Talent Magnetism: Talent Acquisition & Retention Reimagined






Refresh, renew, restart, rethink – REIMAGINE. I’m excited to announce that the Bersin by Deloitte Hire Innovation blog is now the Talent Magnetism blog! With a little more than a year under my belt in this role, I thought it was time for a refresh. More importantly, I want to use this blog to write about how organizations can be more magnetic in order to hire better and retain longer.

What’s the connection between acquiring employees and retaining them? Globalization and technology are allowing people—and even whole labor pools—to change how and where they earn a living with more frequency. They don’t feel financially or emotionally tethered to employers the way previous generations may have been—and that means getting them in the door is no longer the endgame. Organizations now need to respond with proactive talent acquisition and retention strategies.

One of these proactive strategies is the development of a compelling employment brand. A strong employment brands attracts and maintains interest across multiple social, skill, and geographic demographics—including current employees, potential employees, and those people who may just be interested in your organization. For example, we can’t all work for Google, LinkedIn’s #1 InDemand employer[1] and Fortune’s #1 best company to work for.[2] But a lot of us are very interested in what it’s like to work there—who hasn’t heard about the free, never-ending food, rental cars, concierge service, massages, fitness equipment, daycare, etc.?[3] That’s because Google has done an awesome job of nurturing its employment brand and it shines like a beacon.

Tangibly demonstrating a commitment to the satisfaction of your employees is a job that never ends. Without a sustained magnetic pull, employees are more willing to move on to the next opportunity to engage and apply their skills and abilities effectively. And without that sustained magnetic pull, acquiring high-potential employees with critical skills (already a significant challenge in many industries) becomes difficult.

In mid-September, we will publish the first-ever Bersin by Deloitte Talent Acquisition Maturity Model and the key findings from our High-Impact Talent Acquisition (HITA) study. Here’s a sneak preview of a few of our findings related to employment brand:

·        We found 16 performance drivers that predict high-impact talent acquisition—not surprisingly, one of which is employment brand.

·        Only 13% of the 297 organizations we surveyed believe that their TA function is fully optimized at Level 4, the highest level of TA maturity.

·        The organizations at Level 4 TA maturity were more than twice as likely to maintain a strong employment brand compared to the organizations at Level 1.[4]

If you’re looking for a roadmap to improve your TA capabilities, I hope you’ll join me at the following webinars where we’ll delve more deeply into our HITA findings:

·        High-Impact Talent Acquisition Revealed: Key Findings & Maturity Model – Wednesday, September 24th, 2014 at 11:00 am ET

·        The Long & Winding Candidate Journey: A Roadmap for Success with Stephan Herrlich, Founder & President, IntraWorlds Inc. – Tuesday, September 30th, 2014 at 1:00 pm ET

And I’d love to hear your thoughts on how organizations can be more magnetic. Feel free to add a comment below, connect with me on Twitter @RAEricksonPhD, or by email at rerickson@deloitte.com.

[4] High-Impact Talent Acquisition: Key Findings and Maturity Model, Bersin by Deloitte / Robin Erickson, Ph.D., September 2014.

Robin Erickson

Vice President, Talent Acquisition Research Leader / Bersin, Deloitte Consulting LLP

Robin leads talent acquisition, engagement, and retention research for Bersin, Deloitte Consulting LLP. Recognized as a thought leader in her areas of expertise, Robin offers more than 20 years of experience, including prior experience in talent strategies consulting and research for Deloitte’s Human Capital practice. Robin led Deloitte’s global Talent 2020 longitudinal survey series and her work has appeared in several issues of Deloitte Review and in Deloitte’s Global Human Capital Trends reports. She holds a doctoral degree in organizational communication and change, as well as a master’s in communication, from Northwestern University. Robin also has a master’s degree in theology from Northern Seminary and a bachelor of arts from the University of Chicago.

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