Making recruitment more joined up internally
- James P
- Aug 19
- 1 min read
Updated: Aug 30
Recruitment was previously seen as the sole responsibility of the Talent Acquisition (TA) function, with little accountability across the wider organisation. Hiring lacked structure, ownership, and alignment with company growth objectives. This limited collaboration, slowed decision-making, and created disconnects between business needs and recruitment outcomes. It impacted time to hire and created above average drop out rates.
Task
My goal was to embed recruitment as a shared business responsibility, improve collaboration between the TA function and managers, and build stronger integration of recruitment into the company’s growth strategy.
To achieve this, I:
Implemented changes in the organisational structure and individual responsibilities, introducing the concept of a hiring manager for the first time.
Created departmental heads with recruitment objectives, linking participation in hiring processes to performance objectives across the business.
Ensured recruitment was positioned as a critical driver of company growth by rolling out frequent, transparent communication through OKRs.
Focused on building credibility and trust between the TA team and hiring managers by being responsive, customer-centric, and demonstrating expertise in the talent market.
Result
Recruitment became a shared responsibility across the organisation, with hiring managers actively engaged and accountable for outcomes. This integration fostered greater collaboration, improved recruitment efficiency, and aligned hiring more closely with business growth goals.
"The rigour, simplicity and creativity brought to the recruitment process has had a great impact." Andrew D, Head of Advisory
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Hi, I'm James Preselo. As a fractional talent consultant, I help SMEs build and optimise their in-house talent attraction capabilities - so you can hit growth goals, save money, and protect your most valuable commodity: time.
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