CATALYST Issue 1 - Page 30

Talent Centric company acquire the best talent available across the globe. But over the past two years, the business has been on a journey of transformation, following its 2015 acquisition of Covidien plc, the largest acquisition in the industry’s history. “Covidien and Medtronic were roughly the same size, with 40,000 and 45,000 employees respectively,” explains Pflanz. “So the acquisition really required Medtronic to transform. It gave us the opportunity to consider how we need to be organised to deliver at a much broader scale going forward.” Rethinking the talent acquisition proposition While the acquisition signalled the start of a massive company-wide transformation, Pflanz points out that the appetite for change was supportive. “We had a ‘lucky situation’ where we couldn’t just continue with two organisations and two structures. I had done transformations in the past which had often come up against resistance, but in this case it was obvious why we needed to change – people understood why.” From a talent acquisition perspective, this meant rethinking and redesigning the function across the globe. Key for Pflanz and the Medtronic talent acquisition team was identifying what could be standardised and delivered at scale, and whether there was an opportunity to create efficiencies and models that would make sense globally, but have regional differences. He explains: “We started by looking at the entire assessment piece, to understand how many people we hire and where across the two organisations; most importantly, how much we were spending to calculate the overall cost and ROI of talent acquisition.” At that time, Pflanz acknowledges there was “a lack of consistency in collecting global talent acquisition-specific data – not uncommon for “Our task as talent acquisition leaders is to have an informed discussion with the business around value rather than price” 30 “The times of having 5-10 year plans are long gone” businesses that operate on such a large scale – or the systems in place to capture and aggregate it. This meant it could take weeks to collect and identify meaningful metrics about the current status of the recruitment function. “Our first big realisation was the importance of consistency and data availability to indicate performance,” he says. “We found differences around the approach to recruitment across different continents – but broadly speaking, the process from hire need to offer was similar. Instead of inventing five solutions for the same problem, we needed one solution that would work for us globally.” Focus on efficiency Pflanz is clear that at the heart of the investigation process was a desire for effectiveness and efficiency – and above all, value. “We are fortunate that the requirement from the business wasn’t simply to make decisions based solely on the cheapest solution,” he says. “Our task as talent acquisition leaders is to have an informed discussion with the business around value rather than price.” As a result of data and insights gathered