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The "Vue" from HCI – New Trends in Talent Acquisition

I attended the HCI Strategic Talent Acquisition conference a few weeks ago where some of the top minds in recruiting were gathered to talk about the latest trends. I kept hearing the same core themes in their presentations:

  • Requisition load – high compared to the current staff on hand and anticipating even more
  • Adoption or desire to add CRM tools to manage the talent pipeline versus ATS
  • Importance of Quality of Hire metrics (QOH) and improved talent in general
  • Employer Branding

Another consistent theme was the critical need to upgrade the level of talent in the organization to gain competitive advantage (Win the War for Talent deja vu). However, this company perspective is accompanied by an opposing trend, employees that see the need to upgrade their employer. According to the recent Manpower/Right Management survey, 60% of employees intend to leave their jobs and one-in-four are networking and updating their resumes. Just a few weeks ago USA Today reported that people are actually starting to quit their jobs to find new work, even without the new job. This means that top talent will have the power to choose as the churn begins to increase.

What did I learn at HCI that talent acquisition leaders can do to stay ahead of the wave?

  • Requisition load – Break down the work into specialized roles for efficiencies, create pure sourcing teams, social media/marketing teams or niche recruiters. The successful staffing functions are also building relationships with candidates over time versus JIT for specific requisitions. Others are finding new technologies (like HireVue) or outsourcing parts of the process to RPO to shorten the time to hire.
  • CRM – Use tools that manage candidate relationships versus just tracking and processing candidates for a requisition. The creation of talent pools and full pipelines is more critical than ever.
  • QOH – Track hiring manager satisfaction, specifically, how calibrated is the recruiter with not only the job profile requirements but also the manager’s definition of top performance? Does the recruiter know why the top employees received their performance rating? Do recruiters clearly understand what a manager means when she says, “There just wasn’t a fit”? This is critical before you decide to put in a QOH metric of 90-day or 180-day new hire performance or a feedback loop for recruiter performance. Time to fill/hire is still important but not if quality is lacking.
  • Employer Branding – Work with your marketing department to align employment collateral with product/company messaging. Involve your managers and employees in the process; let them help shape the brand (because they already have). Gallup polls consistently attribute turnover to the work environment and the manager. Websites like Glassdoor make it easy to get the real scoop on your employer value proposition. Reality is better than fiction if you want to land top performers!

Of course HireVue’s workflow tools, ability to create video talent pools, decision management tools, and branding options can help you improve in all four areas.

Chip Luman

COO, HireVue

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