A new global survey from the Futurestep division of Korn Ferry has found that talent acquisition professionals across the globe aren’t fully using the available mobile technology.
They are also failing to effectively map talent acquisition efforts to business strategy.
The global ‘Talent Forecast’ study of more than 1,100 hiring professionals revealed that 29% of respondents admit to not having a strategic workforce plan that maps future talent needs to business strategy.
Only 39% reported that their recruitment team is aligned to the business objectives of the organisation.
Of course, this may not be a new insight for many seasoned HR professionals.
“When talent strategy and business strategy are not aligned, talent acquisition becomes tactical and ineffective,” says Sue Campbell, managing director, Asia, Korn Ferry Futurestep.
“To successfully implement strategies such as M&A or organic growth, it’s critical for organisational and talent management leaders to step back and analyse the types of talent they need, what talent they have, and how to fill the gaps.”
Leaders who have better information about the people within their organisation are able to make better strategic business decisions, the survey shows.
Too Little Time Spent With Recruitment Teams
Interestingly, 39% of hiring professionals said, if they could spend more time with their recruitment teams, they would put more focus on being a stronger partner with the business/hiring manager.
“It’s critical that talent professionals work closely with the company’s business and hiring managers to define and communicate the employer value proposition – why a candidate would choose their organisation over a competitor,” says Bill Gilbert, Korn Ferry Futurestep president, North America.
“In addition, talent professionals should be able to use data to inform business/hiring managers on the size of a talent pool, compensation levels, and provide a competitive analysis of other organisations targeting the same candidates.”
The survey also looked at the use of recruitment process outsourcing partners.
It highlighted that the top 2 ways that these kinds of partners were being used, which were for screening (74%) and for sourcing (88%) candidates.
Most of the organisations did not, however, take advantage of the other services offered by recruitment partners, such as building talent communities, employer branding or creating metrics for reporting and decision making, which are arguably equally as important as screening and sourcing in an increasingly talent-competitive age.
Slow Take-up of Mobile-Based Talent Acquisition
The data also flagged up that many talent acquisition professionals are not taking advantage of the technology available to assess and engage candidates.
Despite the use of mobile technology growing rapidly, resourcing teams are slow in following suit. Only 28% of the hiring professionals said they were using mobile technology within recruitment.
“While the use of mobile technology in recruiting will undoubtedly increase in coming years, talent acquisition professionals should move quickly in this area to best capture candidates’ attention, particularly those in the millennial generation who are perpetually connected to their mobile devices,” Gilbert says.
Additionally, even those using online tools are missing out on their full spectrum of uses.
While 46% use online assessment tools or video interviewing, 26% of those using online assessment tools in the selection process neglect to use this data for onboarding and development strategies.
“The right kind of assessment tools help hiring managers understand not only what a candidate can do through competencies and experiences, but who they are through drivers and traits,” Gilbert says.
“This helps select candidates who are a right cultural fit for an organisation, and can also help with customized onboarding and development plans.”
Get Your Talent Strategy Working Behind Your Business
What’s clear from this study is the value of aligning the hiring, development and succession processes in your organisation with the ever-changing demands of your business, and the key role that mobile talent management technology can play in making these processes quicker and easier.
There’s no doubt that HR and leadership teams can benefit from asking themselves:
Who do we need now?
Who will we need in the future?
How will the role develop as the customer demands change?
Not easy questions to answer.
Nonetheless, with the growing availability of mobile and cloud-based talent assessments, workforce analytics and “Big Data”, business leaders and HR teams are gradually gaining access to a common language with which to communicate and measure the impact of their people decisions on the bottom line of their business.
As companies begin to understand the DNA of their teams and how that DNA relates to the growth of their business and the satisfaction of their customers, they can start to make more effective and grounded decisions about who they need and where they need them in order to grow, expand and prosper.
Are you a HR professional or Senior Manager?
How have you dealt with the challenges of incorporating mobile technology into all aspects of your Talent or People Development strategy?
Share your experiences in the comments section below – we’d love to hear your thoughts.