Portfolio

Building a flexible and scalable talent acquisition program to support global growth

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THE SITUATION

A world-class developer and provider of leading-edge IT infrastructure solutions with over 3, 500 employees and $700 million in revenue set a strategic focus on expanding their network and electrical markets worldwide by investing extensively in R&D, manufacturing, logistics, sales, and marketing operations around the globe. As the initiative was critical to the long-term growth of the organization, CEO and global VP HR involvement were major drivers to ensure a large scale move outside of the US was a success.

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Accelerating a go-to-market strategy for Capital Markets with data driven Talent Intelligence

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THE SITUATION

In Q1 2011, a Fortune 200 global consulting firm committed a significant investment to enter the Global Capital Markets by hiring over sixty of the most experienced and highest performers within their industry. Their initial launch phase required the acquisition and assessment of industry specific talent, from senior leadership to project specific team support. Profile and labor market assumptions regarding skills, knowledge, compensation, and cultural fit were predetermined through internal channels. Unfortunately, within the first ninety days after utilizing an industry niche recruitment firm and internal resources, no hires were achieved and major concerns began to arise.

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Improved process yields greater access to talent, communication, and results

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THE SITUATION

A global leader in the chemical engineering industry engaged Avancos process transformation and talent acquisition specialists to beta test a more innovative supplier partnership approach for their UK and Saudi subsidiaries. The objective was to create a more effective hard to fill (HTF) recruitment strategy with processes and collaboration points in place to improve efficiencies and achieve a more robust process and with access to talent capability with consistent outcomes. If measurable improvements could be made through streamlining processes and building a collaborative relationship, then the approach and aligned structure could be considered the basis for a working global model to create mutual value.

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