By | Varun Sachdeva | Global Talent Acquisition Leader | Campus Hiring | Digital RPO & HRO | HR Shared Services | Human Capital Mgmt | Learning Academy | Permanent Recruitment | Staffing | Automation | Transformation | Diversity & Inclusion
During the COVID-19 pandemic, HR professionals have played a vital role in building organizational resilience and are driving value by revamping workforce practices. Right from fostering connectivity in a remote work setup to drafting virtual recruitment strategies and devising plans for return to the office, HR professionals have been doing most of the heavy-lifting. And with digital transformation forcing enterprises to reimagine the way talent is hired and managed, the strategies of talent supplementation and management must evolve in the post-pandemic era.
To build a strong and durable talent strategy suitable for a post-pandemic world, companies must focus on addressing the three key areas of talent management.
1. Recruiting the right talent
Effective and efficient hiring will continue to be of utmost importance. The success of a business depends on hiring the right people, placing them in the right roles and providing them with continuous opportunities for professional advancement. Talent development contributes to the overall growth and productivity of an enterprise. By designating a quality resource today, you will be able to reduce the turnover costs of tomorrow and lower the number of people you will need to recruit in the future when your operations expand. Talent acquisition helps identify and acquire skilled resources to form a blended workforce that can meet organizational needs. Thus, talent acquisition strategies should involve a healthy mix of hiring permanent employees, contingent workers on part-time basis, and cultivating talent pipelines and talent communities.
Contingent workers help fill skill gaps, lend agility and make the hiring process faster and cost-effective. Simultaneously, businesses must proactively develop long-term relationships with prospective employees who align with their talent demands, both in the present and future. They should build a talent pipeline of candidates that are qualified to fill vacancies. This pipeline can include internal employees fit for career advancement and external candidates who’ve engaged with you through job applications, job boards or recruitment events. While the talent pipeline addresses current needs, establishing a talent community or talent pool can help you cultivate talent for future deployment. These potential candidates must be interacted with on a frequent basis so that when they are ready to find join a new employer, they already have a good rapport with your company. Every time you hire from this pool, you will save time and reduce the time to fill and cost per hire.