The first blog in this series discussed how Digital Transformation is forcing HR and TA organizations to rethink their workforce skills mix, and how they can use technology and enhanced experiences to find, engage, attract and onboard the talent required to drive business success.

With a business-wide lens on technology as a key enabler in helping achieve the outcomes that matter, IBM embarked upon our “AI & Robotics—TA Reinvention or Hype?” benchmark, and it is proving a huge success. We’ve had the pleasure of interviewing TA leaders from 30 market-leading brands across the retail, media, communications, automotive, defense, oil and gas, construction, technology, life sciences and CPG industries. IBM will bring many of them together in June to discuss aggregated findings, share best practices and form a community of professionals passionate about TA transformation and technology.

Our TA function at IBM has embarked upon a transformation of its own under the leadership of some of the most innovative TA minds in our industry. I see great synergies between our IBM TA transformation and the broader transformation that industries and organizations are facing, and the link is based on three key elements: skills, experience and technology.

 

Skills

To create a best-in-class TA solution, we began by reviewing our organizational design, considering the roles required for current and future success and the capability of our existing team to deliver into the evolving roles of the recruitment professional: Talent Influencers and Talent Scientists.

Influencers act as talent magnets through a specific domain and industry specialism and build their personal eminence on the required blend of social channels and physical events. Scientists become experts in assessment, selection and data analysis, and in turn become coaches and trusted advisors to the hiring communities they support.

 

Experience

The next step was to look at hiring manager experience in the context of offering a broader portfolio of services to address wide-ranging business needs.  With the key recruiting factors of cost, quality and speed having a different weighting for many business units, a one-size-fits-all model was not the answer. So the team developed a menu of recruitment services, from Diversity Pipelining to AgileTA, allowing hiring managers to pick and choose what they required based on the outcomes that mattered to them.

 

Technology

With the shift from traditional, reactive recruitment to the adoption of prioritized Agile TA, the team more than halved the time to hire. And with the use of technology and a cognitively enabled, proactive and predictive recruitment service, the team expects this to halve again!

I don’t think I’d be thanked for giving too much of the game away with how the IBM team is using Watson and other tools to go on the next phase of this transformation, but I will offer this:

Get in touch with me to be involved in our AI & Robotics benchmark. Through participating, you will be invited to our workshop in London on June 19, where you will benefit from hearing the aggregated benchmark findings, TA tech vendor ecosystem, TA tech maturity map, several case studies, AI & Robot demos, breakout sessions on specific challenges and more.

 

“Demystifying Digital Transformation” is a three-part blog series about emerging technologies disrupting the talent landscape. In part three, we will share key learnings from our AI & Robotics benchmark and workshop and provide advice on how best to utilize technology to help you achieve your talent acquisition goals.

Client Solutions Lead

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