Implications of New Ways of Work on Talent Acquisition

December 11, 2020

A comprehensive meeting summary, along with all slides and presentations is available to EN Global Sourcing and Recruiting members only. Don’t forget to fill out the form at the end to learn more.

Implications of New Ways of Work on Talent Acquisition

Our 2020 Autumn GSRN virtual network meeting brought global Talent Acquisition Leaders together for two days to discuss how to manage this uncertain environment while focusing on the strategies, processes, and tools required to drive effective new ways of work. Companies included Amgen, Citrix, Dell, Dow, Grundfos, Henkel, KPMG, Mars, Medtronic, Memorial Sloane Kettering, Micron Technology, Neste, PepsiCo, P&G, Raytheon Technologies, Roche, UnitedHealth Group, Whirlpool, and Wyndham Destinations.

Stretch Thinking Session: Trends and Scenarios – What’s Next After Digital? Jaspar Roos, Founding Partner, Limpid & Co

If you ask organizations who led their digital transformation, many of them will not say it was their CEO or CTO as you might expect. The real “leader” of the 2020 digital transformation has been the COVID-19 crisis. However, people become reactive rather than proactive when in crisis mode. Jaspar Roos challenged meeting participants to think about the effects this digital transformation has on an organization’s culture and question the idea that digital is the end-all, be-all.

TA leaders must consider: How much do you want to think about digital as your end goal? As we rely more and more on technology, it is important to pay attention to the ways in which it may be more harmful than good. As technology takes more control, people will pull back from it. Jaspar believes that although it will stay relevant, the value of tech will diminish and humanism will come to the forefront. Tech will just become a commodity.

According to Jaspar, the way to get out of crisis mode is to think about culture in new ways—doing what he calls “Culture Hacking.” To implement a new strategy, you first need to change the culture. But people are often unwilling to change. Jaspar suggests using humor, a natural endorser for change, to overcome the barriers. Benefitting both individuals and groups, humor can improve creativity and energy and decrease stress. It can become a center point for change to rethink rituals and traditions in your organization and ultimately make implementing new strategies easier.

HR Technologies: HCM/HRIS Systems and Tools

Before the meeting, members were asked to complete a survey of the HCM/HRIS Systems and Tools their organization used for various processes including surveys and assessments, talent acquisition, and early career recruitment. During the meeting, we discussed these tools—their strengths and weaknesses. TA Leaders often struggle with the reality that many of the tools they use oversell and underdeliver. However, no system is perfect.  The best way to manage it is to pick a solution, accept its shortcomings, and work with it.

Member-Led Discussion Takeaways

The Peer2Peer session of the meeting gave members a chance to share and offer advice on current challenges

and pressing issues they are facing in their organizations. Identified challenges are reflected in the word cloud below.

Takeaways include:

  • Most organizations are using AI for sourcing technologies at the beginning of recruitment but not after. How much should AI be used in recruitment?
  • Although chat bots can be a useful tool, a lot of tech and security issues must be considered.
  • It is important to structure the model in a way that meets the needs of the business and enables resources to have the impact you want to have. Include Shared Services in the conversation to provide them with a clear and consistent understanding of the needs so they can deliver appropriately.
  • Although it is still too early to see the data, most TA leaders feel that virtual hiring is comparable to in-person hiring. Many organizations plan to continue to hire virtually 70-80% in a post-COVID world.
  • Forecasting to ensure you are resourcing the team appropriately is very challenging. Stay as close to the business as possible and have very open, regular, and frank conversations.
  • Especially in uncertain environments, make sure you have some sort of overflow valve in place whether it be RPO services, contractors, etc.
  • Reverse interviewing is one way to keep candidates engaged during a hiring freeze. Allow candidates to interview the organization to learn more about the company and the position so they will be more likely to consider your organization when the hiring freeze is over.
  • Attraction is difficult in a remote world, particularly for site-based organizations.
  • Recognizing there is no perfect model, HR leaders must try to find the right balance between in-house vs. external when it comes to the TA model.

For more information about the Global Sourcing and Recruiting Network contact

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2020 Fall GSRN Meeting

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