It’s fall conference season, so you know what that means. Your inbox is likely inundated with pleas to visit a myriad of providers at their booth so they can explain to you how they can make your life so much easier. And I get it – some of those pitches are tempting. In the fast-paced world of talent acquisition, getting caught up in the excitement of new technologies and trendy solutions is easy.
AI-powered chatbots, blockchain-based credential verification, and virtual reality interviews are just some of the shiny new tools that promise to revolutionize hiring. While innovation certainly has its place, TA leaders must remember that their primary goal is to meet the core needs of their business. So, how do you maintain focus on what truly matters in talent acquisition while navigating the sea of technological advancements? It takes intention, planning, and a measure of resilience.
The Allure of New Technology
It’s understandable why talent acquisition professionals are drawn to new technologies. The promise of increased efficiency, improved candidate experience, and data-driven decision-making is enticing. Moreover, there’s often pressure to stay ahead of the curve and appear innovative in a competitive market.
However, the adoption of new technology comes with risks. The resource drain associated with implementing new systems is no joke. It takes time, money, and capacity that could be spent on core recruiting activities. Moreover, new tools can disrupt established workflows and require significant training and change management to drive adoption. And finally, while you may love what a particular tool can offer, that cutting-edge solution may not align with the actual needs of your organization or candidates.
Sacrificing human connection at the altar of productivity is one of the greatest temptations for TA leaders. The push to cut costs while doing the same amount of work (or more!) has driven many tools to tout AI-powered automation as the best option. Yet repeatedly, candidates tell us that lack of communication and human interaction throughout the process is their biggest pain point. Just ensure you’re not solving one problem by creating a host of new ones.
Refocusing on Core Business Needs
To avoid being led astray by technological distractions, TA leaders need to have a plan:
Understand the Business Strategy
Before considering any new technology, ensure you have a deep understanding of your company’s overall strategy and goals. What are the key growth areas? What skills and roles will be crucial in the coming years? Align your TA efforts with these strategic priorities.
One retail company invested heavily in a sophisticated AI-driven assessment tool for hiring store managers. However, shortly after implementation, the company’s strategic focus shifted towards e-commerce, requiring a completely different skill set. The expensive tool became largely obsolete, serving as a costly reminder of the importance of aligning TA initiatives with current and future business strategies.
Identify Pain Points and Prioritize Solutions
I’ve said it before, and I’ll say it again – thoroughly analyze your current recruiting process. Where are the bottlenecks? What frustrates hiring managers or candidates? Identify the most pressing issues that derail your effort to attract and hire top talent. Once you’ve identified pain points, prioritize them based on their impact on the business. Focus on solving the most critical issues first, regardless of whether the solution involves new technology. Remember that you can’t move forward with the right recruiting tools and technology until you understand the issues.
Optimize Existing Systems
Often, the answer lies not in adopting new technology but in better utilizing what you already have. Many TA departments don’t fully utilize their current ATS or HCM capabilities. I’ve worked with organizations that were ready to go to RFP to select a new provider yet were so behind in accepting releases that they were working on what was essentially a 5-year-old technology. This is often a result of a lack of proper governance in which business process owners are engaged in the release evaluation process to tie the technology to their business needs. To avoid unnecessary costs and disruption, invest in training and process improvement to maximize the value of existing tools. Otherwise, you will be back in the same situation three years later.
Focus on Fundamentals and Measure What Matters
In the quest for innovation, don’t neglect the fundamentals of good recruiting – building strong relationships with hiring managers, crafting compelling job descriptions, developing a robust employer brand, and creating a positive candidate experience. And don’t forget to develop metrics that directly tie to business outcomes. Instead of focusing solely on time-to-fill or cost-per-hire, consider measures like quality of hire, hiring manager satisfaction, and new hire performance and retention. These core activities often impact hiring success more than any new technology.
Stay Informed, But Be Selective
While staying informed about industry trends is important, be selective about which technologies you’re seriously considering. It’s good to attend conferences, read industry publications, and network with peers, but always view new solutions with a little skepticism and through the lens of your specific business needs.
While staying current with technological advancements is important, TA leaders must resist the urge to chase every shiny new tool. By focusing on core business needs, optimizing existing processes, and investing in fundamental recruiting practices, you can build a talent acquisition function that consistently delivers value to your organization. Remember, the most effective TA strategies are those that align closely with business goals and solve real problems, regardless of how technologically advanced they may or may not be.
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