For Talent Teams
Most organisations bestow expert status on hiring managers who are tasked with creating jobs and selection criteria while putting pressure on talent teams to reduce agency spend, analyse applicant sources, and invest in “recruitment branding”. This volume-first race for “CVs” based on material and processes that aren’t optimised for attraction of target hires rarely yields a positive experience for job seekers.
Salt & Water have consistently empowered talent teams to drive positive change by eliminating bullet point job descriptions, non-existent career planning or impersonal selection processes to take full ownership of hiring conversation, cutting through buzzwords to influence each unique hire and redefining how stakeholders think and speak about hiring.
As well as tailoring micro-targeted positions that make finding the right applicant a great deal easier, we show teams how to make every single individual who enters a hiring process feel special and valued from the first moment of contact to the point at which they leave the process, either with constructive regrets, or, years later, having grown their career.
The maturity of any talent model rests on integration with departments empowered and trained to decide who joins their teams. Be it via planning, referrals, selection or technology, talent models that utilise a wide range of internal staff to strategically support a central Talent team are always the most efficient and widely embraced. We help Talent Teams build the influence, capabilities & structure needed to turn departments into ambassadors for talent acquisition.
We have helped teams:
Demystify buzzwords and concepts to add value in planning who is hired and how they are hired
Collect and present meaningful hiring data to create realistic positions and career paths
Switch from “hunter” to “farmer” mentality, creating viable pipelines based on career maps
Lead conversations around career progression and redefine selection to accommodate them
Make culture a useful component of selection that aids selection and retention
Document vacancies used both for attraction and post-hire monitoring and retention
Leverage organisational goals, applicant experience and retention needs to drive real change
Bring talent “mindset” to all departments, integrating and standardising a mature, unified strategy