The war for talent acquisition framework continues. Companies are still grappling to gain a foothold in hiring right talent within a short cycle time, amidst internal and external organizational turbulence. Why? What are those factors causing the hindrance?
Traditional hiring process is time consuming – skills and capabilities required for open requisitions are not whittled down to essentials, candidate application forms are not user-friendly, turnaround time between interview and offer roll out is huge, lack of timely collaboration across Talent Acquisition dyads (hiring managers and recruiters), and lack of timely feedback to candidates. Any or all of these factors negatively impact hiring efficiency, employer brand and talent experience.
Agile methodology is one of the major trends, now being applied to TA process. Prioritization, execution of work in short time-boxed cycles called ‘sprints’, collaboration between cross-functional teams, reviews and retrospectives at the end of each sprint are some of the agile practices that are integrated with the TA cycle.
Implementing agility reduces cycle time, reduces costs, experiences positive talent with a major emphasis on creating opportunities for talent engagement during the talent acquisition cycle, and helps strengthen the employer brand Is found.
Agile talent acquisition espouses cross-collaboration, continuous feedback culture and open communication, thus creating value for employer and candidates.
The traditional process cannot be made agile by thinking only through these. The talent acquisition team needs to develop an agile mindset, follow some key principles, behave, and take the following actions:
Agile promotes agile acquisition profiling when lean agile concepts are integrated into the talent acquisition process.
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