Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

New Rules of Talent Acquisition & Diversity 2017

0 views

Published on

The rules governing Talent Acquisition and Diversity have changed with the digital age. Learn how your organization stacks up with this SlideShare synopsis of Deloitte's 2017 Human Capital Trends Report.

Published in: Recruiting & HR
  • Hello! Get Your Professional Job-Winning Resume Here - Check our website! https://vk.cc/818RFv
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here

New Rules of Talent Acquisition & Diversity 2017

  1. 1. DELOITTE HUMAN CAPITAL TRENDS TALENT ACQUISITION & DIVERSITY 2 0 1 7 R E P O R T
  2. 2. THE STATE OF TALENT ACQUISITION The way organizations source, recruit, and onboard talent is changing. The ATS is no longer enough, and in many cases doesn’t effectively integrate with the huge variety of talent acquisition solutions now available. 83% of executives say Talent Acquisition is “important” or “very important”. The Four Pillars of Digital Age Focus on Employment Brand Leveraging New Technology Focus on Skills over Credentials Sourcing from the Gig Economy 1 2 3 4 Talent Acquisition
  3. 3. EMPLOYMENT BRAND Employment brand has evolved into a complete strategy that encompasses the candidate experience, the workforce experience, and even the organization’s value proposition. P a r t s o f E m p l o y m e n t B r a n d High levels of engagement and strong career opportunities are the cornerstones of the workforce experience. Sites like Glassdoor make it easy for potential candidates to screen out employers based on employee perception within the company. In many cases, the candidate experience is the first interaction an applicant has with an organization’s brand. If that experience is poor, it can negatively impact public perception through any number of social channels. Employees want to feel like they are a part of something bigger than themselves, and this carries over into the employer brand. Organizations that put their best foot forward and use ethical business practices improve their employer brand. Candidate Experience Workforce Experience Value Proposition
  4. 4. NEW TECHNOLOGY There are hundreds of single solution vendors offering TA tech. These three innovations promise to improve efficiency and build the employer’s brand. THREE INNOVATIONS TO IMPROVE EMPLOYER’S BRAND Prioritizes recruiting workflow, conducts workforce planning, and assesses quality of hire. Predictive Analytics Creates a more compelling candidate experience, while AI and video interviews identify promising candidates, saving money and reducing time to hire. Video Creates a more compelling candidate experience, while AI and video interviews identify promising candidates, saving money and reducing time to hire. Gamification
  5. 5. FOCUS ON SKILLS Employers are shifting their focus from credentials to skills. 71% of executives said they were weak at using games to attract and assess potential candidates. Job simulation software like games, simulations, and video improve hiring by giving candidates virtual tasks they would do on the job. Veterans have many of the skills employers need, without the credentials. Simulations and other tech help identify them. Job providers that help rejected candidates improve their skills with feedback and learning portals mitigate damage to their employment brand.
  6. 6. SOURCING IS CHANGING W h e r e o r g a n i z a t i o n s g e t t a l e n t T h e G i g E c o n o m y 51% 42% 40% use professional networking sites (LinkedIn, etc). use internal candidates, promoting upward mobility. use employee referrals as a top sourcing channel. 53% of global business leaders rate their ability to leverage gig and talent economy resources as “weak”. Organizations are partnering with temporary labor marketplace companies to fill staffing gaps.
  7. 7. DIVERSITY HIRING: THERE’S A REALITY GAP Diversity is now a CEO-level issue. In the digital age, inclusion is viewed as a mandatory part of corporate culture, and the public increasingly scrutinizes organizations who do not take efforts to become more diverse. 69% 12% 38% 6% of executives rate diversity and inclusion as an important issue. of organizations have a mature level of inclusivity. of executives report the primary sponsor of the organization’s diversity efforts is the CEO. of organizations tie compensation to diversity outcomes.
  8. 8. WHY INVEST IN DIVERSITY? The benefits of investing in diversity are numerous. Companies with inclusive talent practices generate 30% more revenue per employee. The public is turning its attention to equality and fairness in hiring and payment practices. As “global entities,” diversity of gender, race, religion, and culture is a business reality. It’s the right thing to do.
  9. 9. TACKLING DIVERSITY C o m b a t u n c o n s c i o u s b i a s i n t h e r e c r u i t m e n t p r o c e s s “Blind” resumes to remove gender and race bias Skills-based hiring processes Training interviewers on inclusive and culturally sensitive interviewing practices Measure diversity and provide transparency Implement inclusion-focused training across departments Encourage managers to integrate diverse viewpoints CONSIDER USING THEN
  10. 10. FINAL THOUGHTS The change of focus from credentials to skills and renewed attempts to tackle diversity are not mutually exclusive endeavors - in fact, both enable each other. They also mandate a better method of evaluating candidates. A resume just isn’t enough. HireVue’s video intelligence platform gives greater insight into candidates’ skills, improving quality and speed of hire - all while boosting your employment brand with an experience candidates love. Contact HireVue for a demo today

×