The Emergence of People Advisory in 2024: A Paradigm Shift for TA & HR

In the ever-evolving landscape of human resources (HR), the traditional role of Talent Acquisition (TA) is undergoing a profound transformation. Companies are realising the need to shift their focus from the acquisition of external talent to the mobilisation and development of their internal talent. This shift heralds the rise of ‘People Advisory’, marking a significant paradigm shift in HR practices.

What is People Advisory?

The People Advisory function rejects the notion of a hybrid between HR and TA. Instead, it assumes a strategic position that oversees all of HR, aligning organisational strategies with the diverse needs of present and future employees. This strategic positioning requires a mindset shift within businesses, emphasising the importance of addressing skills gaps and planning for the workforce to optimise its people now and make it future-fit.

Unlike the myopic focus on reducing hiring costs that TA may have in some organisations, People Advisory emphasises value addition.

Internal mobility, for instance, not only trims external hiring spend but also enriches the skills of existing personnel, leading to improved engagement and reduced attrition. By redirecting efforts towards higher-value activities, People Advisory contributes incrementally to the overall business strategy.

People Advisors distinguish themselves from Recruiters and Sourcers by transcending the transactional nature of traditional TA. Their focus extends beyond the daily grind of recruiting, allowing them to contribute strategically to organisational objectives. Recognising the overlap with various HR functions, including Organisational Development (OD), Learning and Development (L&D), Remuneration and Benefits (Rem and Ben), and Marketing - People Advisors seamlessly integrate with these other critical departments.

The Transition from Traditional TA to People Advisors

For recruiters transitioning to People Advisors, the acquisition of new skills becomes imperative. While Talent Acquisition Managers (TAMs) possess some relevant skills, the shift to an advisory model necessitates the development of new skills.

These include cultivating commercial acumen, gravitas, and influence within the business, demanding a closer alignment with organisational objectives and the ability to influence internal planning decisions for the now and the future.

In essence, the evolution to a People Advisory function is characterised by a holistic and strategic approach, requiring a robust skill set and a departure from traditional transactional models.

The introduction of specialised roles and the development of comprehensive skills empower People Advisors to successfully navigate the complexities of the modern talent landscape.

Why This is Crucial Now?

People Advisory is crucial for a number of reasons: 

• It extends TA’s scope beyond external hiring, insulating talent teams during market downturns or slowdowns in external hiring.
• People Advisory becomes particularly valuable during skills shortages, which are prevalent in today’s competitive market, because it enables organisations to better support and optimise their existing talent.
• It builds reputation with the C-Suite by ensuring business sustainability, improving productivity, increasing engagement, and reducing attrition. People Advisors can influence people and talent decisions from the top down.
• It enhances internal mobility, cutting the number of open requisitions and recruitment spend.
• By utilising tech enablers, it allows for the automation of low value tasks and roles, freeing time for more strategic endeavours across the division or business.
• It provides valuable insights into both the internal and external talent market via access to robust data, ensuring consistency and effectiveness in decision making, mobility efforts and skill utilisation.
• It offers guidance and support to managers in workforce planning and employee skills development right across the business.
• It integrates an additional lens of diversity, equity, and inclusion (DEI) into talent management practices because of its reliance on accurate data and an unwavering focus on skills visibility across the organisation.
• It includes competitor intelligence data, enabling organisations to stay ahead of competitors in the talent race.

The rise of People Advisory represents a fundamental shift in HR practices, emphasising strategic alignment with organisational objectives and the development of comprehensive skill sets.

By embracing this evolution, companies can position themselves for long-term success in a rapidly changing talent landscape. The critical thing to consider for HR departments right now, is how they are going to equip their talent function for this essential evolution.