Sneak Peek: The State of Talent Acquisition 2017

shutterstock_494790322Brandon Hall Group’s 2017 State of Talent Acquisition Study* is a big-picture look at talent acquisition from sourcing through onboarding. We ask organizations to indicate the criticality of their practices within each area of talent acquisition, and how effectively they implement those practices.

Overall, organizations tend to be critical of their own practices. I think part of that tendency is due to their continuous effort to improve organizational performance.  However, some of the importance and effectiveness gaps were significant. For instance, for sourcing (which includes recruiting), almost three-quarters (73%) of organizations feel their recruitment marketing strategy is important or critical to their business. And yet, only 38% consider their recruitment marketing strategy to be effective or very effective.

There are several possible reasons that are probably driving this lack of effectiveness. First, 63% of organizations don’t even have an effective talent acquisition strategy, and one-quarter of the organizations are acting in a reactionary manner when it comes to sourcing. If the organization doesn’t have an overarching talent acquisition strategy that is aligned with the organization’s goals, and is acting in a reactionary manner, it is pretty difficult to have an effective recruitment marketing strategy. Simply put, your talent acquisition, recruitment, and organizational goals should be in alignment. If one of those pieces is missing, it will hinder the effectiveness of your strategies.

Second, as I pointed out in one of my previous blogs on Brandon Hall Group’s Recruitment Marketing Survey, only about half of the organizations (47%) surveyed have the skills internal to their HR and recruiter team to perform recruitment marketing. Training may be needed to help improve competencies in that area.

Third, in terms of recruitment marketing technology, many organizations do not have the solutions needed to effectively manage their recruitment marketing. For instance, about 53% have a candidate relationship management (CRM) solution. CRMs automate many of the time-consuming recruitment practices, like talent pipeline building, running email and social campaigns, job posting distribution, and so forth. In order to have an effective recruitment marketing strategy, you need to include technology solutions to efficiently implement those strategies. Applicant tracking systems are just the start.

As I said, this survey covers the full spectrum of talent acquisition practices. So be on the lookout for more blogs and research reports about how we can improve talent acquisition practices.

–Daria Friedman, Principal Analyst, Talent Acquisition, Brandon Hall Group

*Preliminary results. Data may change.

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Mike Cooke

Chief Executive Officer of Brandon Hall Group Mike Cooke Prior to joining Brandon Hall Group, Mike Cooke was the Chief Executive Officer and co-founder of AC Growth. Mike held leadership and executive positions for the majority of his career, at which he was responsible for steering sales and marketing teams to drive results and profitability. His background includes more than 15 years of experience in sales, marketing, management, and operations in the research, consulting, software and technology industries. Mike has extensive experience in sales, marketing and management having worked for several early high-growth emerging businesses and has implemented technology systems to support various critical sales, finance, marketing and client service functions. He is especially skilled in organizing the sales and service strategy to fully support a company’s growth strategy. The concept of growth was an absolute to Mike and a motivator in starting AC Growth, in order to help organizations achieve research driven results. Most recently, Mike was the VP and General Manager of Field Operations at Bersin & Associates, a global analyst and consulting services firm focused on all areas of enterprise learning, talent management and talent acquisition. Tasked with leading the company’s global expansion, Mike led all sales operations worldwide. During Mike’s tenure, the company has grown into a multi-national firm, conducting business in over 45 countries with over 4,500 multi-national organizations. Mike started his career at MicroVideo Learning Systems in 1992, eventually holding a senior management position and leading all corporate sales before founding Dynamic Minds. Mike was CEO and Co-Founder of Dynamic Minds, a custom developer of software programs, working with clients like Goldman Sachs, Prentice Hall, McGraw Hill and Merrill Lynch. Also, Mike worked for Oddcast, a leading provider of customer experience and marketing solutions, where he held a senior management position leading the company into new markets across various industries. Mike also serves on the Advisory Board for Carbon Solutions America, an independent sustainability consulting and carbon management firm that specializes in the design and implementation of greenhouse reduction and sustainability plans as well as managing the generation of carbon and renewal energy and energy efficiency credits. Mike attended University of Phoenix, studying Business Administration and Finance. He has also completed executive training at the Chicago Graduate School of Business in Chicago, IL.