The landscape of talent acquisition is evolving, with teams being tasked not only with finding skilled workers but also with advising on cost-saving measures. However, a disconnect persists, as revealed in an April 24 report from The Josh Bersin Company and AMS.
According to sentiment-based research, talent acquisition (TA) professionals often feel relegated to the role of “order-takers” and believe that their contributions are not fully recognized. While 55% of companies acknowledge the importance of TA specialists, only 32% of TA leaders feel they are seen as strategic partners.
Josh Bersin, global industry analyst and CEO of The Josh Bersin Company, underscored the need for closer alignment and integration of TA teams within broader organizational strategy discussions. He emphasized that the absence of TA inclusion in strategic planning discussions and the lack of a clear workforce plan hinder their ability to align efforts with long-term business goals.
Skills shortages remain a top concern, with 60% of TA leaders highlighting skills as a primary focus. Additionally, 58% feel pressure to enhance recruiting process efficiency. Despite these challenges, there is a noticeable deficit in workforce planning, with 42% of companies lacking a workforce plan and 40% of HR leaders admitting their organizations are not prepared for strategic hiring approaches.
TA leaders face additional hurdles in recruiting skills and training. While 42% believe their recruiters require more training, 45% of HR leaders prioritize cost-cutting over strategic talent acquisition, hindering training efforts.
Transitioning to a more strategic position presents organizational and operational challenges, with shifting business priorities being a prominent obstacle. The dynamic nature of business priorities complicates strategic TA planning.
Addressing these challenges requires incorporating HR professionals into the strategic workforce planning process. The Conference Board recommends integrating TA and retention teams, facilitating the sharing of workforce planning data, and empowering talent professionals to lead the planning process.
Moreover, talent leaders must navigate uncertainty surrounding work design changes, including those related to AI and schedule flexibility, as highlighted in a Mercer report. As employee retention gains importance, companies will increasingly focus on enhancing the employee experience.