Data as a game changer Talent data
Reinventing Recruitment
The answer to better graduate recruitment is not more data. The solution lies in eliciting meaningful talent insights from data to help business leaders clarify their strategic investment choices. With the right insight, organisations can optimise the graduate recruiting function, improve the effectiveness of their programmes and drive corporate performance, according to Jody Goldsworthy, Director of Talent Solutions and Tom Handcock, Practice Leader, Recruitment at member-based advisory company CEB.
competition to cut through the noise and reach the right talent. At the same time, they are facing more complex hiring contexts that require different skill sets and analytic approaches, at a time when recruiting this valuable talent segment is so important to future business success.
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To respond to these realities, recruiters need to build talent pipelines and provide strategic consultation to hiring managers. What’s more, business leaders globally say they are in need of talent insight to help them set and execute more informed decisions.
Talent
Talent data is the critical connector between people planning, investment decisions and business outcomes. Despite graduate recruiters having access to an unparalleled amount of data, few use it effectively, but the best companies are adopting a more intelligent, data-driven approach across their graduate programmes. By surfacing and communicating meaningful patterns and trends to influence business decisions, recruiters are able to take on a more strategic talent advisor role and improve the effectiveness of hiring processes.
data is the critical connector between people planning,
investment decisions and business outcomes.
CEB has identified three areas where recruiters should focus their data and analytic efforts to gain greater return on investment from their next graduate
recruitment cycle:
raduate recruiters today report a flood of unqualified applicants, making fierce
Bring greater precision to people selection Objective assessments provide businesses with a more accurate way of determining whether a graduate has the broader range of skills, behaviours and competencies required to be successful in a job.
The data captured via assessments can also be used to pinpoint the skills and experience that need to be developed throughout a candidate’s career, and predict whether graduate hires are likely to be strong performers in the future. Recruiters and leaders can use these insights to look at whether new hires will be engaged employees, stay with the organisation, and have the talents to be effective in more senior roles.
Use talent insights to fast-track new hires On-boarding is an on-going process, integrated into the attraction, selection, induction, performance and initial development stages of the employee lifecycle. Data captured from the selection process should be used to identify whether a graduate has the potential to succeed in more senior roles with greater responsibilities. This insight pinpoints the skills and experience that need to be developed throughout the individual’s career, which should then inform a customised on-boarding programme.
Optimise EVP with talent intelligence A company’s Employment Value Proposition (EVP) is the rewards and benefits that employees receive in return for their performance at the workplace. Most firms assume that graduates are only lured by salary and
material rewards. However, our research shows that they are actually motivated by opportunities to develop, grow, and demonstrate their strengths and progress in the company.
Understanding what motivates graduates, using data captured during the hiring stages is critical to engaging them over the long-term. Setting candidates’ expectations on the values and culture they’ll experience in the organisation before they apply for a role is critical. Recruiters should use talent insights to make their EVP tangible to attract the talent they want, influence graduates’ decision to work for the business, and manage the premium paid for top talent.
These insights can also be used to maximise talent sources. They can inform investment in on-campus recruiting, on and offline advertising, social media spend as well operations across geographies.
High-impact talent advisors bring the voice of talent strategy to hiring decisions. They challenge hiring managers rather than just satisfying their requests, and use deep labour market expertise and talent insights to influence hiring decisions, build targeted pipelines, and convey the business logic of recruiting recommendations. Rethinking the use of data in recruiting yields substantial time, cost, and quality improvements. Harnessing talent intelligence in this way will not only drive stronger workforce engagement but also help companies build a more effective brand as the graduate employer of choice. n
www.agr.org.uk | Graduate Recruiter 15
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