In a recent blog, Mollie Lombardi of Aptitude Research Partners examined the area of talent acquisition through the eyes of the candidate. Now, I turn our attention to the impact talent acquisition tools and processes have on the hiring manager, be that within HR or another department.

First, let’s think about the goal of a hiring manager. We can all agree (I think) that the primary objective is to get the right talent in the right role. But there is a secondary objective – to accomplish the first objective as efficiently and painlessly as possible. As a former manager, I dreaded the hiring process – shifting through a stack of resumes, conducting countless interviews, meeting with colleagues, communicating with applicants and HR, etc. It took way too much time away from my other responsibilities.

An inefficient hiring process can have widespread, negative implications

Hiring managers who face a negative hiring experience are more likely to want to get through it as quickly as possible, which can:

  1. Lead to a bad hire
  2. Have a negative impact on the candidate experience (do you want a grumpy manager to be the first impression candidates have?)

Even worse, the hiring manager may delay hiring simply because they don’t want to go through the experience. This puts a strain on other employees who have to take on additional work until the position is filled. Filling open positions in a timely manner – and with someone who is a good fit for the position and the company – is critical to the success of any organization.

Talent acquisition tools to the rescue

When it comes to finding the right talent, there are many tools available today – self-assessments, personality tests, video interviewing platforms to name a few (check out the recent research study by Lighthouse Advisory on how these tools impact the candidate experience). More recent developments include advanced, data-driven hiring techniques designed to help hiring managers make more informed decisions. While using data is not mainstream yet, it is quickly catching on as a valuable strategy. It should as research indicates that talent acquisition teams with mature analytics are:

  • 2x more likely to improve their recruiting efforts
  • 2x more likely to improve their leadership pipelines
  • 3x more likely to realize cost reductions/efficiency gains
  • 5x more likely to improve talent mobility – moving the right people into the right jobs1

Data can not only help you identify the right candidate for your organization but also can serve as a common language for the hiring manager and the recruiter (internal or external). When those involved in the process are in sync on expected outcomes, the experience will be better for all parties, including the candidate. In addition, data and other talent acquisition tools can save hiring managers – and the HR departments that support them – countless hours by quickly eliminating candidates that are not a good fit and automating many routine tasks.

So, from a hiring manager’s perspective, HR technology can provide a more efficient, effective and positive experience for finding the right candidate for the job, satisfying two primary objectives. We hope you will tune in next week to find out what Ben has to say about the impact on HR organizations.

1 Bersin by Deloitte, WhatWorks Brief: High-Impact Talent Analytics – Building a World-Class HR Measurement and Analytics Function, (Oct 2013).