HRO Today April 2017 - 45

Figure 2
While interest was high
around these concepts,
fewer than 10 percent
of respondents were
implementing any of the top
metrics.
Two-thirds (66.7 percent)
of respondents report
the best way to evaluate
new technologies is by
seeing them in action-
and in person. This means
attending in-person user
group meetings. In-person
user group meetings or
conferences allow participants
to actively engage with
potential solution providers
and their existing users.
The research fi nds that the
quality of the interactions,
and the resulting takeaways,
also depend heavily on the
background and capabilities
of the event attendee.
Candidate engagement
techniques associated with
candidate experience was a
top area for implementing
innovation (See fi gure 2).
Simplifi ed applications and
automated onboarding
were the fi rst and third most
frequently cited techniques
in terms of interest among
respondents.
But despite great interest in many of
the concepts listed, few are already
implementing any of them. Not one of
the engagement techniques examined is
currently being used by more than 16%
of respondents. Thus, the barrier to
innovation here is moving from great
interest to application of the concepts,
many of which are not high tech at all,
such as the value of hand written welcome
notes. It's a matter of prioritization.
HRO Today Research
Interest in Candidate Engagement Techniques
Interested
(Net)
One-click applications, integrated with online resumes/profiles
Social referral programs
Automated on-boarding
Automated sourcing via 'mining' social networking
The handwritten welcome note for new employees
Recruiting through virtual calls or texts that can be transferred to
an HR representative when appropriate
Gamification (virtual games, which integrate points, competition
and role-playing based on company and role competencies)
Video job ads
Figure 3
88.6%
74.4%
72.1%
70.5%
65.9%
48.8%
47.7%
46.3%
Already
implementing
4.5%
4.7%
14.0%
9.1%
6.8%
2.3%
0.0%
4.9%
Why are candidate engagement techniques important?
According to one respondent:
Areas of Planned Investment
" There is also a realization that the current processes and practices
have dragged along the paper process into and online world and
that just does not cut it with more savvy people. They see the hiring
process as an indication of the organization - slow and plodding.
Those who are motivated see that as a total turn-off. "
Employer brand
Strategic worforce planning
Analytics and insight
Onboarding
Training
© 2017 SharedXpertise
Retention
Sourcing
Technology optimization
Candidate experience
Assessments
Market and competitive intelligence
10
18.2%
20
30
40
50
60
33.3%
33.3%
33.3%
27.3%
51.5%
45.5%
45.5%
42.4%
42.4%
36.4%
8
Conclusions
Looking forward, predictive data and analysis was
rated as an innovation area with the greatest potential.
Understanding upcoming trends through the use of data
correlates with respondents' interest in innovation in
recruiting and retention applications. HR departments that
are not looking to embrace predictive analytics are likely
going to fall behind their competitors in the coming years.
It's never been easier for candidates to get information
about a potential employer, and HR departments plan
to try to manage that information by enhancing their
employer brand with signifi cant investment over the
The first part of the study explored the
interrelated areas that impede innovation
in HR. HR departments tend to isolate
themselves, operating in a silo from the
rest of the organization, or even service
providers. This often leads to not getting
the needed internal support from either
IT or the C-suite.
The second half of this study ascertained
the amount of interest in innovating in
TA. There was great interest in several
types of metrics and workforce planning
concepts, such as predictive analytics,
the use of unstructured data and strategic
workforce planning.
But as high as interest was in these
concepts, fewer than 10% of respondents
were already implementing any of the top
concepts examined.
next 12 to 18 months. Other areas with the most planned
investment are strategic workforce planning and analytics
(see Figure 3). These are the kinds of areas that lead to
quantifi able return on investment (ROI) metrics-the
kinds that can help HR department leaders in their quest
for resources so that they can become truly innovative.
Overwhelmingly, study respondents report that ROI is the
most important factor that infl uences degree to which
senior leadership is willing to invest in innovation.
The full report is available at http://www.hrotoday.com/marketintelligence/research/hr-innovation-look-ahead-2017-part-ii/
Predictive
data and analysis was rated as
the area that had the greatest potential,
though there's still opportunity to prove
its worth the investment. Other areas with
the most planned investment are strategic
workforce planning and analytics. These
are the kinds of areas that lead to quantifiable
ROI metrics-the kind that can help
HR department leaders in their quest
for resources so that they can become
truly innovative.
" Non-ovation " will continue to occur unless
HR departments drive new and meaningful
change. Those innovation concepts most
relevant to talent-acquisition, like incorporating
new technologies such as predictive
analytics and measuring the impact of
strategic workforce planning, are vital if HR
is going to overcome barriers to innovation.
APRIL 2017 | www.hrotoday.com
[45]
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HRO Today April 2017

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