According to research from McKinsey, 50 percent of work activities are automatable using currently available technology—including a lot of tasks we talent acquisition professionals perform.
On first read, this might sound a lot like the "robots are coming for your job" rhetoric that is all too common today, but the reality is more aspirational. We can finally say goodbye to the countless hours we spend scheduling interviews, sorting resumes and working on many of the other rote mundane tasks that have monopolized our time for too long.
The rise of automation in our role has come at a critical moment. The unemployment rate is one pf the lowest it has been in the last decade (4.0 percent), meaning as talent acquisition professionals, we have to be more strategic in our approach to sourcing, recruiting and enticing talent if we want to stand a chance of filling one of the nearly 6.6 million open positions in the U.S. alone (that doesn't even include the rest of the globe!).
With some extra time in our days...hopefully, we have the rare opportunity to rethink and rewrite what we do, how we do it and focus on the most critical aspects of our work that fills positions with top tier talent. Looking in my talent acquisition crystal ball I see three ways our roles will evolve to not only increase our impact across the entire organization (by filling roles faster, retaining talent longer, matching candidates to open positions and enhancing candidate experiences), but also ensuring we fulfill our role as strategic leaders.
1) Get to Know Your Data
Our jobs are changing thanks to technology, and so is the traditional resume—all for the better. The resume of the future will make all kinds of candidate data available to recruiters. Instead of a one-page resume filled with past job titles, recruiters will have a whole aggregated Dropbox-like digital portfolio of each candidate's technical abilities, certifications, accomplishments, skills, social profiles and personality assessments. But what good will that do if we don't know how to draw insights from the data about whether or not a candidate is a good fit for our organizations? Or what role they will be most successful in? It will be our job, to utilize A.I. to look at historical hires and use algorithms to figure out which qualities (soft skills, hard skills, credentials, certifications, performance) determine success in a role and which candidates have matching skills and experiences.
This will be even more important in the future because candidates won't apply for a specific job. Rather, recruiters will be responsible for matching candidates of the gig economy to roles, projects, internships and apprenticeships they are the best fit for within the organization. As effective recruiters and strategists this includes forecasting which jobs are likely to open, based on historical data, growth and company goals, throughout the year at your organization and proactively building relationships and pipelining talent for those future roles.
2) Create Your Own Talent Pipeline
Candidates today don't have the skills they need for the future. A recent McKinsey report found that around 14 percent of the global workforce will have to reskill as digitization, automation and advances in artificial intelligence (AI) disrupt the world of work. Not to mention, according to Manpower Group's 2016-2017 U.S. Talent Shortage Survey, 46 percent of employers have difficulty filling jobs. How are we supposed to find qualified talent if they don't exist?
Enter: collaboration with training and development. We will have to work strategically with our organization's training and development team to create our own talent pipeline rather than waiting for the right talent to find us. Candidates might not come equipped with all the skills they need to be successful at a job, but it doesn't mean they won't have the potential to learn them. Talent acquisition will be responsible for identifying which critical skills promising candidates are missing using data from their resume. We will then work with the learning and development team to create customized training plans that ensure candidates get up to speed either before they are hired or right after they start. Developing a sophisticated upskilling training program and funneling the right candidates into it in a timely fashion will help ease talent shortages due to the skills gap.
3) Create Online Communities to Build a Talent Reserve
Recruiters are so busy right now they typically only have time to pursue candidates that fit roles they are actively working to fill. On average, each open corporate position receives 250 job applicants. But as technology and automation become more sophisticated we will be able to move from reactive to proactive recruiting. This means instead of starting outreach when it's mission critical, we will be able to expand our ability to build relationships with candidates for predicted future open positions. With our focus over the past years on recruitment marketing we have become experts at connecting with people on Facebook, LinkedIn,Twitter and Instagram who display shared interests or relevant experiences. Instead of immediately marketing job opportunities, the focus will shift to building up relationships over time. By maintaining a community of engaged potential candidates on social media and within our community network, you will have a talent pool to tap into when the need arises and be able to fill positions faster.
As automation and new technology take over many of the tasks that used to be considered a necessary part of the talent acquisition role, we have the rare opportunity to decide for ourselves how we want to evolve and revolutionize our roles. By finding new and meaningful ways to use data, upskill talent and build communities we set ourselves and our organizations up for success in a challenging talent market.
This is by no means an exhaustive list. What aspects of talent acquisition would you would change if automation saved you a few hours each day? Together we can figure out how to make our work more thoughtful, strategic and impactful.
Want to keep learning? Explore our products, customer stories, and the latest industry insights.
Introducing an exclusive partnership with WaitWhat's Masters of Scale for an entirely new learning experience
You asked for popular podcast modalities and we delivered through a partnership with WaitWhat’s Masters of Scale. Check out lessons about building teams, developing products and scaling companies from the world's top leaders, now available in multiple Cornerstone Content Anytime subscriptions.
Alexander Mann Solutions wins Cornerstone OnDemands sponsored categories at the TIARA 2020 Talent Solutions Awards
Here at Cornerstone, we absolutely love to hear inspiring stories and share them far and wide, especially when they are about talent management! We were recently headline sponsors of the TIARA 2020 Talent Solutions Awards. These annual awards, hosted by TALiNT International, celebrate excellence across the RPO, MSP and Talent Solutions marketplace, and recognise the wonderful ways companies are demonstrating exemplary growth, innovation and leadership. For 2020, it was the usual great awards with a bit of a difference. As we know, everything has now moved online – even this year’s Convergence! But this didn’t seem to impact the TIARA Talent Solution Awards at all. Despite not being able to celebrate face-to-face, the event was filled with laughter, engagement, and most of all, lots of fun! This year, we also supported the Best Use of Technology Award as well as the Overall Winner. The winner – triumphing in both categories – could not be more deserving, and so we duly wanted to pass on our huge congratulations to Alexander Mann Solutions! Alexander Mann was awarded the Cornerstone OnDemand Best Use of Technology Award for their brilliant ‘Find Your Fit’ technology solution. The platform offers users personal preferences and assisted future growth through interactive videos, personalised one-to-one calls, and a dedicated platform to match skills with current roles within the organisation. The solution had 1,200 employees enrolling within just six months of implementation and is continuing to improve every day. Find Your Fit helps employees to understand how their organisation functions better, including the areas that are growing the most rapidly. In turn, this helps employees to develop the skills they need in order to take advantage of these developments to enhance not only their personal career progression, but overall business performance. After all, businesses don’t innovate, people do! The judges commended this entry for “the clear way in which an innovative technology solution clearly delivered in results”. The judges also applauded Alexander Mann for demonstrating customer care by really listening to client’s individual challenges and using inventive technology solutions to help design a custom built solution that helps to support the overall internal career options and pathways available to each organisation. The award was accepted virtually by Stephen Gordon, Recruitment Tech Lead at Talent Collective/AMS. In addition to being awarded Best Use of Technology, Alexander Mann was also recognised as this year’s overall winner of the Talent Solutions Awards. Chair of Judges, Jim Richardson highlighted that “the overall winner is based on the organisation that consistently demonstrates excellence and innovation across all of its activities”. Both Peoplescout and Guidant Global were highly commended by the judges for their brilliant work, but ultimately, Alexander Mann took home the award for demonstrating consistently high standards across all areas. Jim Richardson added that although Alexander Mann has the resources to support many initiatives, it has still managed to deliver consistently on large scale and complex global projects. This is a phenomenally impressive achievement that all of us at Cornerstone also wish to say a huge congratulations for! The other winners and nominees from this year’s TIARA Talent Solutions Awards have highlighted more excellent work and brilliant stories across the recruiting sector and HR community. For the full list of winners, check out the TALiNT International’s September/October 2020 edition here.
Blog: Why HR need to lead the agile change journey
It's been going on for a while now - the shift towards more agile and flexible companies that quickly can adapt to the fast-changing times of today. Organisations that are unable to make this move are gradually losing competitiveness and finding it more difficult to prove themselves against smaller and faster players. Those who recognise the need and are able to create new conditions for the business, in the form of new structures, will survive and flourish in tomorrow's economic reality. Agile HR can be viewed from two different angles; How HR should work together within the HR team and what / how HR should deliver value to the business for which they exist. All HR processes that are part of Talent and People Management will be different when you start working agile, and each of the processes have their specific tools and working methods. Here we will look at HR from a more general perspective, to get an overall understanding of how the HR role, and the corresponding deliverables, change in a company that wants to increase its business agility. The goal is to focus on creating better workplaces through the development of teams and individuals, throughout the whole organisation. Small and medium-sized companies are easier to change, as they have less hierarchical structures, and often a more decentralised business, where everyone has an ability to make the decisions that need to be made, locally rather than centrally. The larger and more complex a company is, the more systems, processes, and structures there are that cannot be easily and quickly changed. Although it is possible to change a department in the organisation, some issues might remain that forces the department back into the central structures. This happens because it is not possible to isolate a specific part of the business. You can compare it to an attempt to change a rubber ball. It changes when it is being squeezed, but when you let go, it quickly returns to its old shape. However, there is one functional department in most large organisations that can influence all the other parts at once – HR. In many large companies, HR controls; ● Leadership programs and development ● Change management ● Organisational development ● Employee engagement ● Employee training and skills development ● Rewards and bonuses ● Recruitment ● Goal setting and performance reviews ● Long term mix of employees All these processes or areas flow through the entire organisation. These are the structures that can support, or prevent, a more radical change towards a more agile company. It all depends on HOW we work with processes and programs. They can be developed in a way that, paradoxically, prevents performance and commitment. Or they can optimise performance and employee satisfaction. HR struggles with criticisms, it is accused of being some kind of "organisational police", which hinders performance and commitment by implementing Talent management processes in a way that was intended to increase the same. This needs to change. HR has been in the back seat for too long and now it is time to take responsibility for a change in how to support the organisation. Because it is about people, and relationships between people, this is the key to how the company performs as a whole. It is the system that fundamentally needs to change, not the people. We do not need to do more things or implement complicated frameworks and methods. Instead, we need to understand how we can make it easier for people to make their best contribution to the company, by providing supportive structures, instead of hindering structures. It is through more experiments and by trying different working methods, that one can find the best path for each organisation, and each team/individual. Here, the agile principles and the agile mindset serve as a guide. Agile tools and frameworks work sometimes, but not always. The only way to continually improve is through constant learning, which also means that we sometimes fail. Companies that learn faster than others, and turn that knowledge into new ways of working for employees, but also new products and services for external customers, gain a competitive advantage and will be the winner of the future. HR has the power and the ability to design the structures that aim to either support or make it harder for employees to contribute in creative and innovative ways. If HR sticks to the old, traditional ways of working, the consequence will be rigid and non-agile organisations that use inefficient systems and processes. HR can either hinder or support the change, so HR must show the way. By providing opportunities for alternative and more agile working methods, and by focusing on value creation and value flows for the internal and by extension also external customers, HR can lead companies through changes that no other department is capable of. The next blog chapter will dive into HR's changing role.