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How to connect with the worlds invisible talent

Unrecognized talent exists in the world. Hiring managers face the challenge of accessing talent populations that are frequently disregarded by conventional candidate sourcing platforms.

Shaakun Khanna, a digital HR transformation leader, stated, “We are failing to identify willingly capable workers on one hand, and we are failing to provide engaging opportunities to the workforce on the other.”

“Talent is not deliberately disregarded by organizations.” Nevertheless, this is a common occurrence due to the fact that the world of work is evolving, and “organizations are not equipped with the appropriate technology to keep pace with the changes,” he stated in an interview with HR Tech News.

External recruitment

Khanna, the chief of HCM applications (Asia Pacific) at Oracle, observes that organizations encounter difficulties in recruiting skilled personnel due to their lack of understanding regarding the qualities that constitute talent. He endorses the “social sourcing” approach, which is similar to Oracle’s recruitment of its own personnel.

“This enables us to identify talents not only based on their qualifications or work experience, but also on the activities in which they are most interested,” he stated.

These may include their hobbies, communities, interests, and advocacies, which can offer recruiting managers a more comprehensive evaluation of their potential employees.

Internal recruitment

Khanna also noted that organizations encounter challenges in recruiting internally, even when their personnel are “employable externally.”

This occurs when an organization neglects to acknowledge its employees’ contributions. Khanna stated, “People outside the organization are able to observe something in their employees that [the current employers] are unable to see themselves.”

“For example, they may possess an employee’s résumé that was submitted three years ago.” He elaborated that during this three-year period, this employee may have acquired new skills and completed a new course, which are not currently recorded in the old database. “Consequently, organizations become insensitive to the accomplishments that employees have achieved over time.”

The benefits of social recruiting

Khanna stated that HR technology is introduced to “align employee career objectives, competencies, and capabilities with other job opportunities within the organization.”

“We are not solely discussing technology within an organization.” Social networks are a technological component that enables us to effectively communicate with the appropriate individuals. Initially, the most effective method of recruiting personnel for an organization is to pursue individuals within the ecosystem.

LinkedIn is a prominent example of a professional networking site that readily shares an individual’s credentials, accomplishments, awards, interest groups, volunteer work, and other projects with their connections and potential employers.

Khanna anticipates that the subsequent generation of HR technology will emulate the interface of social media. This change allows recruiters to establish connections with talent that would otherwise remain undetected in antiquated platforms.

“The next wave of workplace technology is poised to transform the way businesses attract, retain, and engage talent, from proactive training recommendations derived from data to personalized updates in a newsfeed-style interface and automated chatbots that provide quick answers to HR questions,” he stated.