Resourcing Transformation for a British Media Institution

The client’s challenge

This major broadcaster was already working with Capita, via an outsourced HR solution, covering a variety of administrative and transactional services. Over time, however, it became clear that a transactional solution was not the best model for the recruitment of the right talent, and the solution was not fully supporting all the business’s changing resourcing needs.

The broadcaster was going through a period of significant change, including the relocation of a number of staff, and carrying out a complete organisational review with a view to downsizing. During and beyond this transition, the organisation needed to ensure that it was still able to engage with and attract the best talent to lead the organisation into the next phase of its development. The client therefore agreed to explore an alternative value-added resourcing solution with Capita.

As a starting point, we agreed to undertake a 360° review of the recruitment service from the perspective of the service delivery team, stakeholders in HR and OD (including diversity champions), candidates and hiring managers. This would inform Capita and our client about key areas for improvement and allow us to create a blueprint of what good looks like for the resourcing function. This was to be created in conjunction with the client, covering all aspects of the recruitment process from initial candidate communication through to offer and contract issue.

Our solution

We unpicked every aspect of the recruitment process from the perspective of all stakeholders in terms of current state (good, bad, indifferent) and desired state - what good looks like from different perspectives.

Our data gathering took various forms including a review of current recruitment marketing materials, performance data and MI, feedback from candidates and hiring managers, contracts and service level agreements. We also used questionnaires to gather information from large, diverse audiences such as candidates and hiring managers, and conducted focus groups and face to face interviews with delivery teams, HRBPs, candidates and hiring managers. This stage identified key areas for transformation.

Based on the findings we worked jointly with the Director of Resourcing and the senior managers responsible for the delivery of the outsourced service to establish an agreed picture of ‘what good looks like’ together with a prioritised, measureable framework to support the journey from current to desired state.

The findings showed the most important change was a move from reactive to proactive. In the current model, managers would brief the Capita team on vacancies to be filled. We identified the need for a shift towards the cultivation of talent pools for pipelining that resulted in structural changes to the client’s recruiting team. Rather than recruitment specialists, we changed the team emphasis to be one of sourcing specialists who could both identify and engage with candidates in a more effective way.

A second area requiring significant change was the scope of the contract between Capita and the client. The client was using Capita for transactional HR services, whereas stakeholders identified a need for more specialist knowledge, more value-added services and strategic resourcing support. Capita and the client agreed to a change in the scope of services that allowed for more specialist HR support whilst still managing transactional HR and administration.

This also required a change in mind-set and culture, bringing the Capita team closer to the business – both physically via a move – and in terms of working relationship. For example, where managers had been disappointed with the calibre of candidates, the Capita team worked closely with managers to review job descriptions to ensure that they were current, that briefs for roles were comprehensive accurate and relevant to internal candidates, thus ensuring potential for career development and succession planning.

The third area for change was an improvement to volume recruitment. The high volumes of applications received for some roles meant a lot of time was spent processing applications. We recommended a technology upgrade to the current approach to candidate screening that would free up recruiters’ time for higher value activities and also make the recruitment process more objective through the use of online assessments.

Together, we created a clear journey plan for moving the service from a primarily transactional recruitment solution to an added-value outsourced service befitting the organisation’s needs.

Business outcomes

Working closely with the client had a positive impact on the relationship between this major media agency and Capita. The client’s internal team and the Capita team now work closely together: gaps in knowledge, process and service provision have been filled. Consultation with a wide group of stakeholders during the process meant that they were engaged in the process of change which made subsequent implementation of the journey plan much easier.

The new technology solution was implemented to supplement existing systems, and meant that the client was able to significantly improve its social recruiting and sourcing activities via online assessments and comprehensive online campaigns. The previous technology solution provided a talent pool so large it was unmanageable; we helped the client to turn this into an active talent that pipelines through online events, flash webinars and social media campaigns on Facebook and Twitter.

The project enabled the broadcaster to establish a clear sense of what a ‘state of the art’ recruitment solution looks like. The new service enabled the organisation to approach its recruitment and talent attraction in a more strategic way thus ensuring it is capable of attracting the best talent in a highly competitive market, and of attracting individuals able to support the company’s evolving agenda.