Talent Acquisition Strategies 2010
Candidate Experience and Relationship Management Come of Age
The process of effective talent acquisition has evolved. Organizations realize the need for the right people in order to execute on their strategy, and as a result, competition for talent has skyrocketed. It is no longer enough for companies to simply court active job-seekers as many of the best candidates are gainfully employed and not necessarily “on the market.” To determine the role of and makeup of talent acquisition at top-performing companies, Aberdeen surveyed 380 human resources, recruiting, and line of business executives in the months of July and August 2010. The results were very clear: Among top-performing companies, the method of simply casting a line and waiting for a bite has been replaced by a proactive and strategic process that focuses on candidate experience and relationship management.
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The challenge facing companies in the marketplace can be summed up through a single, albeit very loaded question; how do we address the growing gap in the availability of desired skills, as well as the increasing competition for people with those skills, in order to improve our ability to deliver for our customers and ultimately help the organization meet its growth objectives? More so among the Best-in-Class (as compared to all other companies – the combination of Industry Average and Laggards), the answer lies in their ability to look longer-term for the candidates most likely to succeed within their culture and given job roles, as well as identify, attract, and nurture relationships with those prospects (Figure 2).
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