Redesign the Talent Acquisition Structure
Design an in-house recruitment team structure that adapts to fluctuating internal and external factors.
Book a call with an analyst to define focused outcomes, determine the required jobs, and design and implement a customized TA structure. Understand how:
- Redesigning the TA structure is not a simple decision and there is no universal TA structure or formula. Given that there are so many structure choices and factors to evaluate, organizations risk having a structure that is not aligned with the hiring landscape, the organization’s needs, or its strategic objectives.
- Misaligned structures result in negative consequences for the TA function and the organization, such as talent acquisition process inefficiencies, team member burnout, lost productivity, decreased candidate satisfaction, and missed opportunities.
- Stakeholders are often resistant to structural redesigns due to the negative stigma surrounding "restructuring.”
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Speak With An Analyst.
- Get on-demand project support
- Get advice, coaching, and insight at key project milestones
- Go through a Guided Implementation to help you get through your project
Our Advice
Critical Insight
- There is no universal Talent Acquisition (TA) structure; creating a customized and adaptable TA structure that aligns with the organization’s goals and supports the talent acquisition strategy will be most effective as internal and external factors continue to shift.
Impact and Result
- Understand the TA process and identify inefficiencies, root causes, and gaps to avoid carrying them into the new structure.
- Adapt the TA structure to the TA landscape and tailor it to the organization’s strategic objectives by preserving strengths, resolving challenge areas, and addressing structural implications.
- Engage stakeholders in the redesign. Use stakeholder feedback to inform design principles, and keep stakeholders involved in the process to ensure buy-in.
- Create a TA structure that supports strategy delivery and focuses on the organization’s future needs to allow for scalability and adaptability, reducing the need for frequent structure redesigns.
About McLean & Company
McLean & Company is an HR research and advisory firm providing practical solutions to human resources challenges via executable research, tools, diagnostics, and advisory services that have a clear and measurable impact on your business.
What Is a Blueprint?
A blueprint is designed to be a roadmap, containing a methodology and the tools and templates you need to solve your HR problems.
Each blueprint can be accompanied by a Guided Implementation that provides you access to our world-class analysts to help you get through the project.
Need Extra Help?
Speak With An Analyst
Get the help you need in this 4-phase advisory process. You'll receive 9 touchpoints with our researchers, all included in your membership.
Guided Implementation 1: Define the desired outcomes of the TA structure.
- Call 1: Discuss the plan to engage key stakeholders and gather information about the current and future states.
- Call 2: Identify strengths and challenge areas, structural implications, and discuss project constraints and limitations.
- Call 3: Review selected design principles, goals, and metrics.
Guided Implementation 2: Determine the jobs required to meet needs.
- Call 1: Discuss who will be responsible for completing TA activities, how activities will be completed, and the workload associated with each TA activity.
- Call 2: Understand how to group together activities that will be completed by the TA team and select jobs that will be responsible for their completion.
- Call 3: Review selected jobs and ensure balance and adaptability.
Guided Implementation 3: Design the TA structure.
- Call 1: Discuss tools that will help inform the quantity of positions required for each job.
- Call 2: Review the updated reporting structure and plan to gather feedback to finalize the structure.
Guided Implementation 4: Communicate and implement the new structure.
- Call 1: Plan to communicate changes, support team members through the transition, and discuss next steps.
Contributors
- Lou Adler, Author & CEO, Performance-based Hiring Learning Solutions
- Estefano Castillo, Talent Acquisition Specialist, TikTok
- Kevin Fowler, Executive Director, Human Resources, Tyler Junior College
- Keirsten Greggs, Founder, TRAP Recruiter, LLC.
- Minh Hua, Chief People Officer, Private Equity (Tech)
- Dhara Majmundar, Talent Acquisition Specialist, Herjavec Group
- Katherine Moody, Author & Consultant, Consultative Recruiting Strategies
- Jennifer Newbill, Director, Emerging Talent, Dell Technologies
- Lucy Norman, Associate Vice President, Talent Acquisition, Info-Tech Research Group
- Audrey Pham, Senior Talent Advisor, HCSS
- John Vlastelica, CEO & Founder, Recruiting Toolbox
- Anonymous
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Redesign the Talent Acquisition Structure