Wednesday, November 19, 2014

Making a Connection: Correlation Between Recruitment Efficiency and Organizational Growth

It’s time to prepare for growth. We’re clearly seeing an uptick in employment. In October 2014, 214,000 jobs were created and unemployment edged down to 5.8%, reported the US Bureau of Labor Statistics,1 while 69% of recruiters expect competition to increase in 2015. 2

“Demand for workers is increasing and we’re seeing HR professionals pivot from talent engagement to talent acquisition,” states Ben Goldberg, President of Aurico Reports, Inc. “Candidate engagement is burgeoning and recruiters want an incredibly positive candidate experience as part of their arsenal, so they don’t potentially risk losing great talent to the competition.”

The talent acquisition function now sits at the nexus of talent management, technology, and organizational success. Recruiters who place the right people in the right roles at the right time have a tremendous impact on overall business performance. HR personnel are looking to revamp their existing recruitment workflows to meet business objectives, because they know there is a direct correlation between recruitment efficiency and organizational expansion.

On the surface, talent acquisition might seem ubiquitous and straightforward. However, it is highly complex and dynamic with multiple types of employees, ever-evolving technology, and a plethora of solutions and services. The merging of recruitment and screening initiatives is at the heart of this transformation for human resource professionals. When these processes are linked, organizations are able to provide stronger candidate engagement, leading to better employee engagement.

To meet this need, HR leaders are thinking more strategically about background screening and their investment in innovative, transformative solutions. They recognize that next generation background screening solutions help their company improve the candidate experience and strengthen the quality of hires. In a study entitled, “High-Impact Talent Acquisition,” Bersin by Deloitte reported that organizations with mature talent acquisition models, meaning companies that invest in their process and make it a strategic focus, are 1.3 times more effective on business outcomes. In addition, these organizations are 160% more likely to achieve high performance from their new hires. 3

In order to attract and keep top talent, it is not surprising that organizations need to provide a positive candidate experience. However, nearly 50% of candidates are not given visibility into their status in the hiring process. 4

“We hear from our clients that strategic talent acquisition encompasses three critical components: form management, task management, and socialization,” says Goldberg. Many employers are focusing their efforts on how they can improve interactions with candidates, including enhancing their communication methods, simplifying the application process, and better leveraging new technologies.

We Recommend These Best Practices:
  • Candidates are able to complete forms quickly and accurately online to move the pre-employment screening process forward
  • Recruiters and hiring managers have real time access to the status of the screen, eliminating the need to reach out to the candidate which can often be stressful for the candidate and time consuming for the HR professional
  • Questions that arise throughout the background screen receive immediate attention and detailed responses from the people who have the answers
  • Domestic and global candidates are able to process their forms and communicate with experts in a language agnostic environment
  • Mobile access is available so communication and updates can happen on the fly.

The repercussions of a poor candidate experience can be extensive and powerful. Not only can organizations lose their best candidates, but they can also damage their company’s brand and even negatively affect the bottom line.

 “Remember that the candidate experience is a life-long relationship with a company’s employment brand; it’s not just about the application process,” says Goldberg. “The background check can induce feelings of uncertainty in even the most prepared candidate.” A background screening provider should be able to address the job applicant experience through technology, personal attention to detail, and responsiveness during every step of the screening process.

1http://www.bls.gov/news.release/empsit.nr0.htm
2https://www.jobvite.com/wp-content/uploads/2014/10/Jobvite_SocialRecruiting_Survey2014.pdf
3http://www.bersin.com/Lib/Rs/ShowDocument.aspx?docid=17928
4http://www.aberdeen.com/

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