Each one of us is unique. At the same time, we share many similarities with other special and unique people, to the point where underlying patterns emerge. This became obvious when listening to all the special and unique speakers at ERE Recruiting Conference in San Diego.
Talent Acquisition thrives for exactly the same as every other function: closer alignment, better integration of the tech stack and becoming more candidate-centric.
- Closer alignment with the overall business and its objectives but also within the teams to ensure common understanding and shared goals and language.
- Better integration of all the different technologies that are being used in the talent acquisition process – ideally to aid the closer alignment mentioned above as this will result in meaningful integration.
- Becoming more candidate-centric to ensure a better candidate experience and deeper engagement – which is more aligned and integrated to the overall brand experience and values of the company.
All three of these are interconnected. For example, Joanna Clark (Recruiting Leader for Community Bank’s Western Mountain Region and Shared Services at Wells Fargo) explained that social recruiting had stalled as it has been separated from overall talent acquisition. And she is right, there is no such thing as social recruiting – nor is there mobile recruiting – it is all just one part of the jobseeker’s way of interacting with organisations. For it to flourish and become integral it requires integration into the incumbent systems as well as alignment with the overall business goals. Only when it results in gratification for the jobseeker (= finding a job), for the recruiter (= finding an interested and relevant candidate) and the company (=increasing productivity) does it become useful.
We define ourselves more often by our differences to others, instead of our communalities, but vendors, innovators and change agents of mobile, social and other cool new acquisition avenues would be advised to find the communalities and align with talent acquisition. Only then can they properly exploit changes in the external environment and in user behavior in a meaningful manner.
We differentiate to integrate. In the continuum of reputation-optimisation-innovation, talent acquisition is currently firmly focused on optimisation instead of further innovation. Especially as there is a growing awareness that a greater focus on optimisation will result in a heighten reputation. (For more detail about the interplay, have a read of the post: The Anatomy of a company: skills, mindsets and harmony.) It is maybe a sign of the times, as I can see this focus on optimisation in many other companies and functions. There was and is a lot of innovation happening, but now businesses and people are separating the useful from the useless, often by creating useful adoptions and adaptations for their own purposes. Now profound change will happen everywhere.