Challenge: building a TA function from the ground up.
A multinational manufacturer had no formal 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 Talent Unbounded® consulting.
Through our Talent Unbounded offering, 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