Michelle Weakley

Construction TA leaders are facing a pivotal moment. Hiring demands are growing, workforce challenges are becoming more complex, and business leaders expect Talent Acquisition to play a greater role in workforce planning and organizational growth. Yet many teams are still questioning whether their current structure is equipped to deliver on those expectations.

There is no universal blueprint for success. The right Talent Acquisition operating model depends on your organization’s size, growth trajectory, hiring profile, and strategic priorities. This workshop will help attendees cut through theory and evaluate what works in practice, drawing on real-world experiences from construction employers with very different team structures, challenges, and objectives.

Through interactive discussion, practical diagnostics, and collaborative problem-solving, attendees will leave with a clearer understanding of how to structure Talent Acquisition for greater agility, stronger stakeholder influence, improved recruiter effectiveness, and long-term business impact. The workshop is designed to help participants assess their current operating model, identify opportunities for improvement, and explore practical solutions to the challenges most relevant to their organization.

This workshop will address:

1. How different construction organizations structure Talent Acquisition teams to balance consistency, flexibility, scalability, and business partnership.
2. The critical decisions Talent Acquisition leaders must make around recruiter ownership, workforce planning, governance, capability building, and resource allocation.
3. How to position Talent Acquisition as a strategic business partner with greater influence on workforce planning, hiring decisions, and long-term growth.

You will leave this workshop able to:

1. Benchmark your current Talent Acquisition operating model against a range of structures being used across the construction industry and identify the gaps limiting growth, effectiveness, and influence.
2. Diagnose the operating model decisions that will have the greatest impact on your organization, from recruiter ownership and resource allocation to workforce planning, governance, and stakeholder partnership.
3. Prioritize the practical changes needed to build a more agile, scalable Talent Acquisition function that delivers stronger hiring outcomes and greater business impact.