RTT- Designing and Implementing a fit for purpose multi-site Resourcing model

resourcing modelThese are the thoughts and takeaways from the latest Resourcing Think Tank held on Tuesday the 3rd of December and hosted by Jenny Parry, Group Head of Talent @Bakkavor Group. This Think Tank sought to discuss the approaches to “Designing and Implementing a fit for purpose multi-site Resourcing model.”.

The following summary has been prepared to reflect a segment of the discussion held amongst senior Resourcing professionals from leading national and international businesses. Specific company details, experiences and examples have been omitted from this summary as all discussions are held under ‘Chatham House Rules’.

Business’ are ever faced with the challenge of HR’s capability regarding recruitment. Effectively implementing a strategic recruitment model will enhance HR’s credibility in finding quality candidates. Ultimately, it all comes down to line managers; building that relationship will ensure the smooth runnings of the resourcing model.

Don’t forget the candidate! – The candidate journey is incremental in the recruitment process, you don’t want to lose quality candidates because you failed to implement a resourcing model that works. Get back to the candidates on time, there is a small window before they are placed elsewhere or lose interest! If the business acts fast they are sure to secure this talent.

Follow up on your candidates – The experience they incur with your business will impact on whether or not they want to get on board. This feedback can enlighten you on the effectiveness of your resourcing model! How? Generate candidate feedback forms, whether successful or not, measure those complaints that do come in and address the problem. Aim for initial attraction to offer stage to fall within 10 days! Make great use of management’s time; provide quality candidates and frame the model to meet the business’ future needs.

But what model? – Having no idea of the resourcing spend across the business is a problem when localised and can get out of hand. A centralised model will implement consistency across the business, bringing back that structure and effectively managing the resourcing process. Build a cohesive model that will partner HR relations. There are 3 key measures to identify if your model is working; progression, appraisals and attrition; looking at the turnover of a business. If the results are not good, it’s safe to say your model is not working!

Change management – Business’ who are not centralised face the challenge of change management. Local level operations may very well be ready for that change but do they want to change? Combating the attitude of “I’ve always done it this way” will be a common trend business’ will face;which is why communication is key. Involving partners at local level in the decision process, make them feel involved and a part of implementing a centralised model.

Don’t lose control! – Don’t allow the relationship between hr and management to struggle, build trust and partner with them. Implement a great centralised model, ease them into that model by engaging them the whole way and involving them in the whole process. The main goal of a centralised model is to bring back consistency across the business. Not forgetting the benefit of reducing the margin of turnover which is costly to a business when quality candidates are missed.

There is a clear appetite for a centralised model; it creates consistency, reduces the resourcing cost and most importantly enables HR to find quality candidates. This change should be managed with care, locally people are used to the old model and it’s crucial they have your trust because for all they know this “new” model may not work. Communication has to be there between all senior managers, not just HR. It’s critical that everyone know’s what is happening if you want to effectively change to a new centralised model.

Corinna Osullivan

Written by , Researcher

Corinna studied Political Science at the National University of Ireland, Cork. Corinna joined Oasis HR in 2015 as a researcher; she is currently aligned to executive HR searches across all sectors . Prior to this, she was part of the CFO practice at Norman Broadbent plc where she was responsible for research at the very senior end of leadership.

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