Culp Talent Index Survey | Culp

culp talent index

Do you recruit well?

Benchmark your recruitment process with a FREE cti-score now


culp’s talent index (cti) is designed to provide a recruitment industry benchmark that positions your current recruitment operations on Josh Bersin’s Talent Acquisition Maturity Model (See Attached)

The cti is a benchmark score that sets the foundation for talent acquisition maturity in your business because talent acquisition is not recruitment. Talent acquisition is a complex matrix of branding, marketing, EVP, sales, tech, recruitment, onboarding and data. Culture fit is crucial and hiring the best should be your number 1 priority. 

Maturing your current “ways of working” will cost money and require some investment. Hiring a recruiter internally is not that answer! We use the cti to create a strategic plan for your to demonstrate ROI and showcase maturity from one level to the next on the model. Which is then broken down into smaller more digestible projects and budgets which are more likely to be signed off. 

culp’s Recruitment Health Check is a popular service that we regularly implement and the culp talent index is the tool at the core of this service. 


On the submittal of your survey responses, you will receive your cti-score and a description of where your score weightings position you on the maturity model. Great hey! There is more. If your cti-score weightings position you at level 1 or level 2, traditional or developing talent acquisition levels. You will receive a FREE culp report with tips and recommendations to implement immediately. It just got better didn’t it! For the more mature talent acquisition organisations where your cti-score weightings position you at level 3 or 4, namely foundational or strategic talent acquisition levels, culp will provide you with a customized report. But because your talent acquisition operations are more mature we need to ask you some questions and that report comes at a small cost of R1000 excl VAT (South Africa only). A valuable investment on your quest towards talent magnetism. 


The survey below is a series of questions that relate to the 4 levels of talent acquisition maturity. The survey is 40 questions in total and should take you no longer that 10 minutes to complete. So grab a quick coffee, stop going through ad-response and get this journey started. 

1) Traditional

2) Developing

3) Foundational

4) Strategic


culp talent index

Questions 1 of 4

Always Very often Sometimes Rarely Never
Do you only start recruiting when a vacancy opens?
Are you reliant on job advertising and/or recruitment agencies to fill your open vacancies only?
Do you advertise your jobs on your company website or careers website?
Do you advertise your jobs on a single online job board?
Do you advertise your jobs on multiple jobs boards?
Do you brief one recruitment agency with your recruitment need?
Do you brief multiple recruitment agencies with your recruitment needs?
Do you source for talent to meet your recruitment needs?
Do you brand and market your culture to attract talent?
Do you measure your recruitment performance?

culp talent index

Questions 2 of 4

Always Very often Sometimes Rarely Never
Do you advertise your jobs on targeted and/or niche jobs boards?
Do you advertise your jobs on social networks?
Is your recruitment advertising strategy integrated and targeted?
Are you strategically planning your workforce to support talent sourcing activity?
Do you have the skills and competence to search for talent online?
Do you use social networking to find talent?
Do you understand your employee value proposition (EVP)?
Is your EVP unique and a genuine reality of your culture that attracts and retains talent?
Do you brand and market your culture to attract talent?
Do you measure your recruitment performance?

culp talent index

Questions 3 of 4

Always Very often Sometimes Rarely Never
Do you customize and target your job advertising to attract the right skills?
Is your job advertising creative, enticing and eye-catching to target talent?
Does your sourcing activity allow you to engage with a strong talent pipeline?
Are you able to source talent through multiple channels?
Is your sourcing competence at a level that allows your recruiters to act as talent advisors?
Do you have talent technology implemented to support your sourcing activity?
With an understood EVP, do you have a defined employer brand strategy?
Do you have budget assigned to the production of marketing content for employer branding and recruitment marketing campaigns?
Do you authentically communicate your culture and employee experiences to attract the right talent and skills?
Do you have established metrics and benchmarks to measure your talent acquisition performance?

culp talent index

Questions 4 of 4

Always Very often Sometimes Rarely Never
Is your talent acquisition strategy a fully integrated, multi-channel plan that operates (in terms of people, process and systems) in alignment with the business strategy?
Do you own your own talent database and have the functionality to target job advertising to segments of talent?
Are you able to prioritize talent for recruitment based on the relationship that you have developed directly through CRM and workforce planning?
Do you pipeline the right talent by optimizing your sourcing strategy and building stronger talent pools?
Is your candidate experience (CX) design under constant review and optimization?
Are your talent and employees amplifying and influencing your talent brand as an employer of choice in the market?
Does your employer brand communication constantly attract the right talent that fit your culture?
Does your talent technology allow you to control and measure the effectiveness of multiple workflows/processes that align to your talent acquisition performance?
Does your talent technology provide automated executive and operational/recruitment effectiveness reports?
Are your customers (Line/Hiring Managers) consistently surveyed and more satisfied with the recruitment organization’s ability to deliver?

To get your CTI score complete the form below and click next

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your culp talent index is:

Level 4:


Traditional recruitment is reactive to the business and a need. This type of recruitment is focused on the quantity of the applicants and the objective is to spread the net wide by posting multiple job adverts (online, offline, where ever!) and engaging contingent recruitment services. The model is focused on the vacancy and is typically very costly. Some internal recruitment teams operate at this level, adding no value to the organization. This level of recruitment is focused on what we call “active” candidates. Active candidates make up 10-15% of the candidate market.

Developing talent acquisition has seen a progression in 2 main pillars. Namely, 1) in the sourcing activity focused on passive talent. The organization has invested in developing the technical skills internally to source and build relevant talent pools and, 2) in employer branding by understanding what your employee value proposition (EVP) is. Your EVP allows you to target your recruitment messaging to authentically entice the right talent and people. A critical step in employer branding. Job advertising is more focused on niche jobs and social networks. It is important to realize that at a developing level, traditional practices may still be active. This is still a high labour intensive level and costly but a transformational shift has taken steps in the right direction. Don’t slash recruitment budget, invest more to continue this momentum. A heavy focus is required to develop the operating model, business processes, structure and metrics to accelerate you to the next level of talent acquisition maturity.

The foundational level of talent acquisition is exactly what it is. It is the foundation for you to accelerate talent acquisition at your organization to a level that focuses on an integrated talent acquisition strategy. You have implemented a model and business processes that should achieve a return on talent acquisition investment. Proactive talent sourcing is building and engaging a talent pipeline for open and future requisitions. Job advertising is targeted and the messaging is designed to attract the type of skills and people that will fit your requirements and culture. The organization has defined and approved an employer brand strategy to be implemented that will ultimately constantly support recruitment efforts; improving time to fill and quality of hire metrics. Your candidate experience is active based on the type of persona (talent) that you are seeking and all of your talent acquisition activity is measured and managed through established metrics and benchmarks. This level is driving a strategic talent acquisition approach, streamlining efficiencies in process and lowering recruitment costs that is focused entirely on the quality of your hire, rather than the number of applicants. Your culp is becoming more proactive and strategic.

The strategic level is a fully functioning talent acquisition model that incorporates an integrated marketing and recruitment strategy. At this level, you have a seat at the boardroom table and you are providing critical insights about the organization’s ability to hire talent. The relationship between the business and talent acquisition is inclusive and cohesive. Employer branding is constantly attracting talent that fits the culture of your business, your job advertising is acutely targeted and attracting the right skills, your sourcing activity is proactive, strategic and targeted and you are building relationships with quality talent for your pipeline. Your metrics provide insights that enable you to make informed decisions to improve or change talent acquisition performance. You have enabled the talent acquisition team with the right system and tools to do their job efficiently and effectively and your candidate relationship management is driving a superior candidate experience that is influencing your talent brand internally and externally. You are in complete control of how you choose to engage candidates and how you want to be perceived in the market as an employer of choice. Internal business relationships are significantly improved between functional departments and recruitment/hr.

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