What It Takes to Win the Talent Game
What distinguishes the companies that always seem to be able to recruit and retain top job candidates? A new study from Deloitte Consulting’s Bersin offers some insight, finding that organizations with high-performing talent acquisition teams share six common traits.
Companies with what Bersin calls “high-maturity talent functions” exhibit 18-percent higher revenue and 30-percent greater profitability compared to companies with low-maturity talent functions, the report finds. “The talent acquisition practices mastered by high-performing companies – performed on a journey we call talent acquisition maturity – are game changers for their business,” says Bersin’s Robin Erickson, vice president and talent acquisition research leader.
The six traits of high-performing companies identified in Bersin’s report (based on a survey of 1,220 talent and business leaders and 50 in-depth interviews with TA practitioners and thought leaders) consist of the following:
High-impact talent acquisition teams build the workforce through integration with the business. Senior execs at these companies view TA teams as essential players in executing strategy, which helps the teams better anticipate business needs and better partner with hiring managers.
Internal mobility is a part of the company culture. Hiring managers and recruiters know their internal talent’s capabilities and work together to cultivate talent from within.
Candidates are evaluated for more than skill and past experience—they’re assessed for values, work ethic and potential as well. The report found that nine out of 10 high-performing companies use workplace values as a basis for hiring. This results in a stronger corporate culture that’s reinforced with each new hire.
The candidate journey is personalized. High-impact TA teams market the role to specific candidates as a way to strengthen the organization’s employment brand and promote its culture.
TA professionals are encouraged to focus on their own development. These organizations regenerate their TA teams because of dedication to upskilling, informal learning and professional growth.
They make use of artificial intelligence and predictive data analytics. These tools are used not only to help TA teams better source and assess candidates but prevent false judgments caused by bias or false logic.