Caitlin Ingham

One thing I have found really helpful is documenting recruitment fees avoided by being the Talent Acquisition partner of the business. By illustrating you’re not a cost and actually are saving the business money is a good starting point for showcasing value. Use a spreadsheet with a typical 20% of Salary for each hire you make. Calculate over a 12 month period. This will help support your case for an salary review for yourself/ bonus incentive.

Go way back to the beginning. If your team does not know the why they’re not going to do the do. Clearly communicate the value of every metric you’re tracking and how it aligns to overall business goals, then communicate your expectations of the employees contribution to each metric whether it’s full ownership or a team contribution. That way they’ll always know how they’re driving impact and how their performance is being tracked. The data should be tracked quarterly with a focus on 1-1s in order to coach the employee to manage any challenges.

Focus on: Time to Hire Quality of Hire Time between stages CNPS score Candidate experience Cost per hire These metrics focus on the efficiencies of your talent process how long it takes someone to pass through the stages and how long it takes to hire an individual. Whilst also focusing on quality measures such quality of hire and candidate experience.

Firstly, set clear expectations include everyones functions owned and metrics owned in their contracts and set OKR's every year at business level that feed into department and IC goals for the financial year. Secondly, have a strong reward process- people need to feel incentivised to go the extra mile and not just complete their duties. Send out engagement surveys asking your people what is the most important to them. Have a strong L&D function to upskill existing team members to lead to better engagement and performance, that way you will identify skills gaps to effectively fill in the gaps and workforce plan your hiring requirements based on this data- this will help people with the demand of their roles and also team dynamics.

The most overlooked skills in TA are: Curiosity, Adaptability & Building rapport. Building rapport is crucial when managing stakeholders, building a world class talent process with candidate experience at the heart of it, it allows you to get a real sense of the candidates and understand if they're going to add value culturally to your organisation. Adaptability- it's not uncommon for priorities to change or immediate requirement to come to light. You need to be able to roll with the punches. Curiosity- ask lots of questions, always be keen to learn more to get a real insight into your business to be able to sell to candidates effectively and build a strong talent attraction strategy to build your employer brand.

In my experience if you're on a budget you can do MORE with less. You can use whatever software you have internally to create a basic performance management process and ensure it become a habit in completing weekly 1-1's, quarterly reviews and end of year reviews. However, if budget is not an issue from my experience Lattice is the best for peer-peer feedback, manager to direct report feedback, goal setting aligning to business OKR's, and it incentivising goal achievements with rewards for the employee.