Global Workforce Delivery Design

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Engaged by a global engineering, procurement, construction, and project management company to assess their global talent delivery model and organizational structure.

Organization delivered projects in virtually every country and engineering and construction projects ran from 2 to 5 years on average. There was significant internal movement, and this was a key selling point for retention and career development to take on global assignments.

THE ANALYSIS:
Conducted internal analysis on current talent structure, team capabilities, tenure and metrics.
Surveyed Talent, HR Partners, Operations Leadership
Held onsite design and solution workshops
Reviewed current talent and workforce planning systems

THE FINDINGS:
Disconnect between project scope and number of candidates (new hires), internal talent, contractors and consultants need per project. Current process was to open all requisitions creating waste in talent, spend and recruiting not working on the "right" requisitions.

Workforce Planning Tools was built but not being widely used.

Poor internal and external candidate experience, too many hand off points and division of responsibility was not clearly defined. Global mobility was confusing and lacked process cohesion.

Projects cycles were did not incorporate "time to hire" and internal talent planning. Missing core workforce planning expertise and center of excellence.

THE SOLUTION:
Recommended hybrid sourcing and recruiting model to provide scale during project critical ramps. Hybrid model using RPO, allowed organization to leverage resources without adding new staff but increase volume demands for short stints.

Created Workforce Planning function which sat at the table once new contracts were being secured. Workforce Planning built dashboards per project which identified internal talent, contractors, and external hires per project. This created the contingent workforce solution and recruiting teams were focusing on the right work. Reduced unnecessary recruiting spend and reallocated funds to new recruiting talent.

To improve internal/external candidate experience, branded recruiting teams to recruiting solutions teams: with a designated recruiter, coordinator and on boarding specialist. The candidates and hiring managers had a point of contact for answers.




Project Numbers

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