CATALYST Issue 1 - Page 31

Talent Centric across Medtronic’s 160 operating countries, Pflanz and the team decided on a degree of outsourcing. “From a recruitment standpoint, the biggest challenge I have always found is being able to have a talent acquisition function that can work with the business when needed and not be dragged on cost if, for certain reasons, recruitment needs are diminishing, for example. We came to the conclusion that recruitment process outsourcing (RPO) would give us the scalability and flexibility we needed to respond to business challenges effectively.” Implementation of RPO with global talent acquisition and management provider Alexander Mann Solutions was staggered across Medtronic’s regions from July 2016 to March 2017. Pflanz is clear that implementing an outsourced solution allows the talent acquisition function to respond quickly to the need for flexibility and scalability in the business. “Our future lies in innovation, and at the heart of achieving this is our ability to attract and retain the right talent at the right time,” he says, adding that his own role is to ensure Medtronic’s global capability is translated into continued benefit for the business. THREE STEPS TO BUILDING A GLOBAL TALENT ACQUISITION FUNCTION: 1 Create a clear framework. Start by setting rules and expectations about what has to be global and what can be regional. We call this “freedom in the frame”. Define the non-negotiables. 2 Be wary of averages when analysing and designing your future recruitment model. It needs to make sense and add value in every country and across every part of the business. It is not feasible to design a ‘one-size-fits-all’ recruitment delivery model from the centre, when really it only makes sense broadly at a regional or even global level. and that people comply with the defined systems. If they didn’t, they would generate data that adds little value. This is why we’ve introduced globally designed key performance indicators, which are vital to getting the right information.” As a result, talent acquisition conversations are now commonplace at the most senior leadership levels of Medtronic, which is pleasing to Pflanz. “Talent management has a standing slot at quarterly Executive Committee meetings. Diversity is a key issue; there is keen interest in building a greater talent pool, particularly around females and US ethnic diversity in leadership roles, and early career talent. We are lucky to have focus on those topics and support from leaders; it’s not just about ticking a box.” Future-proofing the function Globalisation is a key growth strategy for Medtronic, which Pflanz attributes, in part, to the growth of the middle-classes in various developing countries in recent years. A need for global standards “We are now tasked with providing Generating data which demonstrates services to those who may have been the cost and performance of recruitment unable to afford healthcare before,” activity on a monthly basis, identifying he explains. trends and, in turn, creating predictive Coupled with an increase in new Build your case on facts. analytics around talent, means Pflanz’s team competitors and a heavy focus on Any redesign of a talent can build more robust and effective talent effectiveness and efficiency, it is acquisition function must pipelines. “Rather than ‘post and pray’, we more important than ever for the begin by establishing factual can decrease our time-to-fill and translate company to position itself as an information about its status that into money which the business will employer of choice in a competitive quo. Establishing a baseline understand,” says Pflanz. talent market. of ‘cost and service’ is key to However, he is keen to point out that it’s In Pflanz’s view, being able to react evaluating the value-add of the not all about data. “We have around 190 and adapt to market conditions, and redesigned talent acquisition recruiters and sourcers worldwide touching in turn, enable continued business delivery model. our Applicant Tracking System, so it’s transformation and growth, is a crucial that we have harmonious processes critical part of any successful talent acquisition function. “Over the past decade, there has been so much disruption that the times of 5-10 year plans are long gone,” he says. “We are future-proofing our function by “Our Mission, which is having the ability to support the business by integral to our day-to-day decision responding more cost consciously and creating new ways to think and partner. If talent making, has remained constant since acquisition functions can work with variable 1960: to alleviate pain, restore costs, scaling up or down rapidly as necessary, health and extend life” you can effectively serve a business which operates in the same way by being reactive.” 3 Issue 1 - 2017 31