• Lindi Engelbrecht

Achieving Success when implementing Talent Acquisition Technology

Human-Centered Talent Acquisition Technology

The explosion of technology has opened the eyes of the HR industry to seemingly limitless possibilities. While the art of the possible is fascinating, it’s time for a pragmatic discussion of Successful TA technology Implementation.

At the root of what’s transforming today’s business designs, industries, markets and organization is the blurring of boundaries between the physical and virtual worlds. As digital business integrates these worlds through emerging and strategic technologies, entirely new business models are created.

Enter a future defined by the “intelligent digital mesh” — interconnected people, devices, content and services essentially driven by smart devices delivering digital services everywhere, and enabled by digital business platforms delivering a rich intelligent set of services to support digital business.

The integration of any new technology into a talent acquisition practice doesn’t begin with a conversation about the technology itself. The right starting point is a conversation about the ideal candidate experience and desired business outcomes. From there, an audit of the current process and where it falls short is in order. Only at that time can an organization logically determine where new technology can solve problems, automate repetitive processes, free up recruitment personnel to do more high-touch work, enrich the candidate experience and provide better outcomes reporting. This approach – starting with the experience you want to see and creating the process to match – is the basis of DIGGER. It empowers organizations to identify opportunities on where to invest in filling the gaps, attracting & selecting the right Candidate & delivering the right experience for candidates and the right outcomes for business.

Start automation strategically

No talent acquisition organization can make the leap to automating everything all at once. So here’s how to begin:

  • Audit your current processes

  • Determine your ideal experience

  • Identify where the gaps exist

  • Focus on one or two concrete recruitment tasks that can be automated and start there.

  • Identify Talent Matching Technology, in order to apply data science in the beginning of the Recruiting funnel - Start at the beginning.

Aside from the cost and time savings that will come from automating low-ROI tasks, your talent acquisition team will participate in a valuable learning process about what types of functionality and practices are available. Those will potentially inform other process improvements and prepare your team for the more advanced cognitive talent acquisition functionality to come.

Elevate the role of Talent Acquisition Specialists

Because talent acquisition is, first and foremost, the people business, it’s naïve to assume that technology alone can make or break the candidate experience. The role for recruiters in the process is still critical – now more than ever, given that candidates expect a more personalized, richer experience.

When an organization clearly understands its processes, it’s easier to identify areas where cognitive technology can help automate low-value tasks, thereby empowering recruiters to step into the high-value role of talent ambassador. Current cognitive technology can handle the sourcing and ongoing nurturing, so a recruiter doesn’t need to get involved until the interview phase. Imagine the DiggerApp Intelligently Matches the candidates & proactively & continuously engaging with them. The candidate receives a video (which has been shown to convert cold candidates more effectively than an email or call), and follows up with them until application. To the candidate, they’ve just experienced a more polished and personalized communication stream than most recruiters provide for this type of position. For the recruiter, by the time they speak with the candidate, they’ve already been vetted, have applied and are ready to go. For the talent acquisition leader, the time to fill and cost per hire have been slashed, and the quality of candidate, candidate experience and hiring manager experience have been dramatically improved.

Leveraging Innovation Champions

Once technology has been identified for the innovation project, the technology selection team is expanded to a full project team and a project plan is developed. Companies that are serious about innovation curate and nurture a network of innovation focused resources who opt in and, as a result, have innovation knowledge and activities that are directed to them in addition to their day-to-day responsibilities. Creating, nurturing and leveraging a multi-disciplined network of enterprise innovation champions is a key success factor to implementing an innovation pilot. Affording companies to:

  1. Leverage their innovation knowledge and impact across large, global organizations

  2. Transform a company’s innovation passion into generating value for the enterprise

  3. Build a culture of innovation by instituting a community of innovation champions to act as role models on “how” to innovate

Regardless of leadership, the most critical aspect in securing a successful outcome for major change efforts is an inclusive approach. Inclusion does not necessarily imply a truly democratic process, but that all major stakeholders or end users affected by the impending change have an active role in the technology selection process. Logically, those asked to join the project team should be selected for their respective departmental subject matter expertise. A far more critical attribute to consider; however, is the stature, respect and influence the selected individual has within his or her own organization. Those on the selection team will ultimately serve as the vanguard of change for the rest of the organization.