How to Build a Transformation Team in Today's Market

How to Build a Transformation Team in Today’s Market

Getting Started

So, you want to build a transformation team? You know what the outcome of the digital program should be, benefits are there to be realised and the core in-house team has been chosen to deliver the digital journey. So now for those select pieces of the jigsaw; the SME’s and program leads with the scars and T-shirts that bring knowledge and instill confidence to the core transformation team who may not have travelled this road before.

But how to attract those “guns for hire”? You been given a budget for ’external resources’ across a timeframe of say 12 – 24 months, and it’s your responsibility, above and beyond delivering the program, to hire the right people (at the right price) and then ensure they stay to deliver the business requirements – easy!

What engagement is right?

“Sometimes the digital program is only the start of the journey…”

Before looking at how to recruit, what is the best engagement in order to attract the best of breed required to deliver on time and to budget? The obvious route is contractors; experienced in project work, often available at short notice and at a rate that can be factored into the length of the program.

Sometimes the digital program is only the start of the journey and therefore it makes sense to hire on a permanent basis; allowing for an assured culture fit, skills and experience for now with attributes for growth within the business in the future.

The final option is the ‘fixed term contract’ (FTC), an option often derided as the least favourable choice for the candidate (and the agency to sell). However, FTC can be a good option in a subdued market if you have the time to wait for resources. Often FTC look and feel like perm placements, and because the candidate is more considered in their reasons for joining due to having a permanent mindset, the culture fit of the individual is less likely to fail as it can sometimes do with a contract hire despite rigorous interviewing and referencing. By adding a bonus only paid at the end of the program the likelihood of jumping ship is diminished as well.

Engaging the Team (everyday)

“…requires creating constant communication loops”

As with all team dynamic building, obtaining the skill set and experience required for the transformation are only the beginning, as you now have to engage, build trust and deliver on the program’s requirements. This requires creating constant communication loops between yourself and the team, your leadership team and external partner, who assisted you in hiring the team, and the agency themselves keeping in regular contact with their consultants or hires. Successful programs are often defined by clear outcomes, expected levels of engagement, and understanding that everyone will need time to switch off (just not all in the same 2 weeks!). In addition, ensuring that milestones are celebrated by acknowledging both individual and team achievements; this can be as simple as meal or even an offsite awards ceremony (allowing for reflection and acknowledgement) will ensure team bonding and energy levels are maintained over the course of the program.

Who can help?

“With any relationship the more open and committed you can be from the outset about what your needs are the more you will get back from your recruitment partner.”

In terms of going to market for those key hires, this often depends on the size and capability of your internal Talent Acquisition team but is likely that you will need to engage with a specialist agency to fill certain roles. With any relationship the more open and committed you can be from the outset about what your needs are the more you will get back from your recruitment partner. The agency can assist with understanding current market trends both in terms of demand (salaries/rates), capacity for skills you require and feedback on industry news of similar programs currently or recently completed and the some of the success (or not) stories those programs produced.

Why use Talenza?

“...the purpose of a recruitment partner, … is to save leaders time by introducing them to a select few candidates that meet the criteria…i.e., fit for purpose.”

At Talenza we emphasie being a true partner, as touched upon earlier open discussions regarding requirements, timing and skills/experience allows us to deliver what you need, when you need it. At Talenza we are used to dealing with people, their motivations (and demands) and ensuring those are filtered (we won’t make a drama out of a crisis) to allow your focus to remain on the program of work; as we all know in-flight Transformation is not the time for people issues. We know that experienced hires can lose focus just as suddenly as younger team members and it’s those moments where Talenza can ensure continuity of skills/experience and manage ‘bad hires’ out without disrupting the business program.

Your recruitment partner always comes at a cost and in a market where there are potential higher levels of candidates available, it can be viewed as an unnecessary engagement when an advert posted by your internal talent team could well attract the skills and experience you are looking for. Or you could go to the market via your network, again bypassing the need for an agency and the cost involved and of course there is the factor that you will hiring a ‘known entity’ that is a good fit with your working style. However, I sometimes like to come back to the purpose of recruitment partner, which is to save leaders time by introducing them to a select few candidates that meet the criteria for the role; skills, experience and personality fit, i.e., fit for purpose.

In the current market you may place an own advert out and receive 150-200 responses – who is going to filter those for you? Who is going to check skills and experience, salary/rate in line with budgets, happy work location (and days in the office) and whether they are even available? Above this, you may need to track the experience levels you are recruiting to ensure a blend of capability that allows permanent employees the opportunity to learn and grow through the transformation program, finding those key ‘people jigsaws’ can be time consuming.

Recruitment being done well is ultimately a ‘time management’ industry. Where Talenza gives you, the client, the time back to focus on project deadlines and outcomes rather than hiring, which can take up 95% of your time when realistically it shouldn’t be more than 5% of the day job. Dealing with large volumes of applicants, knowing who is finishing where and which people are a good fit for you, our client, is all we have to attend to, this is where Talenza has a key role to play in your transformation teams today and in the future.

Building and maintaining an IT Transformation team using an agency, such as Talenza, during a slower market requires a strategic approach focused on collaboration. By working closely with us, you can efficiently acquire the best talent at the right time and successfully navigate the challenges posed by current market conditions.

What is your experience of building a Transformation Team – does any of the above ring true?

Please feel free to comment, it is always great to get feedback. I look forward to hearing about your Transformation journey, projects coming up, or wanting to be considered for roles within this kind of program of work.

Miles heads up Talenza Project Services division for Commerce & Industry and can be contacted at [email protected]