How to future-proof your talent acquisition team
Despite economic uncertainty, the demand for skilled talent is still outpacing supply.
Hiring might be slowing down, but it's not getting any easier. And 53% of hiring professionals predict that their recruiting budgets will decrease of stay flat in the coming year.
How can talent acquisition teams navigate todays' complex hiring challenges, while simultaneously preparing themselves for what's next?
In this UNLEASH webinar, get a sneak peek into exclusive research from UNLEASH and AMS on talent acquisition, with AMS Managing Director of Client Services North America Chip Holmes. You’ll also get a tangible how-to guide from the case study of global pharmaceutical giant Bristol Meyers Squibb on how to implement positive change for your business.
Webinar Highlights:
The Current Talent Landscape: ‘We don’t know what we don’t know.’ Bristol Meyers Squibb Senior Director of Talent Acquisition Melissa Aufmann notes. She shares how her team took a critical lens to what building better talent pools actually means for their desired business outcomes. “Sometimes there are critical skills gaps that need to be identified before you develop your strategy.”
Skills-Based Hiring: “We have roles today that didn’t exist two years ago…We need to adapt.” Says AMS MD of Client Services NA Chip Holmes. Holmes and Aufmann share how you can be agile from a skills perspective.
Buy, build or borrow: Aufmann shares Bristol Meyer Squibb’s internal mobility goals, and the skills taxonomy. Hear questions from the live audience such as: “How do you deal with hiring managers who are hoarding talent, and see internal mobility as a loss to their team?
Technology should be an enabler: What are the technology pitfalls to avoid to have success in talent acquisition for your business?
Yale is a school, it’s not a skill…
Chip Holmes reflects on the growing global shift from recruiting from a CV-based approach to a skills-based approach.
As the Managing Director of Client Services of a global talent sourcing and enablement firm, his advice to HR Practitioners is to lean into this shift sooner rather than later.
“Skills should be top of mind ahead of experience or education.
“We’re moving away from set roles and responsibilities and we’re creating roles that never existed with the advancement of technology.”
“We have roles today that didn’t exist two years ago. And in two years, it’s going to be a completely different landscape.”
This is backed up by UNLEASH and AMS research into the top hiring priorities of companies around the world, which you’ll see in this webinar.
So, what can HR Leaders do now to help them be agile for their future?
“I think it’s important that we are hiring more against what the actual skills of a person are and what their adjacent skills are,” says Holmes.
“We need to look in different places for new talent pools. As well that, we also need to have a stronger focus on internal mobility.
“Then I would even suggest this: I have some partners I’m working with who have gone to individuals who have left the business. But now they’re perfect.”
He added: “The days of a job post-and-pray approach are long gone.”
Watch the webinar above to hear Holmes expand on what approach could work for your business, as both speakers dive into the intricacies of different verticals and business types.
Technology should be an enabler
Aufmann also shares a note of caution when it comes to reconsidering your tech stack to help you implement your skills and talent strategy.
“Technology should be an enabler,” she says.
“Make a decision based on that mindset. It truly is very important that your recruiter knows that they’re still managing the talent, and the hiring manager. Make your recruiter a talent advisor that is still accountable.”
Holmes shares the value of being candid within an organization:
“I will make this recommendation – if you have a tech stack, before you go and buy more tech, do a diagnostic of what you already have…There may be an issue with utilization or integration.”
He adds: “We don’t want to get rid of a recruiter or talent advisor – but focus them on what technology can’t do. Technology can identify candidates, and screen, and communicate through chatbots – but then free up the recruiter to do work such as reconstructing the job description to consider DE&I…and make that move from jobs to skills.”
Register for free to watch the webinar to hear the practicalities of Holmes’ advice on attraction strategies and the importance of having senior leadership ‘champions’; and Aufmann’s in-depth case study of her business as a best practice approach on talent acquisition.