Talent Acquisition Redesign for a Global GCC

The TA head was hiring 300+ technology roles a year and had almost no control over any of it. Time-to-hire was 90 days, long enough that candidates were frequently starting with a competitor by the time the offer came through. The team was nearly entirely dependent on a single agency, which meant they had no negotiating power and no visibility into the talent pool beyond what that agency chose to show them. Offer rejections were running at 22%, which everyone acknowledged was too high and nobody had diagnosed properly.

A full hiring funnel audit identified three root causes: weak sourcing strategy that created a single point of failure; a five-level offer approval process that added 8-12 days to every offer; and interview loops that weren't aligned to what the role actually required. A multi-channel sourcing playbook was built. Structured interviewing was introduced. Offer approvals were compressed from five levels to two. None of these changes required new technology, they required someone to make decisions that had been deferred for two years.