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2. To Collaborate: Finding best ways to connect and co-create new ways of working
Low in priority, despite having the highest maturity of initiatives in this area, indicates a shift in focus after investing in the same, likely a post-pandemic impact. When analysing talent sourcing techniques in the GCC, it was observed that GCCs with high maturity of ‘to collaborate’ practices tend to maintain a healthier hiring source mix and are able to create more connected experiences in recruitment.
3. To Lead: Establishing platforms for leadership connects and conversations
While the number of instances of involvement of Functional Leadership continues to increase in the hiring process, only 9% of participants have achieved advanced maturity in leveraging leadership influence for talent attraction and employee engagement in hiring in GCCs in a collective and connected manner.
4. To Inspire: Creating a vision for all to believe in and communicating it effectively
45% of GCC respondents ranked ‘To Inspire’ as their #1 priority experience lever, acknowledging the importance of creating and communicating a compelling vision in building their talent ecosystem. However, still in its nascency, organizations are looking to improve by reinforcing their CSR and ESG efforts, their overall purpose, portfolio ambition and incorporating these elements into their strategies for employee branding and recruitment in the GCC.