It’s Time to Shift Away from Segmented Recruiting

Roy Maurer By Roy Maurer October 17, 2019
It’s Time to Shift Away from Segmented Recruiting

​Danielle Weinblatt, the president and chief product officer of San Francisco-based recruiting software  company Entelo, spoke with SHRM Online about the pitfalls of segmented recruiting processes and technology, the move toward integration, and how an integrated system benefits both recruiters and job candidates.

[SHRM members-only toolkit: Recruiting Internally and Externally]

SHRM Online: How is recruiting segmented?

Weinblatt: Think about the recruitment process—you've got the sourcing component, aligning the job description with candidate attraction, pre- and post-application screening, the interview process, and nurturing and engaging finalist candidates through to the offer. Throughout the process there are handoffs, not just from person to person, from sourcers to recruiting coordinators who schedule interviews and to the recruiters themselves, but also via the technology systems and the people involved in making hiring decisions and analyzing the metrics for those various stages. These processes can break down when there is not a cohesive technology or strategy. Things get lost or disjointed during the handoffs, creating a terrible candidate experience, and an inability to be proactive with data from every stage of the process. It's one of the reasons that recruiting is still highly ineffective and very manual. Recruitment has not modernized as fast as other parts of the business.

SHRM Online: Are advances in technology the main driver behind the shift toward an integrated process?

Weinblatt: I don't think so. I think the technology is the result of what's driving the shift, which is the fact that the labor market has become so candidate-driven with the inherent mismatch between supply and demand for talent. I don't think this is a cyclical trend either. Globally, we fundamentally do not have all of the people with the skill sets that are needed now nor in the future. So organizations need to streamline processes to compete, to differentiate, to be the No. 1 employer of choice. If you don't have the seamless candidate experience people expect, whether through the people involved in the process or the technology you're using to interface with the candidate and you're missing out on the data at every stage of the process, [then] you can't be proactive about being competitive in the market.

Technology is what enables integration, but what drives the desire to become seamless is the fact that talent acquisition needs to be more competitive. Everyone wants the same people essentially, and if you drop the ball during segmented handoffs, you will not be competitive. At the end of the day, it's the companies with the best data, the cleanest data and the most proactive insights that will emerge as top employers. Companies need to move offline processes online and automate administrative manual tasks.

SHRM Online: How will process and technology integration benefit recruiters?

Weinblatt: It will be a lot easier to work within an integrated, automated system that knows who you sourced, how they have been sourced and is able to screen the candidates based on data passed from the sourcing module, and then auto-schedule them for interviews and carry that data through to hire. Clearly it is less manual work for recruiters to understand who that candidate is over time. An integrated recruiting system is far superior than dealing with a number of point solutions connected to your applicant tracking system. Being able to look at one dashboard, one source of truth and understand what's going on from source to hire will be appreciated.       

SHRM Online: How does integration benefit candidates?

Weinblatt: It's simple. Integration will improve candidate experience. Why would you want candidates to apply for a job from their LinkedIn profile and then be sent to a page to input resume data in manually? Why would you want them to continually register into different interfaces for different assessments to schedule an interview? Why shouldn't the tech you use, just like any other smart system, provide candidates with a consumer experience which understands who they are and what their preferences are? The only way you can inject the personalization and make it work at scale is to have an integrated system that understands that candidate from the moment they are sourced until they are hired. You need to optimize not just for speed but for personalization. Companies that try to cobble together point solutions will face the reality that they can either solve for speed or personalization. But marrying automation and speed with personalization is hard to do unless [you've got] an integrated system.

SHRM Online: Is this happening—or even feasible—for smaller companies?

Weinblatt: The more data an organization has, the better its ability to automate a streamlined process. Companies with higher volume recruiting will benefit the most from end-to-end integration and automation because they have more data. But it doesn't mean that smaller companies shouldn't integrate their recruiting processes.   

For larger employers, data is the key for integration, process and optimization across multiple positions and geographies. For smaller companies, it's less about connecting data and more about the connectivity between the candidate relationship and the touchpoints in the hiring process. Think about when you call up a customer service center to have your questions answered and get passed around like a hot potato until someone can help you. It's the reason why so many candidates drop off from the application process, which is only incrementally better than it was five years ago.


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