 | Driven by a desire to develop a best in class resourcing function where an ethos of strategic workforce planning permeates the business, Head of Resourcing at Three UK, Chad Horne, has undertaken and achieved the challenge of restructuring the function and implemented a more robust, proactive, direct souring model. |
A year ago…
When Horne joined the mobile network provider Three UK in July 2014, he inherited an internal resourcing structure that was somewhat disjointed and quite traditional in its approach.
“They were basically a reactive recruitment team where they advertised roles and hoped the best candidate would apply. If the best candidate didn’t apply, they would go to recruitment agencies,” he said.
Horne said this ‘spray and pray’ approach lacked inspiration, particularly for a mobile and technology led business that is currently trying to brand itself as a mobile provider trying to reinvent the industry and win back consumer appeal. His challenge therefore, was how to change this approach.
SOURCE: rullion.co.uk
“They were basically a reactive recruitment team where they advertised roles and hoped the best candidate would apply. If the best candidate didn’t apply, they would go to recruitment agencies,” he said.
Horne said this ‘spray and pray’ approach lacked inspiration, particularly for a mobile and technology led business that is currently trying to brand itself as a mobile provider trying to reinvent the industry and win back consumer appeal. His challenge therefore, was how to change this approach.
SOURCE: rullion.co.uk
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