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Transforming talent acquisition into talent strategy

Transforming talent acquisition into talent strategy

For a company to succeed nowadays, it needs to have the ability to predict accurately, attract the desired talent and hire effectively.

Asaf Jackoby

VP Global Human Resources, Head of Talent Strategy, Amdocs

19 Nov 2021

Transforming talent acquisition into talent strategy

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One year ago, I decided to make a significant career pivot and shift from the operations to the human resources domain.

The opportunity to establish a new talent strategy unit within a global enterprise, which works in the most dynamic domains of Technology, Media and Telecom (TMT), was particularly appealing and offered a unique challenge.

My objective was clear – to ensure that the company has the right talent, in the right place, at the right time.

Lessons from “The Great Resignation”

My career pivot occurred at the beginning of the phenomenon we are now calling ‘The Great Resignation’. Talents have become much more selective, examining each employer’s value proposition to select the best place for their career. At the same time, demand for talent has increased, major investments are being made to digitalize communication channels and customer experience by all sectors. This curious combination of higher business demand on the one hand, and talent motivation on the other, has fueled a ‘war for talent’.

In retrospect, it has become clear that for a company to succeed nowadays, it needs to have the ability to predict accurately, attract the desired talent and hire effectively.

Our talent strategy is another example of the level of expertise required to smoothly operate a global company and deliver for our clients.

Asaf Jackoby

VP Global Human Resources, Head of Talent Strategy, Amdocs

The building blocks for a successful talent strategy transformation

  • Embrace a business mindset
    Corporate functions should have a strong business orientation, integrating talent strategy functions in the day-to-day business routines, translating business signals into actions.
  • Strive for predictability and proactiveness
    There are multiple planning horizons, starting from ad hoc to 5 year strategic plans. We have found that a range of 6 months is most effective for operational workforce planning, and two years as the ‘talent strategy north star’. Operational workforce planning allows for flexibility when taking actions that impact talent supply outcome. A two-year time frame enables the advancement of strategic initiatives such as establishing new locations, modifying the organization’s shape, and the building of new capabilities that are in alignment with business strategy.
  • Employ people analytics and market intelligence as differentiators
    Planning is nice, but it is done mainly in excel spreadsheets. To have a realistic plan, you need to move from numbers to real people. Employees reconsider the reasons they should remain at their workplace on a daily basis, and we can acknowledge that their motivation goes beyond their salary. A recent Harvard Business Review article titled ‘Who Is Driving the Great Resignation?’ (September, 2021) estimates that employers can achieve 10% higher retention using a data driven approach. We have achieved this by developing tailor made programs that aim to retain talent by using powerful people analytics.
  • Actively attract your potential candidates
    To attract the right talent, you need to define their personas. Who are they? Where are they hanging out? What content do they consume and how? Then, you need to make decisions about what the right channels and the right content to use. Managing your digital assets, launching targeted campaigns, and maintaining lively talent pools can make all the difference.
  • Build an experience driven organization
    A holistic approach takes into account the full journey. We must work to ensure the best experience for candidates, both internal and external, hiring managers and talent acquisition partners. This means mapping all journeys, focusing on the critical touchpoints between the organization and the candidate. Making sure the process is transparent, and that feedback is given in a timely and productive manner. Think of the rejected candidate the same way you think about a new hire.
  • Become a destination of choice to top professionals
    Methodology, processes and tools are good, as long as you have the right talent to run them. One of the key elements of ‘Lean Manufacturing’ is to ‘Go GEMBA’, keep close touch with the production line, ask for constant feedback and always improve. Moreover, ensure that technology is assisting them and not vice versa. Unlock your talents’ career opportunities, experiences, and development plans. Monitor wellness, mitigate burnout and stress and celebrate success!
  • Adopt an ‘eventually everything is possible’ mantra
    If you have the right partnerships, then the landscape of innovative solutions to support business needs is almost unlimited. From the basics of outsourcing and subcontracting, to upskilling and internal mobility, on to reaching untapped talent pools and conversion of desired profiles, partnership with procurement and talent management functions, together with business units, is key.

Amdocs recently launched a new global campaign, focused on unlocking our customers’ innovative potential, empowering them to transform their boldest ideas into reality, enabling them to create WOW moments for customers, and making billions of people feel like VIPs.

Our talent strategy is another example of the level of expertise required to smoothly operate a global company and deliver for our clients.

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