close

Talent Acquisition

How Opptly Is Reimagining AI in Talent Acquisition

Direct SourcingSolution ProvidersTalent AcquisitionTechnology and Innovation by Christopher J. Dwyer on

In the greater world of talent and work, there is a convergence at hand. The growing focus on skills-based hiring is merging with business-led utilization of artificial intelligence to present a refreshing means of talent engagement and talent acquisition that promises to cut through the ever-raging “war for talent” that has been encompassing the corporate arena for years.

Ardent Partners and Future of Work Exchange research has found that nearly 75% of enterprises currently struggle with finding the best-aligned skillsets for open positions, an alarming statistic that proves that businesses will continue to grapple with a volatile labor market. The application of AI within the business stratosphere (especially over the past 18 months) has served as a veritable catalyst for recruiters, hiring managers, HR, and talent acquisition leaders to thrive in this environment.

Amidst the sweeping changes of the Future of Work movement, it’s evident that talent curation needs a profound shift. Traditional approaches no longer suffice in a world where versatility and adaptability reign supreme. As automation, innovation, and next-generation technology redefine talent acquisition, the “art” of talent curation has been reimagined; this transformation in talent curation is vital to foster a dynamic workforce capable of thriving in the ever-evolving workplace of the future.

Opptly, a proprietary AI platform company providing direct sourcing solutions as well as custom AI models and applications for both the contingent and full-time workforce to enhance talent-matching, and next-generation talent acquisition, recently announced the launch of its “Opptly.Curate” application, which promises to reshape how artificial intelligence and talent curation intersect.

“Opptly.Curate was designed and developed to further our mission to remove friction between talent and work by putting the power of our AI directly in the hands of the curator,” said Lori Hock, CEO of Opptly. “With Opptly.Curate, we have achieved our goal to deliver an intuitive user experience for curators to accelerate the most accurate talent matches.”

Opptly.Curate’s purpose-built and agile curator interface facilitates advanced interactions with the platform’s robust AI capabilities, providing curators with a streamlined, efficient solution for aligning talent with work opportunities.

The platform aids recruiters and other talent leaders with enhanced efficiency and precision, ensuring that every connection made between job seekers and job recommendations possibilities is not just seamless, but optimized for success based on numerous factors, from which curators can leverage into decision-making, most critically, the alignment between skills and expertise. Opptly.Curate’s commitment to facilitating such precise and efficient matches is a testament to its dedication in revolutionizing the talent curation landscape with its robust, skills-centered AI functionality.

Opptly.Curate offers supercharged functionality that enables the use of a success profile to interpret the contextual nature of the use of skills required, talent matching, search and refine capabilities and more.  Users can tailor job descriptions and search requirements, achieving direct and immediate results, enhancing the overall talent acquisition process. In a skills-based business environment, Opptly.Curate presents an idyllic platform that represents the future of hiring. With artificial intelligence as an agile backdrop, the solution enables enterprises with the ability to transform talent acquisition; the offering’s progressive, “skills DNA” analytical capabilities allow business leaders to configure next-level talent matches based on hundreds of variables.

Skills-based hiring has become a cornerstone of the Future of Work movement, along with the digital transformation inherent within the talent acquisition arena. Opptly’s commitment to the art of talent curation, along with a powerful array of AI-fueled functionality, represents a synergy of skills-based hiring, next-generation talent engagement, and Future of Work-era strategies.

read more

Fractional Executives Filling Critical Leadership Gaps

Business LeadershipGeneral InsightsTalentTalent Acquisition by John Yuva on

The Future of Work is shaped by several evolving workplace trends. We’ve spoken about many of them on The Future of Work Exchange and CPO Rising websites. Today, in part one of two, we’re exploring the topic of the fractional executive — a game-changing role for organizations lacking executive expertise.

The fractional executive serves as a flexible and on-demand approach to talent acquisition. Whether it’s a role such as a chief marketing officer (CMO) or chief procurement officer (CPO), businesses now have scalable talent options to execute critical programs and initiatives.

Consider the fractional CPO. Small- to medium-sized enterprises (those with less than $50 million in revenue) that lack a mature or formal procurement department can source the services of a fractional CPO who provides similar expertise as a permanent executive but at a lower cost. Whether it’s a part-time or project-based position, businesses can secure this essential role and its associated insights, making it attainable for any sized organization. A fractional CPO can deliver a variety of benefits, including:

  • Strategic procurement leadership
  • Supplier relationship management
  • Procurement process improvement
  • Sourcing and risk mitigation strategies
  • Supply chain cost optimization

In today’s volatile marketplace with frequent supply chain disruptions, hiring a fractional CPO’s services is a valuable alternative to weather the storm until a more permanent solution is found.

The Rise of the Fractional Executive

Bringing further insight into the fractional leadership trend, FOWX spoke to two talent leaders with previous experience in the workforce solution realm before embarking on careers as fractional executives. John Healy, chief executive with Whrrr Work (formerly VP and Managing Director for Kelly), and Neha Goel, a fractional CMO with the Rippler Group (formerly CMO and VP of Marketing for Utmost), share their knowledge and expertise for those considering fractional executive services.

Why a fractional executive? Several factors have influenced the expansion of the fractional executive movement. In addition to the growth in the gig economy, specialized skills on a flexible schedule, and the financial benefits of hiring executive talent sans full-time salaries and long-term contracts, Goel says it’s also the advantages afforded to senior executives.

“This shift [in fractional executives] is also driven by the growing appreciation for work-life balance and the diversification of career paths among senior executives, including the trend of building a portfolio career,” Goel said.

Healy echoed Goel’s career diversification sentiments, adding that fractional roles are driven by supply and demand forces. From a supply perspective, he believes optimistically that individuals have chosen to spread their deeper knowledge “across multiple clients vs. being housed exclusively in one place, and that they find greater value in applying their talents across multiple stages of company growth or industries,” Healy says. “The pessimist says that a lot of senior-level folks saw their roles eliminated and this is a way to stay current in the market and demonstrate their skills to prospective ‘next’ employers.

“On the demand side, many companies have come to recognize that there are strategically important roles that are necessary for the execution of their growth strategy — but not necessarily in an FTE capacity, and that often having experience from outside the organization offers increased value,” Healy adds.

Certainly, executives with decades of experience who have led strategic initiatives and transformations would find fractional assignments as opportunities to extend their knowledge and bring success to businesses beginning their marketplace journey.

From Start-Ups to Mid-Sized Firms

It’s no surprise that start-ups are prime candidates for fractional executive leadership. Known historically for their ability to execute with limited resources, Healy says the start-up model has evolved from one person wearing multiple hats to multiple people having a specialist hat. Depending on the nature of the business, a fractional CMO or CPO can help set operational strategy and ensure the business remains focused on its core objectives and spends its investment dollars effectively.

Goel says start-ups or smaller businesses often lack the need for a full-time leader “but [the business] needs the domain expertise to move the needle forward and be a thought partner to the executive team.”

For larger organizations, the savings from not paying a full-time senior leader can be reinvested in a fractional executive “to accelerate growth strategies, while also mentoring and developing the next generation of leaders,” explains Healy.

Part two of our fractional executive series will focus on the primary considerations when choosing a fractional leader and how he or she can best support the business.

read more

The Convergence of Soft Skills and Skills-Based Hiring (and the [Near] Future of Recruitment)

Talent Acquisition by Christopher J. Dwyer on

Over the past several years, there has been a raging debate around what is seemingly more important for a business’ overall success regarding its workforce: “hard skills” or “soft skills.” The longstanding argument for top-billing between hard skills and soft skills has been a defining narrative in the realms of talent acquisition, recruitment, talent management, and overall workforce planning.

An Evolving Workplace Shifts Traditional Skills Requirements

Historically, hard skills, encompassing specific technical proficiencies and measurable expertise, have often taken precedence in hiring decisions. These skills (think areas such as coding, data analysis, or engineering) were traditionally deemed as tangible indicators of overall alignment between pure job prerequisites and the ability (or potential) for a candidate to meet those requirements.

However, the evolving nature of workplaces, marked by globalization, automation, and the rise of innovative technology platforms and tools, has shifted the balance. The scales tipped even more dramatically during the COVID-19 pandemic, further altering how businesses planned around “work” given the pandemic’s tremendous, far-reaching implications and impacts. As the Future of Work Exchange has often written, the pure influence of humanity within the professional environment has become table stakes for business leaders who want to both manage effectively and drive real talent retention.

Skills-Based Hiring Offers Holistic Approach

Soft skills, comprising communication, collaborative abilities, emotional intelligence, and relationship management, are increasingly recognized as indispensable assets in fostering effective, functional teamwork and organizational success. The dichotomy between hard and soft skills is giving way to a more holistic perspective, acknowledging that a harmonious integration of both skill sets is essential for thriving in the contemporary professional landscape. The synergistic interplay between technical proficiency and interpersonal finesse is now understood as the key to unlocking individual and collective potential in a rapidly changing world…one that places the utmost emphasis on skills as the catch-all determinant for talent acquisition.

Skills-based hiring is not an entirely new concept, but rather one that has become more refined over the past two or three years for one major reason: it is crucial now due to rapid technological changes, remote work dynamics, talent shortages, and the need for diverse, adaptable candidates in an ever-evolving labor market.

Adaptability and the Future of Recruitment

Adaptability is one notion that cannot be overlooked heading into 2024. Talent and the world of work shift in near-real time, forcing global businesses to consistently reevaluate their workforce and staffing strategies to keep pace with the competition. In this dynamic environment, organizations that prioritize adaptability not only navigate technological advancements, but pivot to changing skill demands and diverse work arrangements more effectively, positioning themselves as industry leaders capable of seizing emerging opportunities and staying ahead in a rapidly-evolving marketplace.

How does this play into the concept of skills-based hiring? Businesses that view the whole picture of a candidate and take into account both hard expertise and soft skills are the ones that will ultimately thrive during times of enterprise evolution. This, essentially, is the very future of recruitment: a convergence at the crossroads of hard skills, soft skills, skills-based hiring, and, yes, adaptability. Beyond the traditional emphasis on hard skills, the recognition of soft skills — like flexibility, effective communication, and emotional intelligence — has gained prominence in shaping collaborative, effective, productive, and responsive workplaces.

Skills-based hiring strategies, which can pinpoint specific competencies across both the hard and soft skill arenas, empower organizations to align talent with the fluid demands of evolving roles, enhancing overall agility and competitiveness. This, too, is the perfect entry-point for artificial intelligence to transform the way businesses react to “skills DNA” and integrate the next generation of skills-based hiring into the greater recruitment strategies.

At the heart of this evolution is the paramount importance of malleability within the confines of skills-based hiring. As industries undergo rapid transformation and technological advances reshape job landscapes, successful recruitment hinges on candidates who embody a harmonious blend of hard and soft skills, as well as hiring initiatives that embrace the principles of skills-based hiring and possess the adaptive prowess essential to navigate the ever-changing workplace of the future.

read more

How Next-Generation MSPs Will Transform Total Talent Management

Contingent WorkforceTalent AcquisitionTechnology and Innovation by Christopher J. Dwyer on

For the past decade (plus), total talent management has often been akin to chasing a mirage in the business landscape—a tantalizing concept that’s been discussed widely, but rarely (very rarely) seen in its entirety within global organizations. While we’ve occasionally encountered fragments of total talent programs in a few enterprises, and observed specific facets of these endeavors, like total talent acquisition and procurement and HR collaboration, being embraced by forward-thinking workforce management solutions (and enterprise programs), the full realization of this concept has remained an elusive pursuit.

Total talent intelligence serves as the foundational bedrock of comprehensive talent management, drawing a wealth of invaluable insights from the combined workforce of both full-time employees and non-employees. This multifaceted approach hinges on the seamless integration of data originating from diverse sources, including Human Resources Information Systems (HRIS), Vendor Management Systems (VMS), Applicant Tracking Systems (ATS), Freelancer Management Systems (FMS), and an array of analogous platforms like direct sourcing, digital staffing, etc. This comprehensive data synthesis empowers organizations with unprecedented depth and clarity into their entire talent pool, ushering in a new era of data-driven workforce management.

In the current workforce landscape, a significant transformation is underway. With nearly half of the average organization’s workforce composed of contingent talent, the concept of total talent intelligence has emerged as an indispensable cornerstone in shaping workforce management strategies for 2024 and beyond. Among the driving forces of this evolution are Managed Service Providers (MSPs), poised to assume pivotal roles as the epicenters of total talent intelligence.

MSPs are uniquely positioned to harness the potential of total talent intelligence and, in doing so, offer enhanced value to their clients and contingent workforce management (CWM) programs. Equipped with an arsenal of capabilities including direct sourcing, services procurement, Statement of Work (SOW) management, and independent contractor administration, along with a nearly 25%-to-30% crossover for existing clients who utilize MSPs for Recruitment Process Outsourcing (RPO), today’s MSPs boast real-time access to rich data on the entirety of the workforce.

And, there’s an additional, critical attribute of today’s MSPs that position these solutions to make a greater push for total talent intelligence: many modern, leading Managed Service Providers have fully-integrated and self-service analytics portals that not only provide user programs with real-time data concerning contingent workforce utilization, labor market rates, talent utilization, skills gaps, etc., but also a next-generation swatch of intelligence that is pulled from myriad systems (aforementioned above) that can, yes, you guessed it…get us ever-so-closer to true total talent intelligence.

Leading MSPs, such as Magnit, Talent Solutions TAPFIN, Guidant Global, KellyOCG, AMS, HireGenics, Atrium, Randstad, and eTeam, represent the next generation of workforce management solutions that will reimagine and transform the very definition of total talent management.

As we steer towards the horizon of 2024, MSPs find themselves in a compelling juncture, standing at the precipice of the workforce management paradigm’s evolution. The time is ripe for them to grasp the essence of total talent management, and the gateway to this transformation is through the conduit of total talent intelligence.

The ultimate goal of total talent intelligence, and the true manifestation of total talent management, is the ability to respond with agility to ever-changing talent demands based on a profound understanding of the entire workforce.

MSPs are well-positioned to embody this essence and lead the charge as the linchpins of genuine total talent intelligence. By embracing this role, they become instrumental in shaping the future of workforce management, propelling organizations toward a new frontier of data-driven, agile, and highly effective talent acquisition and management. As the landscape continues to evolve, this evolution will be integral in defining the success and sustainability of organizations in the Future of Work era and beyond.

read more

New Kids on the Block — Gen Z in the Workplace (Part Two)

Business LeadershipContingent WorkforceGeneral InsightsHRTalentTalent AcquisitionUncategorized by John Yuva on

In part one of our two-part series exploring the pandemic’s effects on Generation Z in the workplace, several studies revealed Gen Z endured learning challenges and subsequent skills deficiencies. Soft skill inadequacies make it difficult to adjust to today’s workplace demands.

Today, we feature part two, exploring how enterprises can most attract and retain Gen Z employees. Not surprisingly, those strategies are closely tied to offering programs and services associated with the lasting emotional impacts of the pandemic.

Gen Z Represents a Large Talent Pool

As Gen X begins retiring from the workforce, Gen Z is quickly filling those gaps. According to Homebase, Gen Z comprises 30% of the world’s population and is slated to make up 27% of the workforce by 2027.

Based on results of a Paychex report titled, “The Rise of Generation Z: A Paychex Special Report,” Frank Fiorille, vice president of risk, compliance, and data analytics for Paychex, says, “Our data clearly supports the fact that the workforce composition is shifting as more Gen Z members seek full-time and long-term roles, more members of Gen X begin to retire, and Millennials enter their prime earning years,” he said.

“Considering these facts, employers need to develop recruiting and retention strategies that keep Gen Z at the forefront, appealing to their values-based approach and celebrating the unique contributions this group brings to the table.”

Those sentiments were echoed by Adam Smiley Poswolsky, a keynote speaker on fostering belonging and human connection in the workplace, in his Harvard Business Review article “Gen Z Employees Are Feeling Disconnected. Here’s How Employers Can Help.” He writes, “It is imperative that leaders and managers do more to connect and support young employees in these volatile times, not only as a means of engaging the next generation of talent, but as an investment in a collaborative future.”

Recruiting and Engaging Gen Z Workers

When it comes to Gen Z workers, Future of Work tenets, such as empathetic leadership, coaching and mentoring programs, and cultural initiatives, speak strongly to this demographic. Understanding how to attract and retain this growing workforce subset is critical to enterprise competitiveness.

Both the Harvard Business Review article and the Paychex report offered several Gen Z talent strategies. Let’s take a look at some of the more critical ones.

Focus on Mental Health

The pandemic was a life-defining event for Gen Z — they witnessed the deaths of parents and grandparents as a result of COVID-19. It was also life-altering from social and academic perspectives with the overnight move to remote learning and social distancing from friends and family. As Gen Z enters the workplace, HR and business leaders must consider the lasting impacts of those experiences. “A culture built on mental health and wellness goes beyond offering a meditation app; it infuses mental health throughout the organization through policies and programs that take care of your people,” Poswolsky writes.

Mobile Recruitment Strategy

Gen Z was raised on technology. The ability to adopt new technologies and platforms to solve challenges is a skill for many incoming Gen Z workers. For that reason, Paychex advises enterprises to focus on the social and digital aspects of recruiting for this demographic. “Build a strong brand and have mobile-friendly content (e.g., videos) on your website,” the report says.

Onboarding as Community Building

The sense of belonging and community that Gen Z craves should be integrated into the employee onboarding process. For many young employees, onboarding might be their first or second experience ever in a professional setting, says Poswolsky. “It is incredibly important, especially in a remote or hybrid workforce, that onboarding establish a container of mutual support.

Embrace the Entrepreneurial Spirit

The Paychex report revealed that many Gen Zers aspire to own their own business. Having a sense of ownership over a project or initiative can appeal to that entrepreneurial spirit. Look for opportunities to foster those entrepreneurial goals and provide areas of personal growth. While they may be the youngest generation in the workplace, it doesn’t mean Gen Z employees and extended workers can’t make process improvements or contribute to innovative decision-making.

Gen Z enters the workforce with some uncertainty and disconnectedness. Enterprises have an opportunity through coaching/mentoring, team building, and personal recognition to bring workplace balance and a sense of belonging to Gen Z workers. Recruiting contingent and FTE Gen Z talent requires going below the surface level of this workforce demographic to truly understand what drives their interests and motivates them. This is a unique moment in workplace history to blend four generations of workers. Gen Z is poised to take on this moment and deliver at the highest levels.

read more

The Technology Revolution and its Impact on Talent Acquisition and Workforce Management

Contingent WorkforceDirect SourcingSolution ProvidersTalent AcquisitionTechnology and Innovation by Christopher J. Dwyer on

It almost seems like we are floating in a constant vacuum of evolution. The economy continues to spin, technology progresses at an unprecedented clip, businesses continue to optimize their operations in such a way that they no longer resemble the past, and, most critically, the talent arena remains in a state of perpetual growth and revolution.

No other industry is as impacted by the developments in the technology space as much as talent acquisition and workforce management. The advent and rapid deployment of artificial intelligence has absolutely transformed so many facets of both ordinary life and the business spectrum, however, its impact is ever-present in a world in which its many automated arms have the ability to revolutionize so many organizational attributes.

Moreover, the impact of these technological advancements extends well beyond the initial and traditional hiring and recruitment phases. Workforce management has become a finely-tuned symphony, where AI-driven tools optimize scheduling, employee engagement, and skill development (skills-based hiring, anyone?). The very concept of “work” is evolving, too, with the Gig Economy and remote work arrangements offering unprecedented flexibility and opportunity for businesses and candidates alike.

From talent engagement and talent matching to real-time project alignment and deeper total talent intelligence, the power of AI is omni-present in our world. Platforms like Opptly are changing the very fabric of talent acquisition through next-generation, AI-fueled functionality. Solutions such as HiredScore are powering a new era of talent intelligence through AI-led tools, while Glider’s AI Skill Intelligence Platform offers the ability to thoroughly assess skills, ensure suitability, and expand recruitment innovation.

The evolution doesn’t just stop at artificial intelligence, though. The technology revolution in the talent acquisition and workforce management arenas is ever-present in today’s forward-thinking VMS and direct sourcing platforms.

Beeline’s focus on the extended workforce and its wide-ranging confluence of progressive tools has positioned the industry’s largest independent VMS provider as a nexus of innovation. Platforms such as FlexTrack are also reinventing workforce management technology, considering the solution’s foundation of Salesforce Lightning integration and enterprise-wide ecosystem integration. Providers like Prosperix offer next-gen functionality that traverses the interesting line between new-age VMS and direct sourcing automation.

WorkLLama’s industry-unique blend of ATS, talent cloud, and digital recruitment functionality is a powerful convergence of direct sourcing technology. LiveHire, who has been offering direct sourcing tools for over a decade, continues to innovative around its total talent offerings and deep, end-to-end workforce management functionality.

HireGenics continues to advance the workforce management solutions arena by introducing its “Smarter Workforce Management” suite of offerings, which include direct sourcing, MSP services, workforce advisory, RPO tools, and more.

The “digital staffing” industry, which includes the aforementioned direct sourcing arena as well as talent marketplaces, expert networks, and freelancer management tools, is actively transforming the ways businesses address on-demand talent acquisition. Upwork’s continued innovation has reimagined the relationship between enterprises and its non-employee talent through end-to-end automation, a fine-tuned candidate experience, and AI-infused workforce management functionality. Toptal converges its “top 3% of talent” network with on-demand talent acquisition services and a human-led touch to balance next-generation hiring. High5 is one of the most innovative solutions in the total talent stratosphere, with its distinctive talent network, a true commitment to diverse hiring, and an online talent platform that embraces artificial intelligence within the fabric of its offerings.

Providers like Graphite continue to revolutionize the realm of expert network solutions, especially considering its deep commitment to artificial intelligence, real-time talent engagement, and a deep network of top-tier workers. Reflik is a cutting-edge talent network platform that blends crowdsourcing innovation with contemporary recruitment offerings that optimize hiring.

In this era of perpetual growth and revolution, the future of talent acquisition and workforce management is actively reflected in the myriad solutions that are paving the way for the future of how we work. The emergence of advanced technologies and innovative approaches is reshaping the very foundations of how we source, nurture, and retain talent in this ever-evolving landscape.

read more

The Age of AI in Talent Acquisition

Talent AcquisitionTechnology and Innovation by Christopher J. Dwyer on

Artificial intelligence (AI) has become an indispensable part of the toolkit for every business professional, whether they are involved in automating internal processes or enhancing customer experiences through AI-driven tools. However, in the realm of talent acquisition, AI emerges as a true powerhouse, poised to transform the way organizations engage with talent, streamline candidate selection, and elevate the overall hiring experience.

From a business and hiring perspective, AI plays a pivotal role in modern direct sourcing programs. Enterprises can harness the capabilities of AI to revolutionize candidate engagement strategies. With AI, organizations can pinpoint the ideal candidates for specific roles or projects by considering a multitude of factors, such as their experience, expertise, portfolios, and even their soft skills. The candidate matching attributes of AI rely on extensive skills taxonomies and innovative skills DNA, which in turn expedite direct sourcing and transform it into a comprehensive talent acquisition tool.

Regarding the candidate’s viewpoint, AI is now at the heart of the candidate experience. Companies that utilize direct sourcing can empower workers to take greater control over their profiles and professional personas. This includes enabling candidates to “self-manage” attributes like certifications and experiences, which are then used by AI to recommend positions that align with their career trajectories and workstyle preferences. This personalized approach not only enhances the candidate’s journey but also fosters a stronger connection between candidates and potential best-fit employers.

Ardent Partners and Future of Work Exchange underscores the significance of AI in reshaping talent acquisition efforts. As businesses increasingly rely on the extended workforce, a staggering 75% of enterprises are planning to boost their usage of AI and similar tools such as machine learning, chatbots, and AI-infused skills management. These technologies are seen as critical enablers for improving talent acquisition initiatives, streamlining hiring and recruitment processes, and ultimately securing the best-aligned talent for organizational success.

And, artificial intelligence’s influence on talent acquisition extends far beyond the initial stages of candidate sourcing and engagement, as well as within direct sourcing initiatives. AI-driven solutions are instrumental in addressing the ongoing challenges of workforce management and development:

  • Learning and development. AI can help organizations identify skills gaps within their workforce and recommend personalized training and development plans for employees. This ensures that the workforce remains adaptable and up-to-date with the latest industry trends.
  • Proactive talent acquisition via predictive analytics and scenario-building. By analyzing historical hiring and performance data, AI can predict which candidates are more likely to succeed in specific roles, enabling companies to make more informed hiring decisions.
  • Diversity, equity and inclusion (DE&I). AI can be used to remove biases from hiring processes and promote diversity and inclusion within the workplace, creating a more equitable and diverse workforce.
  • Talent retention. AI-powered tools can monitor employee engagement and satisfaction, helping companies identify issues early and take proactive measures to retain top talent.

In a rapidly evolving job market, where talent is a key differentiator, the role of AI in talent acquisition and management is only set to grow. Its ability to streamline processes, enhance decision-making, and foster a more inclusive work environment positions AI as an essential tool for organizations looking to stay competitive and agile.AI has permeated the world of talent acquisition, empowering both businesses and candidates. Its role as a catalyst for efficient and effective direct sourcing cannot be overstated, and the future promises even greater integration of AI-driven solutions in the quest for top talent. As the landscape of talent acquisition continues to evolve, AI will remain at the forefront, driving innovation and delivering unparalleled value to organizations and candidates alike.

read more

AI in Talent Acquisition Coming into Its Own

Business LeadershipContingent WorkforceGeneral InsightsHRSolution ProvidersTalentTalent AcquisitionTechnology and Innovation by John Yuva on

Artificial intelligence (AI) is omnipresent, impacting all businesses and industries. However, where AI is showing immense potential is in the greater world of work and talent — specifically, talent acquisition. Few technologies in history can affect everyone, but AI’s capabilities are doing just that whether you’re an HR leader, recruiter, business manager, employee, or job candidate. AI brings revolutionary and transformative change to the Future of Work. A rising tide of enrichment is here and here to stay.

Research from Ardent Partners and the Future of Work Exchange reveals that 80% of businesses expect to begin or increase their utilization of AI tools and technology by 2024. A staggering statistic. Thus, within the next four to six months, the vast majority of enterprises will be utilizing AI technology.

The Rising Tide of AI in Talent Acquisition

The impact of AI on business and its growing influence on talent acquisition was the topic of discussion during a recent Ardent Partners and Future of Work Exchange webinar featuring special guest Opptly, titled “The Rising Tide of AI in Talent Acquisition.”

Speakers Christopher Dwyer, managing director of Future of Work Exchange; Opptly’s Lori Hock, CEO, and Rebecca Valladares, head of operations, addressed how AI is changing the talent acquisition landscape. Dwyer shared that within the next 18 months, 74% of enterprises plan to leverage AI to improve the candidate experience. This is a sign of how much AI will play a critical role in attracting job candidates in the near future.

The following includes several key points shared during the webinar that show AI is not only here, but here to stay.

Framing AI for TA from Three Perspectives

When thinking about AI for talent acquisition, frame it in three perspectives: the enterprise (the business use case), the recruiter, and the candidate. On the enterprise side, it’s about improving hiring efficiencies through AI as well as improving diversity, equity, and inclusion initiatives. At the same time, AI can identify current skill sets and where skill gaps exist in the organization to better understand who and where to hire for those roles.

The recruitment side can leverage AI for the identification of various skills and expertise — a skills DNA assessment — to strategically pinpoint the type of candidate who can bring immediate value to the enterprise. More organizations are shifting to skills-based hiring where candidate experience and purposeful work can thrive.

Finally, AI can transform the candidate experience using chatbots to guide candidates more efficiently through the application process, as well as provide customizations and real-time engagement that attracts candidates and educates them about the business.

Transforming the Hiring Manager Experience

Because the hiring manager is making the final candidate decision, enhancing that experience with AI comes with several benefits. First, a qualified and accurate slate of candidates expedites making the decision about who to interview and ultimately hire. This has a positive impact on the experience itself, but also on the production and retention of hired candidates because the match is accurate from the beginning. If the AI on the front end of the process can provide the recruiter with the ability to be more thoughtful and deliberate about conversations with candidates, the hiring manager only benefits from that process.

It is important for recruiters to understand the hiring market, the available roles, and what types of candidates succeed in those roles. AI can sort through that data quicker and provide analytics around those areas for the recruiter and hiring manager in a more meaningful and consumable way. By bringing such business intelligence forward through AI, it bridges the strategic insights for the recruiter on candidate advisement that the hiring manager can leverage in making their final candidate decision.

Delivering Positive Impacts of AI on TA

First and foremost, HR, recruiters, and hiring managers can and should use AI to increase their talent pool and gain the broadest access to talent available. In this age of skills-based hiring, the extended workforce is critical to talent pool expansion, which creates further efficiencies through reduced time-to-fill rates that lead to cost savings.

An artificial intelligence area that should not be overlooked is continuous learning in a systematic way. AI is an enterprise asset that will improve and provide exponential value over time. Unlike past technological advancements where an organization implements the technology and utilizes it for five years before it’s replaced, AI technology grows and improves as the business evolves. As the business needs change, the use cases change. AI has a continuous learning value proposition where its performance for talent acquisition and talent management insights remains high.

At the end of the day, talent acquisition puts people to work and AI plays an essential role in that process. Make AI what you need it to do. Effect positive change by integrating AI into talent and workforce processes.

read more

The Rising Tide of AI in Talent Acquisition (On-Demand Webinar)

EventsTalent Acquisition by Christopher J. Dwyer on

It’s no secret that artificial intelligence is the veritable “rising tide” that shapes both businesses and personal arenas unlike any other technology before it. In the world of work, AI has become a formidable gamechanger in how enterprises find, engage, source, and manage talent…meaning that those businesses that have not yet embraced artificial intelligence will soon find that their tech-enabled brethren will maintain a critical advantage.

AI shapes industries, decisions, interactions, and opportunities, essentially impact everyone’s work and daily life.

If you missed last week’s exclusive webcast that featured Opptly and the Future of Work Exchange, don’t worry…we’ve got you covered. Check out an on-demand replay below and learn why Opptly’s Lori Hock and Rebecca Valladares (and, of course, the Future of Work Exchange) believe that AI will forever transform talent acquisition.

read more

HR Transforms into FOW Advocate

Business LeadershipContingent WorkforceDiversity and InclusionGeneral InsightsHRProcurementTalentTalent AcquisitionUncategorized by John Yuva on

Human resources as a function is experiencing a transformation as the Future of Work paradigm extends into more enterprises. Previously a benefits-focused department, HR is now regarded as a strategic partner in attaining business goals and objectives. Chief human resources officers are now tasked with leading total talent management efforts across the organization, ensuring the right talent is at the right place at the right time.

Growing Priorities, Balancing Demands

The Future of Work includes many tenets from flexible works models (remote and hybrid) to work/life balance considerations to diversity, equity, and inclusion (DE&I) programs. HR must now balance those priorities, along with talent acquisition and talent management demands that align with the current and future needs of the enterprise. That’s no small feat!

With contingent labor comprising nearly 40% of the total workforce, according to Future of Work Exchange research, HR must collaborate cross-functionally to not only understand staffing needs but the skillsets behind those roles. HR has evolved where partnerships with business managers and executive leadership are essential to the future competitiveness of the enterprise. In many ways, HR is now becoming the central role for both workplace and enterprise strategy execution.

In an article for Forbes, Joey Price, CEO for Jumpstart: HR, writes: “What’s the secret behind high-performing organizations? They are most keenly aware of the critical role that their organization’s human resources function plays in activating its overall success. If you think human resources is just a support system (*cough* “back office” *cough*) for your business, it’s time to reimagine your relationship.”

HR Impacts on FOW

HR’s impact on the Future of Work cannot be understated. It holds the keys to the execution success of Future of Work strategies. With that in mind, let’s look at several FOW areas where HR has a growing influence.

1) Human Capital Initiatives

Human resources is a human capital-intensive function. As such, building initiatives that increase employee engagement and promote a positive work culture are critical responsibilities for HR managers and executives. At the forefront of those efforts are diversity, equity, and inclusion (DE&I) initiatives. With more employees working remotely or in a hybrid work model, enterprises are attracting candidates on a global scale. Thus, the workforce today is a melting pot of different cultures, backgrounds, and lifestyles. Leveraging such diversity means developing DE&I initiatives that provide a sense of belonging and community — leading to an engaged and supportive workforce culture.

2) Work Model Influencers

The COVID-19 pandemic ushered in remote work and transformed how and where work gets done. In the last year, however, several large corporations reversed their remote work policies and asked those employees to return to the office. HR leaders are in a position to influence and advocate for remote and hybrid work models, understanding their importance to work/life balance and inclusion issues. The essence of the Future of Work is a workplace that incorporates a variety of work models to meet the needs of a talented and global workforce. Driving such policies and using data to support remote and hybrid work models is at the core of HR.

3) Talent-Centric Mentality

How and why HR sources candidates are evolving — leading to a focus on skills-based hiring. The mentality is shifting from filling a job vacancy as if it’s a commodity to truly choosing candidates based on specific skillsets that align with the strategic growth of the business. The expanding extended workforce also places more emphasis on skills and competencies than ever before. The gig economy is an ever-increasing talent pool for HR to leverage for their organization. Thus, contingent workforce management is essential to building the appropriate talent pipeline that attracts contingent candidates and retains them for ongoing strategic initiatives.

4) Balance Through Total Talent Management

As enterprises transition to skills-based hiring, it’s a natural progression toward total talent management. HR’s workforce partnerships with cross-functional business managers must encompass the totality of a department’s budget. Partnering with procurement on talent acquisition and contingent workforce management helps ensure personnel budgets remain within scope. Understanding talent spend to truly optimize the hiring of contingent labor is critical. Total talent management brings transparency to all the elements of what goes into talent acquisition. It ultimately prevents going over budget on a hire, while ensuring the enterprise achieves its talent needs.

Human resources is now much more than an administrative department focused on benefits pricing and offerings and filling vacant positions. Rather, it’s a strategic function building partnerships enterprise-wide to better achieve workplace and organizational goals while advancing and advocating Future of Work initiatives.

read more
1 2 3 4 … 6
Page 2 of 6