Is it time to adopt analytical approach to recruitment?
- January 13, 2018
It’s a common scenario – a sudden departure of key talent in your organisation leaves you panicked and desperately requiring new skills to bridge the gaps left as a result…and fast.
And while you can recruit on an ad-hoc basis and temporarily stem problematic issues from snowballing, there is another way. Recent developments in recruitment mean organisations no longer have to rely on inefficient fire-fighting methods to deal with recruitment challenges as and when they occur.
Analytics to prepare for change
Many of the biggest businesses are already using big data to their advantage by understanding customer needs and desires at a really granular level.
Yet recruitment is lagging behind, and to some extent, this is symptomatic of the dispersed nature of the candidate base – the more we can know about candidate behaviour, the better we will become at matching candidates with roles. Accurate predictive candidate behaviour is, of course, the nirvana but we’re still a little way off that!
So while HR has traditionally been focused on people skills rather than number crunching, only now are organisations realising the potential of using analytics to prepare for any changes, as well as improving their bottom line.
How does it work within recruitment?
The growth of recruitment analytics stems from the age-old issue of supply and demand. When your talent leaves or your business is growing, you will inevitably require new skills – utilising a data-driven approach can help to tackle these hiring issues before they become serious and affect the productivity of your organisation.
Beyond this, HR analytics can be used for very specific needs and requirements – for example, they can be adopted to ascertain when your senior executives are eligible to retire, to recognise current employees’ behaviour, or to reveal certain job roles that are targeted by competitors so that you can better focus your retention efforts.
Identifying skills and talent
One of the most common challenges that most organisations encounter is how to deal with the departure of talent, and how to bridge any resulting skills gaps quickly and effectively.
In these cases, analytics can be used to identify what expertise you have at hand, which can then be cross-referenced with those skills required and the talent you are likely to lose in the short to medium-term future. Details can be based on a wide range of factors including an individual’s propensity to change roles so far in their career, qualitative factors like whether they’ve appeared more disengaged with their work, and even things like whether they’ve recently updated LinkedIn, which could be a sign that they’re considering a new role.
These factors combined – along with a whole host of other information – allow companies to map their entire business, and identify those roles that may need filling in the future. By doing this, organisations are able to effectively implement cross-training, redeployment or hire, and ultimately plan better for potential future shortages.
So, are analytics the solution?
Data and number crunching is by no means a be-all and end-all solution, but when aligned with the ability to understand people skills and challenges, it can make a significant difference to HR departments. What’s more, as the ideas and programmes used to deliver this information mature, analytics will only become ever more effective within businesses.
To talk further about how data can be used to prevent panicked hiring and ensure your organisation is prepared for the worst, talk to us at Clayton Recruitment – we’d be more than happy to help.