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.
RETIRED CONTENT
Please note that the content on this page is retired. This content is not maintained and may contain information or links that are out of date.TA functions face challenges transitioning to virtual solutions due to: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
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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). |
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| 1.2 | Brainstorm implications of relevant information. |
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| 1.3 | Identify TA activities that need to shift to a virtual environment. |
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| 1.4 | Determine goals and metrics. |
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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. |
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| 2.2 | Leverage functionality of HRIS, ATS, or CRM (if applicable). |
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| 2.3 | Identify functionality gaps (if applicable). |
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| 2.4 | Shortlist virtual solutions for the requisition, sourcing, and screening stages of the TA process. |
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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. |
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| 3.2 | Prioritize shortlisted virtual solutions based on effort and impact. |
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| 3.3 | Conduct a risk assessment based on shortlisted solutions. |
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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. |
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| 4.2 | Clarify stakeholder roles. |
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| 4.3 | Outline an action and communication plan. |
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