Optimising talent management with digital services

Richard Shea provides some advice on how firms can enhance their digital offering and gain real benefits

As technology continues to rapidly develop the modern workplace, we are seeing how technology and digital services are playing a crucial part in all aspects of the employee lifecycle, whilst also serving wider business objectives. External platforms, including online talent communities and gamification techniques to attract new talent and internal strategies, such as career development portals and internal mobility platforms to engage existing employees, are integral to any business and can be implemented and maintained effectively with the strategic use of technology.

Recent findings from Fujitsu’s Digital Inside Out report, however, have highlighted that many UK businesses are failing to provide employees with the necessary infrastructure of technology services they need to execute their jobs to the best of their ability. With 67 per cent of employees stating they would like their organisation to invest more in technology services/applications in the next two years, digital must be a key area of focus. Talent is often referred to as the lifeblood of any business and employers must take the relevant steps to increase employee satisfaction across the board. Here is some advice on how business can enhance their digital offering and gain real benefits.

  1. Get flexible with mobile

Mobile technologies have significantly impacted talent management. Flexible working is now supported thanks to developments in technology such as Bring Your Own Device (BYOD) and the cloud, allowing employees increased autonomy on when and where they work. Such developments can be particularly appealing to those with family commitments or long commutes and is therefore a tools for keeping staff engaged, facilitating them to work in a way that is best for them whilst still benefiting the business.

Additionally, almost 50 percent of job seekers globally now search and apply for jobs using a mobile device1. However, despite this popularity many organisations are failing to have a mobile-ready careers site and are consequently missing out on reaching a number of potential candidates. Putting mobile technologies first will ensure businesses are expanding their outreach to a larger talent pool whilst enhancing their candidate experience through increased functionality and ease of access.

  1. Internal mobility for career progression

Our research has shown that a clear path for career growth is one of the top criteria for candidates when selecting an employer.2 Technology solutions can be likened to an internal talent community, offering a managed platform with activities and content to engage employees and help them identify and focus on their next career move within the business. Through such platforms, employees can explore and compare job profiles and also register their interest in specific opportunities. A recruiter portal enables the resourcing team to search the database and contact employees about possible opportunities and track their success.

  1. Attract new talent

Millennials are renowned for being extremely tech-savvy having grown up in a digital-first world and this significantly impacts the way in which these individuals are targeted and assessed. Innovation and creativity should be present throughout all of an organisation’s interactions with these graduates. They will be attracted to companies who use innovative methods in the initial stages of the recruitment process, but also those that show innovative thinking is engrained into the brand culture as a whole. Millennials are keen users of mobile technology, making mobile optimised career sites with tailored content a necessity. Moreover, establishing online professional and social communities which communicate the culture, values and personality of the company with real-time interaction from the brand, will enable graduates to truly connect and engage with the company.

  1. Efficient  assessment

When it comes to screening and assessing applicants there needs to be a balance between the efficiency of the assessments and the quality of contact businesses have with prospective candidates. Using innovative methods such as video interviewing or automated scheduling tools for arranging interviews can be highly efficient and engaging experiences, with the latter giving candidates some ownership of the process. Moreover, streamlining the process using mobile and tablet optimised technology will make the process more engaging for candidates who may be submitting multiple applications. Additionally recruitment techniques such as gamification are increasingly becoming important for a more dynamic candidate experience and also for candidates to quickly filter themselves in or out of the recruitment process.

  1. Identify best-fit candidates

Technology can be a useful asset in determining which candidates are a best-fit for the company. Psychometric testing can help identify the qualities, attributes and motivations that meet the businesses criteria. Learning agility in particular is an attribute in high demand, with today’s working environment seeking entrepreneurial and disruptive thinkers. Once a pool of top candidates have been selected, the HR department can focus on the next stages of assessment such as role play, presentations and business case studies, which allow candidates to be evaluated in greater depth in a face-to-face environment.

With 73 per cent of employees seeing digital as vital to the future success of their organisation, the message is clear: embrace technology or risk being left behind. By welcoming digital services companies can not only improve employees working practices but also strengthen wider talent strategies to attract, engage, retain and develop the talent that gives their organisations the competitive edge.

  1. http://press.indeed.com/press/mobolt/
  2. https://www.futurestep.com/press/futurestep-survey-finds-compensation-one-least-important-factors-recruiting-millennial-talent/


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