Talent Pipelining


Undoubtedly the greatest, and most important asset of any organisation is their workforce. Yet unlike most other areas of business that come with complex business plans and set strategic goals, when it comes to employees, particularly senior employees - the asset which wields the most influence over the success or failure of a business -  planning is all too often lacking.


Talent pipelining is the process of mapping and understanding an industry’s talent landscape, identifying and delving deep into a network of high calibre individuals who match an agreed criteria, set by the client (defined capabilities, behaviours, previous experience, etc.) These aren’t individuals who are looking to make an immediate career change, and they’re not approached to do so. Instead, from the initial identification point, a trusted relationship is built. Ongoing communication is conducted with a view to nurturing and developing relationships, creating an engaged, known network of potential future employees who have the skills, experience, values and drive to fill senior and business critical roles.


Pipelining is a medium to long-term sourcing strategy, however, the initial investment is proven to deliver ROI - reduced cost per hire and time saved in finding talent.

  • You gain a trusted recruitment partner, someone who understands your business, strategy and industry. They know what talent looks like for you and are able to act in your interest whenever the opportunity arises.
  • Companies are able to build relationships ahead of a need, meaning they are well positioned and confident in who they appoint.
  • You gain from a consistent and continuous supply of future employees who know you, what you stand for and are keen to join your business.
  • Succession plans are defined for pivotal roles, with ‘understudies’ identified and interested.
  • An engaged external, passive candidate network means companies aren’t fishing in the same pool of talent as competitors.
  • Reduced business disruption, as you gain from a higher acceptance rate and roles are filled quicker.
  • Your candidate experience is improved, which in turn helps your profits and employer branding.
  • The transition of pivotal roles is smoother, ensuring new recruits make an impact quickly.


The above benefits should have created a strong business case for pipelining, particularly across senior and business critical roles but, if not, there may be particular business challenges that it can help you address. Such as:

  • Succession planning – replacements identified for a particular area of the business, C-suite roles for example.
  • Diversity and equality planning – an awareness of talent from a diverse background.
  • Strategy planning – matching talent to future growth and development plans.
  • Employee brand perception – gain an understanding of what talent wants from your business.
  • Skills and people development planning – planning around a predicted skill scarcity – e.g. silver tsunami – the loss of senior engineering talent in Aerospace.


As with all of Collingwood’s services, our talent pipelining process is tailored to meet your business needs. We remove the stress and time pressures related to finding sought-after talent. In turn, providing you with a qualified candidate network possessing the essential skills and cultural fit to address the future of your organisation.

For further information on Collingwood's talent pipelining service and help relating to talent acquisition and planning please contact Doug Mackay, our Managing Director, on 01829 732374.