A medium-sized software company found itself overspending on talent acquisition without the ability to measure the return on investment (ROI). The process was disjointed, leaving candidates and hiring managers with the impression of entering a black hole whenever they interacted with the talent acquisition team.

We began by examining the existing technology stack and the primary sources for data insights. We discovered that the systems and processes, which had accumulated over time through mergers, lacked seamless integration. This resulted in inconsistencies across tools and the absence of a centralized repository for a single source of truth. Consequently, this led to expensive and superfluous spending, adding to the frustration of everyone involved in the hiring process.

Our team has implemented a novel method for collecting both internal and external insights through a channel partner, a global frontrunner in enterprise data, utilizing applications driven by both artificial and human intelligence. We've streamlined the recruitment management system using a unified talent platform, which provides access to the latest reports and insights as well as the ability to track workloads via customized dashboard views. Additionally, we've integrated sophisticated algorithms into our process maps to facilitate rapid, data-informed decision-making.

We provided training and education to key stakeholders throughout the organization on the new approach, securing influencers by sharing our success stories. The implementation of quarterly business reviews allowed us to measure, communicate, and forecast outcomes, demonstrating the effectiveness of the new approach.

As of now, we have reduced administrative tasks by 9%, achieved a record low in cost-per-hire, enhanced talent acquisition productivity by 29%, and met 100% of the hiring demand forecast for Q1 and Q2 of 2024.

The early career talent acquisition efforts of a company had hit an impasse after 11 years in operation. Despite its established reputation, the company struggled to attract top talent from universities and technical schools across the United States, and those who were attracted did not accept full-time positions after their internships. The diversity of talent in the recruitment pipeline had dwindled to an all-time low, leaving the company at a loss to identify the missteps in their approach.

The company lacked a data-driven approach to determine which campuses yielded the highest return on investment (ROI). To address this, we developed an analysis tool that utilizes both external and internal data to direct the team to campuses with the most diverse talent in specific pools. This tool identifies candidates who have a history of accepting offers from the company, transitioning from intern, apprentice, or fellow to full-time positions, and exhibiting high levels of employee engagement and promotion rates.

The campus tool is still operational today, simplifying the development of the go-to-campus strategy for recruiters. They input the projected hiring needs, including the number of hires, targeted market by geography, and types of roles into the tool. It then generates a list of top campuses likely to fulfill these needs, drawing on both internal and external data insights. Consequently, diversity hiring increased by 4% in the first year, offer acceptance rates improved by 11%, and the conversion to full-time roles has become more frequent.

A healthcare company grew significantly via a strong growth through acquisition strategy and needed to shift its thinking on the balance of the workforce, its future skill set needs, and prevent reductions in force. The reductions in force were costly to the business and allowing valuable institutional knowledge to walk out the door.

Fortunately, the company possessed a skilled technology and analytics department capable of developing an application in-house. Leaders in talent acquisition and mobility worked together to create features that allowed for the integration of resume insights, existing internal job postings, and an algorithm to match employees' current skill sets with other vacancies in the organization. The mobility and talent acquisition teams joined forces to provide workshops on career and interview guidance, assisting employees in their pursuit of new positions.

Over a six-month period, the team successfully prevented 3,800 individuals from job loss by reassigning them within the organization. This approach not only enhances employee loyalty but also broadens their skill sets and fosters cultural development on a global level. Typically, severance packages are calculated based on one to three weeks' pay for each year of service. By adopting a strategy of talent redeployment instead of layoffs, a company can realize substantial financial savings.

The corporate functions within this organization frequently received inadequate attention in succession planning. There was an absence of a unified language to articulate performance, potential, and career progression.

Utilized the research-based behavioral framework and its tools from TalentTelligent™ to guarantee optimal value and widespread adoption. The validated KSAs (Knowledge, Skills, Attributes) of TalentTelligent™ provided a solid foundation for integration throughout various career levels and talent practices.

The approach and tools were pressure tested across different business units. Use cases were crafted to focus on the diverse practices within the talent systems, allowing for some natural overlap. The objective was to implement use cases that addressed local business challenges while also providing data to inform further implementation. Executives and key influencers were nurtured as champions, expediting the process through direct and personal engagement with the framework and tools.

Prioritizing the development of expertise within the human resources community, certification in the TalentTelligent™ framework and its associated tools was pursued. This approach facilitated rapid scaling and enhanced case testing and feedback loops.

Positioned the initiative at a strategic level to align with future business objectives through talent development. Clearly articulated the connections and rationale throughout the process. Utilized existing communication channels to guarantee prompt and uniform information dissemination and established multiple modes for feedback loops.

Within the Corporate functions alone, 13 success profiles have been established, and 82% of employees have formulated development plans. The adoption of a unified set of behavioral practices applicable across various jobs and functions facilitated a wider comparison of roles and capabilities. By incorporating these behaviors into talent practices, they served as the 'glue' for enabling integrated and systematic talent management. Consequently, the company initiated a more profound and extensive activation of talent mobility, augmented the pool of successors, and nurtured a culture of significant development.

The new CEO in the startup realm has realized the importance of implementing a 360-review process as part of the team's assimilation experience and recognized that holding the top position requires unprecedented adjustments in behavior and influence.

Initially engaged for a Fractional CHRO assignment, we developed HR practices for the organization, which fostered a natural rapport with the forming leadership team. Upon completion of the Fractional role and the subsequent hiring of HR support, we leveraged this trust to guide the executive team through a comprehensive 360-review process.

A 360-review is an exceptionally robust method for soliciting feedback to ensure targeted development, and utilizing the TalentTelligent™ framework guarantees it is supported by over 50 years of combined experience. Our package encompassed the 360 assessments and was complemented with an educational session for all participants at the outset, as well as a six-month personalized coaching program for the CEO.

In this engagement, we adopted an evidence-based approach to address the question, "What Knowledge, Skills, and Attributes (KSAs) do leaders require to enhance effectiveness and achieve better outcomes over time?" Our Talent Tools provide answers to this and more, establishing a unified leadership language that will be instrumental as the company grows.

The CEO and the leadership team have become more productive and effective in their communication due to this engagement. They are now able to define and concur on the standards of "good" leadership within their organization, fostering a culture of trust and loyalty. The AI-powered "Career Architect" tool has been an essential asset, ensuring sustained developmental support even after the conclusion of ImageIN's involvement.