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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.
  • Key players are often resistant to structural redesigns due to the negative stigma surrounding "restructuring.”

Executive Summary

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 & 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 key players in the redesign. Use key player feedback to inform design principles, and keep key players 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.

Research & Tools

1. Define the desired outcomes of the TA structure

Engage core key players, gather information about the current and future state, create a list of TA activities, create design principles, and uncover metrics to track success.

2. Determine the jobs required to meet needs

Decide which activities are completed by the TA team, establish how TA activities will be completed, create TA activity groups, select jobs responsible for each group, and build adaptability into the structure.

3. Design the TA structure

Determine the required quantity of positions for each job, update the reporting structure, and gather feedback.

4. Communicate and implement the new structure

Create a communication plan, anticipate key players’ reactions, and support team members through the transition.

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