advisor working with clientC-Suite leaders have a broader view of organizational goals andreputation, and therefore view talent acquisition prioritiesthrough that lens. (Photo: Shutterstock(

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C-Suite executives are two times more likely than businessleaders to think that their organization's strategic talent acquisition priorities are highlyeffective, according to Cielo's 2018 Talent Acquisition 360 study.

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The report examined the differing viewpoints and expectations ofsenior leaders, business leaders, HR professionals and procurement professionalsregarding their organization's talent acquisition priorities andstrategies for accomplishing them.

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Related: Are you prepared for job candidates to ask, “Whyshould I work here?”

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“Over 70 percent of C-Suite leaders now say they want to play arole in talent acquisition decisions, a clear indication of theincreasing pressure to align talent acquisition and retention withbusiness goals,” says Sue Marks, founder and CEO of Cielo, a globalrecruitment process outsourcing provider. “There is a tremendousopportunity to improve outcomes through better collaboration and communication acrossthe enterprise.”

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While the C-Suite identified “innovating to meet the demands ofthe business” as its top strategic priority, procurement and thebusiness are focused on other areas. When analyzing strategicpriorities, HR and business leaders care most about balancing theshort-term goal of developing a strategic workforce plan with thelong-term goal of ensuring that the company is looking atobjectives such as innovation and agility.

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C-Suite leaders have a broader view of organizational goals andreputation, and therefore view talent acquisition prioritiesthrough that lens, according to the report. They prioritizecommunicating their organization's employment value proposition andproviding great experience to their stakeholders like candidates,recruiters and hiring managers.

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Procurement, meanwhile, is focused on priorities that will drivegreater efficiency, such as delivering quality of hire — eventhough they do not consider it a top metric for success. HR leaderscare most about sourcing great talent.

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Cielo's report offered three recommendations to close theperception gap between stakeholders:

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– Improve communication and collaboration among allstakeholders,including candidates.

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– Define what quality of hire means within the organization andprovide a standard for measuring it that accounts for theperspectives of each stakeholder.

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– Embrace a consistent approach for attracting, recruiting,hiring and retaining all types of talent – from contractors topermanent employees.

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The report also found that nearly 30 percent of companies arenow hiring contingent labor across all job levels,including 24 percent of senior roles, 28 percent of manager levelroles, 32 percent of individual contributors and 41 percent ofentry-level talent. This contingent labor includes temporaryemployees, independent contractors, consultants, interim executivesand gig workers. The proportion of contingent labor in the totalworkforce is significantly higher in Asia Pacific, Latin Americaand the Middle East than in the United States, Canada andEurope.

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“There appears to be a rapidly growing trend as 65 percent ofcompanies we surveyed said they expect flexible workers, contingentworkers and project-based workers will take over a significantamount of the work currently being done by full-time employees,”says Marissa Geist, executive vice president and managing directorof the Americas for Cielo.

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“We're seeing more and more companies embrace a 'Total Talent'approach that incorporates the recruiting, hiring and retainingfunctions of all their employees into a single strategy,” Geistsays. “This shift introduces important challenges, specificallyaround who owns that single strategy for the organization.”

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