IDEAS. While social networks such as LinkedIn are now essential, other tools should be known to bring people closer to talent.
Innovation has become essential to identify, select and retain the best talent from around the world in a challenging economic environment. Human resources management is therefore evolving to integrate digital technologies and improve performance in the development of human capital.
According to a LinkedIn study of 4,000 recruiters in 35 countries in 2017, 83% of respondents said that identifying, selecting and retaining talent is their top priority. They want to be able to invest in their employer brand and gain agility and efficiency in their HR practices.
However, although this competition for talent is intensifying, the number of recruitment teams remains stable. They therefore need to use appropriate and effective tools to carry out their missions, especially since the majority of these teams believe that their recruitment volumes will increase and that they will have more work to do in the coming years.
A technological backwardness to be made up for
Many recruiters still use obsolete 20th century systems, while their targets spend their time on applications and networks that did not exist a few years ago. Recruiters are limited by their skills and organizational, cultural, technological and financial barriers that prevent them from accessing more modern tools.
However, job seekers are increasingly relying on social networks and dedicated applications to find a job. Some candidates request remote interviews, digital contract signatures, and electronic pay slips. Young talent is hyper-connected and accessible on virtual spaces that recruiters find it difficult to invest. This discrepancy between the technologies used by recruiters and those preferred by candidates may explain why supply and demand have difficulty meeting.
Social networks, MOOC and serious games
Several digital technologies are used in the field of e-recruitment: first of all, social networks, such as Facebook, Twitter, Instagram, Renren, Viadeo, Xing, or LinkedIn. These social networks provide privileged access to a large number of talents around the world and allow direct communication with them in a friendly and informal way. These networks provide additional and decisive information on potential candidates.
Then there are MOOCs (massive online open courses) from Udacity, EdX, or Coursera for learning. While online courses are not primarily intended to be a recruitment tool, the use of training is a way to identify talent. Companies can sponsor courses, promote their employer brand and identify the most successful learners.
Serious games are also of increasing interest to companies, according to the initiatives developed by Carrefour, BNP Paribas, Accor, Safran and Total. These serious games put talents in situations in immersive and playful virtual worlds, which makes it possible to evaluate their interpersonal skills and to have a more qualitative approach to recruitment.
New e-recruitment tools also include chatbots, which facilitate the collection of information, answering questions, planning deadlines and full follow-up of 100% of candidates, including those who will not be selected. A few examples: Ari from TextRecruit, or Mya, the recruiting robot chosen by L’Oréal, Pepsico and Adecco.
Finally, matching systems use massive data analysis and artificial intelligence to match candidate profiles with vacancies based on objective criteria.
Massive data analysis matching systems are now offered by Randstad, LinkedIn, Indeed or My Ally, for example.
A new approach to the recruitment profession
The use of information systems by human resources has long been limited to administrative aspects such as contract management, scheduling and payroll. Today, for an innovative company operating in a highly competitive market, it is important to move to agile, dynamic and proactive management to improve the candidates’ experience. As a result, recruiters will have to acquire new skills and significantly change their approach to their profession.
One of the new challenges that can be met by these new e-recruitment tools is to identify passive talents who are open to proposals to change jobs. The best talents do not need to look for work because employers struggle to be the first to hire them even before they graduate, to keep them when they are lucky enough to have integrated them into their teams, or to poach them from the company where they are employed by offering them better conditions and a more pleasant working environment.
The balance of power is therefore no longer the same. It is no longer a question of asking potential candidates what they can bring to the company, but of presenting them with what the company can offer them and why they should consider working for it. In other words, knowing how to communicate around your merits as much as candidates must highlight their qualities to recruiters.