
Organisation don’t do workforce planning and recruitment manage all other activities.
Industrial Goods & Engineering
40
1.Do you operate a Centralised, Hybrid or Decentralised Talent Acquisition model?
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.
3. Do you have a Centre of Excellence in place? Yes.
4. What is your volume of annual Hires? 160 in UK & Ireland.
5.How you align your talent acquisition by geography (e.g. do you have any centralised administration or sourcing hubs)?
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.
11.Where does recruitment responsibility sit e.g. for EVP, Sourcing, Workforce Planning, graduate recruitment, admin, ATS)?
Very little workforce planning but it is owned by regional TA leaders. EVP/ATS is managed in US, admin by HR service centre.
4. Insights by organisation
Small organisationsLess than 5,000 employees globally
Oil & Gas
42
1.Do you operate a Centralised, Hybrid or Decentralised Talent Acquisition model?
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.
3. Do you have a Centre of Excellence in place? No.
4. What is your volume of annual Hires? Circa 100 p.a. for UK including contractors.
5.How you align your talent acquisition by geography (e.g. do you have any centralised administration or sourcing hubs)?
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.
11.Where does recruitment responsibility sit e.g. for EVP, Sourcing, Workforce Planning, graduate recruitment, admin, ATS)?
MSP sources and manages vacancies & owns admin. Workforce planning & EVP sits under HRBPs.
Technology
43
1.Do you operate a Centralised, Hybrid or Decentralised Talent Acquisition model?
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.
3. Do you have a Centre of Excellence in place? No.
4. What is your volume of annual Hires? Circa 55 hires p.a., 40 UK & I.
5.How you align your talent acquisition by geography (e.g. do you have any centralised administration or sourcing hubs)?
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.
10. To what extent is recruitment insourced vs outsourced? All insourced.
11.
Where does recruitment responsibility sit e.g. for EVP, Sourcing, Workforce Planning, graduate recruitment, admin, ATS)?
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
1.Do you operate a Centralised, Hybrid or Decentralised Talent Acquisition model?
Centralised – global recruitment sits under UK HR team, no specialists.
2. What is the size of your Recruitment budget? Circa £100K globally.
3. Do you have a Centre of Excellence in place? No.
4. What is your volume of annual Hires? Circa 35 people globally.
5.How you align your talent acquisition by geography (e.g. do you have any centralised administration or sourcing hubs)?
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.
10. To what extent is recruitment insourced vs outsourced? All insourced.
11.Where does recruitment responsibility sit e.g. for EVP, Sourcing, Workforce Planning, graduate recruitment, admin, ATS)?
Basic workforce planning & EVP development, recruitment & admin all under HR. Recruit interns but not graduates.
Technology
45
1.Do you operate a Centralised, Hybrid or Decentralised Talent Acquisition model?
Centralised – all global recruitment done in UK.
2. What is the size of your Recruitment budget? £150K just for UK.
3. Do you have a Centre of Excellence in place? No.
4. What is your volume of annual Hires? 50 just in UK.
5.How you align your talent acquisition by geography (e.g. do you have any centralised administration or sourcing hubs)?
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.
11.Where does recruitment responsibility sit e.g. for EVP, Sourcing, Workforce Planning, graduate recruitment, admin, ATS)?
No ATS, recruitment get involved for workforce planning but don’t own it. Manage sourcing, admin, grad recruitment.
Not for profit/charity
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1.Do you operate a Centralised, Hybrid or Decentralised Talent Acquisition model?
Centralised.
2. What is the size of your Recruitment budget? Less than £50K but this is just for marketing as operate RPO.
3. Do you have a Centre of Excellence in place? Yes.
4. What is your volume of annual Hires? Globally circa 750 p.a., 200 UK & I.
5.How you align your talent acquisition by geography (e.g. do you have any centralised administration or sourcing hubs)?
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.
11.Where does recruitment responsibility sit e.g. for EVP, Sourcing, Workforce Planning, graduate recruitment, admin, ATS)?
RPO manage vacancies & admin, no workforce planning. Team of 3 who work for UBT manage EVP.