The Impact of IMPACT






With Bersin’s seventh annual IMPACT conference officially in the books and planning for the next already beginning, I wanted to take a moment to reflect on the experience. While heralded as the “best-ever IMPACT” by Josh Bersin, the conference this year was particularly exciting for me as it was the first time I attended as a Bersin Analyst. Spending several days discussing the “Business of Talent” was challenging, inspiring and most importantly—thought provoking. Being a relatively new kid on the block, I was eager to share specific insights from our Talent Acquisition (TA) research, as well as network with business leaders from a variety of functions across industries. Surrounded by amazing people, interesting conversations, and picturesque ocean views, IMPACT made quite an impact on me.

In my last blog post I stated, “As global companies prepare to hire, develop, and retain the workforce of the future, TA functions find themselves—often for the first time—in the spotlight among Human Resource Centers of Excellence.” After speaking with TA leaders at the conference, this statement resonates even louder than before. TA challenges are many, but the opportunities for integrating and then optimizing TA are widespread. To that end, I was excited to share new data from my upcoming High-Impact Talent Acquisition research report (to be published for Bersin members in July 2014). During my research session, I showcased not only the key performance drivers for TA (teaser alert: developing relationships with hiring managers is four times more influential than the other TA performance drivers!), but I also unveiled our first-ever Talent Acquisition Maturity Model.

In addition, I facilitated a more intimate working session focusing on the impact of a recovering economy on both TA and retention. The concept of “re-recruiting” talent is starting to become a priority, right alongside hiring for the future. The working session provided a comfortable forum for participants to share and learn from each other. Having three generations of employees represented certainly added to our lively conversations. Finally, with help from some of our members, we explored realistic, front-line experiences relative to employment branding, data-driven sourcing, and employee referral programs. As our member presenters shared their stories, I found myself getting excited for what’s next on the TA research roadmap. From quality of hire to talent communities to strategic training for recruiters, we’ve got a lot of significant content areas to delve in to.

What was the true impact of IMPACT for me?

After months of preparation, four TA presentations, multiple member briefings, and many conversations with TA leaders, I am more excited about Talent Acquisition than ever before. Despite the fact that TA trends come and go (teaser alert #2: veteran hiring), one thing remains: organizations need the right people in the right roles at the right time to deliver the business.

IMPACT for me was about appreciating members’ perspectives, brainstorming, and making new connections. IMPACT was also about Talent and HR leaders coming together out of curiosity and leaving with fresh perspectives and plans. Finally, it was about swimming in the Business of Talent for three days and enjoying every moment. I hope you’ll be able to join us next year!

P.S. If you’re bummed you didn’t make it this year and are interested in the highlights, there was a lot of live tweeting at #IMPACTHR—we even trended on Twitter on Tuesday, April 1st!

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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