In a bid to attract, engage and manage workforces more efficiently and effectively, many organisations are turning to technology. But building, adopting and implementing an agile HR and recruitment ‘tech stack’ can prove complex.

In the first of this two-part series, Nathan Cayless, Product Technology Manager at Hays Talent Solutions, reflected on the current state of the market, exploring the gap between expectation and reality in the implementation of recruitment technology, the progress made during the pandemic and the value that automation is starting to unlock.

Part 2 sees Nathan give his predictions for the next 12 months, offering valuable advice to organisations eager to leverage HR and recruitment technology as a source of competitive advantage in a tight talent market.

Changes on the horizon

In the first blog, I reflected on the sheer pace and volume of change that, although already on the horizon, had been accelerated by the onset of the Coronavirus pandemic, as both teams and technology adapted to accommodate the virtual sourcing, onboarding and management of workers.

Looking ahead to the next 12 months, HR technology will play a key role in shaping the focus and direction of how workers collaborate, are engaged and upskilled.

As we continue to operate across borders and time zones, technology will be vital in enabling connectivity, but also ensuring disconnection from work, as remote and hybrid working continues to blur the lines between our personal and professional lives.

We are already witnessing these developments. The widespread integration of Office 365 apps such as Microsoft Teams and Viva within business offers deeper analysis into activity, reminding employees to book out ‘focus time’ or create a ‘Virtual Commute’.

These tools have provided the basis for a significant shift over recent years from a culture of work being completed in isolation - as team members tackled individual tasks and then shared progress with colleagues via email - to a culture of collaboration, driven by document sharing, virtual whiteboards and mind-mapping.

Technology will continue to encourage companies to consider how they communicate with people in their organisation, how success is recognised and how individuals are trained and retrained to meet demand.

HR and recruitment technology will play a key role in bringing together these different elements, facilitating microlearning and creating a clear line of two-way communication through organisations. I’m eager to see how this focus on wellbeing and development will unfold over the next year.

Delving into diversity

Research indicates that technology can help tackle concerns or barriers linked to diversity and inclusion, such as unconscious bias. However, the data from our LinkedIn survey indicates that just 41% of organisations use some form of technology to support ED&I.

I think there are several factors that are preventing businesses from leveraging technology to help them reach important ED&I milestones.

The first challenge lies in the collection of accurate data. Disclosure of applicant and worker ED&I data is optional, placing increased importance on the messaging surrounding any requests for data, which should include how the data will be held, used and the benefit of providing it. There are also considerations to be made around the quality of questions posed to applicants and employees and at which process points these are asked, to ensure that ‘temperature checks’ can be taken at multiple points in the recruitment workflow.

The sensitivity of ED&I-related information adds further complexity. Even if accurate data is available, this information must be interpreted and translated to offer actionable insights. This can be a complex process, which requires input from relevant ED&I champions and other stakeholders in the organisation, to ensure that data driven decisions are reviewed and agreed upon.

Forward-thinking organisations will currently be reviewing their processes in a bid to capture better data to drive forward ED&I initiatives. This does, of course, demand a degree of trial and error, requiring regular assessment of the various touchpoints across the recruitment, onboarding and management cycle to optimise the information on offer.

Battling for Talent

HR and recruitment technology will play a vital role in supporting organisations as they compete for talent in an increasingly candidate-driven market.

With a recent PWC survey indicating that 49% of candidates would turn down a job offer due to a poor recruiting experience, technology is crucial to maintaining engagement. But to thrive in the new world of work, organisations must not only consider how they communicate with successful applicants, but also those that narrowly miss out on the opportunity. Technology, for example, can be deployed to relay personalised feedback, with bespoke videos from hiring managers surging in popularity.

When operating in today’s tight talent market, those organisations who strive to build and maintain connections will benefit from a greater pool of skills and experience from which to source their next employee.

Beyond their in-house ‘tech stack’, organisations must also consider how they interact with third-party technology in a bid to win top talent. The growing popularity of social media platforms such as Instagram and Tik Tok, for example, cannot be ignored. These channels have changed the way in which younger generations communicate, forcing companies to consider if their corporate-centric branding is still fit for purpose.

Preparing for the new world of work

It is safe to assume that most organisations of a certain size will be using some form of HR and/or recruitment technology to support the sourcing, selection and management of candidates.

Therefore, to simply have a suitable technology ‘stack’ in place offers no real form of advantage.

Instead, the competitive edge lies in how and where this technology is deployed.

Prior to implementation, I’d advise businesses to dive deep into their recruitment processes, undertaking market research, examining existing data sets, attraction channels and their Employer Value Proposition (EVP).

Having mapped out these aspects, organisations should consider where issues frequently occur or if an evident USP exists and consider how technology can support in solving a problem – or maximising an advantage.

To sustain this competitive edge, organisations must acknowledge and account for the ongoing resource required to avoid HR and recruitment technology stagnating. A rigorous framework for implementation and adoption will support this, with regular performance analysis to ensure that technology is fit for purpose not just for today, but also in the months and years ahead.

Some final thoughts

The pace of change is relentless. In order to meet demand, drive forward ED&I initiatives and secure top talent, organisations must deploy a range of HR and recruitment technologies to their advantage.

Partnering with a dedicated workforce solutions provider can help organisations to shape a ‘North Star’ vision that is more efficient, reduces risk and drives value – allowing the business to achieve more.

For more information, contact a member of the Hays Talent Solutions team today.

AUTHOR

Nathan Cayless
Technology Product Manager, Hays Talent Solutions
Nathan is a technology focused Product Manager, experienced in MSP, RPO and SAAS technology implementation as well as solution design/configuration.

Being with the business for 10 years, spanning operational and project management roles, as a PRINCE2 practitioner, Nathan has a depth of experience in recruitment technology and change management.

Other content we thought you'd be interested in

• Creating a competitive advantage from your recruitment technology: part 1
• How will bots help you build your future-focused workforce?
• How will you harness the Human Cloud?