In today’s rapidly changing world, TALiNT Partners’ mission is to help employers find and keep the people they need. From our events to our magazine, TALiNT International, we are an active and engaging voice in facilitating debate and discussion and, ultimately in helping to raise standards in recruitment and talent acquisition. And whilst we actively seek insight and opinion from everyone involved in the ‘talent ecosystem’, whether it is employers, agencies, RPOs and an array of technology businesses, we also want to ground as much of our work as possible in data. This is facilitated by the third pillar of our business – benchmarking.
Our Talent Benchmarking programme for employers was launched in 2018 and the first report released last November. It had a number of key findings; for example, highlighting that the most important talent issues for employers were improving D&I and employer brand. The 2019 Employer benchmarking programme has been extended to cover a wider range of TA activities.
Recruitment agencies face a challenge to remain contemporary and competitive if they are to be long-term partners for employers and will have to have a stronger focus on employers’ main concerns, for example, D&I and employer brand. To support this and to also enable agency directors to understand how they also perform in the market against their competitors we have now launched our Agency Benchmark programme.
Both of our programmes are independent, rigorous and confidential. You can participate by clicking on the relevant link below.
Our Benchmark Programme
How it works
For us, providing a confidential, rigorous and independent benchmarking programme to both employers and recruitment agencies is an important aspect in better understanding the real trends in the market as well as what’s working and what isn’t. Our unique programme is based on structured and detailed submissions designed to identify effective direct and agency hiring. Ultimately, the goal is to become the benchmark for defining excellence in talent acquisition and recruitment.
Employers provide detailed and carefully validated input across a range of categories, from youth employment to flexibility, which represent the spectrum of activities undertaken by a typical in-house recruitment function. Agencies provide input into both the service they supply to their clients as well as reviewing a range of their internal processes to help them better understand the performance and sustainability of their own business. Both of these generate an insightful ‘health check’ into the organisation’s talent acquisition effectiveness and give a detailed comparison with the relevant wider market whilst maintaining confidentiality. An automated system creates a clear scorecard across all the data points and provides an overall ranking against the wider market.
We first developed the Benchmark Programme in 2018 and it has evolved over the last 15 months with continued input from a number of leading talent, resourcing and recruitment leaders across a range of sectors.
As we developed the programme, it became obvious that attempting to capture ‘cold data’ was both impossible and irrelevant. For example, ‘time to hire’ can be interpreted in a myriad of ways, which makes attempting to compare it is nigh on impossible. This is why a maturity model approach was adopted. Maturity models allow organisations to assess the current effectiveness of a function and helps them determine what capabilities they need to acquire in order to improve their performance. It also obliviates the need to capture data.
In effect, we have created a rigorous self-assessment process. Many have asked to what degree organisations overstate their scores. As organisations only see their own results, it would deem the exercise somewhat futile. It became apparent very quickly that organisations were actually using the tool to diagnose ‘what was broken’ rather than ‘what was brilliant’.
Following the employer benchmark, we found that a recruitment benchmark is something the industry really needs, and have just launched this for them. It can help HRDs and agency directors genuinely measure the performance of their talent acquisition and recruiting efforts and then move recruitment from a transactional, to a strategic function.