The Six Pillar Talent Lifecycle – Demand – Service Delivery Model / Team

Six Pillar Talent Lifecycle - Demand - Service Delivery Model Team

Once the Needs / Planning activities have been completed, this actually falls into place.

You know the skill and personality set of those that will excel in every role across the business.

You know when, where and in what volumes you need them, to operate your business to the level expected by your stakeholders.

You also know how many resources and recruiters you need to meet demands based on previous best practice performance data or industry standards.

Your decisions are naturally driven by this knowledge and also influenced by the following:

What do your target audiences want and expect?

Some might think this a little strange to lead with, however I believe the jobs you are promoting are actually products that need to be marketed. The first rule of marketing (well for me anyway) is to understand what your customers want from your product, service and you!

So if the most important future asset to your business wants to be processed online and interviewed face to face in the place they will be working, well, you know what I am going to say next!

If however, they are happy, and expect, to be interviewed over Skype, then, well, you know what I am going to say next.

There are some amazing research and candidate experience organisations that can tell you this for your audiences, or you could of course just ask them yourself. Ask those who have recently joined your business across a spectrum of your roles, but don’t be surprised if their preferences don’t match with your existing approach!

How are your locations positioned?

If you have five locations with 10,000 people working at each, then you could choose to set up a resourcing team at each location. If you have 500 locations with two people working at each then you could choose to set up a central or regional team, with remote interviewers, or a technological solution potentially involving video interviewing!

All very logical if you have done a good job with the Needs / Planning activity.


You will of course be driven by your technology strategy, which some would also describe as an efficiency or cost driving initiative. Just make sure that the optimum candidate and recruitment experience you need to deliver can be facilitated by your technology. I’m an advocate of automation but not when it’s at the expense of resourcing effectively.

The Data Difference

We hear a lot of noise about data and here is a good example of its use. If you can interrogate your systems and data to match the high performers in your business to the service delivery model that processed them, plus the end to end processes you took them through (including how they are managed but more on this later) to bring them on board, you can learn from this and replicate.

We will go into data in greater detail later in the series but one challenge some will face is the capability of their systems. If you don’t have the data because you don’t have the technology, get in touch as we can help you with this.

The Team

Just as you have mapped the skills, experience and personality set for your critical target audiences, you need to do this to identify the optimum resourcers and recruiters to manage and deliver the recruitment experience. You will obviously be focusing on people who have demonstrated excellence in recruiting your target audiences previously, or display the potential to do so.

Remember the offer is always there if you want to chat this, or other HR challenges, through with a Big Idea Talent Associate.

All the best. JD’s from the Demand Pillar is next up and coming soon…..


Introducing Naomi Thomas, Big Idea Talent Associate

Naomi Thomas

I am delighted to introduce Naomi Thomas as an Associate of Big Idea Talent!

Naomi has over 30 years of international, executive business experience from a variety of blue chip, manufacturing, start up, technology and service organisations.

A former McKinsey Consultant she now works primarily where strategy, change and leadership capability come together and has an in-depth knowledge of what it takes to enable successful strategic and operational change.

Board Coach, Change Facilitator and Leadership Development

  • One to one Executive Coaching of Senior Leaders.
  • Team coaching – to enable Leadership Teams to address internal and external change and challenges.
  • Mentoring of newly appointed Directors, and Directors stepping up to the Board.
  • Transition and change – Supporting Executives and teams achieve personal and business change.
  • Culture change – Diagnosis and evolution.
  • Applied leadership development – Building capability and translating it into practice through group and individual interventions.
  • Organisation and team development – Team composition, health and performance.
  • Event facilitation (design and delivery), especially strategy and team away days.
  • Independent Non-Executive Director

Accreditations and Memberships

  • Accredited Executive Coach, (ILM level 7).
  • TMSDI (Team Management Profile).
  • Behavioural Analysis practitioner.
  • FT Non Executive diploma (2013).
  • Member of MoralDNA Faculty.
  • Member of Barclays Leadership Academy.
  • Member of CBRE Coaching Faculty.
  • Fluent in French, Spanish and Italian and a working knowledge of German.

Naomi on LinkedIn

Please don’t hesitate to contact us if you would like to engage with Naomi as a Lead Consultant on your latest project or initiative.