We are looking to implement the Talent Advisor model within our organization but are struggling to know where to begin, the structure to create, and how to initiate this transformation. Has anyone else done this that can share guidance?
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Director of HR7 months ago
Hi there, It really depends on the definition of "Talent Advisor". If you are referring to Talent Acquisition Advisory, I can provide some insight on how we structure, what the requisition: advisor ration looks like, and how we got a handle on the business need. Happy to answer any questions you have. Head of Talent Acquisition in Finance (non-banking)7 months ago
It would have to start with communicating the "Why" to key stakeholders. This assumes the shift from the current model to the Talent Advisor model is based on a business need. You'd also need to size the volume of work, to determine capacity. So this will be based on historical trends, present and future needs of the organization.
Depending on the capacity and the budget you have to staff the team, you'd think about how distinct roles within this team can be and balancing this with the level of capability on the Talent Adviser roles and the operational aspects. Finally, being clear about the role expectations and level of service will inform on the profiles you aim to build the team on. Hope that helps!