April 2, 2020

Teach Managers to Recruit Top Candidates with Talent Acquisition Training

Teach Managers to Recruit Top Candidates with Talent Acquisition Training featured image

How do you enhance managers’ recruiting and talent acquisition skills?

Candidates wait for a job interview.

How do you improve your company’s talent pipeline?

The talent pipeline your company builds is critical to its success in many areas. Employees are the heart and soul of the business; so becoming more adept at discovering and hiring talented newcomers is a high-priority activity for departmental leaders. While it’s tempting to think recruitment is innate — something people are simply good or bad at — it is actually a proficiency that can be honed and improved.
The “soft skills” that go into recruitment and talent acquisition — with a heavy focus on clear and open communication — are trainable with the right employee education approaches and materials. By investing in training for your company’s departmental leaders and human resources personnel, you can create an influx of compelling new talent, ensuring the future of your organization. Recruitment is therefore one of the more impactful training areas to focus on.
Especially when the job market favors candidates, with many organizations competing for the services of the most talented and dedicated applicants, talent acquisition is a skill worth cultivating among your leadership personnel. There’s value in focusing on what improvement in this area would look like in practice.

What Recruiting Excellence Looks Like

Being great at recruiting and acquisition means threading a needle between technological excellence and old-fashioned warmth. Duke Clinical Research Institute’s Chief Human Resource Officer Nicole Hedrick told The Society for Human Resource Management how companies should make sure they retain face-to-face connections with potential new employees. This could mean holding on-site career fairs to take advantage of the in-person connections between hiring managers and candidates.
When augmenting classic employment tactics with tech tools, your company should make sure it is focusing on the solutions most likely to provide results. The systems that power online job applications, for instance, have come a long way in recent years. When companies fail to use the latest and greatest versions of online forms — and SHRM pointed out that far too many organizations do indeed use clunky, non-intuitive systems — they are creating a barrier between their hiring process and applicants.
Creating mobile web content is another modern way to win candidates’ attention and trust. When your company’s department leaders and HR personnel make sure job seekers can learn about the business, open positions and other relevant facts through mobile searches, they are serving a large and growing audience of content consumers. TAtech.org’s Peter Weddle told SHRM more than half of job seekers only use mobile devices to search, never touching a PC keyboard.

Two managers interview a job candidate.What does hiring excellence consist of?

What Today’s Job Candidates Respond To

High-quality recruiting doesn’t just blend personal appeal with tech innovations. Such an approach is also strategic in nature, built around objectives and goals rather than being scattershot in its aims. HR Exchange Network editor Mason Stevenson specified that HR professionals today should be building their recruitment drives around the needs and wants of modern job candidates, maintaining long-term efforts that will set the tone for the way these organizations relate to their prospects and position themselves in the market.
One of the top goals of such an overarching strategy should be to establish the brand identity of the company in the talent marketplace. When people know what kind of organization they are joining by reputation, and when a business’s positive practices and work environment become clearly associated with the company’s name, hiring will become easier. Making such an identity stick isn’t the sole role of the leaders doing the recruitment and talent development. Workplace leaders at all levels are responsible for making daily life at the business appealing. It’s then up to recruitment leaders to turn the day-to-day reality into a selling point.
People have a great deal of choice about the types of professional situations they enter — at least, individuals with in-demand skills that could take positions with a variety of top-quality employers have this freedom. Simply increasing a salary offer or throwing more vacation days into a benefits package may not sway these candidates. Demonstrating to them that they would be working in a dynamic and appealing environment can be far more persuasive.

What Training Courses Can Teach Workplace Leaders About Talent Acquisition

Today’s in-depth video-based courses can cover all areas of essential topics such as better recruitment. For instance, managers may learn how to evaluate candidates on newly in-demand metrics such as cultural alignment with an organization’s culture and values. Maximizing the fit between company and applicant from multiple angles, burnishing the appeal of the business while also focusing only on top prospects, can transform a recruitment program’s effectiveness and therefore its value.
Companies that find themselves dealing with poor talent acquisition practices, either taking too long to find employees or bringing in candidates who are wrong for their new positions and quickly leave, will have trouble deriving positive value from this revolving door of prospects. By training your management and HR personnel in the best practices of hiring, you can sidestep such a scenario, seeing full value from your recruitment pipeline.

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