Drastic changes are happening across industries and one of the first functions affected is Human Resources. With new competency requirements come talent acquisition challenges.How should HR respond?
“Job postings are increasingly made in digital channels, with the focus in print shifting towards employer branding,” shares Oikotie Työpaikat’s Director, Joonas Pihlajamaa, “In addition to job boards, new channels for reaching passive job seekers have emerged, including display advertising and social media.”
For this reason, “A multichannel recruiting strategy is now needed, balancing tactical recruitment and strategic employer image activities.”
As digital channels produce more rich data from user interactions, there’s more possibility for targeting and analysis, but it requires higher organizational maturity, “With potential for intelligent targeting and richer selection of channels, a company has the opportunity to execute effective and highly branded communication towards potential employees. Conversely, with ineffective targeting or inadequately executed hiring funnel, it is also possible to reach the wrong audience and create a poor application process for the potential employee.”
Artificial intelligence will offer companies the following significant opportunities:
But even without AI, analyzing data created from recruitment process will offer insights and opportunities to improve applicant experience.
For hiring companies, these can translate to significantly improved employer image and candidate satisfaction. And from the applicant’s perspective, digital process offer the following:
Digitalization’s promises should be motivation enough for organizations to fully digitalize, plus they really don’t have much of a choice if they want to survive in the new environment. So, what’s holding a lot of companies back? Pihlajamaa cites three possible reasons:
As the pace of change in digital recruitment has increased, there’s more emphasis on learning and adaptability. There’s also a requirement for HR organizations to increase their IT knowledge as digital talent management tools produce more data. If they don’t, all those data will go to waste.
So, what kind of leadership does digital HR need? Pihlajamaa identified four characteristics:
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