From external-facing branding activities to internal talent operations and enablement, talent acquisition saw some interesting development in 2019.
We've followed up on all of them, and wrote about most, but we selected only a few for this article, because we see them as the ones most likely to impact the talent industry in the coming years.
The talent operations function is automating recruiting
It is estimated that automation could improve global productivity by 0.8 to 1.4% over the next few years, and recruiting is taking part of that shift.
The full value of automation does not come from simply sectioning out parts of existing workflows and replacing them with software. It comes from rethinking even the most basic assumptions about how recruiting works and inject the new possibilities offered by technology into these assumptions.
That is why managing the operations behind a successful Talent Acquisition function is a full-time role with specialized skills, and cannot simply be managed on an ad-hoc basis by whoever has a bit of time on the side. Modern Talent Acquisition teams usually have at least one full-time Recruiting Operations specialist on board, and might have more that one person assigned to the role if the team is large enough.
Read more about this here.
Recruiting Events are benefiting from the transformation of talent acquisition
The success of recruitment events as a talent acquisition channel comes in large part from their integration with the larger talent strategy. For enterprise talent teams especially, it is very easy to fall into silos, with different teams working on different channels and not coordinating their activities to create a single continuous journey for candidates.
However, the success of the recruiting events strategy depends on it working hand in hand with other recruiting activities, which is where the shift of talent acquisition towards more integrated models, and centralized talent operating systems, comes into play.
Not only can talent temas collaborate internally to build consistent candidates journeys that smoothly move between channels, they can also measure the impcat of these different channels accurately.
It is not an easy task, because no recruitment marketing activity is ever single-handedly responsible for a single outcome. If an event participant applies to a role, it is probably in part because they attended the event, and in part because other factors came into play.
However, if all recruiting activities live in one place, then so does the data pertaining to them. Recruiters can now build sophisticated “attribution models” to determine how much each touchpoint with a customer contributes to making a hire, or increasing engement.
Read more about this here.
Beamery's Certified Workday Integration, and what it means for talent teams
Speaking of consolidation of systems and centralized information: We were delighted to be able to share the news of our Beamery + Workday Certified integration at Workday Rising this year—the first and only CRM Certified Integration in the market.
We know customers wanted more sophisticated CRM capabilities. After due diligence, we identified Beamery as the solution that naturally complements our core Recruiting capabilities… Today, Beamery is the only vendor that we’ve partnered with for CRM.
Marlene Scholtz Director of Recruiting Product Strategy Workday
Not only do we have the only CRM Certified Integration integration in the market, we have a close strategic partnership with Workday:
- Workday is a strategic partner and investor in Beamery
- Workday’s internal talent acquisition has selected Beamery as their own CRM
- Beamery is a Software Partner with the only Certified Integration for CRM
All three of these elements together demonstrate strategic alignment, combined vision, and commitment to technical excellence.
We’re really excited to be able to streamline the workflows of our mutual clients with Workday, making it easier for them to manage a complete end-to-end talent attraction process, and the integration between our systems is key to this.
Read more about this here.
Careers sites are finally benefiting from true personalization
A large part of modern talent acquisition consists of recruitment marketing activities. As employers, we build employer brands and deploy talent attraction and talent engagement campaigns. We want to offer custom experiences that delight prospective candidates. Why wouldn’t we want to apply the same marketing lense to the experience of searching and applying for a job on the company's careers site?
To be clear, the personalization we reference here is not limited to recognizing a visitor's name and blasting it back at them at every opportunity. In fact, good personalization is often unobtrusive and almost unnoticeable, not creepy and stalkerish. It takes candidate's information and finds a way to offer them value with it.
We call it personalization with a purpose: it serves to give the candidate exactly what they need at exactly the right time. If they are a graduate student, it takes them to the graduate jobs. If they are a veteran, it shows them the veterans’ association landing page. It uses data to help candidates save time and find the best opportunities for them.
Read more on this subject here.
Agile recruiting in the talent transformation conversation
Many enterprise talent team are going through some form of restructuration of their approach to talent acquisition at the moment, and in that process, thinking about where agile thinking can help them modernize their strategies.
It makes sense, as agile brings concrete, measurable improvements to the companies who use it: According to VisionOne’s 12th Annual State of Agile report, 71% of them are better able to manage changing priorities, for example, and 62% have improved their delivery speed or time to market.
For recruiting specifically, agile can bring a better way to prioritize hiring projects, improved visibility for both recruiters and hiring managers, and overall, a more efficient, iterative recruiting process.
However, implementing agile methodologies in any established teams or process is challenging–In their 11th annual State of Agile report, VersionOne mention that 63% of companies think that agile implementation fails because of a mismatch between company culture and the agile methodology.
Agile is a dangerous buzzword, because it has been used in so many areas, and stripped of so much of its meaning outside of its original software engineering context, that it often fails to deliver its full value if not implemented thoughtfully.
Read more on the subject here.
Internal talent operations as core success enabler in talent acquisition
Attracting and retaining top-talent has been CEOs top internal concern for two years in a row now.
It’s become a more dangerous constraint on business success than, say, capital flows or disruptive competition, so business leaders have been putting far more thought into the inner workings of their talent function: how to improve its efficiency, where most of its added value comes from, and what the cost is to the business if things stay the same.
The Marketing and Sales function went through the exact same process of “operationalization” in the past couple of decades, so we're seeing a lot of parallels with these two functions in the current rise of talent operations as a function.
Going into 2020, we see the shift towards a better structured, better supported talent team only gaining in speed, as enterprises look around them for ways to better enable their talent teams.
For many of them, the answer lies in redesigning the talent organization, recruiting workflows, candidate journeys, and finding the right processe and technologies to support this success.
Start 2020 with an outlook on best practices from the Fortune 500
We analyzed and ranked the talent attraction practices of the Fortune 500, and learned how the world's most successful companies attract and engage the best candidates: what they do more of, what they do better, and what marks them as winners in the talent attraction game.