Talent Management | Bridging Gaps between Recruiters and Job Seekers Is Critical to Successful Talent Acquisition

ADP Research Institute®

Bridging Gaps between Recruiters and Job Seekers Is Critical to Successful Talent Acquisition

This insight is from: "The Recruitment Quotient: Raising Your Talent IQ"



It’s no secret that talent management has a significant influence on business success. Of all of the components of talent management, acquisition, sourcing, and tracking have the highest impact at 70%.1 As the talent landscape continues to shift, organizations wishing to stay ahead of the competition need to keep pace with candidates’ rising expectations for the frequency, pace, and transparency of communications during the hiring process. Recent studies by the ADP Research Institute®, a specialized group within ADP®, show a disconnect between recruiters and job seekers when it comes to the tools they use to find each other and what a quality talent acquisition experience looks like. The research findings shed light on steps employers can take to attract, engage and hire top talent for continued competitive success.

Candidate Expectations for the Recruitment Experience Are On the Rise

Job seekers want prompt, frequent and transparent communications from hiring companies about their status in the application process. As job seekers’ expectations rise, many employers overestimate how well their current processes meet these growing demands. In fact, 44% of recruiters feel their current process of tracking applicants “works” well,” but only 16% of job seekers feel the same.2 Given this disconnect, companies looking to differentiate themselves from other hiring companies may want to consider creating a more communicative recruitment experience as well as putting in place processes that allow for quick action once a valid candidate is identified.

Building a Strong Employment Brand Helps to Attract Top Talent

In today’s consumer-driven society, a strong employment brand is critical to finding the top talent companies need to stay competitive. Strong employment brands reduce cost-per hire by a factor of two and reduce turnover by 28 percent.3 But creating a powerful employment brand involves more than applying a logo and tagline. The brand is built — or can be lost — in the communications and activities inherent in the recruiting process. Therefore, each branding opportunity should be carefully considered and brand messaging should align to the desired talent. By implementing integrated, high-touch communication strategies recruiters can help candidates understand their companies’ opportunities, culture and differentiators prior to engagement. In addition, optimizing employment brands for a more social and mobile-enabled job seeker can further drive talent acquisition success.

Talent Communities are an Essential Strategic Investment for Recruiters

When it comes to successful talent acquisition, connecting a talent community to social media efforts casts a wider net and enables better connections. By developing talent communities for candidates with targeted skill sets — even before a job opens up — recruiters can tailor communication strategies and programs to attract preferred talent. Online communities also enable recruiters to share company updates and information on openings with a ready-made talent pool, thereby nurturing relationships with prospects until a match can be made. Furthermore, a well-managed talent community can enhance a company’s employment brand while helping to generate a strong pipeline of job candidates.

1 What is Your Best Source of Hire, Aberdeen Group, May 2013.
2 Job Candidate Trends, ADP Research Institute, September 2013.
3 What’s the Value of Your Employment Brand, LinkedIn, December 2011.

*A complete list of sources and citations can be found in the full report.

About This Report: This report reflects information garnered from two separate ADP Research Institute studies: The 2013 Recruiting Trends study and the 2013 Job Candidate Trends study.

The 2013 Job Recruiting Trends study was conducted in August 2013 among 506 recruiters in companies with 1,000 or more employees. The study universe included representative sample of all categories of U.S. enterprises with 1,000 or more employees. A statistically projectable sample of respondents was interviewed, split between three groups by size: enterprises with 1,000 to 2,499; 2,500 to 9,999; and 10,000+ total U.S. employees. The resulting data achieved statistical reliability at the 95% confidence level both overall and in each of the size groups. Respondents had to evaluate, recommend, or make final purchase decisions for new processes and technologies related to talent recruitment strategies.

The 2013 Job Candidate Trends study was conducted in September 2013 among 2,561 job seekers ages 19 to 65. Respondents were active (seeking new employment or looking to change employers) or passive (would consider pursuing a job opportunity with a new employer if contacted) job seekers. The statistically projectable sample of respondents interviewed was split between type of job seeker, type of current employee (salaried vs. hourly) and age. The resulting data achieved statistical reliability at the 95% confidence level both overall and by each group.

Keywords: HR Management, Talent Management

Business Types: Research for Midsized Organizations, Research for Large Organizations

Roles: Research for Human Resources Professionals

The Recruitment Quotient: Raising Your Talent IQ

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