Evolution In Talent Acquisition – How To Be A Preferred Recruiter?

The expanding capabilities of talent acquisition technology platforms have facilitated the reduction of the gap between customer experience and candidate experience.


India has recently attracted foreign investments, global capability centers (GCCs) and IT hubs. As a result, the volume of hiring increased exponentially and the interaction between different work cultures has brought about significant changes in the work sphere. Job descriptions have changed and technology has become a core aspect of every field. Additionally, technology has accelerated digitization in hiring and paved way for various online modes of job applications and interviews. As a result, a generation of tech-savvy candidates, seeking a culture of the workplace by screening how invited, rewarded, and utilized they are made to feel by the recruiters.

A major setback for candidates is usually the lack of feedback and lengthy processes, often resulting in them not knowing whether their application is even considered in the hiring process. These problems imply a lack of information and communication to manage expectations. The big dilemma in hiring at scale has been to strike the right chord between mass commoditization and personalization. 87% of candidates say that a positive interview experience would change their minds about a company or role that they had previously doubted as per the SHL & Two Heads Consulting Proprietary Research.

Some organizations have successfully addressed this issue by maintaining the consistency of machine-led interventions with human-led activities along with establishing strong process diligence around it. The expanding capabilities of talent acquisition technology platforms have facilitated the reduction of the gap between customer experience and candidate experience. This enables employers to take lessons and apply them to their candidate experience strategies.

The shift here is towards experiences where the candidate can lean in to learn about themselves, their career options, and their fit to a specific role. Feedback is equally critical, and the level provided should reflect the amount of time and effort the candidate puts into the assessment process. This creates something of value for the candidate, and it’s important to all applicants whether they are offered a job or not.

Technology is now moving the recruitment experience towards asynchronous tasks including assessments, self-scheduling, video interviews, or realistic job previews, improving the experience for everyone. A mix of synchronous and asynchronous tasks makes the recruitment experience better for the candidate, by giving them a level of control of the process, and also makes the recruitment process quicker and improves both the recruiter and hiring manager’s experience at the same time. Job applications are highly personal to candidates. They each have their own hopes and expectations; they apply as individuals and expect an experience that acknowledges their specific application and their strengths. Automating the feedback process means that all applicants can expect a personal response to their personal application.

A study has found that 92% of consumers trust user-generated content more than they trust traditional advertising. Candidates are starting to look beyond overly produced employer brand videos; they want the real picture. Authenticity is crucial, and genuine content from hiring managers and existing employees (even without perfect lighting and resolution) is likely to yield better results in the future.

A great candidate experience is made up of many micro-experiences, so the talent acquisition teams can use the technology they already have to start slowly experimenting as they begin to find the right blend

of personalization, feedback, authenticity, value, and empowerment that will drive a truly exceptional experience that candidates will share and recommend.

Change is inevitable and the talent acquisition industry is no exception. But if we were, to sum up, it could be said that it is set to evolve from human resources to talent recruiters to people and culture drivers.

(The above penned article has been penned down by Sushant Dwivedy - Managing Director – SHL (India and Philippines) especially for BW People publication)

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