Recruitment is grappling with an organizational need to diversify across increasingly variable employment types and classifications to meet both organizational and employee demands for work and engagement.
Traditional recruitment structures are designed primarily for a full-time workforce with goals and work characteristics designed by the employer. Programming a focus on defined ideal candidates primarily for full-time employment artificially limits talent pools and restricts the organization from engaging talent that could otherwise be upskilled or moved into other classifications.
Goals and Objectives
Attract and recruit diverse employee classifications and types with a focus on skills and capabilities.
Implement dynamic or static skills architectures to identify skills gaps. Channel gap awareness into tactical, operational, and strategic workforce plans that include options to supplement full-time gaps with diverse employment classifications with appropriate budgets spread to necessary stakeholders for procurement and traditional hiring cycle.
Dynamic skills architectures
Skills gap analyses
Workforce planning tools
Use Case Summary
As part of workforce planning, TA teams work with internal management groups to identify skills gaps and plan for how to source talent to fill them. Within the planning process, TA leaders work within the budget for head count to model variable combinations of how different talent classifications can close gaps under talent market conditions analyzed using SWP tools and resources.
Underlying AI supports TA teams to apply different lever characteristics to adjust where talent is sourced and under what conditions of employment to assess the impact on cost, promotion ability, and skills gap satisfaction.