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Talent Acquisition 2013: Adapt Your Strategy or Fail

Talent acquisition has evolved from a tactical, back-office process to a strategic endeavor that directly impacts organizational growth. Organizations struggling to identify and attract must rethink their current strategies and technology options in order to align with corporate objectives. This study of 234 organizations, conducted in April and May 2013, will explore how best-practice organizations build results-driven talent acquisition programs, align goals with business objectives, and leverage world-class technology to achieve results.

Best-in-class performance

Aberdeen used the following three key performance criteria to distinguish best-in-class companies:

  • 94% of first-year employees retained
  • 80% of employees received ratings of exceeds performance
  • 15% year-over-year improvements in hiring management satisfaction

Competitive maturity assessment

Survey results show that the firms enjoying best-in-class performance shared several common characteristics, including:

  • The ability to link talent acquisition initiatives to organizational profitability through validated data
  • The use of talent communities to engage candidates and employees
  • The measurement of quality of hire based on organizational fit and performance
  • The integration of talent-acquisition practices with performance management

Required actions

In addition to the specific recommendations in Chapter Three of this report, to achieve best-in-class performance, companies must:

  • Improve visibility into all aspects of talent acquisition
  • Rethink technology options to improve efficiencies and create a positive candidate experience
  • Invest in a mobile solution for recruiters, hiring managers, and candidates
  • Consistently measure all aspects of talent acquisition

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