The business was spending significantly to bring people in as they were not operating in a cost-efficient manner.
The root causes weren’t hard to diagnose once you looked closely.
There was next to no direct sourcing activity, processes were slow, the employer brand wasn’t working hard enough to attract the right people or deter the wrong ones, and without a data-led approach to planning ahead, hiring was reactive rather than strategic.
The result was a cycle that kept repeating itself, and a mounting cost that the business could no longer ignore.
Chapter 2 came in with a clear framework and the tools to execute it. Our three-pillar approach addressed the problem at every level.
We didn’t operate from the outside. We integrated directly with The Crown Estate’s brand and culture, working as an extension of their team. That closeness meant faster decisions, better briefings, and candidates who were assessed against the reality of the role, rather than just the job description.
Using the latest data and market intelligence, we shifted the hiring function from reactive to a more planned approach. Demand forecasting, pipeline building, and real-time insight meant The Crown Estate was always ahead of their needs rather than scrambling to meet them.
We used employer branding to sharpen how The Crown Estate positioned itself in the talent market. The goal wasn’t just to attract more candidates, it was to attract the right ones, and to make sure the businesses reputation as an employer reflected the calibre of the place itself.
The impact was significant, and measurable.
Chapter 2 delivered £1.2 million in annual savings for The Crown Estate. But the numbers go further than cost reduction alone.
Cost per hire came down to £2,300. Direct sourcing increased to 83%. The candidate acceptance rate increased to 93%. A clear signal that the right people were being found, and the right story was being told.
