Abstract:

Due to constant change and diversification of modern society many traditional jobs and work functions either disappear or change in nature. In many operational work positions, for example, employees must manage a wider range of issues and responsibilities than before. Recent studies on talent acquisition (Schramm, 2016; Glassdoor for Employers, 2017) are showing that the bar for employers to find suitable employees with the required skills who are also motivated and committed to work in the longer term is rising. Uninformed employee candidates may have an unrealistic picture about the positions they apply for, which may lead to disappointments later or inability to perform the required work tasks. Studies are pointing out, however, quite substantial benefits when hiring informed work candidates. These include: better employee retention, more productive employees, more engaged employees, better team players and improved employee experience (Umoh, 2017).

Talent acquisition defines processes that “aim to assess critical talent needs, determine performance profiles, source and screen candidates, and then hire and onboard people” (Bersin, 2010). Despite many efforts to make the process more efficient and smooth, companies often spend too much time and resources to fill in available positions with suitable employees. Still, employee turnover rates remain high. More-robust talent acquisition strategies are needed (Schramm, 2016).

Context Learning (Context) is Finland’s leading company focusing on the development of educational solutions and digital learning programs with experience from hundreds of strategic development initiatives in private and public sectors. Context established a project with its corporate clients to develop a framework that provides solutions for HR professionals to enhance the acquisition process of talents and supports in the first months of employment. The aim was to find the most suitable job candidates, motivate them to work for the company and develop their capabilities to an adequate level. Online learning played a central role in this. As result of an in-depth analysis of the situation and interviews with numerous HR professionals that administrate the recruitment process, the project team established the Talent Acquisition Funnel (Patala, 2018) as a framework for enhanced, motivation-based talent acquisition. The framework was to provide a means for job seekers to learn about the company, the work in general and about work task related skills and required competences. Another aim was to find ways to automate those parts of the process not requiring manual administration. The motivation, readiness and suitability of candidates was to be assessed during the process. The framework would provide efficient and easy to use ways for HR managers and those responsible for recruitment. The whole process needed to be as transparent as possible to applicants. Employer interviews revealed that job seekers value fast recruitment processes. The aim was to complete the whole process from first contact until recruitment decision in 7 days.

Based on the framework, a set of digital tools and supports that allow this semi-automated process to run smoothly online, were implemented. This paper discusses the early findings and experiences gained from the new talent acquisition model which was piloted in early 2018 with a Nordic energy company that recruits about 800 employees annually.

Keywords:

Talent acquisition, talent management, hr, competence, capabilities, skills, recruitment, training, corporate, e-learning.