Vodafone had a strategic objective need to improve their gender hiring targets. They weren’t hiring enough female talent and were losing too many female employees at the same time.
They engaged Foresight to help with both issues.
Foresight worked across the business to create a detailed demand plan that armed the recruitment delivery team with knowledge of recruiting needs for the next 3 years. With this granular detailed plan, the recruitment delivery team had far longer lead times on vacancies, meaning that hiring managers weren’t always needing talent ‘tomorrow’.
With this extra lead time, the team could create more diverse and inclusive campaigns, resulting in more diverse shortlists, resulting in more diverse hires, specifically female hiring.
Additionally, Foresight sought information about flight risks across the business - giving the Vodafone HR function a focus on who was a flight risk and why. They implemented a variety of initiatives that improved the retention of key individuals with great success.
Ultimately Vodafone had the business insights needed to achieve their stretching gender hiring targets ahead of time.
The PepsiCo commercial function were hiring very reactively. The sales leadership had calculated that for every week a vacancy remained empty, it cost £2000 in lost revenue.
They engaged Foresight to help flip the model to proactive recruiting. The recruitment delivery team used the demand plan that Foresight created to not only fill ALL of the existing needs, and drive down vacancies to zero, but also to create focused future pipelines for roles that were highlighted as critical. Meaning when new roles became available, they had pre-assessed 'hot' candidates waiting in for offers.
This resulted in huge revenue improvements for the function and significantly increased the credibility of the Talent Acquisition function.
Carrier's hiring model was very reactive, not because of the Talent Acquisition team but because the hiring communities were not engaging in the most efficient way; holding onto hiring demand information for too long.
Foresight analysis demonstrated that hiring managers were giving Talent Acquisition on average between 2-3 days’ notice on all requisitions.
Foresight worked with Talent Acqusition and HR to implement a new, easier way for hiring managers to engage, resulting in a huge increase to an average of 79 days extra lead time on recruiting.
Carrier's Talent Acqusition team used this time to drive more attraction on critical roles within their Service Technician world, where the cost was calculated at £1750 per week for every role vacant.
Working with Foresight resulted in a cost saving opportunity in excess of £1.7 milliion within 12 months.
Capita engaged Foresight as they had no workforce demand planning process in place, putting the Talent and HR functions under critical strain. They also had high volumes of open vacancies and no line of sight of what further volumes were coming in the next 3-18 months.
This created a highly reactive state and manifested a critical risk to the business of not being able to fulfil customer demand or deliver on business-critical projects. Further to this they had retention concerns and no knowledge of where their flight risk populations were.
Following a discovery and business readiness process, in just 3 weeks the Foresight team harvested all known recruitment demand and flight risk profiles from an employee base of 60,000. This demand was then checked and prioritised, with a plan created and communicated back to the functional leadership.
The recruiting demand plans and flight risk profiles were operationalised with the HR / Talent functions, resulting in a saving in excess of £1.3 million within 12 months, and the additional benefit of reducing recruitment volume hitting the operational TA team.
Jacobs engaged Foresight to help formulate and digitise a redeployment program. Being a construction consultancy, they often found themselves hiring large volumes of workers, only to let them go at the end of a project. Another project would then arise, and they would be starting from scratch, often re-hiring some of the same talent!
Foresight worked across the business to understand what talent was coming to the end of a project and then provided the capability to be able to seamlessly redeploy this talent onto other projects; saving huge amounts of time and money. Resulting in improved retention of knowledge and fulfilment of customer projects on time.
McKesson had a critical skill shortage of Pharmacists across the UK. They were fighting competitors for a very limited pool of talent. They engaged with Foresight to understand what capability they had internally to upskill, retrain and redeploy talent, alongside wanting to embed a more robust planning process.
Foresight ascertained the skills, level, ambitions and relocation potential of their employee base, creating a talent 'inventory' to use to fill critical gaps within their organisation, thus giving them a competitive edge against their competitors in fulfilling their talent demands.
Stockport, East Lancashire, and Blackpool Trusts were keen to understand the Learning and Development needs of their employee base to better utilise their L&D budget and deliver the correct training programmes, to ultimately retain and upskill their workforce and deliver better patient outcomes.
After a process of discovery and redesign, Foresight digitised the current learning needs analysis process to understand at both manager and employee levels the training and capability needs across the Trust.
Additionally, the Foresight team designed and implemented a digital wellbeing process to improve the health and wellbeing of the workforce. The ROI for this programme of work was in excess of £1 million within 12 months.
Although a fairly new customer, joining us in Q2 of 2023, DHU Healthcare have a made an extraordinary impact on their Talent Acquisition function and process flow within months.
Initially they set out to understand their future recruitment demand. They not only took immense value from the newly acquired ability to precisely future head-count, they also unlocked a previously unknown cost opportunity saving with a value upward of £700k.