How Do We Integrate Our Talent-Acquisition Practices?

Talent acquisition, perhaps more than any other aspect of HR technology, has the most vendors due to the relatively low cost of developing an applicant tracking system (ATS), compared to a learning management system (LMS), for example. This saturated market has some negative implications for organizations seeking TA technology, as many systems are very likely to come from different vendors and on platforms that do not consistently or accurately move data between them and do not autoupdate or act as a seamless whole.

Having systems talk to each other means more than just keeping records straight; it also is a necessary component for maintaining a strategic talent-acquisition program. Without true integration, communication through each step in the process becomes difficult or impossible. The administrative challenges in porting records, data and process steps can lead to a slower and less efficient process — and a less-than-ideal candidate experience. Brandon Hall Group research indicates that inability to integrate is one of the biggest barriers to satisfaction with TA technology.

What are the Biggest Barriers to Satisfaction with Your Organization’s Talent-Acquisition Technology?

The results of a faulty talent-acquisition system go beyond satisfaction or even time-to-hire. The ability to attract and retain talent is necessary for any organization that hopes to compete in its market. The old saying that “people are our most important asset” is because organizations that succeed do so by employing the best people. Having systems that are accurate, efficient and designed for strategic success ensures that the best people are identified, internally and externally, and that those people accept the employment offers because the organization delivers a world-class experience during the candidate phase.

For an organization to improve its approach to talent acquisition, it must first decide what its specific business needs are. Key questions TA-focused organizations should address include:

  • How do you describe the level of your talent-acquisition technology integration, from recruitment marketing to onboarding?
  • What does your organization see as the business value of talent-acquisition technology, and canyou prove the ROI of systems integration?
  • What level of resources, in terms of time and money, are available for TA integration at your organization and how will that affect your TA efforts?
  • How will you measure the relevant outcomes of the TA integration and what systems should you prioritize?
  • What level of support can you expect from internal resources (IT) and external resources (vendors)?

Talent-acquisition technology is usually more effective if it is integrated but that determination should be made based upon your organization’s culture and goals.

As with any major change-management process, a plan should be created that outlines the strategy, goals and implementation of TA technology integration. That business plan should have:

It is important to understand the benefits of talent-acquisition technology integration and how it is needed to move the business forward. Start by creating a list of concrete, must-have requirements. If it becomes required to replace an existing system, go through a deliberate and exacting discovery process.

At the same time, the ability to integrate alone is not enough to warrant a switch. There must be substantive, identifiable business needs so you can decide which TA integration is truly best for your organization. Prioritization and collaboration are key.

Brandon Hall Group Strategy Briefs answer the critical questions learning, talent, HR and business leaders must address to manage their human capital. To tackle these critical questions in more detail, we built tools, frameworks, research summaries and business builders based on up-to-date research and case studies for you to implement best and next Human Capital Management (HCM) practices. To gain access to these valuable resources, contact [email protected]

Leading minds in HCM choose Brandon Hall Group to help them build future-proof employee-development plans for the new era. For more than 27 years, we have empowered, recognized and certified excellence in organizations around the world, influencing the development of over 10,000,000 associates and executives.

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