To succeed in the critical, and complex, challenge of assessing and transforming today’s emerging talent-acquisition strategies, employers can use as much help as they can get.
That being the case, they just may discover some highly useful information in a new six-part series, Guide to Talent Acquisition for the Future, created in partnership by Cielo, a strategic recruitment-process outsourcing partner, and global industry analyst Josh Bersin.
According to the authors, this new series combines Bersin’s research and market knowledge, including firsthand input from talent-acquisition leaders, with expertise and insight Cielo has collected via client experiences in a variety of business sectors over the past 15 years. The guide launched Jan. 21 with the “Talent Planning: How to Utilize Market Insights for Talent Acquisition Efficiency” installment.
“In coming years, talent is only going to become scarcer,” Bersin says. “This makes strategic talent acquisition critical for short- and long-term business success. Companies that approach recruiting reactively, or without taking advantage of the tools and data now available, will be at a distinct disadvantage.”
Each of piece of the series–the remaining ones being candidate generation; assessment and matching; candidate selection and offer; onboarding; and reporting and analytics–focuses on a different aspect of the recruiting process key to the development and execution of a successful talent-acquisition strategy. They also feature case studies showcasing real-world examples to put into action, according to Sue Marks, CEO and founder of Cielo.
“In a hyper-competitive market with geopolitical, global economic and workforce dynamics changing quickly, knowledge is critical for success in the talent market today,” Marks says. “HR and TA leaders currently face unprecedented expectations and demands. This guide will provide inspiration to build a winning strategy and position their team and themselves for success.”
“Diversity goals may sit unmet for years due to limited talent availability and local demographics,” he says. “The result of ‘flying blind’ based on incorrect assumptions is a talent-acquisition function that fails to achieve its potential as a strategic partner in the business.”
He adds that today’s availability of user-friendly analytic tools, a variety of quality data sources and specialized data-analysis skills enable companies to uncover deeper insights previously not available. In addition, the availability of benchmarking data facilitates more accurate goal setting. Bersin notes that all this combined gives talent-acquisition leaders the ability to make truly strategic hiring plans and provide contextualize performance metrics to stakeholders.
“Bringing talent planning further into the organization will enable companies to make proactive decisions that impact internal mobility and/or learning and development initiatives,” Bersin says.