Employers Need to Refine Talent Acquisition Strategies to Meet 2022 Hiring Goals

There are three ways to do this: refine the selection, assessment and interview process; restore the talent analysis framework; and use candidate information instead of resume or social profile data.

More than two in five (41%) companies in the North American region* are increasing hiring numbers in 2022, and nearly seven in 10 (65%) companies have high-volume needs, according to Talview and Aptitude Research. Talent measurement for data-driven hiring decisions report. However, a quarter (25%) of candidates drop out during the interview process, which is only halfway through a talent acquisition process that includes application, selection, interview, evaluation and offer.

Thus, the report’s analysts revealed that one in four companies will not meet their hiring targets this year.

What are employers doing wrong?

It should be noted that candidates who drop out at the interview stage are only part of the story, as some candidates did not complete the job application stage (22%) or the pre-selection stage (24%). The same could be said for those who reached the employment assessment stage (18%) and the job offer stage (9%). These are statistics that analysts say employers need to be aware of as it indicates that they place too much emphasis on attraction (employer branding, recruitment marketing and sourcing) to achieve their talent acquisition goals more quickly.

For context, respondents to the study – who are in talent acquisition roles and at the HR director level and above – shared that they are put to “find more candidates” (40%) and “finding candidates faster” (44%) as the top few talent acquisition priorities. As such, the analysts explained that it is crucial for companies “to balance speed with quality in a world where candidate needs come first”, and not to use “speed and quantity ” as the only motto for hiring success.

“By focusing on the early stages of talent acquisition, companies often falter later in the hiring process (screening, interviewing and assessment). A negative hiring process can be devastating to employer brand , candidate experience and quality of hire,” the analysts added.

Beyond that, analysts believe it’s also because for most companies, its recruiting function is “not set up for success.” This could be the result of organizations and employers “feeling pressure to act quickly and being able to make decisions based on instinct (which can be inherently biased)”, or “not relying on data and information” to make their hiring decisions, whether due to the lack of quality data available or the lack of accessibility to the data available.

“When hiring talent, companies have relied on the same processes and strategies they implemented before the pandemic. The result is that hiring is inconsistent, biases are embedded in the process and quality is affected,” the analysts added. Therefore, it is high time, analysts urged, that companies “take a hard look at what is not working in the hiring process”.

How can employers improve?

The first, analysts say, is for employers to refine their screening, assessment and interview process.

For example, during the selection process, employers must move away from an outdated method of selecting candidates only “for certain positions” and adopt a modern method of selecting candidates “for every position”. Another is to stop asking applicants to “wait for a response if they can move forward” – also an old-fashioned method of selection – and immediately send invitations for assessment or send forms of communication through automation.

With respect to the assessment process, employers can review:

  • Use different assessments at different stages of the hiring process and for different roles based on organizational needs, instead of a “one size fits all” approach.
  • Carrying pre-hire assessments into the interview process to help guide training and interview questions, instead of a “one and done” “disposable” test results approach.

When it comes to the interview process, which analysts have called a “core part of any talent acquisition process and often the deciding factor in hiring a candidate,” employers can consider s move away from multiple individual interviews and take advantage of digital interview platforms where multiple interviewers can participate. This is something employers need to consider, as according to the report, more than half (52%) of companies have an interview process that lasts four to six weeks.

The second is for employers to re-establish their talent analytics framework – in terms of goals, metrics, insights and actions.

Goals, for example, employers can assess what hiring goals are and how they align with the business. When it comes to metrics, employers can consider factors such as interview time, diverse number of hires, quality of hire, candidate experience, time to hire, and rates. candidates’ response – and see how it can correspond to these objectives. With this in mind, employers can then work on ideas and actions that use the available information “to make decisions and
ask questions to inform actions.” For example, are the evaluation or screening questions biased or inconsistent? Is the interview schedule working well?

The third is for employers to go beyond candidate CV or social profile data when hiring. “This information is not necessarily an indicator of performance or quality of hire. By relying solely on the CV to make hiring decisions, companies can erode candidate confidence and trust in the hiring process. hiring,” analysts said.

Employers must also consider “candidate insights” which delve into the behavioral and performance qualities of candidates. It would give companies a full 360-degree view of the candidate “beyond what’s included on a resume or profile”, and those that do will see “improvements in the quality of hiring and onboarding”. decision”.

*While the information only included responses from the North American region, HRO extracted content specifically applicable to Asia-based HR decision makers.

Read also: Data literacy in the workplace: future jobs and wage increases


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