The traditional recruitment model is “broken” says Armstrong Craven CEO

The CEO of global talent mapping and pipelining specialist Armstrong Craven has called the traditional recruitment model “broken”.

Writing in the first ever AC Review, Tom Mason says the increasing demand for senior and scarce talent is causing organisations to question the way they go about hiring.

Tom Mason
Tom Mason

Tom Mason, who joined Armstrong Craven as CEO in November last year, writes: “Traditionally in-house recruitment teams and/or RPO providers have delivered robust and tangible sourcing that has enabled organisations to have greater visibility of the hiring process while managing cost and process.

“Increased pressure on cost, headcount and complexity in the hiring process has broken some of these models.  If nothing is changed this will continue to create strained relationships between hiring managers and those who are responsible for talent.

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“Business critical roles need to be treated in a different way to graduates and junior management. Intelligence and insight are becoming the weapons of choice for organisations that need to secure scarce and senior talent quickly and in a cost efficient manner.”

The inaugural AC Review says digital transformation, gender diversity and location optimisation are currently right at the top of the HR agenda.

Ondigitalisation, the Review says: “While some organisations have already embraced and implemented a digital transformation, others are still in the early stages of this journey. In both cases, what is clear to see, is that demand for digital skills and leadership outstrips supply and while more commoditised digital skills are abundant, visionaries and strategic soothsayers are what clients really want and need.”

It goes on to say: “Over the past 18 months Armstrong Craven has worked with a number of leading multinational corporations to make leadership-level digital hires. In every case our client has looked beyond their own sector in an effort to seek out the most innovative and visionary digital leaders.”

On gender diversity, the Review says: “The ‘old boys club’ continues to prove challenging, particularly in financial services and technology. Even if this is unconscious, it is clear that social gatherings are geared towards men, such as golf days, and we have all heard comments about “business deals made on the golf course”.

It adds: “It is a fact that gender inequality still exists, that women face challenges on a daily basis and that it is more difficult to attract them. However, by being smart with gender initiatives and gaining real buy-in at Board level, companies can make themselves attractive.”

Armstrong Craven
Armstrong Craven

On location optimisation, the Review says: “Nearshoring is increasingly on the talent agenda. It is thought to offer specific advantages over offshoring, including proximity, culture and cost.

“Multinational companies are more likely to consider nearshoring as the costs associated with operating in countries such as China and India have increased, particularly in relation to salary costs.

It adds: “Even before the Brexit referendum, Armstrong Craven had seen an increase in demand from its multinational client base for nearshoring location studies to support site selection decisions.”

Rachel Davis, Deputy CEO of Armstrong Craven, said: “The need for HR to be armed with data and insights on the talent landscape is more important than ever.

“How prevalent is the talent we need and where is it to be found across the globe? What does it think and how does it behave? What does it look for in its employer and how can we translate that into our business? How can we ensure a ready stream of the talent we need both now and in the future?”

Armstrong Craven has seen annual growth in excess of 45 per cent since 2014. It operates from offices in London, Manchester, Singapore and Geneva and employs 70 people.

The company’s key sectors are Healthcare and Life Sciences, Financial Services, Technology, Consumer, Industrial and Professional Services.

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