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Global Talent Acquisition Director

A Little About Us:

Making fans - That’s what we’re all about! Since our humble beginnings in 2011, these two words have driven Big Viking Games to become the successful company it is today. With over 100 Vikings already on board, and studios in both Toronto and London Ontario, we are focused on making our mark by building awesome free-to-play mobile and social games. Big Viking Games has proudly amassed millions of loyal fans across its many popular titles with no signs of slowing down anytime soon. We believe that by investing in our employees and in new technologies, such as HTML5, we can continue our success for years to come. With that in mind, we are on the hunt for exceptional talent to join our growing team, and that’s where you come in!

Overview:
Leadership: This is the first and most prominent function of the global Talent Acquisition Director. In this leadership position, the Director leads, develops, and manages an ambitious high-performing team. This individual provides leadership at Big Viking Games in the establishment of the employment brand, recruitment marketing, and develops supporting materials/content to communicate Big Viking Game’s employee value proposition through social media, employment advertisements, career sites, job descriptions/ads, and all other recruitment marketing materials and assets. Needs to completely own the Candidate Experience at Big Viking Games.

Continuous Improvement: The global Talent Acquisition Director drives a culture of constant improvement; identifying, and implementing projects to increase organisation-wide recruiting effectiveness and efficiency, workforce planning, screening, selection/deselection, offer management, employer brand awareness, and recruitment marketing. They provide sound leadership that ensures the delivery of Big Viking Games operational standards in recruitment activities. They additionally approve recommendations for streamlining the recruiting processes from the recruitment team and oversee the effectiveness of screening and selection processes for evaluating potential candidates conducted by the recruiting team, hiring managers, and/or external consultants.

Workforce Planning: Identify and effectively address the gaps between Big Viking Games’ workforce today and the staffing needs of tomorrow. Effective workforce planning will enable the organization to:

• Align workforce requirements directly to the Big Viking Games’ strategic and annual business plans. Ensure that positions are prioritised so that feature and product launches occur according to milestones and roadmaps.
• Develop a comprehensive picture of where gaps exist between competencies the workforce currently possesses and future competency requirements.
• Identify and implement gap reduction strategies through make, buy, or rent strategies, or a combination thereof.
• Identify and overcome internal and external barriers to accomplishing strategic workforce goals.

Employer Branding: Work closely with Talent Acquisition, People & Culture, Art, Community, and Marketing teams as well as external suppliers to develop and deliver innovative and effective Employer Brand strategies and action plans to promote Big Viking Games as an employer of choice to prospective hires through social media, our website, print, events, and other communication formats and programs.

Recruitment Marketing: ensure that Big Viking Games recruiters use the most effective channels to advertise both the employer brand and individual positions in the most innovative way that positively impacts pipeline metrics and quality of hire.

Analytics: Leverage key dashboard tracking analytics and impact metrics to grow a data-driven and technically skilled recruiting team. Evaluate and introduce alternative strategies, for example, technology, social media, and so forth. Evaluate, via analytics, recruiting strategies/tactics and processes to continually improve recruiting processes and the candidate experience and hence the quality of talent brought into Big Viking Games.

Create standardized reporting systems: these will regularly lead to the identification of solutions and improvement areas for recruiting programs. These reports are forwarded to the Director of People and Legal and key stakeholders providing insights for further decision making and strategy formulation.

Recruitment Process Quality: Create, implement, and optimise a world class candidate experience and selection regime and ensure, via analytics, that it is consistently followed and constantly optimised.

Coach, Mentor, Train, and Develop Recruitment Team: constantly assess and evaluate the recruitment team based on values, competencies and performance and provide interventions as necessary to improve the quality, speed, and cost effectiveness of the department.

Specific Expectations:

During the first year, ensure that the talent acquisition team is a flexible, dynamic, and results-oriented group that can consistently deliver the best global talent within 30 days from the date the requisitions are approved.

Here, in priority order, are the critical performance objectives for 2022.

1. Upgrade technology. Provide feedback and advice on ATS selection, implementation, and career website development and re-launch. Once implemented, ensure that all recruitment activities occur and are documented in the system. Choose and implement a social media management system and ensure that a media calendar is created and adhered to. Implement A/B testing regimes for various types of position advertising such as video ads, use of photos, animations, contests, games, gifs, etc., and report on success rates.
2. Establish a workforce-planning process. Within 30 days, put together a rough workforce plan based on your onboarding conversations, feature/product launches, revenue forecasts, and Big Viking Games’ strategic business plan. This plan needs to identify key hiring needs by job type and location for the next four quarters. Once in place, revise recruiting plans and processes to reflect key hiring requirements. Establish a means to update this rolling 12-month plan on a monthly and quarterly basis, based on forecasts from key managers and leaders within the organisation.
3. Prepare a process flow chart of the hiring process. Within 60 days, working with the team, prepare an end-to-end process map of the company’s hiring process based on the Candidate Experience. Each candidate touchpoint must have a description of people, systems, and processes. Identify key bottlenecks and problems. Implement short/medium/long-term fixes as necessary to improve performance.
4. Completely revamp the sourcing process for active/passive candidates. Within 90 days, optimise the career website to reflect the needs of top global talent in terms of information. Ensure every online job ad is visually appealing, exciting, compelling, and easy to find. Create a “wow!” experience for all candidates at every step in the hiring process.
5. Get hiring managers trained and totally involved. By the end of 120 days, determine the general ability of hiring managers to both assess candidate competency and recruit top performers. Create and begin the implementation of necessary training. Work with the senior executive team to upgrade the importance of hiring to ensure line manager buy-in and commitment.
6. Create a scientifically sound candidate selection and deselection process: By the end of 120 days, create and implement online screening questions, recruiter initial screening questions, and an interviewer question regimes, for each position, that follow the scientific and evidence based guidance in terms of validity and reliability.
7. Convert the recruiting department into a line function using performance-based metrics. Within 150 days, have developed and tested a series of metrics to track real-time performance of all critical steps in the hiring process. Develop a web-based dashboard (via the ATS or intranet) that all managers and recruiters can use to track the status of each search. Specifically monitor incoming candidate quality by sourcing channel, time-to-fill, recruiter vs. hiring manager quality variance (this compares the assessment among different interviewers) and send outs per hire. Set up improvement programs for all critical factors, especially pipeline flow effectiveness.
8. Create university/college recruitment programme: within 180 days, working with department heads, create university/college recruitment/co-op programme.
9. Enhance and develop employee referral programme: within 210 days, monitor current employee referral programme and optimise.

Becoming a Viking:

Does the idea of working for a gaming company doing what you love everyday sound exciting? Great, we’d love to hear from you! Send us your resume and cover letter.

Big Viking Games is committed to providing accommodations for people with disabilities. If you require an accommodation, we will work with you to meet your needs. Accommodation may be provided in all parts of the hiring process.