Company/Industry
A multinational manufacturer.
Challenge
With no formal talent acquisition (TA) process, roles were unclear, operating models were undefined, and performance was unmeasured — limiting recruitment scale and cost-efficiency.
Solution
A KellyOCG® consulting engagement covering current-state diagnostics, a future-state operating model, competency frameworks, and an offshore strategy for recruitment processes.
Result
A TA function that can scale: capability now measurable against industry benchmarks, hiring capacity sized to demand, role standards set, and a roadmap to lower recruitment spend.
Challenge: building a TA function from the ground up.
A multinational manufacturer had no formal talent acquisition (TA) structure: Roles, operating models, and performance measures were all undefined. To build a recruitment capability that could scale affordably, they needed a partner to design a custom TA operating model.
That meant starting with a current-state assessment benchmarked against best practice, then building frameworks for roles, competencies, and offshoring — all while reducing recruitment spend.
Solution: organizational design through consulting engagement.
Through our advisory services, KellyOCG reimagined the client's TA organization. Working closely with HR and business leaders, our team combined data analysis, HR survey reviews, and industry benchmarking to map where TA stood — and to build an actionable blueprint for where it needed to go.
Key elements of the engagement:
- Current-state diagnostic: organizational data review, HR survey analysis, and gap assessment to establish a clear baseline
- Benchmarking: assessment of the organization's TA maturity against leading industry practices to identify gaps and opportunities
- Future-state operating model: modeling of future hiring demand, resulting in a TA operating model built around the company's business and talent needs
- Competency framework design: defined role profiles and competency standards for TA functions to support hiring, development, and performance management
- Offshore strategy: evaluation of offshore options to provide cost flexibility and access to broader talent pools
- Cost optimization: structural and operational opportunities to reduce recruitment spend without sacrificing hiring quality
- Executive engagement: regular updates plus a final summary with SWOT analysis and recommendations, keeping leaders aligned throughout
Result: a blueprint for scalable, future-ready talent acquisition.
The company now has a foundation for scalable hiring, better-quality hires, and leaner resourcing in a competitive talent market — grounded in data, benchmarked against industry standards, and built to grow.
What changed for the organization:
- Measurable TA capability: visibility into TA performance through detailed scores against industry benchmarks
- Hiring that scales: a TA operating model sized to forecast demand, so recruiting capacity grows with the business
- Consistent hiring and performance decisions: defined profiles and skill standards across all TA roles, aligning hiring, development, and performance review criteria
- Flexibility in where work sits: offshore options the business can dial up or down, opening access to new talent markets
- A route to lower recruitment spend: a roadmap of structural changes sequenced for sustainable savings
- Leadership commitment to the model: HR and business leader buy-in for the design, clearing the way for implementation
