The phrase talent acquisition gets thrown around a lot in the staffing and recruiting industry. What we’ve found though, is not everyone is on the same page when it comes to defining what it actually means. Human resources claims to manage talent acquisition, however, it does not fully recognize that recruiting is only one piece of the talent acquisition puzzle.
In recent years, human capital management, or Human Resource has undergone a bit of an identity crisis. Historically created to monitor people and performance, HR has evolved into everything from a manager of human capital, to an overseer of talent acquisition, and at times, a strategic business partner. Organizations that rely on HR to recruit talent into the organization, have the option to hire recruiting specialists over HR generalists.
The balancing act between HR and recruiting is as unique to the organization, as its need for talent. Sometimes, HR is pulled in the direction of people management, and at other times, the tide shifts towards filling open positions. Over the past few years, numerous publications and stories have covered the fact that HR is expected to do more with much less. With signs increasingly pointing to an economic recovery, some enterprise-level organizations will be forced to re-evaluate how to best utilize its HR department as it stands today.
How to Measure HR's Impact on Talent Acquisition
I've read a few articles that detail the difference between talent acquisition versus recruiting. In reality, for some, talent acquisition is simply a more progressive way to refer to just-plain-old recruiting. Simply changing a title or the department name, doesn't do anything to improve the actual methodology.
If I were to define the talent acquisition process, it would go something like this:
"Talent acquisition defines a cycle of a related set of processes related to attracting, sourcing, recruiting, and hiring (or placing) employees within an organization. Talent acquisition incorporates elements of employment branding, outreach, networking, and relationship building with potential candidate communities to continually build and enhance the talent pool for an organization."
When the organization adopts the philosophy of talent acquisition, not just filling open positions, it understands the series of actions necessary to secure quality talent. Taking this a step further, organizations must recognize how the identified processes and functions are all interconnected; not only within the talent acquisition team, but departmentally.
Put Your Talent Acquisition Strategy to the Test
If you are struggling to determine whether your organization has a true talent acquisition strategy, review the discussion points below, and consider where you fall on the scale. Note, these points are part of our complete White Paper on Evaluating Your Access to Talent.
|Room for Improvement||
On the Right Track
Our candidate pipeline is plentiful
|The majority of job openings reflect open positions||
The majority of job openings reflect the core skills/positions
|We've been recruiting the same way since I started||
We continously measure, assess and edit our recruiting process
|Our application process works just fine.||
|There aren't many metrics in place to support HR's impact on new hire performance||
Those involved in talent acquisition management should take a holistic look at the process as it exists today. Whether you agree that talent acquisition is a new concept or just recycled, having a solid talent acquisition strategy, no matter what you call it, is critical to getting the right talent into your organization.
This blog was written by Matt Rivera. Matt serves as Vice President, Marketing and Communications and is responsible for overseeing all aspects of Yoh’s marketing and brand communications. Matt holds a degree in Journalism/Public Relations and has been working in the staffing industry for more than 25 years. Prior to this role, Matt held many different roles from branch recruiting and proposal writing to technology management and online marketing.