The power of combined data for Talent Acquisition teams to retain a seat at the table

Over the last few months many talent acquisition teams have had the opportunity to show just how critical they are in responding to the Covid crisis. For many this has enabled them to enhance or build their credibility at the highest levels within their organisations and to step out of the shadows and into the spotlight.

So how do you keep that place at the table as a new reality starts to shape our working lives? It’s widely recognized that business decisions begin with data. Indeed a survey last year by Thomsons Online Benefits found that the percentage of global businesses people analytic teams has increased from 15 to 68% in just 3 years. Powerful stuff.

TA teams have long recognized the value in measuring a range of data and the ability to measure and report on results, with most now using a standardized format combining time to hire/offer, cost per hire, direct hire etc.  Some also use surveys to measure candidate and/or line manager satisfaction to get a more rounded view of performance. All well and good but this still gives an insular view on data; useful but without the subtleties of understanding the wider external environment and TA market.

It now seems increasingly understood that combined data – pulling together that hard internal data together with softer, more subjective external insight enables a wider, more holistic view.

Pulling these two elements of data and insight together provides compelling and powerful intelligence to support decision making around deployment of a limited budget  and/or resources both for immediate and future talent acquisition strategy.

Participating in the TALiNT Acquisition Benchmark Programme provides that external insight, analysing performance across 11 key areas of resourcing activity and providing comparison against a named cohort of relevant organisations as well as the wider market.

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