★ TALENT ACQUISITION MODEL

What's in it for me (WIIFM)

For Hiring Managers:

WIIFM: Streamlined Processes and Faster Hiring

Expect more efficient processes that lead to quicker hiring decisions, helping you build strong teams faster.

For HR Business Partners:

WIIFM: Enhanced Role and Strategic Impact

An opportunity for HR Business Partners to play a more strategic role, fostering deeper collaborations with both the campus and Central HR. This shift aims to empower HRBPs with a more impactful and strategic function.

For Employees/Candidates:

WIIFM: Improved Candidate Experience

A more candidate-centric approach, offering a smoother and more engaging experience throughout the hiring process.

For Central HR Teams:

WIIFM: Optimized Resource Allocation

Enables better alignment of resources, ensuring that Central HR teams can allocate their expertise and support where it is most needed.

For the Organization as a Whole:

WIIFM: Competitive Advantage

By embracing these HR NOW initiatives, we position ourselves as an organization that is agile, forward-thinking, and committed to attracting and retaining top talent, giving us a competitive edge in the talent market.

For the Community at Large:

WIIFM: Stronger, More Innovative Teams

As we refine our HR practices, the entire community benefits from the presence of diverse, skilled, and innovative teams that contribute to the overall growth and success of our organization.

For Stakeholders in Hard-to-Fill Roles:

WIIFM: Specialized Attention and Expedited Processes

Addresses the challenges of hard-to-fill roles, offering specialized attention and expedited processes to ensure we attract the right talent for critical positions.

PHASE 3 - Completed

Implementation Phase Achievements

Finalized position descriptions for the HR Business Partner, as well as departmental level support roles, HR Assistant and HR Coordinator, paying special attention to create career pathways.

In addition, rolled out two revised meeting formats to ensure efficient and effective communication between Central HR, HR Business Partners, and the departmental HR support positions.

• The HR Forum will be utilized to communicate with all HR stakeholders (HRBP, Coordinators and Assistants) any changes/updates.
• The SPARK (Strategic Partnership and Resources for Knowledge) group will be a smaller group format, dedicated to the HR Business partner role only. This group will gather bi-monthly to share best practices across the various areas of the institution as well as working with HR to ensure business continuity and practice is as efficient as possible.

PHASE 2 - Completed

Design Phase

The roles and duties in the Talent Acquisition Model are currently being defined in conjunction with the HR Business Partner (HRBP) model. The HRBP implementation team is currently exploring various possibilities to ensure alignment with our strategic objectives. 

The outcomes of the HRBP implementation team will not only influence the Talent Acquisition model, but will also determine the nature of interaction between HR Business Partners and both the campus and Central HR.

Team Charge

Develop a strategic plan to integrate the methodology of Talent Acquisition into our current recruitment structure. We seek to inform our partners and stakeholders about talent acquisition, the benefits of the structure and why it is necessary to achieve the University’s strategic plan.

We seek to streamline our current operations and to garner the funding necessary for the proper staffing of a talent acquisition model. We also seek to provide guidance to our partners on the role they will play in the new model, which will be critical to its success.