• The Covid-19 epidemic is having a profound effect on the recruitment activities of this tourism player. With the market for seasonal candidates declining, first cyclically, then structurally, the current organization is unable to meet recruitment needs for Village functions in the long term.
• The aim is to better align the employer brand with the expectations of the candidate market, to challenge the organization in place to empower the players, both qualitatively and quantitatively, and to identify areas for improvement to reduce attrition throughout the recruitment cycle.

• Review of the employer brand and how it relates to the regions.
• Modeling the “employer brand” and “operational recruitment” value chains.
• Analysis of existing organization :
  • Interviews with APAC, North & South America, Europe and Africa.
  • Diagnosis, irritants and improvement workshops.
• Critical analysis of operating methods: governance, team organization, roles & responsibilities, candidate paths, data & tools…
• Definition of the TOM (Target Operating Model) for recruitment activities, including the HRBP component for new recruits.
• Impact analysis and definition of a target organization, including sizing.
• Definition of a 12-18 month implementation plan.

• In addition to producing the following deliverables…
  • Operational and organizational diagnosis.
  • Candidate path.
  • Review of Employer Brand application.
  • Operational recruitment.
  • Structural changes.
  • Target organization chart.
  • Medium-term action plan.
• … this mission enabled us to highlight organizational dysfunctions, define a clearer perimeter of responsibilities (accountability) for each department and propose a transitional and target organization to absorb the recruitment workload for the following seasons, while reducing the applicant drop-out rate.
• It has also led to the creation of a permanent position of “employer brand” manager at Corporate HR level.

* this project was led by one of our Partners before joining Antheus