Ask enterprise recruiters what their biggest talent acquisition challenges are today, and they’re likely to tell you that it’s the same issue they had prior to COVID-19—finding and attracting high-quality candidates. It’s a challenge that will only grow more complicated as the rapid acceleration of digital transformation increases pressure to identify workers with the skills required to support the business.
We’re already seeing the effects of these trends on the talent acquisition and management function, including a shift in the capabilities required of recruiters. According to LinkedIn’s research, “talent pipelining” is among the fastest growing skills for recruiters this year.
All of which points to the need for efficient and effective candidate relationship management software that can support talent pipelining strategies that result in ready-access to top talent that’s qualified, interested and available. Yet, if we take a closer look at the experience most companies have had with their Talent CRM, what we find are a collective failure of these systems to live up to expectations among both recruiters and candidates.
The Problem: Recruiters Are Stretched Too Thin
When Talent CRM technology first came on the market, the prevailing wisdom was that these systems were ideal because they were built for recruiters, not marketers. They reflected the specific needs of talent acquisition and were developed around the concept of talent communities in place of a prospect database. In no time at all, recruiting teams would be up and running with the ability to accommodate talent communities for every potential hiring need, while ongoing candidate communications would allow recruiters to keep these prospects engaged until the right opportunity finally opened up.
Turns out it’s not that simple. Most organizations have struggled to achieve their candidate nurturing and engagement goals, with adoption often cited as the culprit—as few as 2% of companies say they use all of their Talent CRM software functionality. In hindsight, this makes sense because very few organizations have a full-time recruitment marketing specialist on staff to manage their CRM programs. With responsibility falling to busy recruiters who are already trying to do more with less, it’s no surprise that these programs ran into trouble.
The Solution: Automation Delivers Qualified, Interested and Available Candidates
Fortunately, the next generation of CRM recruiting software—led by GR8 People’s offering—recognizes this fundamental gap. In our case, the product team chose to keep the traditional features that worked in place while further leveraging intelligent automation with the inclusion of applying rules to lead journeys. This approach ensures that the system delivers qualified, interested and available talent through an automated talent pool model that eliminates the complexity associated with prior candidate nurturing and engagement efforts. Put more simply, GR8 CRM moves away from talent communities that require daily management to talent pools that benefit from the following features and functionality:
• Primary career interest for leads. Initially, it seemed as if letting candidates join as many "communities" as they wanted offered flexibility for both prospective talent and recruiters. What we found instead was siloed records management that led to overlapping communications and sub-par experiences for all. With the automated talent pool model the technology ensures that—whether the candidate registers directly or is added by a recruiter—an individual is only assigned to a talent pool as a lead based on a primary career area of interest.
While specialty areas and other important candidate characteristics, such as prior military service, can be identified and segmented, the ability to restrict candidates to a primary career interest talent pool allows for a relevant and timely lead journey, as well as a vastly improved candidate experience. And, as always, recruiters can leverage segmentation tools within talent pools to tailor their talent strategies so that they can convert leads to applicants based on open requisitions.
• Automated lead journeys tied to outcomes. Pre-defined, rules-based journeys for talent pool leads (whether they are new to the organization, previously considered or even silver medalists) mean that recruiters no longer have to worry about continually creating outreach campaigns on an ad hoc basis when they actually have a few minutes to spare. Instead, the system works for them through automation that manages ongoing candidate engagement paired with pre-defined rules for the lead journey while built-in questionnaires assess each lead’s qualifications, interest and engagement. The result is an actionable list of people recruiters can tap into immediately to fill future openings fast and with high-quality candidates who have already expressed an interest in the organization.
• Clear visibility into the talent pipeline. Given the cumbersome nature of traditional Talent CRMs, it’s not surprising that recruiters had little insight regarding their talent community members, including those being considered for a current opportunity. This all changes with the introduction of pre-defined automated lead journeys built around assessments. Recruiters can immediately see who is engaged, and therefore interested, along with who is both qualified and ready to make a change. Additionally, the system automatically removes those under consideration for a job opening from the talent pool, giving recruiters much-needed visibility into their talent pipelines at any moment in time and the metrics that demonstrate Talent CRM ROI.
These innovations represent a huge opportunity for recruiting teams, particularly those that lack the time required by traditional approaches to Talent CRM engagement. By eliminating complexity and applying automation, the talent pool model will finally give recruiters what they’ve been looking for—the support they need to fill their jobs quickly and improve candidate quality.