As baby-boomers retire without sufficient progeny to fill their shoes, talent acquisition leaders are staring at prolonged talent shortages. Because workforce planning (if it even exists at an organization) is frequently separated from talent acquisition, recruiters rely on hiring managers to prioritize roles based on criticality. Unfortunately, hiring managers may have varied opinions of what constitutes a “critical” role.
The situation requires an overhaul of the way organizations prioritize their talent acquisition needs. Organizations must constantly evaluate themselves to determine which roles, skills, and competencies add the greatest value to their bottom line and then translate that information into a talent acquisition strategy. Organizations that make an effort to identify the roles that add the most value have a proven competitive advantage by creating set of data-driven objectives for talent acquisition leaders.