Technology, screening, and onboarding present major challenges and opportunities in acquiring talent. Though they present obstacles, they also present doorways. On that note, here are the ways these three factors do so.
– Technology is a very much needed amenity when it comes to acquiring skilled individuals for one’s company. Though professionals rely on it, its reliability at times can be questionable. In a survey on recruiting technology from 2013, respondents reported that their recruiting tools are difficult to use, don’t provide them with the data they need, and lack integration across systems (Jibe, 2013). What professionals must realize is that technology is not always perfect, though it is helpful. It is an accessory that must not be treated like a necessity when it comes to finding the best people for companies.
– For the electronic elements that function properly in a business’s recruiting tasks, they are highly beneficial. When webcams are intact, businesses are able to hold live interview sessions via the internet. Human Resource departments have the ability to go online and view potential candidate profiles from job offer websites. Colleges can collaborate with multiple employers to host virtual career fairs for their students.
These examples and more enable us to see how the availability of technology can become a crutch to various industries in their efforts to find talent. As working individuals, we cannot be in the west and hold a face to face meeting with a candidate in the east without a computer, television, speaker, microphone, and World Wide Web access. We need immediate statistics when trying to answer questions and need the means to get the data to seek the new hires we need. We also need those who are interviewed to get us the documentation we request and would like to avoid having to wait for their papers to arrive via postal mail.
– The same survey earlier mentioned identified ‘quality of hire’ as the recruiter’s most important measure of success (Jibe, 2013). Any seasoned Human Resource professional will also tell you the same thing when asked about their biggest challenge in finding talent. They seek to know the quality of the person beyond their resume, college degree, or certification. They want to know how the candidate’s past experience can help their company’s future. They also want to know what the prospective employee will do in tough situations.
– What makes quality such a challenge when recruiting talent is because interviews, resumes, and proof of education only give us a perception of a person. A person can look really good on paper and be worthless to an organization. On the other hand, a person can look unqualified due to their presented documentation, but their work experience could hold the answers to the questions or problems yet to be resolved within a company.
– According to Midori Connolly, without a standard and efficient approach to compiling and authenticating candidate information, organizations will lose quality talent and become vulnerable to risk and compliance issues (Connolly, 2014). Connolly’s point is vital as professionals cannot allow their emotions to sway their decisions. Just because a potential candidate sounds witty and dresses well for the interview, it does not validate their work ethic. There are a lot of people with advice who do not put what they preach into play. On the other hand, there a many individuals who can dress nice but are not willing to go the extra mile in their career.
– There are still opportunities that come in the process of screening talent. Screening allows for a well thought out process of elimination by examining candidate’s backgrounds. Things such as grade point averages rather than just education can be examined when screening. Also, the way in which prospects answer questions can be compared to how other interviewees answered the same questions when asked. This can help employers see an individual’s confidence as well as reaction time when faced with a situation.
– Though on the job training (onboarding) can be helpful, it can also be a large waste of company funds if not conducted in the correct manner. The first challenge that comes with onboarding is developing a new hire plan that stays current with present business trends. As the way we handle our business changes, so must the way we train our employees. What may be valid today can quickly be invalid tomorrow as companies restructure their goals and contract agreements with customers.
– Another challenge that comes with onboarding is developing a plan that is easy to comprehend and covers relevant information. Human Resource departments cannot have an orientation format that is too complex. New hires must be able to quickly grasp the companies’ policies, processes, and culture to keep businesses moving and competitive. They must also be able to see which employee may not be a good fit for the institution due to their inability to perform their assigned tasks. This can only be evident if onboarding expectations are clear and fair.
– Ren Nygren Ph.D. of DDI World states that during the onboarding process, managers acquire coaching skills to ensure new employees transition smoothly and speedily (Nygren, 2015). This is a major benefactor as Human Resource managers continually find ways to evolve their training as well as social interactions while developing acquired talent.
– Nygren goes on further to state that managers also learn to leverage their reports’ strengths and plan for development of their weaknesses (Nygren, 2015). They start to see where they came short of developing past talent and create newer methods to develop current talent. They also use their new methods to catch past new hires up to spend on company initiatives and processes.
Talent acquisition alignment
As stated about onboarding, it is important that training processes stay up to date with the company’s initiative and direction. It would not do the company good to bring in new employees who are instructed on old mannerisms only to be culture shocked when they are finally put on the work floor. Also, it would present a bad perception to new hires who begin working in an organization that is not sure about what is most important concerning introductions, policies, and procedures that are important upfront.
Another big aspect of aligning talent with organization initiatives is because of how it will affect Human Resource departments in the selection process. As HR reps headhunt for talent, they can seek out talent with backgrounds that will help the company reach its goals. They can look for experienced professionals with knowledge of processes they wish to evolve. They can recruit at colleges by strategically recruiting from specific majors.
Lastly, paralleling prospective talent with the company is important as positions need to be filled for people wishing to retire. When an executive retires, HR reps want to be sure to replace him or her with a seasoned veteran who can make decisions with the retiring person’s tact or better. Therefore, they will need to seek out talent from within or without with job experience and education to quickly fill his or her imperative role.
Necessary human resource competencies
Though many HR competencies are vital to acquiring talent, two very important competencies are consultation and global and cultural effectiveness. As consultation’s definition is the ability to provide guidance to organizational stakeholders, companies will need to be humble enough to receive advice from outsiders. They will need people who can help them see the “forest from the trees.” Global and cultural effectiveness will be important in recruiting talent as the world continues to integrate. People from different backgrounds, races, and ethnicities will begin to fulfill roles that their ancestors have yet to serve in.
Connolly, Midori. “Sourcing Success.” Sound & Video Contractor 32.10 (2014): 65. Academic Search Complete. Web. 15 May 2015.
Jibe, Inc. “Jibe 2013 Talent Acquisition Survey Reveals the Biggest Challenges Faced by Recruiter-s.” Business Wire (English) 9: Regional Business News. Web. 15 May 2015.
Nygren Ph.D., Ren. “GO Newsletter.” Exploring Challenges to Strategic Talent Acquisition: Integration within the Selection System. Web. 17 May 2015.