Talent Rising; people analytics and technology driving talent acquisition strategy

Published date08 October 2018
DOIhttps://doi.org/10.1108/SHR-08-2018-0071
Pages226-233
Date08 October 2018
AuthorGavin Walford-Wright,William Scott-Jackson
Subject MatterHR & organizational behaviour,Employee behaviour
Talent Rising; people analytics and
technology driving talent
acquisition strategy
Gavin Walford-Wright and William Scott-Jackson
Abstract
Purpose This paper aims to study the opportunitiesthat have been created through technological
advancement in the talent acquisition industry and how this li nks to strategic HR management
(SHRM) and business strategy. It focuses on how an organisation can embrace the world ’s leading
technology and compose a unique technology stack to overcome its chall enges in talent
acquisition.
Design/methodology/approach This paper opted for a blend of qualitative and quantitative data
gathered through interviews,online questionnaires and the literature review of relevant secondarydata.
The justification of the primary research methodology was to gather valid and reliable data to inform
decisionsand address the research question.
Findings The analysis of the datashows a significant improvement in all the key metricsrelated to the
talent acquisition processafter the implementation of ‘‘Talent Rising’’ model. The role of a recruiterand
the talent acquisitionteam has radically changed and has now become an internal strategicpartner with
aligned interest, an advisorto the organisation. There is an increase in the use of new media/technology
to attract candidatesand with the increase in millennial candidates entering theworkforce, social media
will be increasinglyimportant in talent branding and attraction;the digital by default generation is already
here.
Research limitations/implications The ‘‘Talent Rising’’ model has been specifically created and
designed to be used by others: organisations,academics and policy makers. It is a ‘‘plug and play’’ tech
stack model which can be used like an a la carte menu dependent on the actual requirements (and
investmentappetite) for each organisation.
Practical implications This paper includes implications for the creation of a people analytics and
talent technologyframework to reduce cost per hire, reducetime to hire and increase quality of hire.
Originality/value This paper fulfils an identified need to study how people analytics and technology
can drivetalent acquisition strategy.
Keywords Human resource management, Technology, Recruitment, Analytics, Human capital, Talent
Paper type Research paper
Introduction
“Talent Rising: People Analytics and Technology Driving Talent Acquisition Strategy” is a
study of the opportunitiesthat have been created through technological advancement in the
talent acquisition industry and how this links to strategic HR management (SHRM) and
business strategy. It focuses on how an organisation can embrace the world’s leading
technology and compose a unique technology stack to overcome its challenges in talent
acquisition with three core objectives: reduce time to hire (rewiring existing processes to
lean process in the tech), reduce cost per hire (internal capability and technology vs
recruitment agencies) andincrease quality of hire (measured by engagement, retentionand
performance).
Gavin Walford-Wright is a
Doctoral Candidate at
Middlesex University,
London, UK and a Director
of Oxford Strategic
Consulting, Oxford, UK.
Professor William
Scott-Jackson is an
Associate Fellow at Oxford
University, a member of the
Vice Chancellor’s Circle
and Chairman of Oxford
Strategic Consulting,
Oxford, UK.
PAGE 226 jSTRATEGIC HR REVIEW jVOL. 17 NO. 5 2018, pp. 226-233, ©EmeraldPublishing Limited, ISSN 1475-4398 DOI 10.1108/SHR-08-2018-0071

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