The 5 pillars of scaling cross-functional teams
With a record-high unemployment rate during the first wave of 2020´s COVID period, a client was struggling to fuel its growth by attracting high-quality tech talent. Many organizations see the current situation as a goldmine when it comes to acquiring top tech talent, unfortunately without the right insights and data-driven approach organizations are still struggling to attract and maintain top tech talent.
The initial audit on the client’s talent acquisition strategy and the underlying processes quickly revealed the main reasons why the company still struggled to leverage the current market opportunities.
The study revealed that the company was lacking:
- The alignments between the company mission with the business unit mission
- To plan and set up the key activities for the critical positions
- Identify the values the position would create inside and outside of the business unit
- Defining proper skillset and personality attributes for the roles
- Adjust the performance monitoring
Since the company missed out on the critical pillars of hiring, the talent evaluation became instinct and opinion-based. Additionally, communication with the candidates became a dragging process as each interview phase revealed only a limited amount of information, preventing candidates to see through the clear requirements and the process itself.
Outstanding digital products are created to serve customer needs and its the organization´s duty to aligning their business processes accordingly. Still, organizations implemented such path by empowering cross-functional teams serving customer needs, when it comes down to hiring, the majority of them using a strict process favoring the internal business needs instead of the candidates. This approach often leads to an ever going debate about who is the right fit and a tiring process both on internal teams and candidates collaborating during the hiring process.
Not surprisingly, when the hiring process started with a change of the mindset, by making a strategic decision to focus on a data-driven approach, it enabled the hiring team to craft the hiring process to the candidate needs. As a result, the client realized a 40 percent increase in the quality of candidates and a 60 percent decrease in time spent on speaking with underqualified candidates. Using people analytics is truly helping organizations to shape their human capital and improve business performance at all levels. Most importantly, it provides insights for leaders to take immediate action on acquiring the right talent before they are deciding to take their talent somewhere else.
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