a blueprint for modern talent acquisition

Download A Blueprint for Modern Talent Acquisition

Post on 23-Aug-2014



Recruiting & HR

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Learn about the Six Phases of Talent Acquisition: Branding, Sourcing, Candidate Screening, Applying, Assessments & Interviewing, and Boarding


  • ! ! A Blueprint for Modern Talent Acquisition A Take the Interview White Paper by Bill Boorman ! ! ! ! ! ! ! ! 2014 Take the Interview
  • Talent acquisition used to be a simple process. People looked for careers, and companies looked for people who would sign up and stick around for several years. There was not much movement and when you needed an employee, you placed an ad in a paper, waited for people to apply, interviewed the best applicants and hired them. The numbers of applicants were manageable and the process was straightforward, passing from personnel to the hiring manager. Interviewing and hiring was local, people searched for jobs geographically and wanted a local job for life. The Internet, in its commercialized state, was launched 25 years ago and things changed. Businesses shifted from local to national to global. The Internet provided a gateway to new opportunities, and the proliferation of social media meant people were able to connect in a way that they never had before. This brought choice and competition. The number of applicants grew as companies moved from posting jobs on bulletin boards to posting on job boards to Twitter, Facebook, LinkedIn and other social media sites. The significant growth in applicants via e-mail meant recruiters needed to introduce dedicated recruiting technology to deal with the volume, providing a barrier between the company and the applicants until they were identified as being a fit. Before the growth of LinkedIn and other social media sites, when a candidate wanted a job they needed to provide data in the form of a resume; it was the only way we could learn about an individuals background. Data had to be submitted because there was nowhere else to find it. When recruiting moved from offline to online, companies moved their process online, but this still required the completion of forms, the submission of resumes and the answering of questions. While it moved to an electronic format, the process that applied to talent acquisition did not really change much even as the outside world continues to do so. The global recession had an intense impact on many companies and people around the world. Attitudes and expectations changed and the significant adoption of Smartphone technology meant that people were permanently connected. In 2014, more data is being created in one day than in a year only five years ago. The war for talent, first used in a report by McKinsey & Company in 1997, has been intensified by demographic shifts primarily in the United States and Europe. This is characterized by an increase in demand along with a decrease in supply. There are simply fewer post-baby boom workers to replace the baby boom retirement in the U.S. and Europe. Although this is not the case in most of East Asia, Southeast Asia, Central Asia, Central America, South America, or the Middle East, Eastern Europe also tends to have similar demographics, namely an aging and/ or shrinking labor force. The war for talent is compounded by the shifting types of work, with a concentration of knowledge workers with new skills constantly in demand. Employers recognize that their success is dependent on the people that they hire and the talent acquisition process is central to getting the right people into the business. If we accept that there is a war for talent and that competition for the best talent has never been greater than before, it would be fair to say that the way in which many companies go about attracting and hiring talent means they 2A Blueprint for Modern Talent Acquisition 2014 Take the Interview take the interviewWhite Paper
  • simply lose out. Some companies are injecting innovation to their talent acquisition functions and are driving change within their organizations. Companies can modernize and hire the best talent. The Six Phases of Talent Acquisition ! Branding Branding is the phase that connects candidates to employers and people to connect with and follow. Sourcing is the phase that converts candidates to applicants for specific roles. The objective of the branding phase is twofold: Candidate attraction Company culture visibility Demonstrating a companys values helps candidates determine whether to opt in or opt out of the application process. Smart companies are fostering this by thinking of job descriptions as content rather than advertisements, with content and connections being provided by existing employees. 3A Blueprint for Modern Talent Acquisition 2014 Take the Interview Dening Candidates & Applicants Candidates include anyone choosing to connect with the company, for example, by following a LinkedIn company page or becoming a fan of the companys Facebook careers page. Candidates need to be nurtured with content, updates and the opportunity to engage. The challenge is that this creates data silos in different channels, which makes data mining to identify potential applicants for targeted content and job distribution complicated. To counter this, some organizations point all of their social media towards their career site as the only route to applying. This means that while candidates might be spread across multiple locations, all of the applicant data ends up in one place. The downside of this approach is that not all candidates are ready to become applicants, match any open positions or are ready to apply. Another way to overcome this issue is to adopt a talent network approach to candidates which will be explained in more detail later in the paper. Applicants include anyone applying for a specic job. While a candidate remains a candidate as long as they choose to, an applicant will either progress to becoming an employee or be rejected as an applicant and revert back to candidate status. The hiring pipeline is the process and the steps involved are when a candidate asks to be matched against a specic job and gets hired or rejected. take the interviewWhite Paper Branding Candidate Screening Sourcing Applying Assessments & Interviewing Hiring/On-boarding
  • The branding phase is about providing enough content and connection points to enable people to connect and discover what life at the company is like. Some organizations have set up a recruitment marketing function within talent acquisition by hiring specialists or by hiring external consultants, while others have placed the responsibility with the recruiters. This approach is flawed with recruiter workloads, skill level and other priorities as barriers for generating content. Candidate research conducted by the developer community, Stack Overflow, also shows that people want to connect and get content from their peer group and only want to communicate with people in the same profession. Programmers want to talk to programmers. Developers want to talk to developers. Accountants want to talk to accountants. They dont want to find out about life at work from recruiters. The solution to this is to take a brand advocate approach by creating social destinations such as LinkedIn company pages, Facebook career pages, Twitter accounts and Google+ pages, in addition to their career sites. On these social networks, employees can share their stories, updates and images. Oftentimes employees are told that they cannot speak on behalf of the company without first obtaining permission; this can be a major barrier for effectively communicating brand to candidates. High level permission with clear guidelines in place removes fear and helps generate content. Our research shows that the average hire is connected and follows an employer for a minimum of seven months before applying for a position there. There is a significant difference between the path taken by hires and by applicants who are looking to find out if they are a fit during the hiring process. Of the companies we tracked in researching this paper, 81-percent fell in to the former category. Companies that have adopted a brand advocate approach to creating social destinations, and those that have enabled employees to generate relevant content, attract connections and people begin following the company. In todays hyper-connected recruiting reality, recruiters are becoming overloaded with unqualified and unsuitable applicants who apply for jobs with limited information. They are moving straight from a link, ad or update to the ATS (applicant tracking system) and applying. Research by Talent Board, founding organization behind the Candidate Experience Awards, (#CandEs, @thecandes), shows that the average number of applicants per open position is 205, with 95 percent considered unsuitable and unqualified. Some organizations have decided to be much more open in their branding to show the good and the bad of the organization in an authentic way to help unsuitable candidates self-select out of the process and reduce the number of poor fit applicants. This approach is often termed Culture Branding, which was made popular by companies such as Rackspace through their culture site, www.rackertalent.com. When Barclays Bank introduced this strategy for their Future Leaders program, the results showed the impact of culture branding. They achieved this by introducing a social hub to their career site with unscripted content and a good dose of honesty. 4A Blueprint for Modern Talent Acquisition 2014 Take the Interview take the interviewWhite Paper
  • Andy Hyatt, digital director at Bernard Hodes U.K. made the following comments on The Recruiting Unblog after the launch of the site: Overall, the campaign has performed well, attracting just over 355,000 visitors to the site since it was re-launched in September an increase of 51% over last year, who viewed over 1.6 million