Budgets are tight across the world right now, but technology is making huge advancements and nowhere more than in the Gen AI arena. It feels like functionality, accessibility and opportunities are changing daily and businesses are under pressure to ensure they are not left behind their competitors. With the projected worth of the AI market expected to reach £160 billion by 2025, its adoption is now a crucial element for businesses across diverse sectors.
So how do you identify the right route, platform, process, or even company-wide strategy to benefit the most but also keep abreast of the tech, and all without breaking the bank?
One thing to consider is how you plan to implement AI. Not necessarily just focusing on using it. Recently Google ran into some issues when Gemini (it’s viral chatbot with ChatGPT) generated World War 2 images that were historically inaccurate. Moving forward it’s worth asking who will act as responsible and an architect for this technology and who can take AI and input it into a business process to reduce risk and drive the efficiency in your teams.
Is outsourcing your AI computation the right move? Nimbleness will help you to stay on top of governmental changes and flexibility is important. An in-house model could pose risk and you may need to evaluate who is going to support you as new legislations unfold and technology advances.
Is your company equipped with the right skillsets to absorb the information coming from AI and to provide clarity? It’s unlikely that the talent you have in-house have both the technical and so-called ‘soft’ skills, that can help to drive successful AI practices. The technology moves so quickly there are no existing parameters or full-scale expertise, and unlikely to be so. These skills include critical thinking, problem-solving and collaboration alongside the ability to communicate the strengths and weaknesses of using artificial intelligence, as well as when not to use it. And even more simply than that, do your team members feel open to testing and learning in the AI space?
Have you considered how to roll out the technology to your teams, how to cultivate AI-based work habits and how to prioritize AI training? The AI industry value is projected to increase by 13 times over the next seven years. However, the technology in this field is moving faster than the talent which the UK is generating to deliver it. There is a significant talent gap, and the demand for qualified AI professionals — contractors included — far exceeds the supply. It’s therefore vitally important to look at internal mobility.
Do you or some employees not fit into a “typical” AI leader stereotype? This can be an area some people feel a lack of confidence or voice around the subject matter due to certain groups of people having more experience or daringness than others. That is why it is even more important to ensure you have a seat at table, and that the table is full of all types of people to help reduce bias and evolve a more inclusive framework around delivering AI.
There is no way to truly know how AI will impact global jobs, but at the minute, it will benefit those of us in the TA space to learn as much as we can, become comfortable in the space, keep reading, and keep growing. Soon we will be hiring for new skillsets in the AI environment and our internal processes will be leveraging new technology – yes it’s all going to look a little different.
What you're witnessing... is why there will still need to be a human in the loop for any system where the output is relied upon as ground truth.
https://www.bbc.com/news/technology-68412620
One aspect of employee engagement that is getting a lot of attention these days is the concept of ERGs (Employee Resource Groups). Across Europe we have seen momentum gaining around the use of ERG’s in creating more inclusivity and community within progressive organizations. Companies around the world are setting up communities that are beneficial to both the organization and to their employees with an aim to help bridge the gap between work life and personal experiences.
ERG’s have been known to create a sense of belonging for employees but do present a few challenges – such as apprehension around the time commitment, how to get them off the ground and monitor their adoption, value and impact.
But the challenges aren’t reason to stop the progress. A well thought out ERG can be a great way to create a competitive edge, a stronger stance in market but most importantly, to champion employees as unique people and to create a sense of comfort and community in our teams.
Some of the things to consider as you embark on embedding or reintegrating ERGs into your organization in today’s tech-savvy world:
1. Is the choice to implement ERG’s the right fit for your company and company size? There are many ways to create more employee retention in your business. It’s important to ask this question and to thoughtfully consider how this could work.
2. Do you have the budget and resources to support the agenda you want to push? Executive buy-in is a key factor in the decision to roll-out ERGs. The momentum around these programs can get lost if every employee is managing it at the side of their desk. Well-funded, well-resourced, or even just well-thought out and strategically implemented ERGs is proven to be more successful.
3. Have you considered how technology is going to play a role in the design of your ERGs? Inspired by Affirmity’s ERG Tech workbook (noted below), it’s worth thinking about how technology will be incorporated into ERG plans. You could implement the likes of technology like Tableau to track events and participation, forecast and set goals, or use Yammer or alike tools to engage with one another. Or maybe you create online surveys to connect with employee needs or areas of interest, additionally you can look beyond just Zoom and Teams to create inspirational and stimulating ERG’s that draw people in and make them feel secure, connected, motivated and intrigued.
How do you want to evolve as a business for your prospective workforce? How do you want to redefine your employer brand? It all begins with your brand values, the heart of your candidates/employees and staying in line with the modern day tech landscape.
We’re able to leverage those insights to show the organization that our ERGs, and our DE&I efforts more generally, are helping to reduce turnover, attract new talent, and develop talented people. This robust, real-time system of data drawn from all these different systems has been a real game changer for us as an organization. - Walé Soluade, Vice President, DE&I at Centene Corporatio
We have made it through the first few months of 2024! And as many industries have had to make changes and find new cost cutting measures in their hiring, we’ve seen momentum in employment numbers across various parts of the world. There is a common consensus around one thing – the way companies are hiring is changing. Flexibility is becoming the name of the game. In my recent catch-ups with various talent leaders – versatility, flexibility and adaptability have been commonly discussed. Here are some of the things I’ve heard in my travels through the talent backroads:
Adapting to market swings, but increasing productivity: In banking and tech, and especially in big cities, the pendulum is swinging back to the employer in terms of hiring strength. With ups and downs in the market there is an increased focus on how to respond to this and still accelerate productivity. Companies are discussing how to collaborate intelligently to increase output.
Remaining flexible to ever-changing roles: With the great “skills mismatch” still a hot topic, there is still a shortage of tech roles. But, in some areas there is a surplus of talent. There are gaps, as well as layoffs. Understanding what roles, by industry and field, are available or limited is of increasing importance.
Employee workplace locations are versatile: With talent having settled into remote work situations, there is still a desire for adjustable location requirements and candidates are willing to move for anything that makes a difference. There are situations where super commuting is occurring – employees live in one location and fly in for a few days and return home. As an employer, understanding what hires want – especially location wise – and balancing that with your strategic needs will be the sweet spot.
Adjusting to a changing qualifications environment: Out with just resumes and in with personality. The new normal will continue to look like a blend of background meets soft skills. Diverse talent, past life experience, transferrable skills, internal mobility will all count in the future of hiring.
Preference is a big driver for success: Pairing well with soft skills, an employee’s interest in a role also counts now. With the move to skills-based hiring companies have a greater ability to assess candidate interests in tandem with capabilities to fulfil a role.
Talent pool volume, but quality reigns supreme: Finding the right person in a pool of applicants full of increasing needs, wants, and asks, can feel like a whirlwind. How will this boost my career? What kind of culture do you have? What values can speak to? It can sometimes feel like a hiring manager is caught in an intricate web of demands between the employer and the candidates. But, quality and pinpointing the ideal fit for a role is going to be made more possible with technology. Hiring managers are remaining agile while determined to find quality talent.
As the year ramps up, we look forward to an interesting next 6 months in talent. We are excited about how companies will digitally evolve to maximize on their opportunity to hire great talent across a range of sectors and skills.
In a world of uncertainty, India’s talent market continues to experience significant growth. Global Capability Centres (GCCs) are successfully navigating the dynamic landscape by embracing new technologies, particularly evident in the recruitment space.
India’s GCCs have acknowledged the benefits of incorporating technology into their hiring processes, with many transitioning towards a more digital and data-driven approach. Notably, 96.5% of recruiters in this market agree that Artificial Intelligence (AI) stands out as one of the best ways to improve recruitment process and eliminate bias.
The transition towards a digitally driven hiring strategy not only conserves time and resources for TA teams, but also streamlines administrative tasks. For instance, the integration of automated chatbots for interview scheduling alleviates the administrative burden on recruiters, enabling them to focus on more critical tasks. Data-led hiring also empowers organisations to source, attract and engage a wider, more diverse pool of candidates globally, leveraging AI-driven skills, intelligence, and mapping.
However, It’s not all smooth sailing!
While it would seem logical to introduce technology into aspects of your recruitment process, it is not as simple as flipping a switch. Many GCCs are recognising that digital transformation poses a significant challenge.
Amidst the myriad of talent technology solutions and tools available in the market, identifying the right option for your unique business needs can be an intense endeavour – not to mention the subsequent challenges of implementation and optimisation.
Building a strong technology stack is not done by simply picking something off the shelf. What might work for one business may not necessarily work for your unique requirements.
This is where partnering with an expert Recruitment Process Outsourcing (RPO) provider can be a game-changer.
Making technology work for you
An expert RPO partner will identify the optimal talent technology stack tailored to your specific business goals, whether it involves streamlining candidate processing, insight-led sourcing, or improving diversity and inclusion.
RPO organisations regularly trial, evaluate and rank new talent technology solutions, providing deep insight into the talent tech landscape. They also train your talent acquisition teams on utilising the resources if your business decides to integrate them into the organisation.
How AMS simplifies your hiring process through technology
Be it utilising AMS’ own technologies or tapping into our extensive partner network, we present the right solution to enhance the effectiveness and efficiency of your hiring process.
One such digital solution we offer is AMS Verified. AMS Verified is designed to identify the ideal technology fit from among thousands of available talent technology solutions, optimising your talent technology stack to support your mission of finding the best talent for your business.
AMS One optimises the delivery of RPO talent solutions, enhancing quality of hires, accelerating time-to-hire, improving fairness in the hiring process, and increasing satisfaction among hiring managers and candidates.
An AMS success story
The challenge
In 2020, a customer services client partnered with AMS to hire 1,200 junior-mid level specialists annually. By 2023, this forecast was predicted to more than double, reaching over 5,000 hires. AMS took on the responsibility to improve the client’s recruitment processes to effectively manage the significant surge in hiring volume.
The solution
AMS initiated a three-month pilot programme to streamline the candidate screening process. This included implementing a new technology that eliminated the need for recruiters to individually test for language skills and conduct assessments on numerous candidates.
AMS also supported the in-house recruitment team to expedite interviews, and managed offer processes to lessen the client team’s involvement – resulting in a weekly time savings of 50 hours.
The results
The partnership achieved significant results:
Processed over 800 candidates during the three-month pilot program
Extended 134 job offers.
Saved 1,667 person-hours through a reduction in client involvement.
Achieved a submission-offer ratio of 17.5%, a substantial increase from the previous 2%.
Enhanced candidate quality and improved hiring manager experience.
To find out more about how AMS can develop the right tech strategy to tackle your talent acquisition challenges, get in touch today.
Technology companies are at a pivotal point of evaluating talent attraction and retention strategies. Historically, tech companies have been quite lucrative for potential talent, having a level of swagger and benefits that were perceived by candidates to be above other industries.
With the sector being faced with some unsettlement and apprehension over the past 12 months, this is the perfect time for technology companies to re-evaluate their talent attraction and retention strategies to make them the destination of choice. This can begin by looking at the Employee Value Proposition, but it goes beyond reconsidering the EVP and creating or refreshing Talent Value Propositions to care for the various worker types at tech companies versus taking a broad brush.
Through scrutinizing the approach at a talent segment level, developing a tailored approach, and being transparent about the market dynamics, tech companies can be the place to be again.
Before layoffs, tech companies were more renowned for workplace cultures that serviced employees with free benefits and premium amenities in state-of-the art offices. But gourmet chefs and meditation rooms weren't introduced just to keep workers on site for as long as possible – they were a means of attracting talent.
With the world turning its attention to the increasing growth of Artificial Intelligence (AI), it is also questioned how this growth impacts priorities such as Diversity, Equity and Inclusion (DEI). Upon listening to the podcast episode ‘More than a Glitch’ by the Good Robot, we are aware of the different challenges and perhaps opportunities in aligning AI and DEI. In the first instance, they acknowledge that AI is neither a good or bad thing in itself, but rather, technology defies these binary structures, so we should consider the context in which we use AI to impact DEI efforts and initiatives positively.
The three things that stood out for me in this podcast include:
1. Bias still exists in AI systems. People with their own perceptions, understanding and knowledge still frame these systems. That is why there is a need for more diverse individuals within the AI space to overcome the power imbalances and overall collective unconscious bias.
2. Technology / AI systems are unable to address underlying systemic social and cultural issues. AI is not a magical tool that automatically makes life easier; instead, AI exists from historical data, which allows it to make predictions and suggestions using mathematical and coding patterns. Therefore, if historically, one group is more privileged than another, AI systems reinforce this.
3. When we “design for accessibility, everyone benefits”. Although it is complex and costly to restructure legacy systems to cater for the advancements in the DEI space, when we carefully consider how we build and continue to build AI systems, addressing a problem can benefit the targeted community/group and still have a domino effect on everyone.
So, what does this mean for the Talent industry?
One of the major takeaways from this podcast was the advice to incrementally approach new and changing technologies, with a sense of friction, so as to prevent discriminatory measures along the way. In the HR world, when we are looking at platforms or even the sourcing tools that our team will regularly engage with, it’s worth asking ourselves what are the high risks in using these? We should carefully consider whether the adoption of new technology will increase exclusionary behaviours.
We have more candidates on the market than we have jobs, so driving efficiency is key to productivity. But as we review the AI structures – we need to ask the hard questions. What is the historical data is reinforcing. I would be intrigued to know what are the coding and legacy structures that are scanning job descriptions and resumes. Are you scanning for a particular skillset, education, and is that equitable and supporting in your inclusion strategies? We will start to see more research in coming years.
Ultimately, the message is this. It’s ok to be inquisitive about hiring with the use of technology. Hard questions to ask: are we ensuring that recruiters really take a good look at the short list from the results of these platforms? Are we being considerate of the algorithmic labelling that goes on behind doors? Where are these technology companies getting their data from? What biases are present in the data?
Is there enough focus on the social impact of technology in hiring? With profitability as a priority for many, can we shift to more of a balanced approach between profitability and fairness?
I presume our answers to these questions, will come in due course as our engagement and ‘friction’ with AI increases.
When we design for accessibility, everyone benefits.
2023 saw a significant decline in hiring rate across the globe with LinkedIn noting a 24% decline across markets such as the UK and USA. Despite that weakening of hiring volumes, LinkedIn Chief Economist states that there was evidence the rate of decline was slowing. As a result, it is their view 2024 would see a return to stabilisation and potential for a cautious return to hiring at the back end of the year. This decline and stabilisation coincide with a noted increase in candidates applying to jobs across the year.
In their Global talent trends article, LinkedIn report a 23% increase in the rate at which candidates have been applying for jobs in the UK as an example. The final factor that continues to cause a challenge is the impact of layoffs across multiple industries but particularly in the technology space. So far in 2024, at the time of writing, we have seen 213 different tech companies announce layoffs with approx. 45,052 people impacted, 1,251 people per day.
With reduced opportunities and increasing applications this causes some fundamental challenges to TA teams to ensure top talent is considered for the right roles.
“Hiring Challenges noted by The Josh Bersin Company. Time to Hire:45 days (1-2 days longer in 2023 vs 2022). Applicants up by 20-25%”
Given that backdrop there are number of steps companies will have to take to mature their application management processes and limit impacts in the short to long term.
Potential Solutions
There are many ways to pivot your existing strategy to help solve for this challenge. Below are some of the most effective to support your organisation, from fully utilising your existing technology stack, all the way through to tech that may require further investment but supports an improved candidate and hiring manager experience.
Fully utilise your ATS Many of the leading application tracking systems have features that are regularly ignored or forgotten about that can help solve for this challenge. One such feature is sometimes known as the killer questions. These can be custom built key questions that can support qualifying an application, to ensure it has the most relevant experience necessary to support the role. Turning this feature on can support a reduction of profiles for your Sourcing team to review and increase the likelihood that the most relevant candidates are identified and supported much more quickly.
Build nurtured Talent Communities In periods of high applicant numbers, a well segmented Talent Community strategy, which is supported by best-in-class content regularly, will deliver a reduction in Time to offer and Recruitment Agency spend. The objective of any Talent pool is to create a warm, engaged, and relevant community of talent against job families that are recurring and critical in nature. Through carefully curated content released consistently, “fans of the brand” are created, which should perform more reliably through your hiring process. With application rates rising you can utilise the Talent Community strategy to offer a much better candidate experience when not selected to move forward in the role. As a result, you will build pipelines of future talent, engaged with rich relevant content, to support speed in the process later when additional roles become available.
Invest in further technology solutions In addition to the two pragmatic and sensible strategies above there are increasing volumes of tech solutions that can support a best-in-class candidate experience in addition to supporting a seamless and speedy recruitment process.
Top of funnel chat bot Applications like RoboRecruiter or Paradox AI plugged into the very beginning of the application process, supercharge the candidate application process, asking key screening questions, serving up relevant job roles and essentially automating the response handling process in an easy and convenient way for the candidate. Removing this activity from a Sourcers capacity, will provide more opportunity to perform the necessary headhunting activities on those critical and challenging positions that are not impacted by this surge in applications.
Technology enabled Screening. A huge amount of lost time in a process is always in the organisation of a suitable time for all parties to partake in a meeting. This can occur during screening but also across every stage of interviews. A remarkably simple introduction of a calendar matching software like Calendly solves this issue instantly and again supports candidates with a best-in-class experience eliminating needless wastage in an already time restrictive process flow.
Once we have a date and time, we can focus on improving the screening experience. Another potential byproduct of having Generative AI built into the Sourcers toolkit would be accurate instantaneous note taking, whilst conducting a verbal screening call. This allows the Sourcer to focus on engaging the suitable candidate instead of having to dual focus on note taking as well as having an interesting conversation.
Integrated Recruitment Operating Systems Having a consistent Recruitment operating system like AMSOne that integrates across your ATS, CRM and HCIS, with Stack and rank technology built in, enables your sourcing function to get to the most relevant and suitable candidates in a much quicker fashion. eliminating wastage in reviewing profiles that just do not meet the spec. In addition, time saved in having a system that overlays across your talent ecosystem, enables seamless disposition of candidates into Talent pools or more suitable live vacancies again supporting time efficiency.
Overall, 2024 looks to bring with it a diverse set of challenges than the year that proceeded it, but with some tweaks to using your existing tech as well as some further investment, your organisation can come out on top with the best available talent in your market.
While we’re still seeing a year-over-year decline in hiring, the rate of decline is slowing in certain regions and countries, which we can take as a sign of stabilization.
In the late 90’s to the early 2000’s, India witnessed the emergence of numerous Business Process Outsourcing (BPOs) and Information Technology Enabled Services (ITES) firms across the country. This period saw a significant influx of talent, primarily for low to semi-skilled, white-collared roles.
Fast forward to today, India has solidified its position as a hub for Shared Services Centres (SSCs), hosting 45% of global SSCs. According to a Nasscom-Zinnov report, India had 1,580 SSCs with 1.66 million employees as of 2022-23, with projections indicating the establishment of another 1,000 by 2030. That is an astounding average of 140 new centres each year.
Over the last decade, the talent landscape within SSCs has undergone a transformative shift. While these centres initially handled basic and tech-related tasks, the expectations from corporate headquarters have evolved rapidly. CEOs of these SSCs unanimously opined, “Our corporate HQs expect us to lead the way with deeper insights into business, requiring more advisory and consultancy services from our teams.”
This paradigm shift in expectations is reshaping the workforce significantly. A new baseline is emerging, ushering positive changes. However, this evolution also presents talent challenges, posing difficulties for SSCs to attract and retain the necessary workforce.
A time for change
To thrive in the rapidly expanding SSC market, companies are revaluating their talent strategies. A notable shift from generic hiring to specialised skills, particularly in technology (e.g., AI, Advanced Engineering, cybersecurity), is evident.
To meet the surging demand for tech-savvy talent, SSCs must establish a robust long-term strategy. A crucial element in this endeavor is a seasoned Recruitment Process Outsourcing (RPO) partner. Armed with extensive market experience, the right RPO provider can adeptly address talent challenges, understand diverse industries and global markets.
With access to detailed market mapping tools, RPO organisations significantly contribute to identifying specialist skills, offering a distinct advantage for India’s SSCs. This strategic partnership enhances SSCs’ success in adapting to the evolving technology landscape.
How AMS can be the right partner for you
SSCs require a dependable RPO partner for swift and efficient talent acquisition. As a market leader with decades of cross-industry experience, AMS offers comprehensive talent solutions. Drawing on our expertise, we seamlessly design, build, and manage customised Talent Acquisition capabilities, ensuring a sustainable talent pipeline from sourcing to onboarding.
An AMS success story
The challenge
The client, a global expert coatings company, had a decentralised hiring process involving multiple vendors to manage recruitment across various business units including its Global Shared Service (GBS) division in Pune and Sales division pan India.
The Solution
AMS partnered with the client since March 2023 and implemented diverse talent acquisition solutions that best fit the client’s needs. This approach not only enabled the client to attract and secure the best talent in the industry, but also optimise their overall hiring process.
The partnership has achieved great success:
Successfully closed 65+ mandates within six months.
Closed all mandates with reduced turnaround time, ensuring high client satisfaction.
Filled roles from Maharashtra, mitigating relocation dropouts.
Attained the exclusive status as the RPO partner for the GBS vertical.
To find out more about how AMS has the expertise to solve your talent challenges, get in touch today.
EVP is a key concept in today’s Talent Acquisition industry – but what about TVP?
The employee value proposition (EVP) is a part of employer branding, in that it is one of the ways companies attract the skills and employees they desire and keep them engaged. It is how they market their company to prospective talent, and how they retain them in a competitive job market. It is meant to communicate the values and culture of the organization, as well as take the focus off remuneration as the sole reason for working there.
The benefits, when done correctly, are a more committed, happier, and productive workforce at a cheaper cost, which are the main goals of any employee-centred strategy. It may also have the side benefit of improving the company’s perception in the eyes of consumers.
The aspiration for aligned culture, diversity and ethics in a potential employer is important to today’s workers but perhaps for many Technical Contingent workers it goes even further. We understand that IT and Digital Contractors are not only motivated by brand, day-rates, contract longevity and hybrid or remote working, but most importantly by opportunity – what we class as the Talent Value Proposition (TVP).
So how do you connect your employer brand to the right target talent?
Technical skills are evolving at a furious pace and employers often need to look to contingent labour to facilitate new functionality or upgrades. Equally, Technical Contractors need to keep learning to remain viable and indeed employable in both today and tomorrow’s market – they have significant appetite to gain exposure to new technologies and releases.
Unilever recently posted on LinkedIn that “It’s been estimated that skills in the tech sector are now becoming outdated every two and a half years on average.” And in a recent article www.IronHack.com states “As you know, tech is one of the most fast-moving industries and is constantly outdoing itself. In fact, it moves so fast that most university graduates, starting the job search upon graduation, struggle to boast a resume that has the skills for which hiring managers are looking.”
Many non-IT aligned employers find it challenging to attract top technical talent but are utilising bleeding-edge tech with exciting greenfield projects. This is where correct positioning of a TVP and proper marketing can be a game changer.
A Financial Services client can attract calibre Software Engineers if they share their vision of the next evolution of their digital landscape; an Engineering company can offer opportunity within their vision of commercialising data; or a Public Sector Authority can create a roadmap to automate process using AI and be competitive in scope to attract niche talent.
These are all real-life scenarios that our AMS Contingent IT & Digital Hub have faced and successfully filled for our clients.
It is vital that those of us who sit within Talent Acquisition proactively support our clients in identifying these areas of interest and ensure that they are successfully pivoting their employer brand to attract the best in tech talent.
Properly identifying and highlighting the technical scope and therefore opportunity, will enable non-traditionally technically-attractive companies to hire better calibre of IT and Digital contractors.
Amid the dynamic landscape of emerging technologies, the metaverse has gracefully stepped into the spotlight, bringing forth captivating promises of reshaping diverse industries, notably talent acquisition (TA). For an immersive exploration of the metaverse’s rapid evolution, I recommend checking out the recent Mark Zuckerberg Lex Fridman podcast. It serves as a captivating glimpse into the swift trajectory of this technology. As a fervent enthusiast deeply immersed in the realms of tech and virtual experiences, the metaverse’s potential is genuinely exhilarating. However, as this transformative concept gathers momentum, a tapestry of uncertainties and challenges subtly weaves through the tapestry of excitement.
The Hurdles We Face:
First and foremost, inclusivity takes a hit as the metaverse remains a luxury limited by hefty price tags on equipment. Accessibility is a key concern; until the metaverse becomes ubiquitous and affordable, it risks excluding a substantial portion of the audience. Moreover, diving into the metaverse demands a certain level of tech savviness, creating a potential barrier for those less familiar with the intricacies of virtual reality.
The post-COVID era introduces its own set of challenges. While virtual reality dazzles in attracting crowds at in-person events, the prospect of sharing VR goggles with thousands in the wake of a pandemic raises valid concerns.
Additionally, the metaverse poses the risk of detachment from reality, as individuals may find solace in the virtual world at the expense of the tangible one. Virtual fatigue is a looming issue, potentially affecting the performance of candidates during recruitment processes.
Security and privacy concerns further complicate matters. Safeguards need to be meticulously implemented to protect the privacy of candidates navigating the metaverse. Assessing candidates in a virtual setting introduces its own difficulties, as interpreting nonverbal cues becomes a puzzle.
Despite these challenges, the metaverse is not without its merits.
The Rise of the Virtual Avatar:
Web 3.0 and innovations like Microsoft Mesh show as early as Jan 2024 a future where colleagues and candidates manifest as digital avatars in team meetings. This opens a realm of possibilities, allowing individuals to present their digital selves in ways that reduce bias and enable more authentic expressions.
For those uncomfortable on camera or non-verbal, the metaverse offers alternatives. Chat functions allow avatars to speak and present, enhancing inclusivity and engagement. On-the-job training becomes immersive, providing a realistic preview of roles and responsibilities.
Revolutionizing Talent Acquisition:
One of the metaverse’s prime advantages in talent acquisition is its ability to transcend geographical limitations. Virtual job fairs and career events become the norm, fostering interactions between job seekers and employers worldwide. This not only saves time and money but also creates a more immersive experience than traditional events.
Moreover, the metaverse becomes a canvas for showcasing company culture and brand. Virtual spaces offer a glimpse into the working environment, attracting candidates who resonate with the values and ethos of the organization.
Skill assessments and evaluations take on a new dimension in the metaverse. Virtual simulations and interactive tools offer a more engaging and potentially accurate assessment of a candidate’s abilities compared to traditional methods.
Industry Trailblazers:
Leading the charge in metaverse integration, companies like Nike, JP Morgan, Walmart, Deloitte, and Goldman Sachs are leveraging virtual reality for talent acquisition. From digital currency purchases for virtual attire to VR simulations assessing customer service skills, these pioneers demonstrate the diverse applications of metaverse technology.
The Road Ahead:
While the metaverse presents tantalizing opportunities for talent acquisition, it remains a somewhat niche and exclusive space. For it to truly integrate into inclusive TA strategies, accessibility must increase. As the technology continues to evolve, the metaverse holds the potential to revolutionize the recruitment landscape, providing a unique and engaging channel for companies to stand out in the competitive talent acquisition arena. As we navigate this uncharted territory, one thing is clear: the metaverse is a double-edged sword, offering both challenges and unprecedented possibilities for the future of talent acquisition.
