As digitalization becomes a priority for business leaders, recruiting leaders find themselves experiencing unforseen spikes in hiring demand, a hypercompetitive labor market and an expanding mix of hiring needs. Seventy-one percent of recruiting organizations recruit for more specialized roles compared to five years ago, driving up time to fill and draining recruiting team capacity.
To remain competitive, organizations across industries are digitizing their business models, service delivery and operations. This digital transformation places strain on the recruiting service delivery model. Recruiting organizations need to redesign their service delivery models to quickly fill critical talent roles for a business in digital transition.
Faced with ever-changing budget environments, business needs and new technologies, recruiting organizations are perennially tasked with finding ways to be more agile and adaptable. Identify the best options for your function when it comes to staffing, workload, role design and specialization in order to achieve scale and allow your recruiters to focus on strategic activities.
Employers face increasingly limited supply for critical roles, and recruiting leaders are expected to solve this problem for their companies. Instead of accepting the limited availability of critical talent and offering above-market compensation for those that exist, shape the availability of talent by cultivating additional talent supplies.
Prioritizing and managing recruiting investments solely on customer demand can skew recruiting resources toward short-term needs, making it difficult to adapt when needs change. Create an evolving, future-facing understanding of short- and long- term business needs by strategically engaging with key stakeholders.
Gartner ReimagineHR 2018 brought together 2,500+ HR leaders to learn and discuss how to drive innovation and transformation across their organizations. Learn what you missed in our 2018 series.
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