TalentAcquisition IsNot JustAboutFinding TheRightPeople; It'sAboutCreating TheRight OpportunitiesFor ThemToShine. TalentAcquisition IsNot JustAboutFinding TheRightPeople; It'sAboutCreating TheRight OpportunitiesFor ThemToShine.
#insightsuccessmagazine
ThefieldofTalentAcquisitionhasevolvedsignificantly overtheyears,andwiththatevolution,theroleofleaders hasbecomeincreasinglycriticaltoorganizationalsuccess. Influentialleadersarestrategicthinkerswhocanalign initiativeswiththeoverallbusinessstrategy.They understandthebigpictureandcanidentifywaystodrive businessoutcomes.
Effectivecommunicationisacriticalskillforleadersin talentacquisition.Theymustbeabletocommunicatewith alllevelsoftheorganization,includingseniorleaders, managers,andemployees.Themostinfluentialleadersare adaptableandcanquicklyrespondtochangesinthe businessenvironment.Theyareflexibleintheirapproach andarewillingtoadjusttheirstrategiesasneeded.Datais becomingincreasinglyimportantintalentacquisition,and leadersunderstandthevalueofdata-drivendecisionmaking.
Theyusedatatoinformtheirstrategiesandinitiativesand caneffectivelycommunicatetheinsightsderivedfromdata tostakeholders.Leadersmustbecollaborativeandableto workacrossdifferentdepartmentsandteams.Theymustbe abletobuildrelationshipsandpartnershipstodrive initiatives.Influentialleadersareinnovativeand continuouslyseekoutnewwaystoimproveprocessesand practices.Theyarenotafraidtotakerisksandexperiment withnewideas.
Themostinfluentialleadersareempatheticandcanconnect withemployeesonapersonallevel.Theyunderstandthe importanceofemployeewell-beingandarecommittedto creatingapositiveworkplaceculture.Moreover,themost influentialleaderspossessauniquecombinationofstrategic thinking,strongcommunicationskills,adaptability,datadrivendecision-making,collaboration,innovation,and empathy.Thesequalitiesenablethemtobeeffectiveintheir rolesanddrivebusinessoutcomes.
Mappingthejourneyofsuchexemplaryleadersinthetalent acquisitionnicheofthedynamicbusinessarena,Insights Successspotlights"TheMostInfluentialLeadersin TalentAcquisition."
Flip through the pages and indulge in the novelties that these adept leaders are empowering in the dynamic business arena.
The Odyssey of Success
Jamila Harley, M.Ed., CCC-SLP, Director, ASHA Career Management Services
How To Create Your Real Roadmap to Success?
Beyond the CV
18 30
How to improve your Talent Acquisition Strategy?
Pioneering Talent Acquisi on Leaders Redefining Recruitment
Masterminds of Talents
Decoding the Secrets of Acquisi on Leaders
Editor-in-Chief
Deputy Editor
Abhishek Joshi
Visualizer
King
Senior Sales Managers
Revati Badkas Jenny Fernandes Muskan Kapoor
Ankita Pandharpure
Sihanee M., Rouniyar A. Sawant. N
Marketing Manager
Simon Page
Jacob Smile Prachi Mokashi
SME-SMO Executive
Sales Executives
David, Akash
Business Development Executives
Steve, Ajit
Dominique T.
Sagar Lahigade Frank Adams
Circulation Manager
Robert Brown
Stella Andrew David Stokes
Corey
Craig
David
CoreyDaniels
SeniorDirectorofTalentAcquisition
CHGHealthcare
Thehealthcarestaffingandtalentacquisition industryisadynamicandever-changinglandscape. Thedemandforhealthcareprofessionalsis growing,butthesupplyisnotkeepingpace.Thishas createdacompetitiveenvironmentwherehealthcare organizationsareconstantlylookingfornewwaystoattract andretaintoptalent.
Thedynamicnatureofthehealthcarestaffingandtalent acquisitionindustrymeansthathealthcareorganizations needtobeagileandadaptable.Theyneedtobeableto quicklyidentifyandrespondtochangesinthemarket.They alsoneedtobeabletoeffectivelyattractandretaintop talent.
CoreyDanielsSeniorDirectorofTalentAcquisitionisan influentialpersonalitywhoinspiresindustryprofessionals. Asaseasonedexpertwithovertwodecadesofexperience, Coreyhasdemonstratedunparalleledexpertiseinthefield, leadinghisteamtonewheightsofsuccess.
Corey'sjourneyfromahealthcarestaffingprofessionalto theSeniorDirectorofTalentAcquisitionatCHG Healthcareexemplifiesthepowerofvisionaryleadership. Hisstrategicapproachtotalentacquisition,dedicationto diversityandinclusionandcommitmenttocontinuous improvementhavedriventhecompanytounprecedented success.
Asaleader,Coreyinspiresandmotivateshisteamandhis aspirationstoexplorediverseroleswithintheorganization reflecthisthirstforgrowthandexcellence.Coreytruly embodiestheessenceofatransformativeandinfluential leaderintheworldoftalentacquisition.
Let's delve into Corey Daniels' journey, his role as the senior director of talent acquisition at CHG Healthcare and the strategies that have contributed to the company's overall recruitment strategy!
Corey,theSeniorDirectorofTalentAcquisitionatCHG Healthcare,hashadanillustriouscareerjourney.He initiallyembracedleadershiprolesduringhisfour-year salescareerinlocumtenensstaffingatWeatherby Healthcare,oneofCHG'sfamilyofbrands.Eventually,he transitionedtotalentacquisitionandhasbeenexcellingfor thepastfiveyears.Nowaseniordirector,Corey'svisionary approachandextensiveexperiencehavecontributedto CHGHealthcare'ssuccessintheindustry
Coreyplaysapivotalroleinoverseeingallhiringactivities forthecompanyanditssixsubsidiarybrands.CHGserves astheparentcompany,withadiverseportfolioin healthcarestaffing,includingtravelnursing,permanent physicianplacementsandinternationallocumsplacements. UnderCorey'sleadership,theteamensuresthatall healthcarepositionsareefficientlystaffed,rangingfrom nurses,physicians,nursepractitionersandphysician assistants,totherapists,leavingnoaspectofhealthcare untouched.
Fiveyearsago,whenCoreyjoinedtheteam,itwas relativelysmall,relyingonthird-partystaffingagenciesdue tolimitedresources.However,withavisiontorunthe talentacquisition(TA)teamlikeasalesteam,theapproach evolvedovertime.Drawingfromexperienceinstaffing physiciansandnurses,CoreyfoundsimilaritiesintheTA recruitingprocess,pavingthewayforawell-structuredand successfulteam.
Now,theTAteamhasgrownsubstantiallyto36employees, withastrategicfocusonconductingmostrecruitinginhouse,fromseniorleadershiptoexecutivepositions.While occasionallyseekingexternalhelp,theteamaimstohandle recruitmentinternallywheneverpossible.
Thetalentacquisitionteamrecognizedtheneedforabrand marketingunittocollaboratecloselyandattracttoptalent. Toaddressthis,theyestablishedtheirownbrandmarketing team,astandardpracticeinthecorporateworld. Additionally,theteamheavilyinvestsintheirTA specialists,comprisinglevelsone,twoandseniors.
Withapproximately19recruitersoutofthe36team membersdedicatedtoattractingtalent,theteamprovides continuoustrainingandsendsthemtoconferences, includingLinkedIn'sannualevent,tolearnfromindustry experts.Regularinternaltrainingsessionsarealso conductedtosharebestpracticesandinsights.Thisholistic approachallowsthemtoattractandretaintoptalent effectively
Unlikemanyothercompanies,CHGHealthcaredoesnot relyonexternalrecruitmentagenciesaspartofitstalent acquisitionstrategy Afewyearsago,theydecidedtotakea
We did it in what some people would have called it down market, right, just because of everything that's been going on.”
differentapproachduetothehighcostsandthefrequency ofusingsuchagencies.
Currently,theymaintaincontractswiththreeagenciesbut onlyreachouttothemfourtofivetimesayear,despite hiringaround1,000to1,200employeesannually Their preferenceliesinhandlingmostoftherecruitmentprocess internally.
Overtheyears,CHGHealthcarehasmadesignificant stridesinleveragingtechnologytoimproveitsdiversity hiringstrategy.Despitebeingamid-sizedcompanywith around4,300employeesspreadacrossthecountry,they havesuccessfullyutilizeddatatoenhancetheirdiversity efforts.Bytrackingemployeedatafromadiversity standpoint,theycanfocusonspecificstatesandcities wheretheyhavelocationsandintensifytheirdiversity initiativesasneeded.
Notably,theorganizationboastsacommendablediversity ratio,withover60%ofitsemployeesbeingwomen, reflectingitscommitmenttocreatinganinclusive workplace.Thedata-drivenapproachallowsthemtosetand achievediversitygoalsonanannualbasis.
Coreybelievesthattalentacquisitionplaysapivotalrolein achievingthecompany'sdiversitygoals.TheTAteam activelycontributestotheseobjectivesbyimplementing diversesourcingstrategies,ensuringunbiasedhiring practicesanddiversifyingtheirreferralprograms.
Theyhaveestablishedstrongpartnershipswith organizationslikeNSN(NationalSalesNetwork)and NBMBAA(NationalBlackMBAAssociation),which primarilyfocusonpeopleofcolor,includingAfrican Americans.Thesecollaborationsnotonlyenhancethe company'sbrandingbutalsoenablethemtoattracttalent fromunderrepresentedpopulations,makingitsworkforce morediverseandinclusive.
Coreyemphasizedthevisionofrunningtheteamlikeatopperformingsalesteam,whichhasbeenakeyfactorintheir successfulhiringstrategy.Withover20yearsofsales
Recruiting via Zoom and in person is completely different. It's also made our hiring leaders better interviewers as well.
experience,including9yearsatCHGinvariouscapacities, Coreybringsadeepunderstandingoftheindustrytothe talentacquisitionrole.Byimplementingasales-driven approach,theteamfocusesonmetricsandattainablegoals onadailyandweeklybasistoachievetheirhiring objectives.
ForExample:
Ÿ Howmanycallsareyoumaking?
Ÿ Howmanyin-mailsareyousendingoutdaily?
Ÿ Howmanypre-screencallsareyouhaving?
Ÿ Howmanyfullone-hourinterviewsareyouhaving?
Ÿ Howmanypeopleperweekareyousubmittingto divisions?
CoreytracksandsetsweeklygoalsforeachTAspecialistor consultanttoachievetheirhiringtargets.Theuseofmetrics allowsthemtomonitorprogressandensuretheyreachtheir annualhiringgoals.
Notably,thecompanyemphasizescoachingandsupportfor teammemberswhomaystruggletomeettheirmetrics consistently.Leadersstepintoprovidepersonalized trainingandassistance,helpingindividualsgetbackon trackandultimatelyachievetheirobjectives.
Time'sRefiningFire
Lastyearwasthetalentacquisitionteam'sbestyearyet, achievingover1200hiresdespitechallengingmarket conditions.
Theirsuccesswasattributedtotheirfocusonoperational excellence,bothforinternalandexternalpartners.
WhileCorey,theteamleader,givesthemanAgrade,he believestherearestillareasforimprovement.Nonetheless, theirperformancehasbeencommendable,ensuringgrowth andmarketshareforthecompanyinlocumstaffingand nursestaffingdivisions.
WhenCOVIDemerged,thecompanytemporarilyhalted hiringbutdidn'tlayoffanyoneinthetalentacquisition team.Instead,theywerereassignedtoworkassales consultantswithinthecompany'sdivisions.Despitethe hiccupcausedbythepauseinhiring,theteam'sadaptability andsales-orientedapproachallowedthemtoeffectively recruitdoctorsandhospitalsduringthattime.Itwasa seamlesstransitionfortheteammembers,showcasingtheir versatilityandpreventinganyjoblosseswithintheteam.
Thepandemicbroughtaboutsignificantchangesforthe talentacquisitionteam.PriortoCOVID,everythingwasinpersonandremoteworkwasnotwidelyembraced. However,whenthepandemichit,theteamhadtoadapt quicklyandtransitiontovirtualinterviewsusingplatforms
likeZoom.Thischangenecessitatednewprocessesand technologytoensureeffectiveremoterecruitment.
Althoughsomein-personinterviewshaveresumed,Zoom interviewsremainasignificantpartoftheprocess,saving timeandenhancingefficiency Theshifttovirtualrecruiting alsoimprovedtheteam'sskills,makingthembetter recruitersandinterviewers.Overall,thepandemicforceda completerevampoftheirrecruitmentprocess,leadingto positiveimprovementsintheteam'soperationsand efficiency.
Thetalentacquisitionteamtakesprofessionaldevelopment seriously,withcontinuoustrainingandfeedbackforall employees.Thecompanyinvestsinsendingstafftovarious trainingsandencouragesknowledge-sharingwithinthe team.Theystrivetobesubjectmatterexpertsintheirfield andcontinuouslyimprovetheirskills.
Motivationwithintheteamisfosteredthroughrecognition, celebrationandcontestswithbonusestiedtooperational excellence.Theteam'sleadersplaydifferentrolesandone leader,Tina,excelsatcreatingmotivatingcontests.They havecultivatedamoney-motivatedculture,leadingto healthycompetitionandimprovedperformance.
Additionally,theteamstaysconnectedandmotivatedby understandingthepurposeoftheirwork,knowingthattheir hiringeffortscontributetothecompany'ssuccess.Regular updatesonthesuccessofhireskeeptherecruitersproudof theircontributionsandmotivatedtocontinuemakinga difference.
Coreyconsidersdiversity,equity,andinclusion(DEI)one ofitstopstrategicprioritiesforthepastfewyears.They maintainfrequentcommunicationwiththeirteamtoensure thattheirstrategiesandtacticsalignwiththeD&Iinitiative, aimingtodriveitforwardandachievetheirsetgoals.
Coreybenefitsfromhavingauniquepositionasthesenior directorofTAwhiletheirboss,thevicepresidentofthe company,overseesbothDEIandTA.Thisintegrationof
DEIandTAunderthesameumbrellaissignificant,forging astrongconnectionbetweentheteams.
Duringmeetings,CoreyfindstheDEIteamandtheBrand Marketingteamalwayspresent,highlightingtheclose collaborationandmutualsupportacrossdepartments.The seamlesscoordinationensuresthatallaspectsofthe company'sobjectivesareconsideredwhenmaking decisions,promotingacohesiveandinclusivework environment.Theconnectionandteamworkamongthe teamsplayavitalroleinpropellingtheDEIinitiativeand contributingtotheoverallsuccessofCHG.
Coreyiscurrentlyworkingonasignificantprojectwith executiveleadersinthecompany.AstheSeniorDirectorof TalentAcquisition(TA),Corey'srolefallswithinthePeople
It's our strategy to make sure that we're subject matter experts at what we do. And as far as me motivating the team, I have an amazing staff of leaders and we all play, I feel like, a different role.”
I think one of the things that I enjoy most about what I do is obviously the folks that we hire, but it's seeing those people two, three, four, five years down the road.”
andCulturedivisionandheisdeterminedtocontinue growingwithinthisdepartment.
HavingrecentlybeenpromotedtoSeniorDirector,Corey seespotentialforfurtherexpansionbytakingonadditional teamsunderthePeopleandCultureumbrella.Hislongtermaspirationistogainexposuretodifferentdivisions withintheorganization,strivingforapositionintheCsuite,amongtheexecutiveleadershipteam.
Throughouthiscareer,Coreyhasgainedexperiencein variousroles,startingwithsalesandlatertransitioningto TA.Hehasalsobecomeheavilyinvolvedinbrand marketingandhasplayedasignificantroleindriving diversityandinclusion(D&I)initiatives.Corey'sambition istoexpandhisexpertiseacrossalldivisionswithinthe organization,enablinghimtobecomeacomprehensive expertintheindustry.Byembracingdiverseexperiences andcontinuouslearning,Coreyiscommittedtoachieving hislong-termcareergoals.
Tenyearsago,whenCoreystartedworkingatCHG,he neverimaginedhewouldfindhimselfthrivinginthetalent acquisitionfieldandlovingeverymomentofit.Foranyone interestedintalentacquisition,Coreybelievesit'sacareer thatcanbringlifelongfulfillment,especiallyiftheyare people-orientedandderivejoyfromhelpingothers.
OneofthemostrewardingaspectsofCorey'sworkis witnessingtheimpactCHGhasonthelivesofthe individualstheyhire.Seeingthemgrowbothprofessionally andpersonallyandknowingthattheirworkcontributesto theirfinancialwell-beingandtheirfamilies,istruly amazing.
Asatalentacquisitionprofessional,whetherarecruiterora leader,beingapartofsomeone'slife-changingjourneyis somethingtheyneverforget.Thegratitudeandappreciation fromthosetheyhiremaketheworkimmenselyspecial. Coreyfindsgreatjoyinbeingapartofsuchimpactful momentsandheencouragesanyoneconsideringacareerin talentacquisitiontotaketheleapandjoinaTAteam.It'san opportunitytomakeadifferenceandexperiencethe rewardsofchanginglives.
Thelandscapeoftalentacquisitioniscontinuallyevolving,drivenby
advancementsintechnology,shiftingworkforcedynamics,andthe ever-growingimportanceofattractingandretainingtoptalent.In thiseraofrapidchange,visionarytalentacquisitionleadersareemergingas pioneers,redefiningrecruitmentstrategiesandpracticestostayaheadofthe curve.Thisarticleexploreshowthesetrailblazingprofessionalsare reshapingtherecruitmentlandscape.
Oneofthefundamentalshiftsintalentacquisitionistheadoptionofdatadrivendecision-making.Pioneeringleadersrecognizethevalueof harnessingbigdataandanalyticstooptimizetheirrecruitmentprocesses. Theyusedatatoidentifytrends,pinpointbottlenecks,andmakeinformed decisionsaboutsourcing,screening,andhiringcandidates.Byleveraging metricsandanalytics,theygaininsightsintotheeffectivenessoftheir strategiesandadjustthemaccordingly.
Theintegrationofartificialintelligence(AI)andautomationtoolsisanother hallmarkofinnovativetalentacquisitionleaders.Thesetechnologies streamlineroutinetaskssuchasresumescreeningandinitialcandidate outreach,allowingrecruiterstofocusonhigher-valueactivitieslike relationshipbuildingandculturalfitassessment.AI-poweredchatbots,for instance,canengagewithcandidates24/7,ensuringaseamlessand responsiverecruitmentexperience.
Inthequestfortoptalent,pioneeringtalentacquisitionleadersunderstand theimportanceofprovidinganexceptionalcandidateexperience.They realizethateveryinteractionwithacandidateshapestheirperceptionofthe company,eveniftheydon'tultimatelyjointheorganization.Theseleaders investincreatinguser-friendlycareerwebsites,personalized communication,andtransparentprocessestomakecandidatesfeelvalued andrespected.
Recruitmentisnotjustaboutfindingcandidates;it'sabout attractingtherightcandidates.Innovativeleadersrecognize theneedtobuildandpromotestrongemployerbrands. Theyunderstandthatcandidatesarenotonlylookingfora jobbutalsoforanorganizationthatalignswiththeirvalues andaspirations.Pioneeringtalentacquisitionleaderswork collaborativelywithmarketingandHRteamstocraft compellingemployerbrandnarrativesandeffectively communicatethemthroughvariouschannels.
Diversityandinclusion(D&I)havebecomecentralto modernrecruitmentstrategies.Forward-thinkingtalent acquisitionleadersunderstandthatadiverseworkforce fostersinnovationandbringsavarietyofperspectivesto thetable.Theyactivelyseekdiversetalentpools, implementunbiasedhiringpractices,andcreateinclusive environmentswhereallcandidatesfeelwelcomeand valued.
Ratherthanrelyingsolelyonimmediatehiringneeds, visionarytalentacquisitionleaderscultivatetalent pipelines.Theyrecognizethatbuildingrelationshipswith potentialcandidatesovertimecanyieldbetterhiresand reducetime-to-fillpositions.Byproactivelyengagingwith passivecandidatesandkeepingthemwarm,theseleaders ensureasteadyflowofqualifiedtalent.
TheCOVID-19pandemicacceleratedtheadoptionof remotework,promptingtalentacquisitionleaderstoadapt swiftly.Pioneeringleadershavenotonlyembracedremote hiringpracticesbuthavealsofine-tunedtheironboarding andintegrationprocessesforremoteemployees.They recognizethatflexibilityandremoteworkoptionsarenow keyconsiderationsforcandidates.
Traditionalrecruitmentprocessescanbeslowand cumbersome.Pioneeringleadersadoptagilemethodologies fromsoftwaredevelopmentandapplythemtorecruitment. Theycreatecross-functionalteamsthatcanquicklyadaptto changinghiringneeds,makingtherecruitmentprocess morenimbleandresponsive.
Innovationintalentacquisitionisanongoingprocess. Visionaryleadersprioritizecontinuouslearningand developmentforthemselvesandtheirteams.Theystayupto-datewiththelatesttrends,attendindustryconferences, andinvestintrainingprogramstoensuretheirrecruitment strategiesremaincutting-edge.
Tomeasuretheeffectivenessoftheirrecruitmentefforts, pioneeringleadersestablishkeyperformanceindicators (KPIs)andmetricsfortheirteams.Theyregularlyevaluate thesemetricstoidentifyareasforimprovementandmake data-backeddecisionsaboutwheretoallocateresourcesand refinestrategies.
Asbusinessesexpandglobally,talentacquisitionleaders mustadapttodiversemarketsandculturalnuances.They arewell-versedininternationalrecruitmentpractices, compliancerequirements,andcandidateexpectations.Their abilitytonavigatethecomplexitiesofaglobaltalentpoolis adefiningcharacteristic.
AIandautomationplayasignificantroleinrecruitment,but visionaryleadersarevigilantaboutethicsandbias.They implementAIsolutionsthataredesignedtobefairand transparent,activelymitigatingbiasandensuringthat technologyenhances,ratherthanhinders,diversityand inclusionefforts.
Inarapidlychangingworld,pioneeringtalentacquisition leadersareredefiningrecruitmentpracticesbyembracing data,technology,candidateexperience,employerbranding, diversity,talentpipelines,andremotework.Their innovativeapproachesarenotonlymeetingtheneedsof today'sworkforcebutalsopositioningtheirorganizations forlong-termsuccessinattractingandretainingtoptalent. Asrecruitmentcontinuestoevolve,theseleaderswillplaya pivotalroleinshapingthefutureoftalentacquisition.
-Jamila Harley, M.Ed., CCC-SLP, Director,
TheAmericanSpeech-Language-Hearing
Association(ASHA)is the national professional, scientific, and credentialing association for 228,000 members and affiliates who are audiologists; speech-language pathologists; speech, language, and hearing scientists; audiology and speech-language pathology assistants; and students. ( )https://www.asha.org Therefore,onemayfinditinterestingthatastaffperson fromASHAwasselectedbyTATechasoneofthe"Top 100MostInfluentialTalentAcquisitionThoughtLeaders" in2023.However,aswithmostsectorsofindustry, recruitingandretainingtalentintheprofessionsisagoalof theassociation.AstheDirector,ASHACareerManagement Services,myroleistogeneratenon-duesrevenuethrough recruitmentadvertising,enhancethevalueofASHAcareer relatedresources,andimprovememberengagementwith the Toachievethis,mygoalsareto ASHACareerPortal implementinnovativecontentandmarketingopportunities forrecruiters,elevatethebrandawarenessandvisibilityof theASHACareerPortal,createengagingresources,connect memberswithsubjectmatterexpertstohelpnavigatetheir careerjourney,andimprovetheuserexperiencewiththe jobboard.Asatrainedspeech-languagepathologist(SLP), Ihadasteeplearningcurve.First,Ihadtoincreasemy knowledgeoftechnologyplatformsandcustomer relationshipmanagement(CRM)softwarethatwere contributingtothesuccessofpastandcurrentmarketing andadvertisingcampaigns.WhileIhadexperienceinother areasoftheindustry,Ihadtoquicklylearnhowtonavigate thesetoolstohelpanalyzetrends,data,andsetstrategiesto meetourrevenueobjectives,marketingobjectives,andto enhanceourcontenttomeetourmembers'needs.Asan agentoftalentacquisition,itwasalsoimportantto understandhowthemarkethasshifted.Theunemployment rateisdown,jobseekersarenotsolelymotivatedbysalary, andthecultureofthecompanyisimportantwhendeciding whereanindividualdesirestowork.TheCOVIDpandemic resultedinmanyofourmembersdesiringtoworkremotely, haveabetterwork/lifebalance,andprioritizetheiroverall wellness.
Iamfortunatetobeapartofanamazingteam.Iam surroundedbyafabulousgroupofprofessionals,including myAssociateDirector,EliMcLean,whoanalyzesthe markettomakesurethatouradvertisingopportunitiesare pricedcompetitivelyandmanagestherelationshipswith ouremployersandmostofourvendorstoensurethatwe havethebesttechnologytomeetourTAgoals.Hiskeen approachtoidentifyingrecruitmentopportunitiesand commitmenttocustomerservicehascontributedtomeeting andexceedingourannualoperationalgoals.Ialsohave colleagueswhomIcollaboratewithforB2BandB2C marketing,creativeassetcreation,socialmedia engagement,andsomuchmore.Iamalsogratefultohavea supportivementorandcoachinourChiefMarketingand SalesOfficer,LeslieKatz.Shesupportsandencouragesmy innovativeideasandgivesmethelatitudetotakerisksbut providesguidanceandresourcestoincreasemychancesof success.
PriortojoiningASHA,mypredecessorsworkedtoidentify ajobboardvendorwhocouldprovideamoreagilesystem, betterreportsandanalyses,improvedCRMintegration,and anenhanceduserexperience.TheyattendedTATechaspart ofthisdiscoveryprocesswhichhelpedthemtoevaluatethe functionandutilityofvariousjobboards.Inaddition,due totheCOVIDpandemic,theteamquicklyshiftedtoa virtualmodelforourannualhiringevent.Thisswitch resultedinincreasednon-duesrevenuegenerationand decreasedexpenses,whilecreatingaccessformore membersandemployerstoattend.Tobuildonthis,one accomplishmentthatIamproudofisadding networking/memberengagementworkshopstothevirtual hiringevent,whichhelpedtoincreaseattendance,member satisfaction,andmeetrecruitmentgoalsforemployers. Theseworkshopsalsoprovidememberswithtoolsand resourcestohelpenhancetheircareerandleadershipskills andpromotetheirvalueduringthehiringprocess.Asa memberoftheassociationandtheprofessionsIunderstand theimportanceofelevatingthe"value"ofourdisciplinesto ourmembershipandtothosethatwishtohirehighlyskilled andtrainedprofessionals.
Asanagentoftalentacquisition,itisalsoimportantformy teamtounderstandthechallengesemployers/hiring managersmayfacewiththeirrecruitmentobjectives,offer solutions,educatethemonhowourmembersconsume contentandmarketing,andhowmemberssearchforand evaluatepotentialcareeropportunities.Educatingrecruiters onstrategiesandopportunitiestogetinfrontofour membersindifferentformats(i.e.,socialmedia,workshops, contentmarketing)tosharemoreabouttheircompany culture,whichhelpstoattractandretainpotential employees,hascontributedtooursuccess.ASHA'sjob boardisanicheboard,thereforeourapproachtotalent acquisitionmustnotonlybestrategicbutpersonaland meaningfultoourmembers.Whilebeinganicheboardmay poseachallenge,Ilookatitasastrength.Giventheright tools,andastrategicplan,wearepoisedtomeettheneeds ofahighlycompetitivefield.Ourmembershipboastsa 1.2%unemploymentrate;therefore,manyarepassivejob seekers.Myroleistohelprecruitersunderstandthisand educatethemonwaystoattractourmembers.Myroleis alsotoprepareourmemberstonavigatetheircareer journeybygivingthemthetoolsandresourcestheyneedto marketthemselves,identifyfulfillingopportunities,and receivefairpay.Iwholeheartedlybelievethatenhancingthe valueofourcareerrelatedresourceswillincreasethe engagementoftoptalent,whichwillleadtomorequality applicationsforjobpostingsandsuccessfulhiring,andjob satisfaction.
Oneofmymostmemorablemomentsfromthemostrecent TATechconferencewasapresentationthatwentthrough theevolutionoftalentacquisition.Irecallasmalladplaced onabulletinboardandthenasmalladplacedina newspaper.Now,ittakesatechnologicalecosystemto attractandhireonecandidate.TheTATechconferencethis summeralsohelpedmetobegintolearntheimplications thatAImayhaveontalentacquisition.Often,candidates "talk"totechnologybeforetheyeventalktoahumanbeing. Thiscertainlyhelpsmakethehiringprocessmoreefficient, butwemustnotforgetthehumanelement.Educatingjob seekersonhowtowriteresumesandcoverlettersthatwill helpthemnavigateandstandoutinapplicanttracking systems;howtoprepareandsucceedininterviews;and howtoevaluatejobofferswillhelptoensurethattoptalent isnotoverlooked.Itisalsoimportantthatthosewhocreate thetechnologyconsultandcollaboratewithHR professionals,hiringagents,communicationsexperts,and otherindustrystakeholderstoensurethatthemachinesare accessibleandworkeffectivelytoattract,hire,andretain topanddiversetalent.TATechalsoexposedmetotheneed forincreaseddiversityinthefieldofTAtechnology
specifically.Whileattending,Iwasoneofveryfewwomen, andtheonlyAfricanAmericanwomanintheroom.This wasinterestingbecauseIamalsooneofthejustmorethan 8%oftheASHAmembershipthatidentifywithan underrepresentedracialgroup,andoneofthejustover3% thatidentifyasBlackorAfricanAmerican.Whileour professionsandmembershiphaveanopportunityto increasediversity,Iamgratefultoworkforanassociation thatiscommittedtoachievingequalityandrespectfor culturalanddemographicdifferences.Ialsoappreciatethe association'scommitmenttonon-duesrevenuegeneration, whichhelpskeepthecostofmembershipdownforour members,andtoprovidingaplatformforemployersto recruitthetoptalentintheassociationthroughourjob board.TATechimpressedmewiththeircandorontheneed torecruitandretaindiversetalentaswellintheindustryof talentacquisitiontechnology.
Mypathtothefieldoftalentacquisitionwasfueledbymy ownfirsthandexperiencesduringmycareerjourney While only1.2%ofourmembershipidentifyasunemployed,there isstilluntappedtalentintheprofessions.TAtechnologyhas asignificantroleincreatingaccesstocareeropportunities andincreasedefficiencyforhiringprofessionals. Ibelieve oneshouldbeempoweredandenthusiasticaboutthework theydo,andthatsatisfiedemployeesanddiversityof thoughtandtalentcontributetoahealthy,happy,and productiveworkenvironment.AsTAprofessionalsour rolesshouldcontributetocreatingthis"perfectmatch"by creatingandutilizingthebesttechnologyandempowering theworkforcetonavigateitsuccessfully.
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Iwas11yearsold,inthecarwithmyparentsandheard thatifapersonstartssavingmoneywhentheyare16they couldbefinanciallyindependentbythetimetheyare30.I dreamedaboutpayingoffmyfamily'sbillsandbuying themthingstheyalwaysdreamedof.Ididn’tknowhowI wasgoingtodoit,butitbecameacriterionofhowIwould definemysuccess.
Twoyearslater,Ireadabookandwasenamoredbythe mostbeautifullovestoryever Theherofoughtcountless challengesandhorrorstobewiththewomanheloved. Theyhadthemostromanticlovestory Theyplanned adventuresandsharedalifeoftruehappiness. Theywere thebestoffriends.ThemomentIreadthis,Iknewthat findingalifepartnerthatmatchedthisundyingpassion, romance,adventure,andtrustwouldbepartofmy definitionofpersonalsuccess.
Throughoutmylife,mymothermadesureIknewanyone canhaveanythingtheywantediftheyarewillingtowork hardforit.Thekeyistoneverstoplearning. Verysimply put,Isawthisasashapingelementofmydefinitionof professionalsuccess.
Nowthatyouknowyourcriteriaforsuccess,interpretyour criteriatodefinewhatlevelofsuccessisgoodenoughfor you.Nothingyouchoosecanbewrong.Someofitmight evenseemcrazy
Forme,mysuccesscriteriaincluded:
Ÿ BefinanciallyindependentbythetimeIwas30
Ÿ Findthedreamlifepartnerandhaveagreatfamily
Ÿ Beasuccessfulelementaryschoolteacher
OnceIhadthesedefined,Iwasabletomoveontothenext step,Creatingaplanandtimelineforeach.
Thispartisusuallytheeasiest.Onceyouhaveyour definitionofsuccessclearlybuiltout,youcanputaplan together Thisisalsothepartwhere“reallife”getsinthe way
AndTHATiswherethenextstepandthemostimportant stepcomesin.
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Whenasked,everysuccessfulpersonwillsharestoriesof defeat,obstacles,disappointmentsandchallengesalongthe way.Somestorieswillevenbesohorrifyingthatyoumight wonderhowthispersonnevergaveupontheirdreams.The secretis:expecttheunexpected.Thingswillgowrong. Giveyourselfgracewhentheydo.Seektohave contingencyplanstohelpyougetbackontrack.
Likeyou,mylifehasbeenriddledwithroadblocksand unexpectedchallenges.Lifehappenstoeveryone.How manyoftheseroadblockshaveyoualsoexperienced? IgotaDinhighschool.(ThatwasthefirsttimeIhadto learnhowtodealwithdisappointment).Iwasfiredfroma jobIthoughtIwasamazingat(whentheyfiredme,I thoughttheywerecallingmeintopromoteme). WhenIgraduatedwithmymaster’sdegree,therewereno teachingjobsopen,andIhadtostartbuildinganewcareer fromscratch.Ihadtroublegettingpregnant.OnecompanyI workedforfailed,andwelivedwithoutapaycheckfor months.Iwaspropositionedatworkbefore#MeToo existed.My1stmarriageendedindivorce. Ilostmyfather tocancer.
Whenyoulivethroughchallengingtimes,youmayfeel likethereisnoendinsight.Witheachchallenge,youget thickerskin,youlearnempathy,andyoubuildexpanded skills.Thisenablesyoutorealizethatroadblocksmake yourpotentialforsuccessgreater. Forthatreason,every personcanmakeittothefinalstepincreatingasuccessful plan.
Asyoulearnhowtomanageyourviewsofsuccessbased onyourlifeandyourever-changingneeds,youwillrealize thatsuccessisn’treallyaboutthebigthings;it’sabout appreciatingthesmallthingsthathappendaily.Successis notadestinationbutajourney.
Asformyoriginaldefinitionsofsuccess,hereiswhat happened.Isavedenoughmoneytoprovidemyfamilywith alifewithoutworry Thatisasuccess.
Asforlove,Igotdivorced.Today,Iamremarried.Heis evenmoreincrediblemanthanIcouldhavedreamedof, withablendedfamilyof5childrenfilledwithlove.Thisis asuccessIamthankfulforalways.
MyteachingcareerendedthreemonthsafterIgraduated. ThatledmedownthejourneytowhereIamtoday.And witheachnewopportunityIgetprofessionally,Ilearnmore andamevenmoreexcitedaboutthefuture. Whileitdidn’tmatchmyoriginalplan,itendedupeven better! Togettothepartinlifewhereyoucantruly appreciateyoursuccess,youneedtoDefinewhatyouthink itis,Createaplantogetthere,Trustthattheworldwillput therightopportunitiesinfrontofyouattherighttimeand Embracethegoodandthebad.
Ifyoudothis,youwillclearlyseethatyouareasuccess. Whilesomedaysyoumightnotfeellikeit,lookaround; youractionsinspireothers.Everyday,withoutyoueven knowingit,youractionsmakesomeoneelsesmile,andthat inspiresthemnottogiveupontheirsuccessjourneyas well.
Intoday'sdynamicandhighlycompetitivebusinesslandscape,the
roleofacquisitionleadershasneverbeenmorecritical.These individualsplayapivotalroleindrivinggrowth,innovation,and strategicexpansionfororganizationsofallsizesandindustries.To uncoverthesecretsbehindthesuccessofacquisitionleaders,wemust delveintotheirstrategies,skills,andmindset.Thisarticleaimsto decodethesecretsofacquisitionleaders,sheddinglightonwhatsets themapartandhowtheynavigatethecomplexworldofmergersand acquisitions.
Oneofthekeytraitsthatsetacquisitionleadersapartistheirvisionary thinking.Theypossessauniqueabilitytoseeopportunitieswhere othersmightonlyseechallenges.Theseleadersareadeptatidentifying potentialtargetcompaniesthatalignwiththeirorganization'slong-term goalsandcancreatesynergiestodrivevalue.Visionaryacquisition leadersareforward-thinkingandstrategicintheirapproach,always keepinganeyeonthebiggerpicture.
Successfulacquisitionleadersaremastersofduediligence.They understandtheimportanceofthoroughlyresearchingandanalyzing potentialtargetstomitigaterisksandensureasmoothintegration process.Thisexpertiseinvolvesadeepunderstandingoffinancial analysis,legalconsiderations,marketdynamics,andthetarget company'sculture.Effectiveduediligenceminimizessurprisesand ensuresthattheacquisitionalignswiththeorganization'sstrategic objectives.
Buildingandmaintainingrelationshipsisacornerstoneofsuccessful acquisitionleadership.Theseleadersexcelatfosteringconnections withkeystakeholders,bothinsideandoutsidetheirorganization.They
understandthattrustandcollaborationareessentialin negotiationsandpost-acquisitionintegration.Strong relationship-buildingskillsenableacquisitionleadersto navigatecomplexdealsandsecurethenecessaryapprovals andsupport.
Theworldofmergersandacquisitionsisfraughtwith uncertaintyandunexpectedchallenges.Acquisitionleaders mustbehighlyadaptableandresilient.Theycanpivot quicklyinresponsetochangingmarketconditions, regulatoryhurdles,orunforeseenobstacles.Resilience enablesthemtostayfocusedontheirgoalsandpersevere throughtheinevitableupsanddownsoftheacquisition process.
Successfullymergingtwoorganizationsoftenhingesonthe abilitytonavigateculturaldifferences.Acquisitionleaders possessculturalintelligence,allowingthemtounderstand, respect,andbridgegapsbetweentheculturesofthe acquiringandtargetcompanies.Theyrecognizethat culturalalignmentiscrucialforemployeemorale,retention, andtheoverallsuccessoftheintegrationprocess.
Communicationisavitalskillforacquisitionleaders.They mustbeabletoconveytheirvisionandstrategyclearlyto theirteams,shareholders,andotherstakeholders.Effective communicationfosterstransparencyandalignment, ensuringthateveryoneinvolvedunderstandstheobjectives andexpectationsoftheacquisition.
Acquisitionleadersrelyondataandanalyticstomake informeddecisions.Theyusedatatoassessthefinancial healthofpotentialtargets,identifygrowthopportunities, andtracktheprogressofintegrationefforts.Data-driven decisionmakingminimizestheriskofcostlymistakesand supportsevidence-basedstrategies.
Thelandscapeofmergersandacquisitionsisever-evolving. Successfulacquisitionleadersunderstandtheimportanceof continuouslearningandadaptation.Theystayupdatedon industrytrends,regulatorychanges,andemerging
technologiesthatcanimpacttheirstrategies.This commitmenttolearningensurestheyremainattheforefront oftheirfield.
Acquisitionleadersareskilledatassessingandmanaging risksassociatedwithmergersandacquisitions.They employriskmitigationstrategiestoprotecttheir organization'sinterestswhilestillpursuinggrowth opportunities.Theirabilitytobalanceriskandrewardis crucialinmakingsoundinvestmentdecisions.
Timingisoftencriticalintheworldofacquisitions. Successfulleadershaveakeensenseofwhentoinitiatean acquisition,takingintoconsiderationmarketconditions, economiccycles,andthecompetitivelandscape.Strategic timingcansignificantlyimpactthesuccessofan acquisition.
Astrongunderstandingoflegalandregulatoryframeworks isessential.Acquisitionleadersworkcloselywithlegal expertstoensurecompliancewithallrelevantlawsand regulations.Theyarewell-versedinantitrustregulations, intellectualpropertyissues,andcontractualagreements.
Post-acquisitionintegrationisacomplexprocess,and acquisitionleadersexcelinthisphase.Theyhaveawellthought-outintegrationplanthataddressescultural, operational,andtechnologicalintegrationchallenges. Effectiveintegrationiscriticaltorealizingtheexpected synergiesandvaluefromtheacquisition.
Decodingthesecretsofacquisitionleadersrevealsa combinationofvisionarythinking,duediligenceexpertise, relationship-buildingskills,adaptability,cultural intelligence,strategiccommunication,data-drivendecision making,andacommitmenttocontinuouslearning.These leadersplayapivotalroleinshapingthefutureof organizationsbyidentifyingopportunitiesforgrowth, navigatingcomplexdeals,andensuringsuccessful integration.Inanincreasinglycompetitivebusiness environment,thesesecretsarethekeystotheirsuccessand theprosperityoftheirorganizations.
Written by ROB BROUWER, CEO, Jobrapido
For2023,HRandemployersarestillstrugglingtoattract toptalent,andthetalentshortageremainsthenumberone challengerecruitersface.Robsharedwithushisviewson thetop3trendsfortherestof2023tobetteraddressthe challengesandopportunitiesoftherecruitmentindustry today.
1:PersonalizationandRelevanceastheFundamentals
Onlineshoppingisdisruptingthewaypeoplefindjobs,andits exceptional user experience and personalization drive the consumeronline.Thee-commercemodelofpersonalization–fine-tuning the retail proposition for each of their customers' preferences – is something that will have to take center stage for recruiters too. Personalization needs to be an inherent part of the talent acquisition strategy because candidates don't want to receive generic 'round-robin' pieces of communication.Theyneedtofeelthatarecruiterorpotential employer'knowsandunderstandsthem'.
2:AIandDataAretheKeys
Huge advancements in technology mean HRs can now gain many more valuable insights into job seekers. Data can tell recruiters how candidates behave online. Automation of data provides a tailored and relevant experience; rich data profiling allows recruiters to go beyond the CV and Intent Data, answering what candidates are likely to respond positively to. Data can provide far more accurate matches thaneverbeforeandhasadirectinfluenceonthequalityofthe response. With a very targeted audience, this approach deliversfastonthepromiseofqualifiedcandidates.
3: Programmatic Marketing and Integrated Recruitment CampaignsAreFacilitatingtheCareerMatch
With the old-school approach of 'Post and Pray,' there are simply no guarantees for the 'match'. There has already
been a big shift to Programmatic Recruitment, which is the automation of the use of data to provide relevance to both candidates and recruiters and which entails integrated campaigns. The campaigns deliver automated matching in real-time: instead of "Pay per clicks," it's about Pay per performance/Pay per applicant, and instead of mass marketing, the communication is personalized. This is what is driving meaningful and valuable talent acquisition campaigns.
Inconclusion,itisnowcrucialforallindustryplayersto supportandhelprecruitersovercometheirdailychallenges bymakingthemostadvancedresourcesandtechnologiesin themarketeasilyaccessibletothem.Inthisway,theycan optimizetheirtimeandbudgetresourcesandfindthe qualifiedcandidatestheyneed.
RobBrouweristheCEOofJobrapidoandarenowned businessexecutivewithmorethan25yearsofexperience workinginmanagementandleadershippositionsinthe recruitmentindustry.SincejoiningJobrapidoin2014as CEO,hehasensuredthattheplatformfillsavitalgapinthe talentacquisitionindustryforbothcandidatesand recruiters.
RobBrouwer'sinnovativeapproachandstrategicvision haveplayedavitalroleinexpandingJobrapido'sglobal footprint.UnderRob'sleadership,thecompanyexperienced exponentialgrowthandemergedasoneofthemost influentialplatformsworldwide,becomingatrustedpartner forbothjobseekersandemployers.Hisdedicationto innovationandhisunderstandingoftheevolvingjob markethavesolidifiedJobrapido'spositionasaleading playerintheindustry
Theplatformconnectsmillionsofjobseekersacross58 countrieswithrelevantemploymentopportunitiesby aggregatingjoblistingsfromvarioussourcesacrossthe web.OneofthekeyaspectsthatsetsJobrapidoapartisits
advancedAItechnologyandalgorithms,whichprovideuserswithhighlytargetedand personalizedjobrecommendations.Thisintelligentmatchingsystemhelpsjobseekers discoveropportunitiesthatalignwiththeirskills,experience,andpreferences,making thejobsearchprocessmoreefficientandeffective.Italsosupportsthosewhoofferjobs infindingtherightqualifiedcandidatefortherole,facilitatingsuccessfulcareer matches.
Overall,RobBrouwer'scontributiontoJobrapidoexemplifieshisinnovativespiritand commitmenttorevolutionizingthejobsearchexperience,ultimatelyhelpingindividuals worldwidefindmeaningfulemploymentopportunities,andemployersfindthe candidatestheyneed.
