We live in exciting times. Rapid technological advancements are coming thick and fast, forcing us to reassess conventions and ways of working that we once took for granted. Talent professionals feel this pressure acutely.

As managing director of Cpl’s Talent Evolution Group, one of my jobs is to evaluate these trends and design talent strategies that will be effective well into the future. In this article, I’ll break down how an organisation’s talent function is likely to change in the months and years to come.

The traditional approach is no longer sufficient

The future of talent engagement and management will be greatly influenced by the convergence of technology, changing workforce demographics, and evolving business requirements. To stay ahead of the curve, successful talent functions must embrace these dynamics and adjust their strategies accordingly.

If organisations want to navigate these transformations and leverage them to their advantage, it is becoming increasingly evident that relying solely on one talent acquisition professional or recruiter role is no longer sufficient.

The traditional approach of a recruiter handling all aspects of talent acquisition may have been adequate in the past. However, the high complexity of the modern talent market necessitates a more diversified and varied approach. This means embracing a broader range of skills and expertise to effectively meet the demands of an evolving landscape and changing business requirements.

One crucial aspect that requires attention is the integration of data analytics into the talent acquisition process. At a time where data is abundant and readily available, organisations must harness their power to gain insights into talent trends to enhance their recruitment strategies. Data-driven decision making can significantly enhance the efficiency and effectiveness of talent acquisition efforts.

Therefore, talent functions should include team members with a strong grasp of data analytics, enabling them to derive meaningful insights from vast amounts of information and make informed talent-related decisions. Gaining the data is important, but interpreting the data to enable continuous improvement and better business decisions is crucial.

The advent of new technologies also demands technical expertise within talent functions. As organisations increasingly leverage artificial intelligence (AI), automation, and other innovative tools in their recruitment processes, it becomes essential to have individuals who possess the technical know-how to navigate these systems. Whether it’s implementing applicant tracking systems, leveraging AI-powered chatbots for initial candidate screening, or utilising virtual reality for immersive assessment experiences, having talent professionals with technical proficiency ensures a seamless integration of technology into the recruitment process.

Another critical skill set required within talent functions is effective communication. Recruiters must not only possess excellent interpersonal skills but also adapt their communication styles to cater to different stakeholders and diverse audiences. They need to be adept at engaging with candidates from various backgrounds and cultures, as well as effectively collaborating with hiring managers and other senior stakeholders. Strong communication skills enable recruiters to establish rapport and ensure all parties are informed and up to speed.

To meet these diverse requirements, the role of a recruiter or talent acquisition is simply not enough: you need a multi-disciplinary team with a variety of specialisms.

The impact of technology

As emerging technologies like augmented reality, virtual reality, and blockchain continue to develop, talent functions must adapt to stay ahead of the curve by crafting innovative recruitment strategies that harness these technologies for candidate identification and evaluation.

Talent Specialists must also adapt to a world where AI-writing assistance is commonplace, shifting emphasis away from presentation and towards substance. Live assessments could play a role, as could a thorough and careful comparison of candidates’ demonstrated skills.

As technical skill sets rapidly evolve, organisations may need to prioritise candidates with the right aptitude and implement advanced training programs to onboard employees into new roles. With the increasing adoption of hybrid and remote work models, talent functions are devising new strategies to engage candidates in a virtual environment that still provides a meaningful experience, reflecting the company’s culture and values throughout the interview and onboarding process.

Changing workforce demographics

When we consider the impact of technology and automation on recruitment, we should extend our sights from internal recruitment workflows and look to the changing needs of the organisations with vacancies to fill.  I envisage the continued trend of employing data analytics and advanced assessments to gauge candidates’ abilities rather than relying solely on experience and previous roles.

The talent function of the future will move in step with this trend. Rather than placing undue emphasis on years of experience, name-recognition of previous employers and qualifications from prestigious educational institutions, recruiters will look at candidate’s skills instead. It’s less about what a candidate has done, with more focus on what a candidate can do, if given the opportunity. Specifically, they’ll look for transversal skills: adaptable skills that can bring success in a wide array of contexts. Every role will require a unique combination of these transversal skills – and it will be the job of the recruiter to find the ideal candidate to match.

Building a diverse workforce

Study after study has confirmed the powerful impact diversity can have on workplaces. Having a wide variety of perspectives in an organisation is a boon to decision-making – one study from Forbes has shown that inclusive teams make better decisions 87% of the time. Diversity also matters to employees: 76% of employees say that diversity is a key factor when applying for a job, and 75% think their workplace needs more diversity.

To meet the growing need for diversity new hiring practices are necessary – ones that candidates from backgrounds who in the past may have been neglected. It’s also necessary to provide training to help decision-makers recognise and address any unconscious biases, as well as to establish employee resource groups supporting underrepresented individuals.

The talent function of the future will tap into data-backed diversity expertise, ensuring candidates are evaluated based on their skills rather than their identity traits. It will also support organisations in achieving an intersectional workforce that mirrors the makeup of society at large.

Cpl’s Talent Evolution Group

By granting employers access to best-in-class talent acquisition teams, Cpl’s Talent Evolution group helps organisations adapt to the changing nature of recruitment.

To discover how Cpl’s Talent Evolution Group can help your organisation, explore its array of tailored talent solutions, including Recruitment Process Outsourcing, Managed Service Provider and Future of Work & Talent Design.