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Navigating Your Way to Total Talent

Greg Barber
By Greg Barber
on July 01, 2019

Today’s workforce is not one-size-fits-all. From permanent members of the team to temporary assignments and contract-based projects, employees are engaging with their employers in new and increasingly flexible ways. This trend presents organisations with an opportunity to be leaner and more agile—but also a significant challenge in managing the many sources of talent. In response, companies are choosing to adopt a Total Talent (TT) approach to talent acquisition that blends MSP and RPO capabilities into a single platform.

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Q: What are the advantages of a total talent approach?

A: The advantages of a total talent approach fall into three buckets. The first is speed of hiring. When organisations recruit based on skills rather than work style, they can access talent faster and find candidates with the ability to complete the work. The second advantage is a better user experience. There’s a single point of entry so the experience is stronger and more efficient for both the candidates and for the hiring communities. And finally, the efficiencies organisations gain in resource structure, in volume of activity, and the sourcing mix drives cost control. Talent pools become balanced to operational and commercial needs, and organisations can be much more intentional about maximising internal resources. The ROI is heightened when aligning permanent and contingent labour, and there’s also a reduction in third-party spend by working with a single partner.

Q: How are today’s talent management technologies evolving their capabilities to support a more holistic approach to talent?

A: With the workforce changing and the availability of talent around the world so low, the ability to access, identify, and engage talent is becoming significantly harder—and this challenge is compounded when working across multiple platforms and engagement approaches. At the moment, there is no seamless experience that extends throughout all the stages of the talent journey.

There are lots of new innovative technologies out there that are providing different ways of working and delivering a seamless range of capabilities to manage talent beyond the conventional hiring functionality. The ATS, VMS, CRM—all of those different technologies in the talent acquisition portfolio are becoming easier to integrate with an organisation’s HR administration systems, project management, marketing, and more.

Q: How can HR professionals make the business case for a total workforce solution and gain buy-n from the C-suite?

A: It starts with an organisation adopting a talent mindset. Start by assessing the current recruitment experience and analyse metrics to find efficiencies that can be gained and if those efficiencies are going to warrant the effort of transformation. How long is it taking to identify talent in the marketplace? Are talent gaps impacting the attrition of current employees? Are they having a direct line correlation to the bottom line? Look at the time, the quality, the cost, and the risks. Organisations can assign a dollar value to all of the benefits of finding the right talent at the right cost with the right engagement models in order to build a business case. There is also the cost and time of transformation, and to help with that, AGS works in partnership with companies to evaluate the ROI of transformation and outline the impact on their hiring and engagement practices.

Q: What are some best practices for organisations looking to ensure a smooth transition from a segmented talent strategy to a TT?

A: The move to a total talent approach affects everybody throughout the organisation, so it’s important to give employees a voice and gather their opinions, perspectives, and challenges. Communication is essential. Any business transformation strives to achieve two things: moving towards a benefit and away from a problem. Organisations can use analytics to address concerns and illustrate what a TT will look and feel like, because there are going to be significant changes in the way the hiring team will need to approach talent acquisition.

The key thing is not underestimating the support that’s going to be required in managing the transition. Organisations need to ensure they work with a partner who has the required infrastructure and expertise to lead the charge in the change management journey.

This advertorial was published by HRO Today EMEA in the May/June 2019 edition "Increasing Equality."

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Greg Barber
Written by Greg Barber
Greg is a Managing Director for EMEA RPO at AGS, responsible for major strategic programs. Greg applies over 20 years’ experience in the outsourced recruitment and staffing industry. He is a dedicated leader with a strong emphasis on delivery, improved operational efficiencies and a high performance, relationship-based culture. Since joining AGS, Greg’s leadership has transformed our delivery and strategic partnerships within the programs in his portfolio. He will use his knowledge and experience to ensure we deliver the agreed strategic aims of the service for your business. Greg has a deep knowledge of his clients’ culture, processes and values. He has been instrumental in developing service models that evolve and adapt with changing strategic requirements. Greg has also led initiatives to deliver substantial cost savings and grown teams of market leading resourcing professionals who provide high touch service and source the best talent in the market. The majority of Greg's experience has been with global financial service firms and multi-national organizations. He has experience leading successful teams in recruitment agencies, in-house HR departments and staffing solution providers. Greg joined AGS in 2013 as Account Director, where he led a dedicated talent acquisition team covering contractor recruitment, supplier management, payrolling and contractor care. Prior to this, he was Head of Talent Acquisition for a global financial services client where he led an extensive team of recruiters with responsibility for the governance and delivery of all permanent and contract hiring in 26 countries throughout Europe and the Americas. He also later took on responsibility for the delivery of all graduate and management associate hiring globally. After nearly 7 years in the British Army, Greg has worked in the recruitment industry since the early 90’s, amassing global experience in every aspect of resourcing including contingent and permanent recruitment at all levels. Greg has worked from the agency side, consulting and senior global client side roles, which bring an impactful perspective to his experience. The majority of Greg’s experience has been in the financial services sector and this broad experience, supported by the expertise and knowledge within AGS, enables him to bring global best practice and direction to all the clients with whom he works.

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