LinkedIn: Staying ahead in the search for top talent

In this article we will explore some of the steps you should take right now to not just stay ahead competition, but to identify and retain the most valuable talent.

The most desirable talent is hard to track down, but you’re not alone in seeking to attract them to work for you.

In a recent survey by Corporate Research Forum, among heads of resourcing and talent acquisition only 23% said they carried out more planned than reactive external recruitment. A further 30% said they achieved a balance between the two, but 45% were almost wholly involved in reactive recruitment. It is obvious that far too many companies are starting off on the back foot.

There is still a lot of work to be done to evolve the ‘traditional’ recruiting approach and mindset. Rather than placing hiring at the core of business growth, far too many companies are searching for talent only when a vacancy opens. With this being the reality, how can this mindset be evolved, and priorities aligned with long-term business objectives?

According to the research with 9,000 recruiters across 39 countries, we believe there are three key global trends influencing the way in which recruitment will be carried out in future. These are all moving recruitment from being a transactional process to a more intuitive, human led process based around relationships.

…So what are these three trends?

1. New interview tools and techniques

74% of interviewers are still using ‘structured interviews’, even though 63% feel these are a poor way to assess soft skills, and 42% feel they are open to bias on the part of the interviewer.

With still a traditional approach to interviewing being the normal, we must expect the same types of answers from candidates.

Instead, 56% feel that new techniques will start to have an impact on how we interview, and 18 per cent have already adopted new approached. These include techniques that assess soft skills (59% find these useful), job ‘auditions’ to assess how well a candidate fits a role (54% adoption) and the move away from formal office environments towards ‘casual settings’ for interviews (53%).

The trend of the structured interview is set to continue, but more and more recruiters and hiring managers are exploring new techniques.

2. Diversity

There is lots of evidence to support the theory that more diverse workforces are seen to outperform a non-diverse one. In our research, 62% of companies focus on diversity because it improves their business performance. Interestingly, 78% feel it improves the company culture, while 53% have already adopted diversity as a key part of the way they hire (and retain) new employees.

New and innovative interview techniques and the reduction of bias from candidate selection will supplement this process. This is not something that can be achieved over night. Implementing a more diverse and belonging mindset as a company, will set the tone moving forward.

3. Data and AI

As we’ve seen, the human element in hiring is still vital, but increasingly AI and the tools which drive AI, such as data, are playing a more and more significant role. Indeed, our research suggests 79% say they are more likely to use it in the next two years.

This intersection between data and insights with the experience and instinct of the recruiter is where the significant competitive advantage exists. Its impact on such areas as talent strategy will become significant. It will be about creating a pipeline of future talent. Rather than trying to draw the right people to you, data will enable your business to get itself in front of the best people just at the right time.

In the search for the very best talent you’re no longer merely searching in a small pool of candidates in your own business sector; the playing field is now global, meaning that same talent is a target for businesses in locations right across the planet. To stay ahead you need to identify and engage with those people – including people you may never had considered before, but who have the skills to bring significant value to your company. All you need to know is where to look. With 23% who plan their recruitment with an eye to the future business needs of their organisation, it’s certainly the right time to put these tips into practice.

So just how do you start to put this in into practice? What are the essential tools for the modern recruiter?