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Adapt the Talent Acquisition Process to a Virtual Environment

Leverage technology to hire the right people, at the right time, during COVID-19 and beyond.

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Contributors

  • Rebecca Burns, Talent Acquisition Specialist
  • Ben Craigs, Director of Talent Acquisition, McCarthy Building Companies, Inc.
  • Leah Hilts, People & Talent Acquisition Manager, Thoughtexchange
  • Lucy Norman, Director of Talent Acquisition, Info-Tech Research Group
  • David Piazza, President, SoftwareReviews
  • Richard Pummell, Customer Success Manager, Ideal
  • Jennifer Tracy, Vice President of Recruiting Solutions, Spectrum

Your Challenge

  • Although talent acquisition (TA) is among the most diverse and mature markets in HR technology, the function still has difficulty with using virtual solutions to its advantage. This resulted in many TA functions scrambling to find band-aid solutions to continue operations in the short term at the beginning of the pandemic. However, because the pandemic will impact the way organizations work for the foreseeable future, temporary solutions will not be sufficient.

Our Advice

Critical Insight

  • Effective virtual TA solutions drive success in multiple priorities, including process efficiency, candidate experience, and quality of hire. This was true before the pandemic, is still true during it, and will continue to be true into the new normal. Use the shift to a remote environment as an opportunity to enhance the TA process with virtual solutions.

Impact and Result

  • Identify TA activity priorities that must be shifted to more sustainable virtual solutions. Assess virtual options available, including existing technology, to not only support operations during the pandemic but also enhance the overall TA process in the long term by improving process efficiencies, candidate experience, and quality of hire.

Research & Tools

2. Review and select virtual solutions

Shortlist virtual solutions for prioritized TA activities.

3. Modify and plan to iterate the virtual TA process

Finalize the selection of virtual TA solutions with key stakeholders.

Guided Implementations

This guided implementation is a five call advisory process.

Guided Implementation #1 - Assess Current TA Process

Call #1 - Document the current TA process and review implications of relevant data.
Call #2 - Identify and prioritize TA activities to shift to a virtual environment.

Guided Implementation #2 - Review and Select Virtual Solutions

Call #1 - Review and shortlist virtual solutions to address prioritized TA activities.
Call #2 - Discuss feasibility of shortlisted solutions based on effort, impact, and potential risks.

Guided Implementation #3 - Modify and Plan to Iterate the Virtual TA Process

Call #1 - Prepare to launch the virtual TA process by reviewing stakeholder responsibilities, change management techniques, and key communications.

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Module 1: Assess Current TA Process

The Purpose

  • Gather relevant data and review implications to inform the shift to a virtual TA process.
  • Identify and prioritize TA activities that need to shift to virtual.
  • Determine metrics to track the impact of the shift to virtual solutions.

Key Benefits Achieved

  • TA process mapped and implications considered
  • TA activities for modification prioritized
  • Tracking metrics determined

Activities

Outputs

1.1

Map out the current TA process (if applicable).

  • Current TA process mapped out (if applicable)
1.2

Brainstorm implications of relevant information.

1.3

Identify TA activities that need to shift to a virtual environment.

  • Identified TA activities to be shifted to virtual
1.4

Determine goals and metrics.

  • Selected metrics to track effectiveness

Module 2: Review and Select Virtual Solutions

The Purpose

  • Evaluate whether to leverage TA capabilities in current HRIS, ATS, and CRM.
  • Identify gaps where TA activities have not been addressed by an overall virtual solution.
  • Review virtual solutions at each stage of the TA process.

Key Benefits Achieved

  • Determined whether to leverage TA capabilities in current HRIS, ATS, and CRM
  • Virtual TA activities gaps identified
  • Virtual solutions for requisition, sourcing, and screening stages shortlisted

Activities

Outputs

2.1

Discuss technology inventory and project constraints.

2.2

Leverage functionality of HRIS, ATS, or CRM (if applicable).

  • Functionality of HRIS, ATS, or CRM identified to leverage (if applicable)
2.3

Identify functionality gaps (if applicable).

2.4

Shortlist virtual solutions for the requisition, sourcing, and screening stages of the TA process.

  • Shortlist of virtual solutions for requisition, sourcing, and screening stages of the TA process

Module 3: Review and Select Virtual Solutions

The Purpose

  • Review virtual solutions at each stage of the TA process.
  • Evaluate the effort and impact of shortlisted solutions.
  • Prioritize the shortlisted solutions.
  • Identify potential risks of adopting virtual TA solutions.

Key Benefits Achieved

  • Shortlisted virtual solutions for the interview, offer, and background check stages
  • Effort and impact of shortlisted solutions evaluated
  • Risks of virtual TA solutions assessed

Activities

Outputs

3.1

Shortlist virtual solutions for the interviewing, offer, and background check stages of the TA process.

  • Shortlist of virtual solutions for interviewing, offer, and background check stages of the TA process
3.2

Prioritize shortlisted virtual solutions based on effort and impact.

  • Prioritized virtual solutions according to effort and impact assessment
3.3

Conduct a risk assessment based on shortlisted solutions.

  • Risk assessment conducted

Module 4: Modify and Plan to Iterate the Virtual TA Process

The Purpose

  • Confirm and document virtual TA process.
  • Clarify the roles of all stakeholders involved in the virtual TA process post implementation.
  • Create an action plan to integrate virtual solutions into the TA process.
  • Communicate the virtual TA process internally and externally.

Key Benefits Achieved

  • Virtual TA process finalized and documented
  • Stakeholder roles clarified
  • Action and communication plans created

Activities

Outputs

4.1

Document new virtual TA process.

  • New virtual TA process documented
4.2

Clarify stakeholder roles.

  • Stakeholder roles and responsibilities documented
4.3

Outline an action and communication plan.

  • Action and communication plan outlined