I exchanged posts recently on Linkedin with someone who has, quite frankly, had it with the whole job search exercise. Even on Linkedin which has emerged as the trend setter for both Talent Acquisition functions and candidates seeking a new and different Job Search experience, the majority of those looking end up frustrated, anxious, feeling intimidated, and treated more like a commodity than a valuable human contributor.
There is a great deal of noise about innovations within the Talent Acquisition or 'TA' space, but little has been realized relative to the process itself. Organizations need to not just talk about doing things differently, but DO them differently.
Like anything new and different, there is risk involved. Stepping into the unknown, and relaxing control of every minute aspect of the process can produce panic and paralysis. These can be overcome, though - if the focus shifts to what can be gained.
What can be gained? More high calibre candidates, an authentic (and, thereby more revealing) two-way dialogue between organizations and candidates, and ultimately a satisfying agreement between the two parties. I wouldn't even call this an employment agreement. If 'new and improved' Talent Acquisition is truly about impacting every touch point in the life cycle from attraction through farewell and beyond, perhaps it is more of a covenant.
I see covenants as something more: a pledge, promise, or guarantee. A pledge by both parties to discharge the agreed terms accordingly, and legally; a promise to "keep it real" as business and/or personal circumstances change and to resolve issues with integrity and good faith; and a guarantee that when it's time to go separate ways, neither employer nor employee takes unfair advantage, denigrate or devalue the other. If there is animus at this point in the life cycle, all that was gained is lost - for both parties.
If organizations want to use the tagline, "Our employees are our most valuable asset," something will need to actually change. And, like in game theory, a newly applied strategy will take some time to develop a fine edge - ultimately there will be more wins than losses. The end game should produce an employment brand so strong, so legit, so attractive, and so well known, the Talent Acquisition function will no longer leave so many dead bodies in its wake (i.e., decreased levels of engagement, decreased productivity, flagging business performance, etc).
There are a host of studies on this topic, here are a few references to more recent papers I have found to be informative.
There is a great deal of noise about innovations within the Talent Acquisition or 'TA' space, but little has been realized relative to the process itself. Organizations need to not just talk about doing things differently, but DO them differently.
Like anything new and different, there is risk involved. Stepping into the unknown, and relaxing control of every minute aspect of the process can produce panic and paralysis. These can be overcome, though - if the focus shifts to what can be gained.
What can be gained? More high calibre candidates, an authentic (and, thereby more revealing) two-way dialogue between organizations and candidates, and ultimately a satisfying agreement between the two parties. I wouldn't even call this an employment agreement. If 'new and improved' Talent Acquisition is truly about impacting every touch point in the life cycle from attraction through farewell and beyond, perhaps it is more of a covenant.
I see covenants as something more: a pledge, promise, or guarantee. A pledge by both parties to discharge the agreed terms accordingly, and legally; a promise to "keep it real" as business and/or personal circumstances change and to resolve issues with integrity and good faith; and a guarantee that when it's time to go separate ways, neither employer nor employee takes unfair advantage, denigrate or devalue the other. If there is animus at this point in the life cycle, all that was gained is lost - for both parties.
If organizations want to use the tagline, "Our employees are our most valuable asset," something will need to actually change. And, like in game theory, a newly applied strategy will take some time to develop a fine edge - ultimately there will be more wins than losses. The end game should produce an employment brand so strong, so legit, so attractive, and so well known, the Talent Acquisition function will no longer leave so many dead bodies in its wake (i.e., decreased levels of engagement, decreased productivity, flagging business performance, etc).
There are a host of studies on this topic, here are a few references to more recent papers I have found to be informative.
- International Journal of
Emerging Research in Management &Technology
ISSN: 2278-9359 (Volume-6, Issue-3). Employer Branding: Sustainable Competitive Advantage for
Organisations
Poonam C. Vinayak, Dr. Bilal Mustafa Khan Dr. Mukesh Chand Jain
- Attract, Acquire, Develop, and Retain Talent
By Jean Paul Isson and Jesse S. Harriott
Copyright © 2016 by Jean Paul Isson and Jesse S. Harriott
- ISSN 2413-3396 International Journal of Applied Sciences and Mmanagement
Vol. 2, No. 1, 183-191, 2016. Employer Brand Building for Effective Talent Management; Shweta Dixit
People Matters
- Imperial Journal of Interdisciplinary Research (IJIR)
Vol-3, Issue-6, 2017
ISSN: 2454-1362. The Changing Dynamics of Talent Acquisition
Prof. Neetu Randhawa
Assistant Professor – Indira School of Business Studies, Pune
- International Journal of Applied Management and Technology 2017, Volume 16, Issue 1, Pages 50–67 ©Walden University, LLC, Minneapolis, MN DOI:10.5590/IJAMT.2017.16.1.04. Effective Employee Engagement in the Workplace Schrita Osborne Walden University, Mohamad S. Hammoud Walden University
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