What do you do if your global talent acquisition strategy is leading to poor strategic decisions?

Reassessing goals is imperative when global talent acquisition strategy leads to poor decisions. Align hiring targets with the company's strategic vision to avoid distraction from core competencies. Ensure each hire contributes to overarching objectives. Analyze if the current strategy reflects necessary skills. Adjusting goals for strategic alignment can enhance decision-making processes.

Audit Process: Review your current strategy to identify gaps and inefficiencies. Data Analysis: Use data to understand where decisions are faltering. Stakeholder Feedback: Gather insights from business leaders and hiring managers. Market Research: Stay updated on global talent trends and competitive practices. Strategy Refresh: Update your strategy based on findings, focusing on long-term goals. Pilot Programs: Test new approaches in controlled environments before full rollout. Continuous Learning: Encourage a culture of adaptability and learning within your team. Adapting your strategy based on thorough analysis and feedback is key to overcoming challenges in global talent acquisition.

Review Strategy: Conduct a comprehensive audit to identify misalignments and gaps. Data-Driven Insights: Utilize analytics to pinpoint where and why decisions falter. Stakeholder Input: Gather feedback from key business leaders to understand impacts. Benchmarking: Compare with industry best practices to identify areas for improvement. Pilot Changes: Test new approaches in a controlled environment before full implementation. Skill Development: Enhance your team's capabilities in critical areas identified. Adaptability: Be prepared to pivot strategies based on evolving business needs and market conditions. Addressing issues with agility and informed decision-making can realign your talent acquisition strategy for better outcomes.

Begin by revisiting the goals and objectives of your global talent acquisition strategy. Assess whether these goals are still aligned with the evolving needs and priorities of your organization. Determine if any adjustments or refinements are necessary to better support the overall business strategy. By reevaluating goals, you ensure that your talent acquisition efforts remain focused and relevant.

Seeking feedback is crucial when global talent acquisition falls short. Engage teams and leadership to gauge the impact of recent hires. Insights from feedback unveil misalignments with operational realities or employee expectations. Foster open dialogue for constructive criticism, enabling improvement. Listening to those affected helps refine strategies to better meet company needs.

Talent data & data analytics provide the analysis of hiring strategies and understand the gap. Gap analysis provides clarity on some of the factors like time-to-fill, recruitment funnel analysis, interview process performance, hiring outcomes, etc. These analysis gives us a picture to understand the patterns, clarity to rework on strategies, rebuild the processes for positive results.

Data analysis is paramount for refining global talent acquisition strategies. Evaluate metrics like retention rates, time-to-hire, and new hire performance against expectations. Patterns of underperformance or high turnover indicate areas needing attention. Utilize this data to make informed decisions and craft a more effective global hiring approach aligned with strategic goals.

Utilize data analytics to gain deeper insights into the effectiveness of your talent acquisition processes. Analyze key metrics such as time-to-fill, candidate quality, source of hire, and diversity metrics to identify trends and patterns. By leveraging data-driven insights, you can make informed decisions and optimize your recruitment strategies for better outcomes.

Based on the feedback received and data analysis conducted, make necessary adjustments to your talent acquisition processes. This may involve refining recruitment strategies, optimizing sourcing channels, enhancing candidate engagement initiatives, or redesigning interview and assessment methods. Be proactive in addressing any identified gaps or inefficiencies to improve overall effectiveness.

Before asking tough questions, be prepared for the answers. I would be asking who's making those decisions, and how are they being made?

1. Start with Why. Have a clearly defined purpose and a reason for every transformation. What does the operating model aim to fix, as well as the TA service delivery model? Are all TA colleagues bought in and do they understand the Why behind any tool, process, and expected outcome? 2. Are you thinking about Experience? Re-framing TA as a customer experience journey is helpful for applying UI/UX and design thinking techniques to triage problems early so as to deliver satisfying experiences that support business outcomes. 3. Are we using Data-Driven Decision Making? One of the biggest mistakes I see in TA is an unhealthy obsession with Time-To-Offer/Time-To-Fill without appreciation of where, how, and what's being done, at each stage.