How to drive business results from talent acquisition

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Over the past decade, the process of acquiring new professionals has moved from being an administrative function to a strategic task for organizations. Today's recruiters must think strategically about their candidates and focus on long-term results.
How can talent acquisition start driving business results?
Best practice organizations base talent acquisition programs on aligning new talent recruitment goals with business objectives, aided by leveraging world-class technology to achieve world-class results.

Research published in May 2014 by Aberdeen Group and overseen by Zach Lahey , Senior Research Associate at Human Capital Management, found that most organizations have taken a step back from their talent recruitment efforts: 60% of companies have reverted to a reactionary approach, where they only recruit when job applications are open rather than actively and proactively, compared to just 44% in 2012.

The modern recruiting function faces a new afghanistan phone number lead set of challenges. Today’s recruiter must think more strategically about long-term outcomes, such as improving the candidate experience and investing in more innovative tools and technologies .

Chart 1: Top Talent Acquisition Pressures

Talent Acquisition

Organizations are challenged to move away from outdated processes and technologies to a more efficient and innovative way of identifying and attracting professional talent.

Today’s workforce has matured, and organizations must be able to meet candidate expectations and provide better communication, consistency and transparency throughout the talent recruitment process, including changes in the way they approach their processes as well as their technology choices .



«The Best-in-Class PACE Model»
Transforming talent acquisition into a strategic business initiative requires a combination of strategic actions, organizational capacity and supporting technologies that can be summarized as follows:

The ability to link talent acquisition initiatives to organizational profitability through validated data;
Using talent communities to engage candidates and strengthen the brand; and
Integrating the various talent acquisition processes to create an end-to-end talent acquisition picture.
Table I: The Best-in-Class PACE Framework

Talent Acquisition

Despite the hype around “candidate experience,” few companies seem to truly understand what it takes to create a positive image. In fact, only 21% of companies identify candidate experience as a top priority in talent acquisition.

In order to remain competitive, especially in attracting employees with critical skills that are in high demand, organizations must focus on improving the quality of their hires and strengthening their employer brand image, rethinking their approach to candidates and migrating to treating them with the same level of attention they give their clients.

More than 200 organizations that participated in the study were asked why a candidate would want to join their organization. Respondents identified the challenges they would face in their new roles (36%) as the main reason, followed by working for a great place (27%), and then employer brand (25%).

When considering candidate experience, organizations must ensure that their messaging is reflected in the brand and is transparent to all candidates. Best-in-Class organizations, in addition to strengthening branding efforts, invest in new technologies and develop talent communities.