This question in the headline has been posed to me several times. For context, we are driving a transformation of the way we do talent acquisition. In a nutshell, we want to focus on meaningful candidate engagement vs. a transactional approach to hiring.Through meaningful engagement, hiring managers get better quality talent, and candidates are more likely to advocate for us.
Job seekers are people. People get distracted. So, you have to ask yourself: “Are my recruitment marketing materials attracting and engaging job seekers”? To answer this question, understand the job seekers’ environment when searching for and applying to jobs.
If you’re reading this article right now, I’m guessing you’re the type of person who likes to consume anything you can get your hands on about TA. Anything from articles, blog posts, social media posts, videos, podcasts, reddit, conferences, and whatever other new channel gets thrown at us (TikTok, anyone?). And you do all of this to help learn and grow. I’ll even take it one step further and surmise that you are on top of not just the best-in-class TA strategies but that you are also intimately familiar with all the newest technologies in TA from AI to automation to CRMs to Tengai.
Intel has been on a journey to rethink talent acquisition for the last two years. We started from a fundamental premise that the way talent acquisition in large enterprises like ours was operating was fundamentally flawed. It was not meeting the needs of:
Many search for jobs because they seek more buying power, so why not offer qualified applicants a product discount to meet that interest? Yes, when you’re struggling to acquire talent in these low-unemployment times, application incentives can be a key motivator and differentiator. And for recruiting leaders who are trying to be more strategic, this approach has the added advantage of increasing the business impact of the recruiting function by bringing in more customers. If you are worried about increased costs, well-designed product/service discount application incentive will likely, over time, bring in enough sales revenue to more than offset any initial costs from the discount.
Hands down, I have an excellent recruiting team, a team that is on the verge of crossing from excellent to the best in the business. We understand crossing from excellent to the very best in the business comes down to micro-movements, resolutions, and refinements. As a team, our common goal is simple: to be better tomorrow than we are today.
In most workplaces. It’s still one size fits all in policies, processes, and tools. We no longer live in a data-poor world, but we continue to use technologies that have been designed for one. The notion that people are interchangeable resources was true perhaps for a world that lacked the data to prove otherwise.
The power of communication is a fantastic thing. Reflect upon a recent conversation with someone that went great. The one whereas you walked away you felt like you had a clear image or purpose from what was discussed. The chances are that person was a great communicator. Maybe they told a great story or painted a crystal clear picture. There’s a variety of ways to be a great communicator.
A long time ago, in a conference room far, far away, I was asked by an HR executive if the ATS I was implementing would eliminate the need for recruiters. At the time, the idea that recruiters would be replaced by technology seemed more fantasy than reality. Now, as AI becomes more pervasive, it’s beginning to seem more like a question of “when,” not “if” it will happen. Vendors of recruiting technology are building AI into products that do everything from sourcing to evaluating video interviews. The trend will only accelerate in coming years as AI technologies advance, leading inevitably to the question: is it time for recruiters to end?