| | March 2021MANAGEHRMAGAZINE.COM8The PastBack in 2006, the buzzwords in human resources transformation were Business Process Outsourcing (BPO), Human Resources Outsourcing (HRO), and Recruitment Process Outsourcing (RPO). Large deals were signed between consulting firms and companies that wanted to streamline their HR and recruiting functions. HR transformation then encompassed creating standardization and time-bound efficiencies. Offshore recruitment teams came on board, standard processes followed, and documented scopes of work rolled-out. Recruitment metrics and operational excellence were topics that kept me up at night. We were constantly chasing internal `success measures'. Terminology like `Service Level Agreements', changing RAG (Red, Amber, Green), and constantly deep-diving internal issues through root cause analysis of poor quality or time-lapses. These efforts back in the day laid a strong foundation for the talent acquisition (TA) landscape. However, is it enough for today's acquisition world?The PresentToday in the era of Recruitment 5.0, we are in a time when customization and personalization are the keys. The talent acquisition function today is much more than an application hub for interested candidates. It is an eco-system. Candidates do not want to be another statistic in your time-to-hire but want to have a meaningful conversation with companies that provide a purpose. They want a career with meaningful experiences, not a job. These uncertain times call for different ways to attract and recruit top talent. A company's purpose and the way it drives value in its communities are attractive qualities to potential candidates. Hence, talent acquisition requires an eco-system--one that piques the curiosity of a candidate, convinces them to apply for a role, and finally conducts effective onboarding that sets them up for success. I believe that a candidate's journey starts when they look up a company and hunts for more information. This is the attraction phase where teams share as much information as they can in a frequency that has `always on branding.' The plan is to share a company's culture and purpose, employee stories, dynamic office environment, contribution to society, innovations, and so on. Be authentic and focus on the mission: share relevant information for potential candidates to make an informed decision about you. It will give you the opportunity to tell `our story', as I call it.Once potential candidates click on your post or accept an in-mail invitation, we move to the phase of engaging and nurturing possible `connections'. In this phase, it is important to keep these connections updated on your company movements, and involvements or potential opportunities through short updates, job adverts, and simple blog posts from employees or leaders. All posts should be relevant and timely. Administratively, most large multinational companies use `Talent Communities' (TC), allowing interested candidates to leave their details and interest for future connections and updates. All potential candidates are then managed (with appropriate data privacy consent) through a Candidate Relationship Management (CRM) tool that is By Delia-ann Ho, Head of Talent Acquisition, APAC, Global Talent & Leadership, HEINEKENTHE TALENT ACQUISITION ECO-SYSTEM In MyOpinion
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