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★ TALENT ACQUISITION MODEL


PROJECT CATEGORY: Redesign HR Processes
HR UNIT: People, Culture and Engagement
TIMELINE: April 2023 - Present 
STATUS:  On Hold
PHASE:  Implementation Phase

 

 

 

 

 

SUMMARY & ACHIEVEMENTS

Summary

Recruitment and retention was identified as the #1 institutional risk/challenge for SBU in the 2023-2024 university-wide risk assessment led by ERM. Merging Talent Acquisition into our recruiting structure will enhance the way we do business and allow us to improve the way we attract, secure, and retain top talent. 

SBU Leadership has approved the funding necessary to deliver a strategic talent acquisition model that is consistent with best practices and makes us competitive with our peers and competitors. Enhanced investments in LinkedIn, Indeed, and four additional staff members will ensure a faster and more efficient hiring process, reduced time to hire, and reduced reliance on search firms/reduced costs.

PHASE 4 - In Progress

Continued Implementation

Key roles have been filled this year including the Director of HR Business Partners and the HR Business Partner positions in the Executive Office and the Office of Research and Innovation. 

We currently implemented our enhanced LinkedIn Recruiter contract. With expanded access, our recruiters can proactively reach a broader and more diverse pool of qualified candidates, including those not actively seeking new opportunities. This investment enhances our ability to fill critical roles more quickly, engage top talent in highly competitive fields, and build stronger pipelines for hard-to-fill positions. In addition, the advanced analytics and search features within LinkedIn Recruiter allow us to align hiring efforts more closely with SBU’s strategic workforce priorities, ultimately supporting our mission to attract, retain, and develop the best people to advance research, education, healthcare, and community impact.

The image is a circular flowchart illustrating the stages of the employee experience. It consists of six interconnected loops, each representing a step in the process: 1.Defining the employer brand - Establishing the company's identity and values. 2.Creating effective job descriptions - Crafting clear and appealing job postings. 3.Sourcing and recruiting qualified candidates - Finding and attracting potential employees. 4.Reviewing and screening candidates - Evaluating applicants to find suitable matches. 5.Conducting effective interviews and selecting candidates - Interviewing and choosing the best candidates. 6.Negotiating and extending offers - Finalizing terms and offering positions to chosen candidates. 7.Onboarding - Integrating new hires into the company. The central text reads "Employee experience," emphasizing the continuous nature of these processes. Arrows indicate the flow from one stage to the next, forming a loop that highlights the cyclical nature of employee engagement.

What's Next?

Additional funding requests have been submitted to fill the remaining HR Business Partner and Talent Acquisition positions. Once these roles are in place, we will achieve our goal of ensuring that every area of the enterprise has the dedicated support needed to thrive.

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.

 

PREVIOUS PHASE ACHIEVEMENTS

PHASE 1 - Completed

Assessment & Recommendation Phase

As part of the HR Now Transformation effort, an expanded focus on enhanced recruiting and hiring practices emerged as a priority. Segal facilitated focus groups and feedback sessions to determine future needs and priorities. From these findings, Segal recommended the implementation of a Talent Acquisition model tailored to the unique needs of our institution that would enable us to become flexible and adaptable to the evolving dynamics of our workforce and the broader employment landscape.

PHASE 2 -  Completed

Design Phase

The roles and duties in the Talent Acquisition Model were defined in conjunction with the HR Business Partner (HRBP) model. The HRBP implementation team explored 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.

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.

TALENT ACQUISITION implementation team

Core Team Participants

Jennifer Rossler, Director, Executive Search & Leadership Resources; Interim Director, Talent Acquisition & Total Rewards

Jonathan Castoro, Director of HR Business Partnerships

Donna Kossack, Talent Acquisition Supervisor

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.

HAVE FEEDBACK?

Email hrnow@stonybrook.edu or fill out this brief feedback survey.