TALENT RESOURCING
TURNING THE TAPS ON GLOBAL TALENT PIPELINES
T
he shift to agile ways of working demands greater responsiveness from everyone, including
organisational support functions, like HR, talent resourcing and recruitment. Being able to quickly access pools of skilled people is a critical element of companies’ commercial advantage, be they in business services, technology or resource extraction. Yet from mining
to hospitality,
healthcare to high-tech, demographic shifts are combining with other disruptive trends and forcing us to rethink skills and talent, both for now and the future.
Recruitment in times of transition While the extent varies from sector to sector, region to region and country to country, the search for people with the right skills is getting harder. In the UK, the latest CIPD Labour Market Outlook puts the net employment balance – the number of employers looking to recruit as opposed to lay off – at close to an historic high at +22%. Among employers with vacancies, 70% report that at least some of are proving hard-to-fill, higher than summer (66%) and spring (61%) 2018. Automation of basic tasks and roles
is helping soften the impact of aging populations on labour markets. Nevertheless, filling these new highly skilled and new technical posts brought about by automation, AI and data architecture and management, are presenting a growing challenge to innovation and insight-hungry employers. Speaking directly to this conundrum,
a fascinating case study at the CIPD’s annual conference in Manchester from Katrina Hutchinson-O’Neill, an award- winning talent resourcing and recruitment specialist, co-chair of leading recruiters’ interest group RL100 and now group head
of talent and resourcing at Stepstone, shows it is possible to change the narrative around talent scarcity by taking a purposeful and data-intensive approach.
Consigning unfilled vacancies to the past? “For me, the greatest myth that has ever been popularised is that finding people is difficult,” says Ms Hutchinson-O’Neill. Given this has been the overriding skills story for close to two decades, it is a bold claim. Yet the increasing array of automated identification,
talent assessment and
selection, information and relationship management tools – as well as recruiters and in-house expertise properly trained in using them – could be changing the rules of recruitment. Importantly from the prospective recruits’ perspective, such developments are within GDPR safeguards. Companies are now able to leverage data
and build better personal relationships with candidates, improving the odds around more effectively identifying, attracting and employing people – in volume and individually – into emerging and in-demand roles. Explaining
her viewpoint, Ms
Hutchinson-O’Neill demonstrated how easy it is today to find out information about people – and plenty of it. “The story we have got here is that a
hiring manager came up to the recruiter and said I want to fill this role and I have met this one guy and he is the kind of guy I’m looking for. I met him at a conference and I don’t know much about him. But I’ve got a picture of him.” A Google image search by the recruiter
matched the picture with a LinkedIn profile via Twitter, and from there a personal
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10 | Relocate | January 2019
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