Businesses across America, of all shapes and sizes, are eager to extract more productivity from the workforce with better talent management – but the truth is that without bringing in the right talent in the first place, all their efforts will be for naught. That’s why it’s vital that companies increase their focus on recruiting and recruitment services.
By winning the “war for talent” and attracting the best possible employees into the fold, companies can get ahead. But how can they do it? They face many challenges – perhaps most importantly, they need to get everyone on the same page. They need to make sure their recruiting people are aligned with their talent management people.
That’s a challenging proposition, and it’s one that I recently discussed in depth in a webinar last week. Myself and Tony Campisi, senior manager of HR for centralized staffing, discussed the state of the recruiting game today and the ways that companies can make tangible improvements.
The State of Recruiting
Even though integrated talent management solutions have been part of the landscape for 10 years now, there is still less integration than there ideally should be. Recruiting and talent management remain disjointed. Many HR leaders are shopping for their talent modules for short-term, “quick fix” reasons and not based on comprehensive, integrated long-term plans.
This leads to a variety of problems – perhaps most notably, trouble with sharing data from different systems among HR professionals. The information that does change hands within talent management circles tends to be unreliable, inconsistent, out of date and incomplete. HR departments must work together to mend these issues.
Improving the candidate experience
With better communication and more robust HR technology, recruiters can achieve their ultimate goal, which is to improve the candidate experience.
Doing so can help compel more people – and better people – to apply to a given employer, but it’s a twofold challenge. It requires a better recruiting process for both external candidates and internal ones, and the two groups may have different preferences.
The external candidate values brand communication, since they’re entering a new workplace, plus ease of use and timely responses.
Internal candidates are already familiar with their employers’ brand, so they have different needs – including fairness and visibility with internal postings, and clear communication in house.
The power of a single application
For many, many reasons, the smartest way to go about managing HR is to use one integrated solution for the entire process. Recruiting can fall under the same umbrella as many other aspects – including payroll, benefits, career pathing, performance metrics and succession planning, and successful candidates have to slip smoothly into systems that manage all aspects of HR.
Doing so makes it easier than ever for companies to share information about their employees internally – and, when necessary, they can make it accessible via social media as well. With a single seamless solution, information flows freely, which is advantageous for everyone.
It’s often said, “a candidate is an employee waiting to happen.” With a single HR application with no data movement, it’s easier to manage the candidate pipeline and the employees both.
About the Author: As Vice President, Product Management, Dayforce, Rob Rose oversees the product portfolio strategy, in addition to the product message and go-to-market process. With his extensive experience, Rob is recognized for his expertise in product management, product marketing, and product design.
Before he joined Ceridian in October 2013, Rob spent five years working at IBM, with his most recent position having been Chief Designer, Business Analytics . His previous position was as their Director, Office of Strategy – Business Intelligence and Performance Management. Before his time at IBM, Rob worked at Cognos for sixteen years; his last position there was as Chief Strategy Officer.
Rob is also an accomplished author, writing “Smooth Sailing on Rough Seas: 8 Principles of High-performance Business” in 2002, as well as numerous other articles about business performance management and technology trends. In his spare time, Rob serves the Ottawa technology community by having been an active member on various boards throughout the years.