Strategic talent acquisition and actions talent leaders can take in the face of one of the fastest changing labor markets of a generation, were the key topics discussed as part of the recent Innovation Board, a unique collaboration of talent leaders brought together by AMS and The Josh Bersin Company.

Facilitated by Josh Bersin of The Josh Bersin Company and Jo-Ann Feely, Global MD of Innovation for AMS, the Innovation Board, brings together talent leaders from a range of industries and global organizations for wide ranging discussions on how to navigate the changing climate of talent. Skills shortages, AI and transformation continue to dominate thinking in the talent space and during the most recent meeting of the board conversation turned to how talent teams will need to adapt to deliver success in a changing world of work.

Addressing Labor Shortages and engaging workforces

Labor shortages and skills remain a persistent global phenomenon with declining birth rates and a significant drop in working populations continuing to impact workforces across the globe. With an increasingly constrained macro-economic environment, talent leaders will need to act in a more advisory capacity to their businesses. Horizon scanning for the skills their organization’s will need in the future and managing the skills they currently have within their workforce. It’s a step change from the more recognized role of simply hiring for a rigid workforce framework but one that aligns talent teams more closely with overall strategy.

In addition, Josh Bersin highlighted the increasing need to engage workforces beyond the simple targets of a business. The pandemic, he points out, has not only changed working practices but also how employees feel about the world of work. According to a recent Prudential survey, over half the workforce feels that “going beyond the job” is not worth it. Employees want roles and work which fits their life with 67% re-evaluating how they manage their work/life balance. (Edelman)

Organizational transformation and the impact on talent acquisition

Organizations are changing too. 85% of companies in 2016 defined themselves as “functional hierarchies” (Deloitte). That is to say, they were designed for industrial scale. With the introduction of cross functional teams, a focus on innovation and technology the emphasis is shifting to networks and a new people focused architecture.

This focus on skills-based organizations is also changing hiring practices. Talent teams have an opportunity to adapt their function and deliver market understanding, trends analysis and focus more on the employee value proposition. Enabling strategy is evolving the role of the talent leader, moving them away from simply a transactional function to being more advisory focused and more closely aligned to business outcomes. The innovation board leaders identified this shift in closer partnership with business aims as a real opportunity in a changing talent climate.

Delivering an AI revolution

Bersin’s assertion that “of all the tech evolutions I have seen, AI is the biggest of them all” was a point with which all our talent leaders agreed.

AI is not only shifting how we work but with it the skills we need to hire and the way in which we hire. Despite the necessary revolution that it brings, the issues of data, data management and intelligence systems we have grappled with under automation are thrown into even sharper relief.

This is a revolution of employee experience, learning and development and creative innovation and experimentation. The organizations which will succeed into the future are those who can harness data to deliver change and embrace new ways of working.

Talent leaders from across industries were clear that AI will not only transform their approach to talent pools but also the skills needed to succeed in the new world of work.

Navigating Hybrid Work

The new world of work was also a significant topic of conversation when it came to discussing how to navigate the world of hybrid work. The board took the time to explore hybrid work models and their impact on employee engagement and culture. The impact this style of working has had since the pandemic has been considerable and has forced leadership styles to evolve to successfully make the most of hybrid talent. In terms of the curation of talent pools, the ability to broaden the breadth of skill and expertise as well as experience for harder to recruit roles has been beneficial.

Strategic Talent Acquisition in 2024: the key takeaways

2024 will be one of the most transformative yet for the talent acquisition industry. As Josh Bersin points out, “in a world of talent shortages, we must make recruiting faster and easier.”

Talent leaders from some of the world’s most influential organizations were clear that three core areas of focus would impact TA functions in 2024:

1. The macro-economic environment will continue to impact access to skills

The talent market globally, remains constrained. Time-to-hire rates are increasing, and organizations need to continue to be creative about their access to talent whether that be external or internal to their organization. As Josh Bersin reflected, “We’re going to spend 2024 being much more actionable about skills projects.”

2. Organizational transformation and the impact of technology on job roles.

As one talent leader of a Fortune 500 organization pointed out “The role TA needs to play is going to be different, they will be talent advisors…and will partner with the business to solve for the best solutions.”

3. AI will be the fundamental driver or a revolution in the way we work.

TA leaders from all industries were clear that AI represents a complete revolution not only for TA but for the world of work more generally. “The entire value chain is going to be impacted by AI technology” stated the talent leader of a Global Life Sciences organization.

These may feel like seismic changes in the approach to talent acquisition, but they reflect a direction that many talent teams have already been taking. Skills based hiring may not have dominated active hiring just yet, but it has dominated discussion and consideration. Talent teams have left themselves well placed to take the position of strategic advisors in a changing global market. In the worlds of Josh Bersin, “TA shouldn’t just mean hiring – it means growing talent.”

Every quarter, the AMS x JBC Innovation Board meets to discuss the key topics and trends in HR and talent acquisition. This quarter’s session was made up of senior talent professionals from the world’s leading businesses and led by Jim Sykes, Global Managing Director – Client Operations at AMS, and Josh Bersin, Global Analyst and CEO of The Josh Bersin Company.

Systemic HR and the future of talent acquisition

Josh Bersin began by highlighting the key takeaways from the recent Talent Connect and HR Tech conferences. He emphasised that the job market is under significant stress – with labour, talent and skills shortages, plus an aging global workforce coinciding with constant innovations in technology.

He explained that HR has seen many transformations over the years to re-organise and streamline staff numbers, centralise centres of excellence, and integrate technology to achieve better data insights to improve employee service. But, despite millions of pounds of investment, these transformations have been tactical and not necessarily strategic.

Recent research shows that companies now realise their HR efforts need to be more creative, innovative and solution focused. This is because so many new problems – including hybrid working and skills shortages – didn’t exist five years ago.

HR might in future be built around a consulting operating model rather than a rationalised service delivery function. It could then build and evolve products and services over time, supporting new onboarding programmes, reward programmes and much more.

To be effective, HR staff must know what each other is doing and work together. And a highly systemic HR organisation must have the right technology to harness up-to-date and accurate data. Through a more detailed understanding of what’s happening, better systems can be created to support HR efforts.

Bersin added that high-performing HR teams tend to move people around a lot within the business. This familiarises them with what adjacent teams are doing, so they can call the right people when they have specific roles to fill. This healthy process helps HR teams stay informed and respected, attracting more people to work in the field.

Lastly, Bersin spoke about the new ‘Welcome to the Post-Industrial Age’ report, which offers a view on where we are and where we’re going. The report looks at new approaches relating to the economy, the workforce, demographics and culture, and helps to put into perspective the changing needs of managing teams. It also covers the talent shortage and its impact on productivity, job design and agility.

Internal hiring rates have fallen

The discussion moved to internal hiring (the focus of the latest Talent Climate Series report, created by AMS and the Josh Bersin Company).

Year-on-year internal hiring rates have fallen significantly. After COVID, hiring went through the roof and companies couldn’t rely on internal hiring alone to provide talent. A drop in internal hiring rates was expected. However, this has not picked up in 2023. Many companies have reduced their hiring overall, but the lack of internal hiring is marked. The assumption is that, despite innovation in talent acquisition – such as automation and digital processing – it’s becoming harder to hire, not only internally, but in the general market.

HR is working on this, but the problem stems from management culture. Another research piece highlighted by Bersin suggested that many companies struggle to operate in a dynamic way. Large companies grow along certain lines: product area, business unit, function etc. People move up, not around, and a change in mindset is needed.

Senior leaders should also stop thinking that more people equals more revenue. Large companies are so used to simply hiring more employees; it’s in their DNA. But this approach might be slowing things down. Organisations need to think about retaining their way out of the talent scarcity problem. Just one career move internally is likely to extend the duration of an employee’s tenure by 60%.

One of the meeting attendees raised the issue of professional development and internal mobility. Employees felt that their careers could stall and it was easier to get a job externally than a new one inside the organisation.

However, another attendee did say that internal mobility in their organisation was increasing, although there was more they could do. They were supporting their employees to think about their future careers, but they lagged behind on how to implement that sense of professional development effectively.

The impact of AI

A key question raised by one of the panellists was how AI would affect job growth and talent acquisition.

Using a publishing business as an example to address this, Bersin explained that the speed of collecting data, assimilating content, writing and editing would increase and become more efficient with AI. However, he emphasised that businesses would still need professionals to interpret the information.

He also talked about engineering firms. These are overwhelmingly saying they no longer write their own code, but simply review it. AI tools are writing the code for them, so there’ll be fewer lower-level jobs for those who would previously have performed this task.

HR and TA can’t ignore AI. It’s a game-changer. Generative AI can be applied to business and create products and services that no one could create before. AI will continue to become a powerful tool for revenue generation, productivity and growth.

The right technology

Another key topic was technology. Businesses don’t have the technology to run internal, dynamic talent marketplaces. They may have talent, but the technology isn’t there to surface it. Subsequently, old habits kick in and business leaders hold on to their talent rather than moving it around, for fear they won’t get the right replacements.

One attendee did say that, by dedicating TA to internal recruitment, for the first time they now have more internal hires than external hires. Plus, they’re now working with a skills-based approach, so candidates that might not previously have been considered for certain roles are being put forward.

More focus on internal skills

Data shows that recruiters are spending more time looking for internal talent through the lens of skills than they have done. But, although everyone is evangelising about how a focus on skills can mobilise talent, businesses are struggling with this internally. Many are still trying to source talent based on job titles rather than understanding the skills they have in the business.

As one attendee said, “we’re in a scarcity environment, so people need to look at skills and tasks and assign people to those.” The danger is that recruiters are looking more and more at skills, but internal systems and processes are not ready to support a skills-based hiring approach.

The rise of adjacent skills

One of the biggest catalysts for mobilisation discussed was ‘adjacent’ skills.

For example, during the pandemic, there was an increase in contact-centre staff because people were returning so many of their purchases that there was a need for customer support. But the retail industry faced a significant skills shortage – until an AI tool revealed a 96% match with hospitality talent profiles. While this may seem an obvious choice as hospitality people are typically customer facing, nobody was connecting the dots.

Businesses need to look at adjacent skills not just across function, but across industries.

A change in management perspectives

Even with the introduction of new AI tools and skills-based approaches, management structures need to change. As one attendee put it, “it needs to be blown up, so everyone is talking horizontally.”

Attendees agreed that it’s impossible for an organisation to move into a skills-based talent marketplace or adjacent skills if the internal structure of HR remains siloed.

Be ‘problem first’

Talking about skills is simple, but implementing a skills-based approach is another matter. As one attendee said, “the trouble now is that there’s way too much focus on buying tools for skills. First you need to tackle the business problem.”

The solution is to arrange a management meeting in which key stakeholders can discuss their most significant business problems. Every skills problem is different and each one will have specialised needs and data sources.

The idea that a business can build a ‘global skills database’ is not really the answer. Addressing the problem first is essential.

Another panellist said that barriers to internal mobility can’t be narrowed down to culture, tech or process. All these things inhibit the ability to move people around. Businesses need to tackle all these areas, targeting one problem but not expecting to find one solution.

Mandating that team leaders have to let go of their best people and move them around is also crucial.

In attendance:

Adam Hawkins – Head of Search & Staffing, LinkedIn for EMEA & LATAM
Beatriz Rodriguez – Chief Talent and Diversity, Equity and Inclusion Officer, Bayer
Emma Shuttleworth – Group Vice President Talent Acquisition, L'Oréal
Jacqueline Welch – Executive Vice President and Chief Human Resources Officer, The New York Times
Jim Sykes – Global Managing Director – Client Operations, AMS
Josh Bersin – Global Industry Analyst and CEO, The Josh Bersin Company
Juliana Nunes – SVP, Global Talent Acquisition and Global Services, Johnson & Johnson
Martin Vergara – Managing Director, Global Head of Talent Acquisition, Morgan Stanley
Mary-Anne Russell – Managing Director, Marketing & Sales Enablement, AMS
Vicky Gallagher Brown – HR Lead, Deloitte

AMS x JBC: Innovation Board

The Innovation Board is co-chaired by Jo-Ann Feely, Global Managing Director for Innovation at AMS and Josh Bersin, Global Analyst and CEO of The Josh Bersin Company. The Innovation Board comprises of senior talent leaders from a variety of industries who gather to discuss key trends impacting the global TA landscape; identify the disruptions and potential innovations that can bring success to businesses and to individual’s careers. Using timely data, inputs from the latest market developments, and AMS proprietary data from the Talent Climate reports, the Board will gain insights from one another’s experiences and share solutions to critical talent gaps.

Talent Technology Translator

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Talent Technology Translator

Do you speak talent technology?

The talent industry is facing a changing landscape. To truly make the most of it, you need to stay ahead. The AMS Talent Technology Translator is designed to help you explore technology in talent by learning about key terms and tools, and how they can benefit your business.

An effective talent strategy depends on using the right technology, at the right time, for the right reasons. But as the world has moved so quickly, are you sure you really know the basics?

Our translator helps you to ‘talk tech’ fluently – meaning you can make informed decisions, faster.

Scroll down to view the talent tech terms

Adaptive learning platforms

Adaptive learning platforms are seen across all levels of education. They are tools that can personalize or customize the learning experience for every individual student. Adaptive learning platforms use data and algorithms to create specific educational processes based on the strengths and weaknesses of the user.

What does it mean for TA?

Adaptive learning platforms are very relevant to TA, as they can be used to personalize onboarding, training modules, feedback sessions and skills analysis platforms for both candidates and internal team members. For example, companies may choose to use adaptive learning platforms for employee engagement as part of an internal mobility strategy, to assess skills gaps and capabilities that already exist in the organization.

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Advanced connectivity

Advanced connectivity refers to the use of fast and streamlined communication technologies that connect networks and tools with more efficiency. It includes smart devices, high-speed internet, cloud computing, AI and other modern applications.

What does it mean for TA?

In the context of TA, advanced connectivity means using faster and more efficient technology and communication methods to improve the process of finding, attracting and onboarding the right new hires. It can positively impact the hiring process in many ways, such as: conducting remote hiring interviews, finding more global talent, gathering data from various sources for decision making, and collaborative or video hiring and training. Advanced connectivity allows the HR industry to integrate across contemporary technologies.

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AI-enabled chatbots and virtual assistants

Chatbots and virtual assistants are conversational AI tools that engage users to complete tasks more succinctly and efficiently. Both are components of a digital experience, but while chatbots are often used to perform a specific and pre-determined set of tasks, virtual assistants are multi-functional and model a human-like interaction. 

What does it mean for TA?

Chatbots and virtual assistants cannot replace the ‘human touch’ of typical recruitment, but they do provide significant value-add. These tools help to streamline the candidate experience and create consistency in the process. Some other benefits of chatbots and virtual assistants include reduced time-to-hire due to faster, more efficient interactions and a simplified pre-qualification process, increased personalization, multi-language support opportunities, and increased candidate insight generation. However, the implementation of these tools can be complex and requires a robust overall technology strategy to achieve.  

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Applicant tracking system (ATS)

An applicant tracking system is a piece of software or platform that helps streamline and automate the recruitment and hiring process.

What does it mean for TA?

Applicant tracking systems help organize candidates for recruitment purposes. They can collect candidate data, group potential hires by their experience or map out their specific skills, then help choose the best candidates. They give TA managers a complete oversight on the entire lifecycle of job vacancy.

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Artificial Intelligence (AI)

Artificial Intelligence, more commonly referred to as ‘AI’, is the ability of a machine to perform human-like capabilities.

What does it mean for TA?

AI is changing the face of hiring. It has the potential to change every aspect of the recruitment process, from allowing TA teams to spend more time engaging with candidates as manual day-to-day tasks become automated, to significantly expanding and diversifying talent pools. Overall, it means recruiters are becoming more like Talent Agents, rather than Talent Scouts.

Tell me more about AI

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Blockchain technology

Blockchain technology refers to systems that can aggregate transaction records. Its central benefits are increasing security and transparency for digital ledgers. Types of blockchain technology include smart contracts, cryptocurrency, supply chain management, cross-border payments, and notary services.

What does it mean for TA?

As it evolves, blockchain technology has the potential to transform the TA space. As companies and governments address issues such as data privacy, there will be more and more doors opened to its use. Some – but not all – of the opportunities presented by blockchain technology include improved HR processes and administrative overhead, improved candidate data security, and faster, more efficient reference checks.  

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Cyber resilience

Cyber resilience is the ability of an organization to be prepared for and manage potential cyberattacks.

What does it mean for TA?

As the technology space continues to evolve, the potential risk of cyberattacks increases. Having effective cyber resilience reduces the impact of an attack and ensures the organization can continue to operate effectively. Businesses should be hyper vigilant when implementing any new tools to their tech stack and ensure they are as safe as possible, since they will hold sensitive candidate information. To support with this, talent teams should begin to consider hiring internally for specialist roles that can mitigate cyber threats, such as Ethical Hackers or Risk Managers.

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Data lakes

A data lake is a storage facility that allows companies to store huge banks of data. The beauty of data lakes is their flexibility, meaning data can be stored without first being structured. This saves time and money and allows different types of analytics and tools to be applied to help make better decisions.

What does it mean for TA?

Managing talent pools efficiently is a key consideration for TA professionals, and data lakes offer a simple and flexible way to do this. Integrating different kinds of information to create more informed candidate profiles will enable faster decision making. There is often a pre-conception that storing such vast quantities of data can de-personalize the hiring process, but with improvements in analysis and scalability, data lakes can help TA professionals to understand historic inputs. This in turn serves to streamline processes and develop job descriptions that more closely match candidate interests.

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Edge computing

Edge computing refers to technology’s ability to send information to a local server rather than a distant setup. It enables information processing to occur much more quickly, since the process is not stalled by internet traffic, and allows for more privacy and security.

What does it mean for TA?

From a hiring and sourcing perspective, edge computing is a new technology skill that will be highly valuable in the modern work world, and demand for talent with this skillset is only set to increase. Internally, remote working policies may also shift as teams become more decentralized due to the faster and more efficient nature of edge computing. Edge computing may also create new privacy and data security considerations for HR teams.

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Gamification

Gamification is the application of game-like activities to the digital user experience to motivate and engage users. This approach can help to make a company’s brand memorable by improving user experience. Gamification can also be used as a mechanism to increase the rate of a platform’s sign-ups, applications, logins, and more.

What does it mean for TA?

Skills testing and assessment. Rewards and recognition. Quizzes, simulations and challenges. These are the types of gamified, interactive digital elements that can be incorporated into the hiring process. Gamification can heighten and improve the candidate user experience, as well as collect valuable data and insights on your candidates and new hires. However, it is important to note that any gaming conventions adopted should always align with an organization’s values to ensure continuity with the company culture.

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Generative AI

This type of AI uses deep learning and neural networks, allowing users to ask questions so the AI can provide solutions. Unlike traditional AI, which can only analyse data and tell you what it sees, Generative AI can use the same data and create something new. A well-known usage of Generative AI is Chat GPT, but a well-trained AI tool can also be used to analyze data or create Virtual Assistance interactions.

What does it mean for TA?

Generative AI is streamlining processes for hiring qualified candidates. Just like robots are connecting better with people through natural language, Generative AI is helping technology to communicate better with talent – providing a more personalized and engaging experience in job ads, emails, and more. It means talent professionals can do what they do best, removing administrative burden and repetitive tasks to allow them to focus on the nuances of fitting the right candidate to the right role.

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Immersive reality

Immersive reality is a technology that surrounds the user with a simulated or synthetic environment. Types of immersive reality technologies include virtual reality, mixed reality, and augmented and 3D content. Users engaging with immersive reality may experience sensory effects such as surround sound and panoramic displays.

What does it mean for TA?

The future of talent acquisition may see forms of immersive reality play a role. Examples of this may include virtual job fairs, simulated training or onboarding, engaging and collaborative hiring processes, interactive tests and skills assessments. Immersive reality is in a transformative stage, but for talent acquisition, it could open doors to creative recruitment approaches and super-charge the candidate experience.

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Large language models

Large language models are a subset of AI. They are deep learning algorithms that can understand and predict human language. At the basis of these models is the ability to generate a wide range of language-related outcomes, often in the form of chatbots, text summaries, sentiment analysis, or text creation or completion.

What does it mean for TA?

Large language models can benefit the TA industry in several areas. Some of the most common ways they are used in the space right now are creating efficiencies around resume screening, candidate skills matching and interview scheduling, and supporting an enhanced candidate experience via fast and user-friendly chatbots.

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Machine learning

Machine learning is a subfield of Artificial Intelligence (AI) that enables computers to learn without being programmed, but rather through experience. Machine learning can recognize patterns, generate predictions, and solve problems based on data.

What does it mean for TA?

AI and machine learning are often used together in talent acquisition. While AI can help with simplifying HR tasks and automating administrative processes, machine learning can support data-driven programs like resume screening or candidate matching. The tools work in tandem to create solutions for talent teams.

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Natural language processing

Natural language processing (NLP) is an aspect of Artificial Intelligence that uses various techniques – such as machine learning and linguistic rules – to teach computers how to process human language. An example of NLP is speech recognition, which sees AI technology convert spoken language into written text.

What does it mean for TA?

NLP has the potential to create never before seen efficiencies in the TA space, particularly for what are currently manual administration tasks. With the ability to monitor and analyze human language, NLP can power faster, automated resume screening, chatbots, candidate matching and sentiment analysis – to name just a few.

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Phygital convergence

Phygital convergence is the merging of the physical and digital experiences. In-store shopping experiences are examples of this concept, which sees technology used to create interactive displays or augmented reality experiences. Businesses can leverage these experiences to integrate online and offline marketing efforts.

What does it mean for TA?

As phygital convergence evolves in the talent tech space, the application and hiring process will become more modernized. Digital platforms, virtual hiring, video conferencing, chatbots and more will evolve to bridge the gap between real life and the digital space. Technology will become more complementary to the candidate experience

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Predictive analytics

Predictive analytics involves the utilization of historical and non-historical data, machine learning and algorithms to extract future insights. This process is helpful for planning and can significantly mitigate risk.

What does it mean for TA?

Predictive analytics helps HR and TA professionals identify in-depth and up-to-date insights on the talent market. By analyzing historical data on successful hires, organizations can focus their recruitment efforts on the platforms, channels and regions that yield the best candidate results. Predictive analytics can also be used in a variety of ways throughout the hiring process – from retention predictions, to skills gap analysis. As data sources grow, predictive analytics is becoming an increasingly important tool in hiring strategies.

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Proprietary matching technology

This is technology developed and used in-house by an organization to match candidates to specific criteria or roles, making sourcing processes more efficient.

What does it mean for TA?

Proprietary matching technology allows talent teams to leverage data and insights on everything from niche skills to specific location and experience, to find the right candidates for their open roles. It allows organizations to speed up and fine-tune the hiring process by finding the best candidate fit, faster.

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Quantum computing

Quantum computing uses quantum mechanics to solve complex problems that are beyond the capabilities of a typical computer. Researchers and organizations are developing and refining hardware and algorithms for quantum computing, and as it advances, it is expected to have an extraordinary impact on all technology globally.

What does it mean for TA?

Quantum computing is the next leap in talent technology. Still in its infancy, this new technology will impact things like security, data analysis, optimization, bias, and the further evolution of AI. While the potential of quantum computing in TA is in its discovery phase, the possibilities of how this may be used include: the mass analysis of complex data to identify best-fit candidates, speeding up complex training processes, re-designing onboarding processes, and providing unprecedented insights for talent sourcing.

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Responsible AI

Responsible AI is about using this new technology ethically and effectively. It means leveraging AI in a way that is aligned with current laws and regulations. It also acknowledges that AI should act in alignment with an organization’s policies and values.

What does it mean for TA?

With new AI regulation on the horizon, companies need to understand how to leverage AI responsibly and ethically. Abiding by changing AI laws is becoming increasingly important in the TA space, and companies that don’t take this seriously will put themselves at risk. It is vital to follow these changing laws and set up your organization for safe AI use. Understanding what, where and how AI is decision-making and functioning within your tech stack is integral to business values and success.

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Sustainable technology

Sustainable technology, or ‘green’ technology, refers to the evolving use of technology that has a reduced environmental impact. Sustainable technology aims to limit its effects on the next generations through innovative solutions such as renewable energies, recycling, waste and water management, and other clean efficiencies.

What does it mean for TA?

Sustainable technology will have implications for most industries, and TA and HR are no different. In these spaces, green tech will be on the forefront of skills, with organization’s increasingly looking to fill roles in renewable energy, sustainable design and other environmental specialities. TA strategies will also have to consider a variety of disciplines, as the professional expertise needed in these areas can span a diverse range of backgrounds. Candidates’ commitment to corporate social responsibility is also becoming more important when crafting an Employer Value Proposition (EVP), as many young people are eager to work for companies that genuinely prioritize sustainability – both in their tech approach and more broadly.

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Talent intelligence

Talent intelligence is the process of safely and securely gathering, analyzing, and using information about individuals to help make more informed decisions on hiring and retaining talent.

What does it mean for TA?

Talent intelligence, when used effectively, can provide organizations with a significant competitive advantage. By leveraging in-depth data and analytics, it can inform many aspects of talent acquisition, from ensuring diversity in a specific talent pool, to overall market research. All this helps reduce time-to-hire and drop-out rates, and make better hiring decisions.

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Talent tech strategy

This is a strategic, long-term plan for how to leverage technology in sourcing, hiring and retaining top talent, as well as plan ahead for future talent gaps.

What does it mean for TA?

Having a robust talent tech strategy in place ensures organizations can implement the right technology for their specific business needs and challenges. This allows companies to get a maximum return on investment for new talent tech tools and avoid unnecessary cost.

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Tech-enabled RPO

Recruitment Process Outsourcing (RPO) is the outsourcing of a company’s recruitment process to a dedicated third-party organization. RPO providers like AMS specialize in strategy and processes for talent acquisition. They have access to, and in-depth knowledge of, the latest talent technology tools on the market. Outsourcing your recruitment processes can help to build a talent acquisition model that grows and adjusts to your business’ evolving needs.

What does it mean for TA?

Leveraging RPO operating system technology can help improve hiring and cost effectiveness. A company might be looking to outsource just one aspect of their recruitment function, or for an external vendor to manage the entire end-to-end process. RPO partners can support with everything from candidate sourcing, screening and interviewing, to specialist advisory services in diversity, equity and inclusion (DEI), or technology implementations. They have access to advanced tools and technologies that can help to seamlessly source and attract candidates. RPO providers can also help organizations to operate their recruitment and technology processes legally and within compliance frameworks.

Talking Tech and RPO

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Tech-enabled skills-based hiring

Skills-based hiring is an approach based on matching the skills required to perform a particular job with the right person, rather than focussing solely on a candidate’s education or past work experience.

What does it mean for TA?

Skills-based hiring can significantly widen the talent pool for a particular role, shining a light on candidates who may have otherwise been overlooked after being siloed into a specific job type. This allows businesses to increase their time-to-hire after spending less time sourcing the right person for the role. Technology can play a big part in this process, as many tools in the market will allow businesses to gain oversight of the skills that currently exist within the business, as well as areas where there may be skills gaps.

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Tech stack

A tech stack is a group of tools, programming languages and/or frameworks that are used to build and run software applications. A successful tech stack sees a business’ various technologies work together to deliver a solution.

What does it mean for TA?

A tech stack is the suite of technologies that helps a company to hire at scale. Choosing the right tools for your tech stack, and selecting the best people and processes to manage and support new technology, is crucial for successfully hitting your talent objectives.

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User experience

User experience, more commonly referred to as ‘UX’, is the journey a person experiences while interacting with a product, service, or system.

What does it mean for TA?

In recruitment terms, UX is the experience a recruiter, employee, candidate or hiring manger has during the sourcing, interviewing and/or onboarding period. For candidates, a positive user experience likely involves a speedy and communicative process, enhanced by the inclusion of mobile-optimised technology platforms. For recruiters, technology can also be a significant aid to user experience, reducing the burden of admin-heavy tasks such as interview scheduling.

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We are entering a new age of workforce demographics. For perhaps the first time since the Industrial Revolution, we now have five generations in the workforce – each one with different views, opinions and ways of working.

Managing this array of talent poses challenges. After all, how do you make sure everyone is on the same playing field, working together to deliver business success?

In a recent survey we posted to herald our latest DEI Knowledge Exchange webinar, “How do organization’s embrace a truly multi-generational workforce?”, 57% of respondents worked for businesses who did not have a multi-generational workforce strategy.

They could be missing out, according to panellists from Rolls-Royce, LinkedIn, Uber, Paycor and Chubb Insurance, who joined us to discuss the topic on our recent webinar.

We looked at the steps businesses can take to create successful strategies which embrace candidates from all experiences to deliver a truly inclusive workforce.

Connecting generations

A core theme among the organisations represented was the challenge of effectively connecting the different generations. We are all shaped by experiences, perspectives, education and surroundings, so it’s important to identify common ground when learning from one another. This then acts as a springboard to develop successful connections going forward.

Key takeaway:

The overriding consensus was that embracing a multi-generational approach should be driven from the top down. In spearheading these connections, leadership teams needed to focus on their ability to demonstrate curiosity and act with empathy. The empathy to choose to connect with individuals for who they are, and not the year they were born. And the curiosity to ask what you can learn from people, not what they can learn from you.

Career development

Unsurprisingly, different generations want different things from their careers in terms of opportunity and development. Organisations that offer the best work experiences will hold an advantage: able to hire the best people, retain them, engage them, and ensure their business culture thrives.

But delivering balance for everyone is challenging. Older people with children may want to move to a 4-day week, while younger talent may find this more problematic.

Key Takeaway:

Embracing a multi-generational workforce requires businesses to also be flexible in their approach and strategy.

Putting together the right benefits package

The right benefits package may not be right for everyone. What works for one generation might not work for another.

One panel expert spoke about an example in which a business was offering a 6-month sabbatical after 25 years of service. A more helpful option may be to split the sabbatical into bite-sized chunks, providing a break and respite more frequently. This allows employees to use those sabbatical moments at different stages in their life.

Key Takeaway:

Businesses need to look at the whole picture, not just one generation; making sure the benefits offered appeal to the many, not just the few.

Asking the right questions

Employee engagement surveys are incredibly important in finding out what your employees really think and want. Businesses believe they know their employees, but true understanding comes from asking the right questions.

Designing listening strategies that tailor questions to each demographic shows an organisation is considering their whole workforce. It also provides the insights to really get under the skin of what’s going on in the business.

As one of the panellists put it, “Employee engagement is not a nice to have, it is a must for business success.” The better an organisation understands the needs of their teams, the better the engagement, retention, internal mobility and alumni advocacy.

One expert told us, “KPIs, objectives, OKRs … The only way to be able to do any of that is to get the information from the workforce.”

Key Takeaway:

A survey is more than just a survey. They can help businesses set goals to create truly inclusive environments, providing opportunities for cross-functional and cross-generational conversation.

Moving towards a skills-based business

The way we work is changing. Companies are now moving away from hiring talent based on job titles and experience, to a more skills-based approach.

This new way of thinking about talent can be super-charged by leveraging the generational talent and experience within an organisation.

Key takeaway:

A skills-based strategy can unlock talent that teams were unaware existed in their organisation. This approach is a gamechanger when facing a skills crisis.

As one of our experts put it, “by unlocking skill view, we unlock new talent”.

Getting it right for everyone

We’ve all heard the expression, “you’ll never please everyone”. But when it comes to looking after the generational needs in a business, organisations really should aim to please everyone.

Here are the key points our panellists agreed would help deliver a more inclusive workforce:

Connecting generations – Sharing experiences and learning from each other to identify new ideas to help drive the business forward. Also, showing empathy and curiosity, asking people how they feel instead of assuming that they know what they want.
Career development – Providing opportunities to develop skills and deliver the best working experience for everyone.
Enhanced benefits – Understanding it’s not just ‘one size fits all’ and that benefits need to be tailored for each generation.
Conducting surveys – Getting insights on what people really think to deliver improved inclusivity in the workplace.
Skills-based approach – Hiring people based on skills not job titles and helping to unlock new talent within the business.
Attracting and retaining – Adopting approaches like mentoring, training, communication and workplace design to ensure employees are happy and engaged.

This is just the tip of the iceberg. There’s a lot more that can be done to support a multi-generational workforce and promote and enhanced age diversity at work.

Need advice on how to make your multi-generational workforce more inclusive?
Talk to AMS about how to create workforce strategies that meet the needs of every generation.

Whitepaper

Next Gen Talent Acquisition in Pharma, MedTech & Life Sciences

Everest Group research reveals the key shifts, investment priorities and operating models shaping the future of talent acquisition in life sciences.

News

AMS in record position as a Leader in Everest Group’s 2026 Global RPO PEAK Matrix® Assessment

AMS has earned its highest-ever position in Everest Group’s 2026 Global RPO PEAK Matrix® Assessment, reinforcing its leadership in RPO.

Stories

AI Human Blend

The economy may be cooling off, but the search for talent is heating up. Despite years of advancements in recruitment technologies, data shows that hiring is getting progressively harder and taking longer than at any time in the last five years. As time to hire increases, businesses are working harder than ever to find the right talent for the right roles.

View the story

Time-to-hire getting longer?

6 ways to reduce it.

Jim Sykes
^{Global Managing Director of Client Operations, AMS}

But there are practical steps that talent acquisition leaders can take to have an impact in the short to medium-term.

“The average global time to hire in 2022 was 43 days but has risen by a full day in just the first quarter of 2023.”

The Talent Climate Series ‘Time to Hire’ report by AMS & The Josh Bersin Company

What’s happening?

There are three key things impacting time to hire in the job market right now.

Unemployment rates are still low. Thanks to the low birth rate and the exit of many Baby Boomers from the workforce, the working population in most companies is stagnant or decreasing. Year-on-year the demand for talent continues to outpace supply.
Jobseekers are becoming more selective. Even with lay-offs in many business sectors, today’s talent wants better pay, flexible working conditions, and enhanced benefits.
Skill requirements are constantly evolving. Jobs in sectors such as technology, IT, supply chain and finance are demanding new skills and business needs are urgent. Employers are having to pay more for cutting-edge skills that fit with their business needs.

6 ways to reduce time to hire

So, how can businesses thrive in this new landscape – and attract, source, and hire the right talent as quickly as possible?

With organisations competing against each other for the right people, they must look at talent acquisition from a new perspective; a new angle. It’s about thinking more strategically and looking inside, not just outside, to fill the gap.

Here are six ways organisations can set new paths in hiring the right talent at speed.

Leveraging Talent Intelligence

Using insight, or ‘talent intelligence’, to drive the hiring strategy is a game-changer for talent acquisition professionals. By looking at historical hiring data, they can understand how best to hire for similar roles in the future. For example, if a business has hired 100 accountants, that historical information will give them a strong idea on where and how best to find that talent again. It also provides insights on strategies that have not worked historically and should not be repeated. On top of that, current external market information such as competitors the candidates are likely to come from, their specific skill sets, salary expectations and the locations that have the greatest supply of the required talent compared to demand will also prove useful.

Talent intelligence is invaluable in empowering recruiters to become talent advisors. Ten years ago, the ability for recruiters to truly consult with hiring managers about the parameters of a specific job were almost unheard of. Today, with access to advanced market insight, recruiters can leverage their knowledge of the market to advise managers on how to best adjust hiring requirements – enabling success and reducing time to hire.

Insight should be the foundation of all hiring. It should inform, consult and advise TA leaders on the best steps forward. To be informed is to be empowered.

“Insight should be the bedrock of everything we do.”

Tailoring recruitment brand messaging

If you want the right candidates quickly, you need to appeal to them directly. A tailored, segmented approach to employer branding will better help attract and engage the right talent in the marketplace. Companies, especially those with a global reach, need to understand that their standard EVP (Employee Value Proposition) will not be compelling enough for everyone. Candidates for sales roles will be seeking very different things from candidates looking for technology roles. Direct, bespoke employer brand messaging will help to target and recruit talent more quickly. Let’s start thinking about Candidate Value Propositions.

“Leading organisations should move from considering their Employee Value Proposition, to considering the Candidate Value Proposition.”

Building an expert sourcing capability

Engaging passive talent is a difficult task. Organisations can’t rely on brand, attraction, media, or job boards alone. They need experts who can identify talent in the marketplace and proactively contact and engage.

Many businesses still have 360 recruiters who look after every aspect of the hiring process. They do their own candidate sourcing, manage attraction channels, screen every applicant, even schedule interviews for hiring managers. Not only is this model inefficient, but it lacks expertise.

Best practice is to segment recruitment operations to create specialisms – specialist recruiters to guide and partner with hiring managers, specialist administrators to provide candidate care, and specialist sourcers to manage talent outreach. By structuring the team around specialist skills focussed on specialist tasks, businesses can significantly increase their ability to hire at pace.

Putting candidate experience first

Once the talent has been identified, it’s critical that an organisation can deliver an incredible candidate experience. In today’s market, talent will be pursued by several prospective employers. So, the experience offered can make a huge difference. It not only attracts candidates to apply, but it can be a critical factor in how candidates choose one organisation over others. Businesses need to treat candidates like customers, offering them a consumer-grade experience.

Sometimes it’s not about big changes. Simple things can make a big difference. For example, giving talent the ability to apply for roles on their mobile phones. Or ensuring the organisation’s application system is easy to navigate with minimal steps involved. For example, does it take three minutes to apply for a role, or 30 minutes? Does the candidate need to click through two screens, or 10?

Seemingly minor elements like this can have a massive impact on whether organisations can move candidates successfully and speedily through their hiring process.

“Today’s talent will be being courted by a number of organisations. The experience provided to candidates can be a huge differentiator.”

Innovating and automating

Inefficient recruitment is the bane of many TA team leaders’ days. It can slow down the process to a crawl. So, looking at ways to improve speed is vital. That’s where automation can help.

Processes such as automated interview scheduling allow administrators to arrange an interview with a potential candidate in minutes, as opposed to days. Automation tools for tasks like completion of reports, or inputting data into a new system, can also be invaluable. Tools like these can shave anything from a few hours, to days, off a hiring process. And in a market in which the average time to hire for a role is over 43 days and competition for almost every new candidate is fierce, the ability to reduce this number wherever possible offers a significant advantage.

Delivering on candidate care

Candidate care is not to be confused with candidate experience. This is not about what the candidate gleans from their side of the process, but rather the effort an organisation puts into maintaining a meaningful relationship with that candidate.

For example, one of the biggest impacts on the time to hire process is candidates dropping out after they have accepted an offer. When this happens, many organisations will return to ‘Step 1′ and restart the whole hiring process. Investing more in candidate care can generate a enormous return. It’s important to give recruiters more capacity to maintain candidate relationships. They should be empowered to check-in with candidates throughout the hiring process (even after the candidate has accepted an offer) to connect on the role, answer questions, or addresses issues. This helps to encourage talent to stick with the process and move forward with their offer.

When you consider how much time an organisation puts in to get the right candidate, keeping them engaged and offering them meaningful, genuine communication is critical.

“In most countries, the average dropout rate post-offer acceptance is about 5 to 10%. A shocking waste of the hard work that went into the hiring process.”

What’s next?

Challenging times demand new approaches to attracting and recruiting talent. That’s where partnering with a world-leading RPO partner can help. With up-to-date market insights and expertise, they can find, attract, and retain the right talent for your business – whatever the talent outlook.

It’s time to access a new pipeline of future talent.

It’s time to communicate the right employee value proposition that attracts the right candidates.

It’s time to explore new and innovative solutions that speed up the hiring process.

It’s time to put candidates first, delivering an experience that’s second to none.

Want to find out more about what RPO can do for your business? Make time to talk to us today and see how we can reduce time to hire and optimise your recruitment process.

Get in touch

www.weareams.com

With unpredictability the new normal, agility is a crucial characteristic of modern organisations. Record low unemployment rates are causing poor candidate confidence levels and significantly reduced talent circulation. Now more than ever, organisations are struggling to find the people they need. Skills shortages across multiple sectors are plaguing business growth. Over 75% of UK organisations cite a decline in output and profitability as a result of lacking available skills. What’s more, many businesses are now faced with a sudden need to rapidly scale down their TA functions following a 2022 hiring boom.

Amid constantly shifting market conditions, businesses are having to make frequent and fast decisions at all levels. In this uncertain environment, being able to react quickly helps keep them future ready.

But building agility into an organisation is easier said than done. In the world of Talent Acquisition, today’s ever-changing talent landscape makes workforce planning a significant challenge. Not only are organisations struggling to rapidly scale up and down as needed between sudden hiring surges and periods of slow-down, but demand planning for just a few months into the future can be a near-impossible feat.

Talent teams are also experiencing a lot of pressure from decision-makers to react quickly. However, they’re not always adequately resourced (or skilled) to do this, especially if they have only recently had to scale down teams in the face of uncertainty. It can be a vicious circle that depletes morale and effectiveness.

“We are in a market of volatility. And there will continue to be peaks and troughs over time. So, organisations need to know, ‘How can we navigate these shifts with flexibility and agility, to be able to scale up and down when
we need it?’”
–Rob Matthew, Client Director, AMS

“The market is becoming more technical. Both in the types of skills being hired for and in sourcing talent. Accessing talent and converting the interest of talent is a far more technical and specialist job than it’s ever been.”
–Roberto Magliocco, Client Director, AMS

So, how can today's organisations regain control by building agility into their TA function?

Agility and problem solving

Many companies are familiar with the concept of recruitment process outsourcing (RPO). Larger enterprises rely on RPO as a way of managing tranches of employee-hiring or specific resourcing bursts, for example, to staff new locations or capabilities.

But RPO is not just for large scale, enterprise-level activity. It can also be deployed very effectively on a more bespoke and tactical level, on a time-limited or project basis. Whether organisations need to hire in much smaller numbers – in the tens or hundreds, for example – or are sourcing for niche, hard-to-find skills for a particularly sensitive project.

At its simplest, resourcing projects might involve:

A TA team bringing in one or two extra recruiters for a short period of time to boost their capabilities.
Small-scale resource augmentation like this can avoid adding permanent headcount costs to a recruitment budget, as well as help core teams better manage workloads.
Case study: small-scale resource augmentation in practice
AMS partnered with a global technology and IT consulting services organisation to provide a small-scale resource augmentation solution.
The challenge: The organisation needed to deliver key hires into their USA and UK business units. They asked AMS to rapidly deploy embedded recruiter resources to work under the full management of their own internal TA team and deliver full lifecycle recruitment.
The solution: AMS quickly sourced and deployed experienced recruiters in both the USA and UK. The recruiters adapted quickly to their new environment, operating autonomously when required, to deliver the key hires needed.
- UK team of 2x 360 Recruiters
- USA team of 2x 360 Recruiters
‘Parachuting’ in a specialist team with experience in sourcing hard-to-fill roles to avoid an ongoing reliance on staffing agencies.
Not only does this help to reduce sourcing and recruitment costs, but specialist teams afforded by a trusted RPO provider also enhance other elements of the recruitment process – improving time to hire and crafting a more engaging candidate experience. This option may also have the added advantage of upskilling core teams through cross-pollination of sourcing expertise.
Outsourcing all recruitment to an RPO specialist for a short period (e.g. 6 months – 2 years) with the flexibility to extend as required.
This is particularly popular with small or medium-sized organisations looking to expand and often leads to the establishment of revised, agile, in-house recruitment processes that help organisations better embrace volatility. This solution could be built on people alone (bringing in additional recruiters, specialist advisors, or both). Or, a combination of tech and touch (introducing bespoke talent technology to improve an organisation’s TA processes).
Case study: deploying Project RPO to grow a business
AMS partnered with a leading global assurance provider to deliver resource augmentation support across BAU recruitment and new sales activity in their international hubs.
The challenge: client engaged AMS to support them in becoming a stand-alone business after separating from their parent organisation. They needed to cope with their growing recruitment demands with flexibility while identifying a new recruitment partner.
The solution: AMS quickly deployed an interim team to manage BAU recruitment and built a new team to support the recruitment of 39 sales executives and managers into three new international offices.
BAU:
1x Client Service Manager + 1x Administrator
226 open vacancies
136 offers accepted
85% direct delivery
Sales:
1x Recruiter + 1x Sourcing Specialist + 1x Administrator
210 CVs submitted
79% shortlisted candidates invited to interview
35+ offers made
The impact:
- Peak hiring period support: Recruiters managed up to 35+ live requisitions each.
- Improved hiring manager experience: Single point of contact for their recruitment.
- Client expectations managed: Bespoke market insights improved progress reporting and oversight.
- AMS partnership extended: AMS will continue to offer support to managers with a permanent vacancy.

Crucially, Project RPO can give organisations more control. It can help bring agile thinking and systems towards their problem statements, in a more proactive way.

Maturing the TA function

Partnering with Talent Acquisition and RPO experts to manage recruitment delivery can also give talent teams the opportunity to elevate their own roles. They can create an environment for agile thinking around skills, talent streams and existing processes. With immediate sourcing or project needs taken on by a trusted partner, TA can concentrate on strategy and enhancing internal capabilities, instead of simply managing demand.

Outsourcing recruitment processes for a specialist project allows teams to devote time to more high-value and strategic tasks such as:

Long-term demand planning
Exploring new ways to widen the organisation’s talent pool
Succession planning: reviewing the skills in their organisation that already exist, and uncovering adjacent skills
Upskilling current team members
Preparing skills-based solutions that could be implemented in a variety of market scenarios

Tapping into the expertise that has been brought in for a specialist project-based solution is also a valuable way of upskilling in-house teams or trialling new processes and technology without making permanent new hires or committing to new systems. With an experienced partner, specialist project RPO is a microcosm of possibility. It’s a way of trying out new ways of working to give organisations the opportunity to experiment on a restricted scale, rather than across the whole organisation.

Allowing the talent function to catch up like this ensures organisations are on the front foot when the market picks up, or when the next challenge arises.

“At AMS, we work across so many different sectors and deliver hundreds of thousands of hires globally every single year. That’s the expertise these in-house TA teams can have access to. It’s a supplementation and an augmentation of what organisations already have, to enhance existing capabilities.”
– Rob Matthew, Client Director, AMS

Plugging in a vast range of experience

Working with a trusted RPO provider gives businesses the opportunity to harness decades of market experience and expertise across a huge range of global industries, organisation types, and niche resourcing projects. Whether the challenge calls for rapidly building a team of thousands, or just a few specially skilled professionals, an RPO partner has seen it all. Because of this, they can offer exceptional advice and a fresh outlook.

Working from the viewpoint of a single problem statement, or through the lens of a defined project or limited period of engagement, expert RPO partners will frequently spot opportunities for improvement that help optimise agility inside TA functions. For example, around cost-savings, or taking the right tech solution to the problem.

But the right RPO provider is not simply an expert. They will also be deeply passionate about solving their clients’ challenges. As a first step in any Project RPO parentship, they will listen, question, and immerse themselves in an organisation’s culture to fully understand the pain points and objectives of any resourcing project. Only when armed with an in-depth understanding of an organisation’s challenge will they look to offer a solution that is tailored entirely to their needs.

“We invest a lot of time up front with any customer, to really get under the skin of not just the hiring need that they have, but what environment they’re working in, what technology they have available to them. We always want to get a full picture.”
– Roberto Magliocco, Client Director, AMS

“In any conversation, we are asking, ‘How can we support and add value?’ and ‘Where are the opportunities to drive some innovation, to drive some enhancement?’”
– Rob Matthew, Client Director, AMS

Tailoring your resourcing project

Project RPO is defined by agility. It takes exactly the shape the organisation needs it to, meaning they benefit from a tailored and bespoke solution that addresses their specific challenges. Whether the business is large or small; or the support needed is all-encompassing or in just in a few areas, RPO can provide the right solution.

But whatever the nature of the deployment, Project RPO leaves an organisation in a stronger place by injecting greater agility into their talent function. It gives teams more power to respond and anticipate. A better prepared, clearer-thinking team is then ready to take on the next opportunity – not succumb to the pressures of a volatile market.

“It’s not an off-the-shelf service. Everything is customised and curated to the customer’s problem statement … We’ve got the wonderful gift of being able to look at your challenge from a million different directions, all around the goldfish bowl, and pick out what we actually think is the best tailored solution for you.”
– Roberto Magliocco, Client Director, AMS

Conclusion: No project too small

At AMS, we are a trusted partner for global organisations large and small looking for support with their resourcing project challenges. From a single resource to full end-to-end delivery, our solution can be flexed to your exact needs.

Our industry and sector advisors offer unmatched expertise in everything from talent technology to candidate experience and employer brand. Think of us as your true talent partner – when and where you need us most.

If you're ready for a more flexible and agile approach to Talent Acquisition, talk to us today.

Whitepaper

Next Gen Talent Acquisition in Pharma, MedTech & Life Sciences

Everest Group research reveals the key shifts, investment priorities and operating models shaping the future of talent acquisition in life sciences.

News

AMS in record position as a Leader in Everest Group’s 2026 Global RPO PEAK Matrix® Assessment

AMS has earned its highest-ever position in Everest Group’s 2026 Global RPO PEAK Matrix® Assessment, reinforcing its leadership in RPO.

Stories

AI Human Blend

A complete guide to understanding Recruitment Process Outsourcing (RPO)

AMS
April 26, 2023

TL;DR

It is almost impossible to maintain a constant need to hire. Whenever there is underutilization or overutilization of an internal recruitment function, Recruitment Process Outsourcing (RPO) comes in as an efficient alternative to increase hiring without having to constantly either expand or shrink your workforce. This resource will help you understand what RPO is all about and when it can be applied.

In today’s uncertain economy, HR professionals are facing a tougher-than-ever talent market. As hiring fluctuates, businesses are necessarily downsizing their talent acquisition teams, only to be met with a sudden need to rapidly assemble a larger talent function. A global talent shortage is making it hard to find the candidates.

Now organizations need to have more strategic, holistic, and innovative approach for recruiting and retaining the talent. They also need team that can respond quickly and adapt as hiring demand changes.

Thankfully, this is not a challenge that organizations need to tackle alone. Now organizations don’t have to address these hiring challenges alone. A Recruitment process outsourcing (RPO) partner can help to us  amplify your talent acquisition processes and optimize your hiring power in an increasingly competitive market.

An RPO service company can enhance the hiring process because it will be able to bring in recruitment expertise and technology to acquire talent acquisition efficiently. However, how does recruitment process outsourcing operate and differ from traditional recruitment? This guide to RPO covers all this.

What is Recruitment Process Outsourcing?

The Recruiting Process Outsourcing (RPO) model involves collaboration between an organization and an outside service provider to handle certain aspects or the whole recruiting process of the organization. Based on the needs of the organization, the RPO provider can assist with the particular phases of the recruiting process or the complete recruiting process itself, this includes:

Job advertising
Candidate sourcing
Resume screening
Interview
coordination
Offer management and onboarding

Or, if you go for hiring instead of onboarding, an RPO provider can support every stage of the hiring process, including:

Advertising open roles
Sourcing qualified candidates
Screening resumes
Coordinating interviews
Hiring and Onboarding Management

RPO partners can manage certain processes in your recruiting process from assisting your ATS to collaborating with your hiring team and even maintaining your compliance requirements. There can be levels of management that you would need depending on whether you hire via RPO only for specific processes or all the recruitment process.

In recent years, RPO has evolved beyond simply supporting foundational tasks in hiring processes. Today, many RPO providers have more holistic expertise that ranges from Talent Acquisition advisory, to employer branding, and diversity, equity and inclusion (DEI).

How does Recruitment Process Outsourcing work?

The RPO suppliers can be seen as the extension of your HR team so that they integrate into your hiring function seamlessly. With the right RPO partner in place, once you do everything properly, neither your team nor the candidates will feel like they are being outsourced but instead, it will feel like your team’s expertise has grown along the way and your RPO partner has integrated with your organization.

This one is non-negotiable too because the RPO supplier must have good understanding of your culture and try to build a strong relationship with your organization.

What is the difference between RPO and in-house recruitment?

The primary distinction between RPO and internal recruiting lies in the fact that the RPO partner will be an external company that will be integrated into your organization. The RPO partner will be deeply involved in your organization and will work in close collaboration with your HR and talent acquisition team.

What are the key performance indicators of RPO?

RPO providers use key performance indicators (KPIs) to measure their performance. Some of the most most commonly used KPIs for RPO are:

Improved candidate quality
Improved time to hire
Reduced costs
Candidate and hiring manager satisfaction rates

An RPO partner’s goal is not simply to fill headcount. Armed with an in-depth understanding of your business and unmatched expertise in the talent market, they will work rigorously to secure the very best people for it, whether that’s filling current vacancies or building your future talent pipeline as efficiently and cost-effectively as possible.

What are the different types of RPO models?

When it comes to the simple question, ‘how does RPO work?’, there is no one-size-fits-all answer. While there are  three main RPO models, all can be tailored to meet your unique needs. An RPO provider will work alongside you to determine which model best suits your organization .Here is an overview of the different models you may encounter. For a more detailed review, check out this article: What are the different types of Recruitment Process Outsourcing (RPO) models?

RPO Model	Duration	Description
Enterprise RPO	Over two years	Long-term partner handling all recruitment, ideal for ongoing, high-volume hiring needs. Enterprise RPO manages the recruitment lifecycle.
On-demand RPO (or Project RPO)	Six months to two years	Agile solution for short-term recruitment projects. It provides flexibility to adapt to changing business demands and bridges talent gaps.
Hybrid RPO	Custom	Tailored mix of Enterprise and On-demand RPO, adapting to different needs across the business for varied support where needed.

Benefits of Recruitment Process Outsourcing

Partnering with an RPO partner means harnessing decades of market expertise across a wide range of global industries and recruitment campaigns. Whether you are hiring for a team of thousands or just a few, if you are seeking permanent or contingent, hourly or executive talent, your RPO partner has seen it all.

Rather than replacing your TA team, partnering with a trusted RPO provider will future-proof and supercharge your existing in-house capabilities. If you need support in just one or all the below areas, outsourcing your recruitment process offers a range of benefits:

Increase agility
Reduce costs
Access the best and widest talent pool
Discover more diverse talent
Improve your employer brand
Build the right tech stack
Craft the best candidate experience
Reduce time to hire

1. Increase agility

To mitigate the uncertainty caused by a fluctuating talent landscape, RPO partners are masters of scalability. They can support HR departments in managing these peaks and troughs, moments of high growth or a hiring surge, followed by periods of employee reduction, at speed.

Crucially, an RPO partner will also take on internal hiring risks, allowing businesses to scale their own TA capabilities as the market demands. This helps avoid any rapid decreases or increases in team headcount, which can be a hit to brand reputation.

Working closely with an RPO expert, you can always be ready for what’s next.

2. Reduce costs

The built-in agility afforded by an RPO partner allows businesses to scale cost up and down in line with demand, as well as your TA function. Consequently, companies have realized that recruitment outsourcing provides them substantial cost savings, particularly when compared with the employment of a staffing firm, through better procedures, economies of scale, and the utilization of lower-cost recruiting channels and technology.

3. Access the best and widest talent pool

An expanded pool of talent is available to the RPO provider. Their large pool of recruitment specialists makes it easy for them to locate, reach out to, and recruit the right talent for the job.

An RPO partner will also help organizations tap into hidden talent streams. These include existing internal networks – nurturing and upskilling talent already inside the organization. They will also have data-led insights on different industries that are ripe with skills-adjacent talent, which your TA team may not have considered before.

Rethinking internal mobility and bringing in more strategic, skills-based hiring practices has huge advantages in terms of loyalty and recruitment cost, leading to increased productivity and reduced turnover. An RPO provider will be a close advisor in the journey towards a more skills-focused talent function.

4. Discover more diverse talent

Some RPO providers specialize in DEI. This enables them to help companies source talent by actively thinking about underrepresented individuals and forgotten demographics.

A strong RPO partner can review your current attraction strategies and routes to market against in-depth market data to pinpoint exactly where this diverse talent is. What’s more, they have access to sourcing channels that are specifically aimed at minority groups.

With a partner that is truly experienced in DEI, inclusive recruitment becomes standard for your business. RPO providers can also help to implement any changes made to your DEI strategy and ensure they are long-lasting with real impact.

5. Strengthen your employer brand

It has long been known that an effective EVP is associated with lower attrition rates as well as improved productivity and impact on the bottom line. However, in a challenging talent environment where candidate evaluations of the organization are increasingly stringent, standing out has never been more crucial.

Many RPO providers can improve employer brand as part of their expert service. An RPO partner knows how to develop an authentic and compelling EVP. Being fully immersed in the organization’s brand, they will be able to tell your story in a very convincing way in a compelling and convincing way that resonates with candidates.

6. Create the right tech stack

Among thousands of different talent technology solutions available, it can be difficult to identify which are right for your business.

A qualified RPO partner will identify the best technology stack for your business goals, whether that’s streamlining candidate processing, or insight-led sourcing. RPO providers regularly trial, rate and rank new solutions on behalf of their clients, giving them deep insight into the talent tech landscape. They can also train TA teams on using the resources if businesses decide to embed them in house.

7. Craft the best candidate experience

The experienced recruiters that come with working alongside an RPO partner will expertly navigate candidates through every stage of the hiring process. While accessing powerful talent technology is important, RPO partners understand that technology alone will not help you hire better but optimizing how people use it will.

With the right mix of tech and touch, RPO services allow you to find candidates quickly and efficiently, without missing out on the real, human connection that attracts them to your business. Many RPO partners have expert teams dedicated to candidate experience advisory services.

8. Reduce time to hire

A broader and more diverse pool of talents an efficient technology-driven approach, Market insights powered by data and modern-day approaches to sourcing.

All of the above means that organizations partnering with RPO experts typically find that time to hire comes down. Working with a close partner on these key business elements allows you to find the right candidates faster and move them into roles with ease.

Why hire an RPO?

A recruitment process outsourcing (RPO) partner is a cost-effective, scalable solution to recruiting, hiring and onboarding talent. An RPO partnership is one that can act as an extension of your HR team to enhance your team’s agility and responsiveness to market conditions.

If you are unsure whether you should partner with an RPO provider, it’s helpful to ask the following questions:

Do you find your hiring constantly fluctuating with business demand?
Do you have hard-to-fill roles?
Is time to hire and cost to hire going up?
Do you receive complaints from hiring managers about candidate quality?
Having a problem with retaining your employees?
Are you seeking data and insights or information that can guide your hiring process?
Are you trying to make your hiring process more data-driven?
Having difficulties with meeting your DEI targets?
Do you struggle to keep up with the fast-moving talent technology landscape?
Are you looking to build a more effective and agile talent acquisition team?

If the answer to any of the above is ‘yes’, an RPO partner can be an invaluable addition to your talent team. Discover how to build a business case for RPO in your organization today.

About AMS

AMS powers talent strategies that deliver results, redefining a new era of talent driven by people, process, data and technology.

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AMS offers digital innovation and responsible AI, providing agile talent acquisition solutions and talent consulting services that can scale with your business.

How is RPO different from recruiting?

In-house Recruiting Team is run by the organization itself, whereas in Recruitment process Outsourcing, the organization works with the third-party external partner and treats the third-party partner as the extension of the organization to handle the end-to-end recruitment process from sourcing to onboarding.

What is the difference between recruitment process outsourcing and staffing?

Recruitment Process Outsourcing (RPO) refers to the outsourcing of the complete recruitment process to an external partner for a long period of time. Meanwhile, Staffing Agencies assist in hiring both temporary and permanent employees whenever there is a need without being a part of your internal team. The RPO Partners operate similar to the conventional HR Teams and assist in the whole process of recruitment from beginning to end

What is the difference between RPO and HRO?

Recruitment Process Outsourcing (RPO) refers to the outsourcing of the complete recruitment process or its parts to an external partner. On the other hand, Human Resource Outsourcing (HRO) refers to all HR processes and services such as payroll, benefits administration, etc.

What are the different types of RPO models?

The three types of RPO models are Enterprise RPO, On-Demand RPO, and Hybrid RPO. In enterprise RPO, recruitment requirements are handled on a continual basis. In on-demand RPO, short-term project recruiting needs are catered to. Hybrid RPO is a combination of both.

What is the difference between MSP and RPO recruitment?

MSP is managed service provider, which focuses on the management of contingent staff, temporary staffing, and vendor management. RPO is recruitment process outsourcing that caters to the process of recruitment for permanent positions.

The greatest part of Early Careers and Campus hiring is building relationships with candidates – kickstarting the success stories for fresh, new talent. But as the competition for graduates heats up, the most successful campus hiring teams are taking the candidate experience to a whole new level.

Early Careers and Campus recruitment is an entirely different industry than it was a few years ago. While attracting the best young minds remains key to building a future-fit talent pipeline, students are now demanding higher salaries, and are more discerning about the roles and organizations they want to take on. With employers looking to hire at least 30% more graduates this year, competition is fierce and talent have more options to choose from. This means that, when it comes to candidate experience, there is zero room for error.

Your competitive edge? Creating meaningful, personalized experiences with the wow factor. But how?

Know your audience

To build a truly personal connection with candidates, you should understand what makes them tick. At a broad level it’s clear that Gen Z talent are deeply tapped into key social issues, such as diversity, equity, and inclusion (DEI), and climate change. 69% of millennials and Gen Z-ers reported to be more likely to work for an employer for over five years if their workforce was diverse. 76% of job seekers said they consider a diverse workforce an important factor when evaluating offers. And 26% of Gen Z-ers cite the environment as a top concern.

If you can demonstrate a deep knowledge of your company culture and policy when it comes to DEI and the environment– right down to the granular detail – it shows students that your values are aligned with theirs. Research from Deloitte shows that this is what 77% of Gen Zers are after.

“Students want to know about a company’s global sustainability policy, what they do to reduce their carbon footprint,” says Terina Matthews-Davis, Client Director, Innovation and Early Careers & Campus at AMS. “I’ve had students ask whether the coffee cups used in a breakroom are biodegradable, or if it had a composting area … These are all things that companies need to be thinking through as they’re recruiting their young talent.”

77% of Gen Zers want to work for an organization whose values align with their own
_Deloitte

But while understanding the overall generation you are trying to engage is helpful, Matthews-Davis emphasises that, to achieve meaningful connections with candidates, the research can’t stop there.

To set yourself apart, you have to dig deeper on the specific groups and student organizations that match your company culture and make the effort to learn about them.

“It’s about finding out what’s important to that student population on that campus,” says Matthews-Davis. “Partner with a variety of student clubs and organizations… Let them be the ones who are pulling you in, as opposed to you pushing yourself in.”

Form meaningful partnerships with students by making it clear why they are being invited to a particular event. Create an explicit connection between their community and your employer brand. “Students want to feel special,” says Matthews-Davis. “Tell them, ‘you were invited to our campus event because you’re part of one of the clubs or organizations that we value and are aligned with. That’s where the buy-in comes from.”

Make events something to remember

No one wants to be 1 of 200 people at a campus recruitment event anymore.

Today, it’s about crafting niche events and white glove experiences that your candidates will be desperate to attend. Armed with your in-depth knowledge of a student population, you can take advantage of this expertise and create events that will make you stand out from competitors.

When asked about ‘the best event they’ve ever attended’, graduates will always recall those that well and truly went the extra mile.

“It’s always the companies that took them somewhere they wouldn’t get to go on their own,” says Matthews-Davis. “During my time in New York, it was a company that hosted an event at the Met Gala. When I was at a major investment bank, 10 female students were invited to a private lunch on the office rooftop terrace with a female Managing Director.”

“Then, when I worked in Ohio, graduates were invited to dinner in a suite at the Ohio Stadium. In Ohio, the football stadium is like a shrine. As a student, you’re usually lucky to get in the stands, much less a suite. For a company to host 20-30 select candidates in such a historical space, that was incredibly special and memorable.”

Exceptional events can have the biggest impact on candidate experience. Take the time to plan something your graduate pool will never forget.

“Give candidates options not only to engage with your organization, but also the city they’re going to be living and working in.”

Give them face time with your senior leaders

In the classroom environment, students rarely have the opportunity to interact with real people who work in the organizations they are being recruited into. One of the best ways to capture the attention of young talent is by giving them the chance to meet and be inspired by full-time professionals.

Students want a full mix. They need to interact with people who are doing the job they are interviewing for, as well as employees who started in those roles and then moved up the ladder. Graduates also want the opportunity to engage with their future managers and see what good looks like. Allow them to imagine their own professional future, with real rolemodels in mind.

“It’s about inviting them to those private, intimate meetings with business leaders,” says Matthews-Davis. “The best salesperson is someone who came directly from that student’s community. Who went to their university, who was also an intern, and who worked their way up to become a VP or senior VP. That’s a true story.”

Students are eager to hear anything about the ins and outs of their future worklife from business leaders – the skills they use on a daily basis, the challenges they face, what their undergraduate studies taught them that they still use. “They’ll be hanging on every word.”

From a diversity, equity and inclusion (DEI) perspective, these meetings are also a perfect opportunity to ensure candidates from diverse backgrounds feel represented, and increase their sense of belonging in the workforce. “Use previous diverse interns [and full-time employees] to serve as ambassadors when engaging with new grads. Representation also matters” says Matthews-Davis.

“You can never give a student too many opportunities to engage with your organization.”

Mentor and coach them

Recruiters are in a unique position to guide and mentor young talent. Helping them make the transition from college to corporate life is an simple but effective way to enhance the candidate experience.

Offer them support on understanding the nuances of workplace behavior. Early careers candidates may not yet be up to speed with basic professional culture competencies, such as how to interact in a corporate environment, how to conduct themselves in a meeting, or how to write a professional email.

“Help them go from ‘backpack to briefcase,’” says Matthews-Davis. “Some graduates need to know the small things, like not saying ‘Hey’ to your boss in an email.”

Have a keep warm strategy

If all of the above has resulted in an offer being accepted, that is a success worth celebrating. But recruiting doesn’t stop after a candidate accepts a position. You need a ‘keep warm’ strategy of consistent, meaningful communication to make sure they stay engaged.

The key to standing out? Don’t be predictable. There is no such thing as overcommunication in early careers hiring, but you should make every touchpoint with candidates special. Use your knowledge of what’s important to them and personalize every interaction to make graduates feel part of the company culture and community.

Students respond to a mix of communication through a variety of channels, whether it’s a survey about what they want from their new role, a newspaper article about the business or, better yet, a personalized gift. Matthews-Davis says tailored brand merchandice is one of the best ways for companies to set themselves apart when engaging today’s top talent.

“The more personalized you can make the experience, the better,” she says. “I once had a candidate who loved to hike, so we sent them a list of the best places to hike in the U.S. In certain sectors, like financial services, it’s a badge of honor to have a backpack, vest or socks branded with a company logo … It’s the little things. They want to be able to show people on the subway or on the street, ‘I work for this big bank,’ or ‘I work for this organization.”

However, when it comes to gifts, staying on top of current trends is key. Brands that were in high demand in 2020 may not be now. Don’t be afraid to directly ask students what they want, so you get it just right.

Personalized gifts are also another opportunity to prove how your values align with those of graduates. “Gifting reusable and high-end waterbottles to reduce plastic use is a great example of how companies can highlight their sustainability policy to students,” says Matthews-Davis. “Those things go really far with this generation.”

“The more personalized you can make the experience, the better.”

Harness the value of internships

One of the most powerful tools for early careers hiring is still internships. Becoming part of an organization at the intern level directly engages graduates in a company’s culture and ways of working. Interns feel very valued, because they’re seeing how their work will impact the business.

“As an employer, you have a summer to ‘try before you buy’. You can bring in 100 students for 50 roles if you want, as long as you share upfront the conversion opportunity.” says Matthews-Davis. “Although bear in mind, the higher the conversion opportunity from intern to full-time job, the more valuable the employer will be to the student population.

For the interns that do convert into permanent positions, use your ‘keep warm’ strategy to maintain enagagement throughout their senior year when they’re back on campus. Support students to continue some of the work they were doing for the business during their internship. This keeps talent focussed on your company before their full-time role begins, so they’re less likely to seek out other opportunities in the meantime.

66% of interns convert into full-time employees
_{National Associate of Colleges and Employers}

Avoid the common pitfalls

Of course, creating stand-out, specially tailored events and personalized ‘keep warm’ strategies won’t help you if you don’t get the basics right. Avoid these two pitfalls that graduate recruiters often fall into:

Being slow to respond. More than ever, moving candidates through the process at speed is crucial. Your response time between interview stages must be timely (two weeks or under).
Relying too heavily on tech. Candidates will expect you to have a social media presence on Twitter, Instagram and TikTok, and be responsive on these platforms. They will also expect that the bulk of their application process is completed online. But it’s easy to lean too heavily on tech. You must find a healthy balance between social platforms and traditional modes of interaction like personal emails and phone calls. Texting a contract may be a step too far.

In today’s competitive market, securing the best new talent is all about one thing: going the extra mile. A memorable, thoughtful and personalized candidate experience is your greatest strength.

If you need support with candidate experience for Early Careers and Campus talent, speak to one of our experts today.

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In today’s uncertain economy, HR professionals are facing a tougher-than-ever talent market. As hiring fluctuates, businesses are necessarily downsizing their TA teams, only to be met with a sudden need to rapidly assemble a larger talent function. What’s more, a global talent shortage is making the right candidates harder to find.

Now more than ever, organizations need to do more with less. They need a more strategic, more holistic, and more innovative approach to recruiting and retaining talent. They also must be agile in their own teams – ready to scale up or down when the market demands it.

Thankfully, this is not a challenge that organizations need to tackle alone. An RPO partner can help to supercharge your TA processes and optimise your hiring power in an increasingly competitive market.

But exactly how does RPO work, and why should you consider outsourcing recruitment to an RPO partner?

What is RPO?

The acronym ‘RPO’ can have several different meanings when used across a range of industries. But what does RPO stand for in the recruitment space?

Put simply, Recruitment Process Outsourcing (RPO) is a form of outsourcing in which an employer transfers part or all or part of its recruitment processes to a third-party provider.

RPO services can include everything from advertising roles and resume screening, to candidate sourcing, interviewing, and hiring. An RPO partner can be responsible for managing your applicant tracking system, coordinating with hiring managers, and ensuring legal compliance. They may support all or just a few of the above areas, depending on your needs. In most cases, they will manage all pathways to talent.

But in recent years, RPO has evolved beyond simply supporting foundational hiring processes. Today, many RPO providers have more holistic expertise that ranges from Talent Acquisition advisory, to employer branding, and diversity, equity and inclusion (DEI).

How does RPO work?

RPO providers act as a seamless extension of a business’ HR team to become part of your TA function. Having the right RPO partner will not feel as if your recruitment is being outsourced, but rather that your own team’s expertise has simply grown. They will become embedded in your organization to form a deep knowledge of your culture and build a real relationship to fully understand the pain points and gaps in your recruitment processes.

This level of immersion and collaboration means an RPO provider becomes a true talent partner –crafting an optimized talent acquisition function that creates tangible value for your business. This is measured against a clear Scope of Service, with defined SLAs and KPIs in areas such as:

Improved candidate quality
Improved time to hire
Reduced costs
Candidate and hiring manager satisfaction rates

An RPO partner’s goal is not simply to fill headcount. Armed with an in-depth understanding of your business and unmatched expertise in the talent market, they will work rigorously to secure the very best people for it – whether that’s filling current vacancies or building your future talent pipeline – as efficiently and cost-effectively as possible.

For more information on RPO, or for dedicated support from an outsourcing partner you can trust, contact us today.

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Next Gen Talent Acquisition in Pharma, MedTech & Life Sciences

Everest Group research reveals the key shifts, investment priorities and operating models shaping the future of talent acquisition in life sciences.

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AMS in record position as a Leader in Everest Group’s 2026 Global RPO PEAK Matrix® Assessment

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TL;DR: Why Direct Sourcing in Contingent Workforce Management Needs Curation

Direct sourcing has become a leading strategy for building branded talent pools and reducing reliance on staffing agencies. But technology alone won’t deliver results. Without curation, talent pools stagnate and ROI declines. By combining tech platforms with expert curation partners, enterprises can accelerate hiring, reduce costs, advance DEI goals, and future-proof their contingent workforce strategy. AMS integrates “tech and touch” to help organizations unlock the full value of direct sourcing.

Contingent workforce strategies are no longer a side note in talent planning; they are becoming the core of how enterprises compete. The Reskilling Revolution aims to equip 1 billion people with better education, skills, and economic opportunities by 2030, creating scalable solutions for workforce transformation. The paradox is clear: enterprises are deepening their reliance on flexible talent pools at the very moment when access to critical skills is most constrained.

Direct Sourcing programs are one of the key strategic blueprints designed to address this talent scarcity. But what is Direct Sourcing?

Direct sourcing has emerged as one of the most effective strategies to address this talent scarcity. Rather than relying solely on third-party staffing agencies, direct sourcing enables enterprises to build private, branded talent communities. By using their employer brand, centralizing the candidate experience, and adopting digital, data-driven platforms, organizations can connect with high-quality contingent talent while driving agility and cost efficiency.

But technology alone does not deliver results. To achieve measurable return on investment, enterprises need the right platform and a curation partner to activate and manage their talent ecosystem.

Let’s explore why the Direct Sourcing model is enhanced by both technology and curation.

What is direct sourcing in contingent workforce management?

Direct sourcing is a workforce strategy that empowers organizations to attract, engage, and redeploy skilled professionals for contingent and project-based roles. It transforms contingent hiring from a transactional process into a strategic capability by combining three elements:

Leveraging your brand: Using employer reputation to engage talent directly.
Centralizing the experience: Creating a seamless journey for both candidates and hiring managers.
Adopting digital solutions: Deploying platforms that enable sourcing, matching, and workforce analytics.

The benefits of direct sourcing are clear:

Faster access to talent through pre-curated talent pools
Reduced cost compared to traditional staffing models
Enhanced candidate and hiring manager experience
Greater control over workforce quality, diversity, and compliance

Yet, for direct sourcing to deliver measurable ROI, two components must work hand-in-hand: technology and curation.

Why direct sourcing technology alone isn’t enough

There is no shortage of direct sourcing platforms on the market. Some rely on AI-driven candidate matching, others integrate workforce analytics, and many offer automation across the talent lifecycle. These solutions have undeniably transformed the speed and scalability of contingent workforce management. Reports from Everest Group and Staffing Industry Analysts highlight how technology adoption is accelerating across contingent workforce programs.

However, enterprises that go “technology-first” often encounter critical challenges:

Low engagement in talent pools
Misalignment between contingent value proposition (CVP) and market expectations
Long ramp-up periods due to a lack of market insight
Under-utilized platforms after go-live

Technology creates the infrastructure. But without the human expertise to curate, nurture, and manage talent pools, direct sourcing programs underperform.

The role of curation in direct sourcing programs

Curation ensures that direct sourcing is more than a digital process; it makes it a people-first strategy. A dedicated curation partner brings market knowledge, talent expertise, and brand fluency to transform the platform into a living, thriving ecosystem.

A curation partner adds value by:

Translating brand language: Aligning the employer brand and CVP with contingent talent expectations.
Building curated talent pools: Sourcing, screening, and engaging professionals who fit both current and future workforce needs.
Guiding workforce strategy: Advising on platform selection, deployment, and long-term optimization.
Driving measurable outcomes: Reducing time-to-hire, improving redeployment, and advancing workforce diversity.

Importantly, engaging a curation partner before technology selection helps enterprises choose platforms that align with their workforce strategy rather than forcing a technology-first approach.

How curation strengthens contingent workforce outcomes

So, where is a curation partner most valuable?

We argue their offering is fundamental to the decision-making process. Talent and program leaders should consult with a full-service curation advisor before adopting new talent technology. Going platform-first can act as a barrier to success by skipping the curation step in the selection process.

People who use a curation partner before and during the decision process get a lot of solutions that combine people, technology, and advice. Tapping into this breadth of knowledge helps organizations filter through an array of talent technologies to identify a future-proofed platform tailored to their specific needs. Together, they deliver:

Speed: Pre-nurtured talent pools ready for deployment
Cost optimization: Reduced dependence on third-party agencies
DEI impact: Proactive engagement with underrepresented talent groups
Total Talent Acquisition (TTA): Integration of permanent and contingent strategies
Future-proofing: Continuous evolution of talent pools alongside business needs

Simply put: curation makes direct sourcing sustainable, scalable, and future-ready.

The intersection of tech and touch: AMS’s approach

As an internationally renowned curation specialist, AMS partners with enterprises to solve their talent challenges and meet their contingent workforce objectives. Through an approach we call “tech and touch,” AMS merges our deep knowledge of digital talent tools with a human capability, ensuring you get the most out of your Direct Sourcing program.

With AMS Verified, our proprietary technology platform, we make it easy to navigate the talent technology market with speed, agility, and precision. It compiles the latest market intelligence, meticulous product information, and side-by-side product comparisons all in one interface.

Are you looking for a curation partner to guide you on the best talent technology while also helping to develop and manage your contingent community? Get in touch with the dedicated AMS Direct Sourcing team today to elevate your contingent workforce capabilities.

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Talent is our world.

Talent is our world.

Learn the tech terms in talent today

Adaptive learning platforms

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Advanced connectivity

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AI-enabled chatbots and virtual assistants

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Applicant tracking system (ATS)

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Artificial Intelligence (AI)

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Blockchain technology

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Cyber resilience

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Data lakes

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Edge computing

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Gamification

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Generative AI

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Immersive reality

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Large language models

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Machine learning

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Natural language processing

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Phygital convergence

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Predictive analytics

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Proprietary matching technology

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Quantum computing

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Responsible AI

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Sustainable technology

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Talent intelligence

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Talent tech strategy

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Tech-enabled RPO

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Tech-enabled skills-based hiring

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Tech stack

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User experience

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Connecting generations

Career development

Putting together the right benefits package

Asking the right questions

Moving towards a skills-based business

Getting it right for everyone

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Talent is our world.

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So, how can today's organisations regain control by building agility into their TA function?

Agility and problem solving

Maturing the TA function

Plugging in a vast range of experience

Tailoring your resourcing project

Conclusion: No project too small

If you're ready for a more flexible and agile approach to Talent Acquisition, talk to us today.

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Talent is our world.

A complete guide to understanding Recruitment Process Outsourcing (RPO)

TL;DR

What is Recruitment Process Outsourcing?

77% of Gen Zers want to work for an organization whose values align with their own
_Deloitte

66% of interns convert into full-time employees
_{National Associate of Colleges and Employers}