Overview
On 23rd November, Emily Bowller, People Director for Ocado, joined us at Elevate to give her perspective on engaging your CPO with your TA strategy. She guided the conversation on some of the TA’s biggest barriers, and what she as a People Director looks for in a successful TA function.
From the importance of having a clear line of sight to your organisation’s objectives, to working in unity with the wider people team to meet shared goals, it was a truly in depth look at the subject.
What barriers do TA professionals face in their journey to the CPO?
We first asked the room how many felt that if their CPO, HRD or CHRO was to leave, they would be succeeded by the TA director. The answer to this was largely not. However, when we asked how many thought that the TA director should be considered as a natural successor, the answer was a definite yes.
TA directors know they can get the job done, so why is the move from TA director to CPO so challenging?
“I don't think you get the opportunities to be commercial. I don't think you get brought in at the right times in order to be able to understand, show your expertise around the future and our pipeline. I don't think you get to showcase it.
Barrier #1: TA is not always strategically aligned to People and Business goals
As TA Leaders, having a strong TA strategy is at the core of what we do. But we have to make sure that our strategies truly drive the growth of our organisations. Meaning it has to align with the people and business goals set out by our businesses.
“The goals for TA, the goals of the business, and the goals for the people team are not necessarily in sync when it comes to not only commerciality but also strategic alignment.
For example, TA might want to reduce the process time to three weeks as opposed to six weeks, but if we then go to the business goals, how is that going to help whatever it is that we're driving on the back of it? If we look at the people goals, how is that going to drive whatever it is we're going to go after?
TA knows what best in class looks like. It’s something we strive for, but if the business isn't on board with that goal, our TA strategies won’t have the desired impact.”
When you understand your CPOs shifting priorities and actively tailor your strategy to meet those changing needs, you’ll truly be able to demonstrate the impact TA has in achieving organisational goals."
Barrier #2: the TA function often acts in silo
TA can be guilty of just being TA - and not seeing itself as a function of a wider people team. In it's most extreme cases a TA function can see itself in direct competition with the other functions of a People team.
Many of the TA Leaders in a room shared stories from their own experiences where Recruitment was often seen as the source of business challenges, but other people teams get the credit when things are going well.
Of course, team collaboration has to be a two way street - but bridging the silos between HR and TA can help to position TA Leaders as CPO successors.
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