2. About the Author….
Catherine Parker has over
30 years of global Talent
Acquisition experience
working in multiple
industries including
Technology, Management
Consulting, Biotechnology
and Media. Catherine is
currently working on
freelance basis out of
London, UK.
cparker1123@icloud.com
4. Why a Talent Acquisition
Roadmap?
• Perhaps you are currently planning your team’s
yearly objectives, or you’ve just taken a new role
leading a TA function, or maybe you’ve been
asked to address key issues plaguing your
department.
• Whatever the situation, taking a measured and
structured approach to examining these issues
and taking the necessary steps to achieve success.
• Why a Talent Road Map
• Align corporate goals and objectives with
broader people strategies will lay out the
journey your TA team must travel to be
successful.
• A road map is an essential part of strategic
planning and enables your team to set a
course for change
• Setting this common vision, you will need
a plan to bring it together and make it meaningful
to your business and to your team
The foundational base for TA’s planning and
delivery is the development and implementation of
a Strategic Road Map
6. Strategic Alignment
• Knowing where you’re going as a function relies
heavily on ‘why’ you’re going there.
• Connecting your plans to those of your
organization is crucial to ensure your work is
aligned, impactful, and fully supports the needs
of the business.
• An effective TA program doesn’t occur in a
vacuum, an enormous amount of planning,
cooperation and execution go into creating a
system that lets your organization hire the
talent need for growth and keep them coming
through a healthy talent pipeline.
Talent
Acquisition
People
Corporate
8. The Discovery Phase
• By using a simple framework,
you can examine the maturity of
the processes, programs,
systems, and resources of your
function.
• With information gathered at
this discovery stage, you can
identify the issues and
challenges that could possibly
have an impact your TA team’s
ability to deliver.
• Finally, you can present a
plan that is specifically
tailored to your organization
and will bring crucial
improvements across
multiple dimensions.
9. Following alignment with company goals, it is
CRITICAL that your TA team has the capability to
meet AND exceed these objectives.
Is the functions level of capability and maturity
equal to the challenges ahead?
An essential next step is turning a keen eye on the
factors that drive the TA function.
Using the Bersin Model of Maturity is the first step.
Talent Acquisition Capability
Outline the key areas of
the TA function that
could impact the team’s
ability to achieve its
goals.
1
Define
2
Identify
Using the Bersin
maturity model, you can
identify gaps (skill,
technology, process).
3
Improve
Developing a sound
roadmap you can set
about making necessary
changes.
Embarking on this task in a way that prioritizes
work that benefits your strategic deliverables will
form your roadmap.
10. About The Bersin Model
• Developed by Josh Bersin at
Deloitte, the Bersin Maturity model
serves as a guide for leaders looking
to assess the current effectiveness
of a team or function, determining
improvements that will evolve
performance to the next level.
• Plotting out your TA functions on a
maturity curve will define a road
map of critical initiatives and
programs necessary to meet
corporate objectives.
• Setting this common vision, you will
need a plan to bring it together and
make it meaningful to your business
and to your team.
11. MKT/EVPProcessTechSourcing
Partner-
shipsMetrics
Developing
Strategic
FoundationalTraditional
Strong Collaboration Cross
functionally
Some Outreach to Passive
Candidates; Primary Focus on
LinkedIn
Proactive Talent Engagement
Practices
Expert Sourcing Team
Using Sophisticated Lead
Gen/Research Techniques
Strategic Advisor to C-suite
Highly Reactive
Reliant on Agencies
Partner with HR/Business
Inconsistent &
Transactional with HMs
Minimal Trending to Complex
System Interface
Strategically Leverage Technology
Solutions
Fully Integrated Talent Technology
Ecosystem
Minimal Systems Interface
Manual/Inconsistent processes
Semi Automated
Processes/integrations
Documented and Consistent
Business Processes
Optimized and Documented
Processes; Agile
Established Analytics
Drives Business Decisions
Reporting Tied to Goals
Descriptive Metrics
Predictive, Prescriptive & Cognitive
Data Focused
Consistent Messaging, Limited Social
Media Presence
Defined Mktg Strategy Directed
at Talent Pools
Influential Brand Actively Engaging
Talent
Basic LinkedIn Posts
Inconsistent Social Media
Limited Use of Reporting;
Influenced by Anecdotal
Information
Increasing Maturity and Capability
Plot your team on the Model!
Diversity
Outreach to Diverse Talent
Inconsistent
Diverse Strategies embedded in
Corporate objectives Diverse Hiring Strategies
Minimal Focus on Diversity &
Inclusion
13. Next Steps
• Once the Analysis has been
completed, assumptions
have been drawn, the next
step is developing a clear
plan to meet the company’s
objectives.
• Planning your roadmap with
clear timing and deliverables
is crucial.
14. 360 Degree recruiters geographically aligned
with specific market knowledge
Expand team reflecting specific process/delivery
functions; re-organize by functional verticals and
align to Business/HRBPs
TA Business Partner model with stakeholder
focus, key market knowledge, can influence and
drive decisions
TA Structure &
Skills
Inconsistent approach, limited training
around selection, assessment, process and
policies. Siloed decision making
Standardized structure, develop training
programs, solidify Competencies
Holistic assessment via mix of interview,
work samples, psychometric instruments
and aptitude tests
Interview &
Assessment
Dashboard with basic reporting metrics
(Speed2Hire, TTF). Standardized, inflexible
Partner with HR OPs team to integrate TA,
talent and HR data
Dashboard with predictive, prescriptive and
cognitive analytics. Highly flexible, targeted
to audience
Data & Metrics
Inconsistent processes, and reliance on
recruiter to manually progress candidates in
ATS
Lean process methodology review and
partnership with ATS vendor to trial new
automation tools
Lean, partly automated process with
minimal administration requirements, in use
globally
Process,
Technology,
Automation
Diversity measured inconsistently; gender
diversity measured and reported on (fair
ranking vs market)
Partner with corporate ERGs; prioritize
diversity in early careers, use market
mapping to identify gaps in market
Diversity candidates for all interview slates,
MBOs for leadership team
Diversity &
Inclusion
Current State Progression Future State
Current State to Future State
15. Planning your Road Map
Having defined your target state, your road map is now ready to be mapped out as a set of activities across time, whether that be months,
quarters or half years. However, the time scales you allocate must be feasible. Beyond your own team resources, you will want to consider:
Strategic Workforce Planning Does your workforce planning predict specific peaks and troughs in hiring demand, and will planned
activities support or hinder that activity?
Business Calendar: What business impact does the activity/project have? Does this come at a particularly busy time?
Are you competing with year-end activities, peak busy periods or an uptick in holidays? Or is the future state
uncertain?
Enabling Functions: Do you need support from IT, marketing, legal, procurement, to name a few.
Determining their ability to assist is an important part of planning your road map.
Vendors: Does your project revolve around technology or services provided by a third
party? Make sure that your work will not be disrupted by major change to your
product or services.
16. Sample Roadmap
TA Focus Area Q1 Q2 Q3 Q4
TA Structure & Skills
Assessment & Selection
Data & Metrics
Process, Technology &
Automation
Diversity & Inclusion
Develop Sourcing FunctionReview/Realign Team
Assess Training programs
Develop/Roll-out Team/HM Training
Deliver Integrated Analytics Dashboard
Lean Process Review
Diversity Analysis
Target Focus Groups
Trial tech assessment tools
Roll-out tech assessment tools
Partner with Ops, HRBP
Review/Refine Analytics
Implement Process Change
18. Final Steps
• Develop Change Charter, Vision
and Objectives
• Obtain and incorporate
feedback from leadership
• Socialize with the team and Key
Stakeholders
• Develop necessary tools and
training
• ROLL OUT
