A lesson in digital talent acquisition 2.0

Driven by disruption and innovation, the digital landscape is evolving at breakneck speed. While this era of transformation may be exciting, the uncertainty of the future is equally stressful.

More and more companies are realizing that achieving their digital ambitions does not depend solely on cutting-edge solutions, but rather on a forward-thinking workforce that can push the boundaries of what is possible through technology.

Companies need people with the ability, flexibility and adaptability to learn and upskill to keep pace with technology developments. Without such people, the risk of failure is very real. While technology itself is essential, the right digital talent is the true catalyst for transformation.

Traditional recruitment methods, based on rigid requirements and hiring based on references, often fail to attract the skilled and flexible employees necessary to thrive in this dynamic environment. This is where the concept of talent acquisition 2.0 comes into play, bringing agility, adaptability and a focus on capabilities rather than qualifications to the fore.

In our previous article, we discussed the need for companies to create entirely new talent models, turning their biggest challenges into opportunities. Building such talent models requires appropriate skills, which in turn requires changing the way we think about talent by looking for potential in unexpected places.
Breaking stereotypes: moving from credential-based to skills-based hiring

While credentials such as degrees and certifications are important, focusing solely on them will likely fail to capture a candidate’s true potential. Digital Talent Acquisition 2.0 advocates a skills-based approach, focusing on demonstrated ability and real-world experience.

This opens the door to diverse talent pools, including those who may have chosen a non-traditional path in the tech industry.

By making this change, it has significantly contributed to iOCO Digital Talent being able to attract over 300 new employees in 2023 with a variety of skills and experiences that enrich the company’s capabilities, while enabling our customers to use the same skills on demand.

We believe that skills-based hiring can be effectively implemented by:

● By focusing on job-specific skills: Job descriptions that clearly define the necessary skills and competencies, rather than focusing solely on educational qualifications.

● Developing skills assessments: Rigorous but fair assessments that assess proficiency in relevant skills, regardless of education.

● Using alternative credentials: Test your skills through online courses, certificates and portfolio demonstrations.

● Priority cultural fit: Assessing alignment with company values and team dynamics along with technical skills. From traditional recruitment to joint talent acquisition

While the statistics showing our successful internships are undoubtedly impressive, I believe it would be more effective to reveal the “how” behind our success. The truth is that the traditional model in which recruiters simply receive specifications, shortlist candidates and present them to hiring managers is far from optimal.

Instead, we must advocate for a collaborative approach to attracting and acquiring talent, in which recruiters serve as strategic partners in our recruitment process.

Specialized recruiting teams, each dedicated to a specific area of our business, work closely with hiring managers, immersing themselves in project teams to fully appreciate the technology landscape of each client or project.

Result? Curated candidate pools that perfectly match current and future technical requirements, with experienced consultants specializing in testing, automation, DevOps, software development, infrastructure services, data and analytics, consulting and design, and other key IT skills including business development and turnover .

This shift entails

● Active hiring: Moving away from reactive responses to open, building positions talent pipelines in anticipation of future needs.

● True partnership: Engaging hiring managers at the beginning and throughout the process, ensuring a clear understanding of business objectives, skills gaps and desired candidate profiles.

● Qualified talent acquisition specialists: Investing in recruiters who have not only sourcing and management skills, but also deep industry knowledge, a knack for building relationships and a strategic mindset.

Talent Acquisition Specialist: More than just a recruiter

Talent acquisition specialists play an essential role in the talent acquisition 2.0 model. Their responsibilities go beyond simply sourcing and qualifying candidates. As mentioned, they must become strategic partners working with hiring managers to:

● Understand your business needs: Building a solid understanding of target team dynamics, project requirements and future goals.

● Create attractive job descriptions: Create descriptions that attract the right talent by highlighting company culture, development opportunities and the impact of the role.

● Navigate the skills landscape: Stay up to date with emerging technologies and skills trends by identifying and accessing talent pools beyond traditional channels.

● A supporter of flexible and flexible employment: Encourage hiring managers to consider the potential for upskilling and prioritize cultural fit over technical skills.

This collaborative approach fosters successful talent acquisition campaigns, ensuring we can meet staffing needs where it matters most to the success of IT projects.

The modern recruiting manager: a proactive approach

Recruiting managers play a key role in attracting the best digital talent. Here are five tips to help them thrive by adopting a Talent Acquisition 2.0 approach:

Invest time in building relationships with talent acquisition specialists: Regular communication ensures a clear understanding of needs and expectations.
Challenge unrealistic job specifications: Collaborate with specialists to create achievable descriptions that attract diverse talent pools.
Assume market-driven wages: Know and understand compensation criteria and be flexible within budget constraints.
Prioritize the interview process: : Allocate interview time and provide timely feedback to candidates.
Be open to the potential for upskilling: Consider candidates with the right foundational skills and invest in developing their expertise. It’s more rewarding than you can imagine!

By collaborating with talent acquisition specialists and taking a proactive approach, hiring managers will be more effective in attracting and signing the talent they seek, both internally and externally.

Moving beyond the reactive approach: building pipelines proactively

Reactive hiring is no longer profitable. By the time the position opens, it will be too late. Instead, companies must actively build talent pipelines, which includes:

● Anticipating future skills needs: Regularly analyzing business strategies and technological advancements to identify required skill sets.

● Building relationships with potential candidates: Collaborate with talent pools through university partnerships, industry events and social media communities.

● Creating employee referral programs: Motivating current employees to recommend qualified candidates.

● Use of affiliate networks: Leveraging established partnerships to source talent for remote positions and effectively fill temporary gaps.

By building talent pipelines, our team ensures a ready pool of qualified candidates as opportunities arise, minimizing delays in finding and hiring the right people to give you a competitive advantage.

Lessons learned: key success factors and challenges

Our iOCO journey towards Talent Acquisition 2.0 has yielded valuable insights worth sharing:

Success factors

● Investing in a qualified and collaborative talent acquisition team.

● Prioritizing skills-based hiring and leveraging diverse talent pools.

● Building strong relationships with hiring managers.

● Understanding the needs of each project and client.

● Adopting a proactive approach to pipeline construction.

● Leveraging technology and data to improve processes and track results.

Challenges

● Overcoming biases and traditional thinking when hiring.

● Competing with other attractive employers for the best talents.

● Managing tight budgets and salary constraints.

● Balance speed and accuracy in the recruitment process.

The talent acquisition revolution has begun, don’t get left behind

Forget about “one size fits all” recruiting. The future belongs to those who choose skills-based hiring and collaborative partnerships.

Candice Solomons is the Business Director at iOCO Digital Talent.