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.

Onsite Workshop

TA functions face challenges transitioning to virtual solutions due to:

Underused functionality of talent acquisition technology
Complex implementation across multiple solution providers
A need for increased security and training

Virtual TA processes create benefits including:

Process efficiency through the use of enhanced technology
Improved candidate experience and quality of hire via intuitive recruiting systems
Maintaining competitiveness in a candidate-centric labor market

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

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

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

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

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