Why AI Literacy Is the Next Strategic Skill for TA
As artificial intelligence becomes increasingly embedded in the hiring process, many organisations are asking the same questions: What role will AI play in recruitment, and what does it mean for the people behind the process?
While headlines often focus on automation replacing human effort, the reality is more nuanced. The next chapter of talent acquisition isn’t about replacing people, it’s about redefining their contribution. Those who understand how to leverage AI as a tool, rather than view it as a threat, will be the ones who continue to create value.
But AI literacy in TA doesn’t happen by accident. It requires new skills, new mindsets, and a clear understanding of where AI can meaningfully support the recruiting lifecycle. It also demands an honest look at how different roles, sourcers, coordinators, advisors, and strategic partners, will be impacted differently.
AI Has Entered the TA Workflow, But Capability Gaps Remain
Recent data from LinkedIn shows that 74% of talent professionals are optimistic about AI’s impact on recruitment, yet only a small percentage feel equipped to use these tools effectively. Many organisations are still navigating early-stage experimentation, often lacking a framework for how to roll out AI responsibly and practically.
The challenge isn’t just technology, it’s people readiness. Adoption is uneven, often slowed by fear of redundancy, tool fatigue, or a lack of clarity on where AI actually adds value.
That’s why leading TA teams are shifting their focus from surface-level adoption to deeper capability-building. TA professionals need to understand how to use AI tools not just functionally, but strategically. That means asking smarter questions, engaging with data more fluently, and knowing when to apply AI-generated insights versus when to rely on experience and judgment.
From Tool Usage to Strategic Enablement: The AI Maturity Curve
A growing number of TA leaders are mapping out an AI capability journey that moves through several stages:
Exploration – Piloting tools in isolated workflows, often with individual enthusiasm leading the charge.
Enablement – Upskilling teams in prompt engineering and basic data interpretation, often with measurable time savings.
Integration – Embedding AI into core systems (ATS, CRM, sourcing stacks) to support consistent workflows.
Augmentation – Using AI to inform strategic decisions, shape job architecture, and advise hiring managers at a consultative level.
Where a TA function sits on this curve should inform its investment priorities. Skipping stages leads to poor adoption, fragmented workflows, and wasted spend.
What Skills Are Emerging for the AI-Enabled TA Professional?
Forward-thinking talent teams are investing in capability development that goes well beyond basic tool adoption. Some of the key skills being prioritised include:
1. Prompt Engineering
Learning how to write effective, targeted prompts has quickly become essential. This skill allows TA professionals to extract better results from generative AI tools, whether it’s drafting a job description, building Boolean search logic, or personalising outreach messages based on candidate motivations.
Training in prompt engineering is already underway in several enterprise environments. These programmes focus on secure platforms like Microsoft Copilot and ChatGPT Enterprise, teaching TA teams how to apply AI in daily workflows while remaining compliant with data and privacy standards.
2. Predictive Analytics for Strategic Demand Planning
As organisations mature their workforce planning efforts, AI offers an opportunity to improve how TA professionals anticipate and prepare for complex hiring needs. Predictive analytics helps teams interpret demand plans with greater precision, identifying potential bottlenecks, forecasting sourcing difficulty, and prioritising critical roles before requisitions hit the system.
Rather than reacting to intake meetings, AI-enabled TA professionals can proactively partner with talent intelligence and workforce planning teams. By surfacing patterns in hiring volume, geography, and skill clustering, they help design sourcing strategies that are more aligned to business timing, risk tolerance, and labour market constraints.
This shift moves TA from execution to orchestration.
3. Advanced Market and Role Research
In parallel, TA professionals are using AI to enhance their ability to conduct strategic market research. This includes analysing adjacent skill sets, identifying alternative career paths into hard-to-fill roles, or benchmarking similar positions across peer organisations and industries.
These insights help reshape job design, adjust expectations, and open up more inclusive or innovative talent pipelines. When combined with recruiter experience and hiring manager consultation, it enables more agile and data-informed decision-making.
Used well, these research capabilities strengthen the TA team’s role as an advisor, not just a delivery function.
4. Experimentation and Peer Learning
Perhaps most powerful is the rise of shared experimentation. A growing number of talent functions are creating internal “AI labs” or learning communities where teams test new workflows, explore niche sourcing challenges, and share what works (and what doesn’t). These environments are critical for building capability and trust.
A common use case emerging from these labs is forensic sourcing: using AI tools to convert vague job specs into structured search logic, sometimes across multiple geographies or languages. Over time, these experiments build institutional knowledge that scales beyond individuals.
Infrastructure Still Matters: Data and Integration Are Make-or-Break
One of the most overlooked blockers to AI impact is infrastructure. Even the best AI tools won’t deliver value if the underlying systems, ATS, CRM, and talent data, are fragmented or outdated. TA teams need to partner closely with HRIT and data governance to ensure they have a stable foundation for scale.
What Should TA Leaders Be Doing Now?
For TA leaders and CHROs, the focus should be on structured readiness, not reactive adoption. That doesn’t mean rolling out every new tool or jumping on hype trends. It means thinking strategically about where AI can support core goals like improving workflow efficiency, enhancing candidate experience, or surfacing underrepresented talent.
Here are a few actions that progressive leaders are already taking:
Define clear use cases where AI can add value, starting with sourcing, scheduling, and candidate communications.
Invest in TA professional upskilling, especially around prompt engineering, predictive analytics, and ethical reasoning.
Encourage safe experimentation through structured learning spaces, team jams, or AI hackathons.
Choose secure platforms that support responsible use and align with company risk policies.
Track outcomes like time savings, response rates, and TA professional satisfaction, not just cost reduction.
Procurement with Purpose: Avoiding the Shiny Tool Trap
With so many AI vendors flooding the market, discernment is critical. Teams should look past flashy demos and ask tougher questions:
What data is the model trained on?
Is the algorithm explainable and auditable?
How does it integrate into existing TA workflows?
Can we govern this tool in alignment with company risk policies?
The most sophisticated teams aren’t just buying tools, they’re evaluating partners.
Responsible AI: From Ethics to Governance
As AI tools evolve, so do the risks. Algorithms trained on biased data can reinforce inequity. Black-box models may produce impressive outputs without transparency. The responsibility for maintaining fairness, inclusivity, and data security still sits with humans.
TA teams should implement clear policies on responsible AI use, including:
Oversight committees involving TA, Legal, DEI, and Data Governance
Review checkpoints in the workflow for all AI-generated recommendations
Documentation of how decisions were made, especially in high-impact hiring situations
Final Thought: A More Human, More Strategic TA Function
The best TA professionals will always be those who build trust, influence hiring decisions, and spot potential others might miss. AI doesn’t replace those qualities, it amplifies them. It gives professionals back the time and insight they need to operate at a higher level.
As a partner to many organisations navigating this shift, we’re seeing that AI success doesn’t come from tools alone. It comes from mindset change, capability building, and cultural integration. There’s no one-size-fits-all playbook, but there is a clear opportunity to rethink what great recruitment looks like in the age of AI.
Trust, Social Proof, and the Future of Hiring
The way hiring works is changing rapidly. At the heart of this shift? Trust.
In today’s market, trust is no longer just an advantage—it is a necessity. Candidates, like consumers, rely on social proof—the psychological principle that people look to others to validate their decisions. This is why employee referrals, alumni rehires, and internal mobility are becoming the most effective hiring strategies.
The evidence supports this. Referred candidates are not only hired faster—they stay longer as well (LinkedIn Talent Trends). When someone recommends an organisation, new hires already have a level of trust in the culture and expectations.
There is also a growing boomerang effect, where former employees are returning in record numbers. Organisations are recognising that when an individual chooses to come back, it is a strong endorsement of the company’s credibility (Gartner Research). A great workplace is not just one that attracts new talent—it is one that people actively want to return to.
Industry thought leaders, including Josh Bersin, have noted this trend. The most effective hiring teams are no longer solely focused on sourcing external candidates—they are investing in high-trust networks because referrals, alumni hires, and internal mobility lead to stronger hiring outcomes at a lower cost.
What is driving this shift? Two key factors: the power of social proof and a declining trust in traditional hiring methods.
The Social Proof Effect: Why People Trust People More Than Brands
We are living in an age of influence, but not in the way social media suggests. Influence today is not just about follower counts or carefully curated employer branding campaigns—it is about authentic, human credibility.
People trust people, not brands – A referral from a trusted colleague is not just a recommendation; it is proof that an organisation is worth considering.
Referrals reduce uncertainty – Changing jobs is a major decision. When someone you respect endorses an opportunity, it immediately feels more credible.
Boomerang hires strengthen employer reputation – When former employees return, it sends a strong signal: this is an organisation worth working for. Gartner research shows that organisations investing in alumni engagement achieve higher rehire rates and stronger reputations.
AI-generated outreach lacks social proof – Candidates can easily identify when a LinkedIn message has been rinsed and repeated by a bot after receiving the same template 10 times. Without human connection, it feels impersonal and unconvincing.
And this is not just theory—organisations are seeing tangible results.
One global technology company recently overhauled its alumni hiring strategy and experienced a 40% increase in rehires over two years. Why? Because trust was already established. These former employees were not taking a risk—they had direct experience with the culture, leadership, and business operations. That trust led to faster onboarding, higher engagement, and a stronger commitment to success.
This is the power of social proof—it builds trust, accelerates hiring, and improves retention.
Why Offboarding and Redeployment Are Essential to a Strong Talent Ecosystem
However, alumni networks and boomerang hiring only succeed if organisations handle offboarding and redeployment effectively.
Poor offboarding damages brand loyalty – If an employee has a negative departure experience, they are unlikely to refer others or return. Research from Workday shows that organisations with structured, positive offboarding programmes are twice as likely to rehire former employees.
Negative offboarding experiences harm employer brand – A poorly managed exit process often results in negative Glassdoor reviews and reputational damage, which discourages future referrals.
Redeployment prevents unnecessary talent loss – Organisations that actively support employees in transitioning to new internal roles rather than defaulting to redundancies retain institutional knowledge and sustain trust.
Best and Worst Practices in Offboarding
Some organisations treat offboarding as a transaction rather than an opportunity. Impersonal redundancies, delivered through mass emails or pre-recorded video messages, with no transition support or career assistance, leave departing employees feeling undervalued. This approach damages trust, erodes employer reputation, and often leads top talent to join competitors instead of returning later.
In contrast, leading organisations take a long-term view of offboarding. Rather than severing ties completely, they provide structured alumni programmes, networking events, and even career coaching for departing employees, ensuring that relationships remain strong. Organisations that adopt well-managed exit strategies experience higher alumni engagement, stronger employer branding, and an increase in boomerang hires.
Organisations investing in structured offboarding and alumni engagement see up to a 20% increase in rehires (Harvard Business Review).
Redeployment strategies that prioritise internal mobility reduce turnover by 41% and strengthen employee trust (LinkedIn Workplace Learning Report).
The Pitfalls of High-Trust Networks: The Risk of Reinforcing Bias
While referrals and alumni hiring can be highly effective, there is an important risk to address: they can reduce diversity and reinforce bias if not actively managed.
The “Like-Me” Effect – Research shows that employees tend to refer individuals who share similar backgrounds, education, and demographics (Harvard Business Review). If organisations are not intentional, referral programmes can result in homogeneous talent pools.
Alumni Networks Reflect Past Hiring Gaps – If an organisation’s workforce lacked diversity in previous years, its alumni pool will mirror those representation gaps. Over-reliance on alumni hiring can reinforce historical imbalances.
Over-Reliance on Known Talent Can Limit Innovation – While trust is crucial, excessive dependence on referrals and alumni hires can reduce fresh perspectives and new ideas.
AI Bias in Referral Matching – If AI-driven talent recommendations are not designed with diversity safeguards, they can replicate existing hiring patterns rather than broaden talent pools (Gartner).
How to Mitigate These Risks
Forward-thinking organisations are already implementing solutions to ensure high-trust hiring networks remain inclusive and diverse:
Diversifying Referral Incentives – Some organisations now offer increased referral bonuses for underrepresented candidates, ensuring that referrals contribute to a broader talent pool (LinkedIn Hiring Trends).
Expanding Alumni Networks Beyond Full-Time Employees – Progressive organisations include former interns, contractors, and contingent workers in alumni networks, widening the scope of potential rehires.
Balancing Referrals with Inclusive Hiring Strategies – Industry leaders have embedded structured diversity hiring initiatives alongside referral programmes to create more balanced sourcing strategies.
The Bottom Line: The Social Proof Revolution Is Here
Hiring in 2025 will not be about volume-based recruiting or relying solely on AI-generated outreach. The most successful organisations will strike the right balance—using technology to enhance trust-driven hiring, not replace human relationships.
The future belongs to companies that integrate AI intelligently—leveraging automation for efficiency, predictive analytics for smarter decision-making, and digital platforms to scale high-trust networks—while ensuring that human engagement remains at the centre of hiring.
Some organisations are already ahead of the curve. They are moving beyond transactional recruitment models and instead building dynamic, trust-based talent ecosystems where AI supports, rather than substitutes, authentic human connections. These companies are strengthening employee advocacy, deepening alumni engagement, and expanding high-trust hiring channels to secure the best talent.
The real question is: Will your organisation use technology to reinforce trust—or allow automation to dilute it?
In the future of hiring, social proof will be the strongest currency—trust built through referrals, alumni networks, and human connections will outperform cold outreach and AI-driven automation on its own
Think about the last time you applied for a job. What stood out? Was it the polished Job description or the company’s website company’s, or was it the follow-up email that felt genuine, the recruiter who made a well-researched outreach message, or the thoughtful feedback after an interview?
For most of us, it’s the little things—those small, thoughtful interactions—that stick in our memory. These micro-moments define how candidates feel about a company, whether they’re hired or not.
What Are Micro-Moments in the Candidate Experience?
Coined initially in the context of consumer behaviour by Google, micro-moments are the brief, highly focused interactions where decisions are made or impressions are formed. In talent Acquisition, these micro-moments are those seemingly minor but highly meaningful actions that show candidates they’re valued.
They don’t require flashy campaigns or big budgets, but they do require intention and care. And in a world where so much communication feels generic, these moments can make all the difference.
A recruiter taking a minute to send a personalized follow-up after an interview.
Keeping candidates in the loop with timely updates instead of making them wonder.
Sending a proactive, personalized video message using tools like Hintro or Odro —a refreshing human touch in an age of mass AI-generated outreach.
Or even providing a thoughtful, constructive rejection that doesn’t just close the door but leaves it ajar for future opportunities via a Talent Community .
These moments, while brief, can shift a candidate’s perception from “just another applicant” to “someone this company values.”
Why Micro-Moments Matter
People remember how you make them feel. And for candidates, the hiring process can be a nerve-wracking experience. Micro-moments are powerful because they tap into emotional connections—a crucial driver of trust. According to Josh Bersin, trust is the cornerstone of any great employee or candidate experience. When candidates feel valued and respected at every step, they’re more likely to trust the organization, even if they don’t land the role.
Research backs this up. According to LinkedIn’s Global Talent Trends, 63% of candidates say their experience during the hiring process reflects how a company treats its people (source). And trust me, candidates are paying attention. Every interaction—or lack of one—contributes to the impression they’ll share with their networks or on review sites like Glassdoor.
Even more telling: a survey by CareerArc found that 72% of candidates who had a poor experience shared it online or with friends (source). Think about that ripple effect. A little effort to personalize your process goes a long way in avoiding a wave of negative feedback.
How to Make Micro-Moments Meaningful
Be Proactive with Updates Nobody likes to feel forgotten. A quick message like, “We’re still reviewing applications, and I’ll be in touch by Friday,” can turn silence into reassurance. Setting expectations is an act of respect—and it costs nothing.
Use Personalization to Stand Out Imagine receiving a short video from a recruiter, tailored just for you. They mention your skills or highlight why your background caught their eye. Personalized video outreach not only grabs attention but also feels authentic in a world filled with Mass produced AI generated emails.
Show Empathy Rejection is hard, but it doesn’t have to be cold. Providing feedback—even a brief summary—shows you recognize the effort candidates put into the process. It’s a simple gesture that can build goodwill.
Balance Technology with Humanity Automated tools are great for efficiency, but they’re no substitute for the human touch. Use AI chatbots and automated emails wisely ideally at the top of the funnel, ensuring they enhance—not replace—genuine connection. The more effort the candidate has gone to in the process the more important it is for the organisation to return the favour in closing the loop. For further information on this topic there are two fantastic deeper reads from my colleagues Craig Hunter and Ellen Cobb
Celebrate the Candidate’s Effort A little gratitude goes a long way. Thanking someone for their time and highlighting something specific they did during the process can turn even a rejection into a positive interaction.
The Bigger Picture
According to the latest Greenhouse 2024 State of Job Hunting report—a survey of 2,500 workers across the US, UK, and Germany—nearly half of US workers are actively job hunting. Yet, 79% of them admit to feeling heightened anxiety in today’s job market. One statistic in the report stood out as particularly troubling: 61% of job seekers reported being ghosted after a job interview, a figure that has risen by 9% since April 2024 (source).
Think about what this means in practice. These are individuals who’ve already cleared the initial hurdles of a crowded hiring process. They’ve dedicated time—often taking PTO, traveling, and showing up in person—to attend an interview. For many, it’s not just about answering questions; it’s about investing emotional energy and hope. The absolute minimum they should expect in return is closure, even if the news isn’t favourable.
Creating these moments isn’t about perfection; it’s about showing you care. Candidates understand that hiring is a busy, complicated process. They don’t expect constant communication or endless hand-holding. But they do expect respect and acknowledgment.
And as we have discussed earlier, candidates talk. The candidate who didn’t get the job today might refer their friend tomorrow because they were treated well. Or they might blast their bad experience to their network, or share the experience on growing sub Reddit’s like r/recruitinghell damaging your reputation. It’s in these small, seemingly insignificant moments that reputations are built or broken.
What’s Next?
If you want to stand out in a competitive hiring landscape, don’t just focus on the big stuff. Start small. Think about the touchpoints in your hiring process where you can inject a bit more thoughtfulness. A personalized note, a timely update, or even a short video message can be the difference between a candidate feeling like a number and feeling like they matter.
So, next time you interact with a candidate, ask yourself: What small moment of care can I create today?
Imagine walking into a packed bookstore. Instead of wandering the aisles, you’re handed a book personally recommended by someone who knows exactly what you like, no browsing, no guesswork.
That’s what a best in class referral strategy does for hiring. It eliminates the endless search, delivering candidates pre-vetted by people who understand your company’s culture and needs.
Just like that perfect book recommendation, referrals bring you talent that fits right from the start, speeding up the process and ensuring a better outcome. In a sea of options, referrals guide you straight to the best choice.
In 2023, employee referral programs emerged as the second most effective hiring method, reflecting a growing trend where companies leverage the networks of their current workforce to identify top talent (Source) .
Referred candidates not only have a 4x higher conversion rate compared to those sourced through traditional channels (Source), but they also tend to perform better, stay longer, and have more positive job attitudes. However, to truly unlock the potential of referrals, companies need to go beyond offering basic bonuses.
Instead, they must build a best in class Referral strategy, empowering employees as brand ambassadors who proactively promote the organization and its job openings.
This article explores how companies can cultivate a culture of advocacy, turn employees into active participants in talent acquisition, and leverage technology and creative incentives to optimize their referral programs.
Additionally, we will address potential pitfalls, such as the impact of referrals on diversity, equity, and inclusion (DEI), and how companies can mitigate these challenges while scaling their referral programs.
Creating a Culture of Advocacy: Employees as Brand Ambassadors
A successful referral strategy hinges on employees who are engaged and motivated to refer candidates that align with the company’s mission, values, and talent needs. When employees feel proud of their workplace, they become natural advocates, eager to share job opportunities with their personal and professional networks. Below are the essentials to consider when building a best in class referral policy
1. Transparent Communication
Best Practice: Clearly define program roles, processes, and expectations for all employees.
Action Steps:
Set clear guidelines on how they can earn incentives. Host workshops for improved engagement levels
Communicate timelines for evaluation and when rewards will be distributed.
Explain how the referral system works, including bonus structures, timelines, and expectations around candidate matching.
Use multiple channels to ensure all employees are aware of how to refer candidates and what success looks like in the program.
Outcome: Enhanced clarity and reduced confusion among employees, resulting in greater engagement and higher-quality referrals.
2. Incentives Aligned with Business Goals
Best Practice: Design incentives that match organizational priorities.
Action Steps:
Implement “Surge Campaigns” offering higher rewards for hard-to-fill or high-priority roles.
Incorporate both monetary and non-monetary rewards (e.g., gift cards, iPads, or charitable donations) to engage a broad range of employees.
Outcome: Higher engagement and focus on critical roles that need filling, ensuring company goals are met more efficiently.
3. Leverage Technology to Improve Referrals
Best Practice: Utilize advanced technology to streamline the referral process and boost effectiveness.
Action Steps:
Use referral platforms (Like Boon, Eqo or Avature Referrals) integrated with Applicant Tracking Systems (ATS) for easy submission, tracking, and reward distribution.
Ensure mobile accessibility so employees can refer candidates from anywhere.
Drive automation to ensure seamless payment
Outcome: Increased employee participation due to simplified processes and better candidate matches through technology.
4. Enablement: Educating Employees on Referrals
Best Practice: Empower employees by providing the tools and knowledge needed to refer top candidates.
Action Steps:
Regularly train employees on the company’s talent needs, including skills, experience, and cultural fit.
Provide pre-written content and clear instructions for sharing job openings on social media, boosting outreach.
Foster internal discussions that clarify who the company is looking for and how employees can help.
Outcome: Better-informed employees make more targeted and effective referrals, leading to a higher quality talent pipeline.
5. Candidate Experience: Fast-Track Referrals
Best Practice: Prioritize a smooth and efficient candidate experience for referred candidates.
Action Steps:
Create a dedicated referral processing path to prioritize referred candidates without sacrificing hiring standards.
Provide timely, transparent communication with referred candidates, ensuring they feel valued.
Expedite interviews and feedback loops for referred candidates to keep them engaged.
Outcome: A high-quality candidate experience encourages more referrals and builds a positive company reputation among potential hires.
6. Metrics: Measure What Matters
Best Practice: Regularly track and analyse key performance indicators (KPIs) to refine the referral program.
Action Steps:
Track metrics like referral-to-hire ratio, time-to-fill positions, and quality of hire.
Collect feedback from both referrers and referred candidates to understand and improve the process.
Monitor employee engagement and adjust rewards or processes to optimize performance.
Outcome: A data-driven approach ensures continuous improvement in referral effectiveness and alignment with business needs.
7. Promotion: Market the Referral Program Internally
Best Practice: Create ongoing buzz and excitement around the referral program.
Action Steps:
Regularly promote the program through emails, contests, and physical updates.
Engage leadership to actively participate and set examples by referring candidates or promoting the program in town halls.
Refresh rewards and communication to keep employees motivated and aware of the opportunities available through the referral program.
Outcome: Maintaining top-of-mind awareness leads to sustained participation and excitement around referral opportunities.
8. DEI&B: Promote Diverse Referrals
Best Practice: Leverage the referral program to support diversity, equity, inclusion, and belonging (DEI&B) goals.
Action Steps:
Actively engaging ERG’s within your organisation to help drive referral activities
Implement DEI-focused KPIs to ensure the referral program aligns with diversity hiring objectives.
Recognize and reward employees who contribute to diverse hiring by acknowledging their efforts in driving inclusivity.
Outcome: The referral program supports broader DEI&B initiatives, fostering an inclusive hiring process and a diverse workforce.
9. Rewards: Timely and Transparent Distribution
Best Practice: Ensure rewards are timely, clear, and engaging for referrers.
Action Steps:
Distribute rewards promptly after key milestones (e.g., onboarding of referred candidate).
Offer updates throughout the process, keeping referrers engaged from application to reward.
Avoid making referrers responsible for candidate retention, keeping focus on their role in talent acquisition.
Outcome: A transparent reward process increases trust and encourages repeat referrals.
10. Positive Referral Behaviour: Building Good Habits
Best Practice: Encourage a culture of continuous participation in the referral process.
Action Steps:
Reward employees for submitting qualified referrals, not just successful hires, to maintain steady program engagement.
Personalize rewards, offering options like charitable donations or mentorship opportunities to appeal to diverse motivators.
Foster a culture where referrals are seen as a valued contribution to the company’s success, not just an optional task.
Outcome: Employees develop the habit of regularly referring candidates, contributing to a strong, consistent talent pipeline.
The Compounding Value of Referrals
One of the most powerful aspects of referral programs is how they compound over time. Research shows that almost two-thirds of referred employees eventually refer at least one person to their company . This creates a virtuous cycle where referrals continuously feed into the hiring pipeline, progressively improving over time. (Source)
Furthermore, referred employees tend to stay longer than those hired through other channels, with over 45% of referred employees remaining with an organization for more than two years compared to only 25% of those hired through job boards. This longevity not only reduces turnover costs but also builds stronger, more cohesive teams. (Source)
Challenges: Potential Impacts on Diversity, Equity, and Inclusion (DEI)
While referral programs offer many advantages, they can unintentionally hinder diversity efforts if not carefully designed. Individuals can tend to associate with others who share similar backgrounds, which can limit the diversity of the referral pool . As a result, referral programs may disproportionately favour certain demographic groups, potentially reinforcing homogeneity within the workforce . (Source)
To address this challenge, companies like Intel have pioneered innovative approaches that align referral programs with DEI goals. Intel offers higher bonuses for referrals from underrepresented groups, thus actively encouraging employees to expand their networks and support diversity initiatives.
Case Studies: Leading Referral-First Strategies
Several companies have successfully adopted referral-first strategies that both scale and support broader business objectives:
Google has built a highly automated referral platform with lucrative bonuses (starting at $4,000), which makes the referral process easy for employees while ensuring high participation rates. (Source)
Salesforce not only gamifies its referral program but also integrates it with the company’s mission, connecting referrals to the broader purpose of building a better company. (Source)
InMobi, for example, runs a referral program with personalized prizes such as Apple products or Harley Davidson bikes . This approach makes the process fun and rewarding, keeping employees engaged throughout the year. (Source)
Accenture combines both monetary and opportunity to donate some of your bonus to a charity of your choice. Accenture will in turn match that donation adding a further feel good factor into driving referrals (Source)
Airbnb’s referral program offers a blend of financial and experiential rewards. Employees who refer successful candidates can receive bonuses between $2,000 and $5,000 in addition to Airbnb travel credits, which can be redeemed for stays on the platform. This approach combines traditional financial incentives with travel perks, creating a more personalized and engaging experience for employees. (Source)
Conclusion: Building a Sustainable Referral-First Strategy
A best in class Referral recruiting strategy has the potential to transform a company’s talent acquisition efforts, turning employees into active recruiters who continually feed high-quality candidates into the hiring pipeline. By investing in user-friendly platforms, offering creative and mission-aligned incentives, and ensuring that referral programs are designed with diversity in mind, companies can unlock the full potential of their workforce’s networks.
As employee referral programs continue to gain traction, companies must evolve their strategies to ensure long-term sustainability and inclusivity. By studying successful programs from companies like Google, Salesforce, and Intel, businesses can create referral-first strategies that not only meet hiring targets but also strengthen the organizational culture and values over time.
Imagine talent acquisition as a vast ocean, teeming with potential and possibility. But here’s the catch: the most valuable treasures don’t simply wash ashore—they’re hidden deep beneath the surface, in the currents and caverns of passive talent pools.
To thrive in this environment, you can’t rely on chance encounters or the occasional fishing expedition. You need to cultivate a sustainable talent ecosystem—a dynamic, ever-evolving community that not only attracts the best candidates but also nurtures and engages them long before they’re ready to make a move.
In today’s hyper-competitive landscape, where the race for top talent has never been fiercer, traditional approaches to Talent Communities are the equivalent of casting a net and hoping for the best. But what if, instead of merely fishing, you could create your own thriving marine reserve? A place where talent grows, flourishes, and becomes deeply connected to your brand before ever stepping through your door.
According to Bersin the linear career paths of yesteryear have given way to a landscape where experiences, purpose, and company culture are king. Deloitte goes further stating, the allure of a compelling mission and purpose now outweighs mere job titles for many top candidates, especially in the tech industry. It’s not just about filling positions; it’s about aligning with the values and aspirations of the talent you seek to attract.
This is the promise of a well-crafted Talent Community—an intricate, living system that, when managed properly, ensures your organization is never short of skilled, engaged candidates.
Let’s dive into the depths of Talent Communities, exploring how they transform the way we think about talent acquisition, making your organization not just a destination, but a journey that top-tier talent wants to be a part of.
Defining Talent Communities
So, what exactly is a Talent Community? Picture it as a thriving coral reef, teeming with diverse, passive talent that’s carefully nurtured over time. Unlike traditional talent pools that merely serve immediate hiring needs, Talent Communities are the deep-sea currents, constantly moving and evolving, designed to cultivate a rich pipeline of candidates who are primed and ready when the right opportunity arises.
These communities are strategically segmented by demand, enriched with personalised content, and sustained by continuous engagement, making them a vital asset for any organization looking to navigate the ever-changing tides of talent acquisition.
Key Characteristics of Talent Communities:
Demand-driven segmentation: Talent Communities are meticulously segmented by job families and geographic regions, ensuring every interaction is relevant and targeted.
Curated nurture journeys: Each segment receives a bespoke journey—think exclusive videos, content that shows what life is really like in the business and virtual events—that immerses them in your company’s culture and opportunities.
Dynamic engagement: Far from static, Talent Communities are living ecosystems where ongoing interactions keep candidates engaged and ready for the right opportunity.
Strategic asset: These communities are not just about filling vacancies; they are about cultivating a loyal network of brand advocates who will champion your organization long before they join it.
Brand advocacy: Members of your Talent Community become ambassadors, spreading the word about your company’s values, culture, and career opportunities to a wider audience.
Talent Community Dependencies
Building a thriving Talent Community requires more than just good intentions; it demands the right tools, the right people, and a strategic approach. At the heart of any successful community lies a powerful CRM system—a hub that not only organizes and tracks candidate interactions but also drives the entire engagement process.
Technology: Configuring Success
A CRM system is much more than a database; it’s the nerve centre of your talent strategy. Industry leaders like Avature, Phenom, and Beamery offer platforms that do it all—from evaluating candidates to automating workflows and even providing insights through sophisticated analytics. But the technology is only as good as the strategy behind it. A seamless integration between your ATS and CRM, combined with tailored nurture journeys for each talent segment, is key to building a community that thrives. (See AMS Verified for an easy way to compare CRM’s)
Success in this realm also requires constant monitoring and tweaking. Governance is essential, as is a team of dedicated professionals who can translate the raw data into actionable insights. KPMG advocates for treating talent pools like supply chains—planned and cultivated well in advance, rather than sourced in response to immediate needs.
Personnel: Driving the Talent Community Strategy
Behind every successful Talent Community is a team of specialists working in harmony to execute the strategy. Whether it’s a Talent Community Specialist, Talent Intelligence experts, or Talent Attraction professionals, each plays a critical role in ensuring the community’s health and effectiveness.
Talent Community Specialist:
These professionals are the gardeners of your talent ecosystem. They segment the talent pool, monitor its health, and ensure that every candidate is on a tailored journey that aligns with your brand’s values and objectives.
Talent Intelligence:
With their fingers on the pulse of the talent market, these experts provide insights into the size and location of talent pools, helping to refine and optimize your community over time.
Talent Attraction:
Crafting the content that fuels engagement, Talent Attraction specialists ensure that every communication resonates with the intended audience, keeping your community vibrant and active.
Sourcing:
These individuals are the frontline, growing your Talent Community by identifying and nurturing candidates who may not be actively seeking new opportunities but are open to the right offer when it comes.
Content: The Cornerstone of Engaging Talent Communities
Content is the heart of your Talent Community, transforming passive candidates into engaged participants. Authentic, personalized, and value-driven content can turn a community into a powerful brand advocacy engine. Deloitte references that almost a third of new workers leave their jobs within the first 90 days due to unmet expectations on Culture (Deloitte) Many Industry experts are beginning to note this change in what candidates expect, with Bersin and also SIA recently referencing the need to engage with talent in a more thoughtful way (SIA 2023)
Personalized Content:
Candidates crave content that speaks directly to them—their goals, their interests, their aspirations. Whether it’s virtual coffee chats, industry insights, or exclusive events, personalized content keeps your community engaged and loyal.
Diverse and Multi-Format Content:
In today’s digital age, content must be versatile. Text, video, audio—each format has its place in delivering a rich, engaging experience that resonates with different segments of your community. Remember, 86% of candidates read company reviews before applying, making it crucial to present a diverse and authentic portrayal of your company culture. (Glassdoor)
Keys to Successful Content
Success in Talent Communities hinges on collaboration, strategy, and authenticity. A well-rounded content strategy that includes everything from newsletters to exclusive VIP content ensures that candidates remain engaged and connected. Authenticity is key—your content must genuinely reflect your company’s culture and values, fostering a deeper connection with potential candidates.
Anticipated Outcomes
When done right, Talent Communities can dramatically influence direct hires, reduce time-to-hire, and improve the ROI of your recruitment channels. Moreover, by maintaining a robust, engaged talent pool, you’ll see long-term savings and a more consistent candidate experience, ultimately enhancing your ability to attract and retain top talent.
Through our experience we have noted the following:
Talent Community Influence: AMS data reveals that 10-20% of direct hires can be directly traced back to these thriving ecosystems. In industries as varied as Defence, Energy, Professional Services, Banking and Pharmaceuticals, Talent Communities have proven their worth, shifting the hiring landscape. Although external benchmarks are scarce, a 2022 poll by Recruiter.co.uk found that inhouse recruitment teams across the UK credited Talent Communities for about 20% of their direct hires, showing that when communities are nurtured right, they deliver results.
Speeding Up Success: In the race to secure top talent, time is everything. AMS’s success stories highlight that implementing a robust Talent Community strategy can slash time-to-hire by 15-20%. With candidates already engaged and primed, you’re not just speeding up the hiring process—you’re doing it with precision.
Maximizing ROI: Tracking the origins of your hires is like finding the golden thread that ties your recruitment efforts together. By pinpointing the original source of each hire, organizations can refine their strategies, doubling down on what works and eliminating what doesn’t. The result? A smarter, more efficient investment in the channels that yield the highest returns.
Strategic Cost Savings: One long-term AMS client saw a remarkable 90% reduction in media spend by building a strategically focused Talent Community. By prioritizing targeted content and effectively utilizing CRM across all channels, they didn’t just reduce costs—they enhanced efficiency, demonstrating that a well-maintained talent pipeline is a smart investment for sustained savings
Crafting Positive Candidate Journeys: Not every candidate will be the right fit, but with a nurturing strategy, even those who don’t make the cut leave with a positive impression. By sharing culture-rich content that resonates with your core values, you attract candidates who are not only skilled but also aligned with your company’s ethos—boosting productivity and retention rates along the way. (Deloitte)
Championing Diversity: A well-maintained Talent Community isn’t just a reservoir of skills—it’s a gateway to diverse talent. Through targeted engagement and thoughtful nurturing, these communities become a magnet for candidates from a variety of backgrounds, ensuring that your future workforce is as diverse as it is capable.
AI and The Future
Artificial Intelligence is no longer a futuristic concept; it’s a game-changer in the realm of talent acquisition. As AI continues to integrate with CRM systems, it promises to revolutionize how we manage Talent Communities. From automating tasks to providing deeper insights into candidate behaviour, AI is set to enhance every aspect of your talent strategy, enabling a more proactive and efficient approach to building and maintaining talent pipelines.
Conclusion
In 2024, Talent Communities are no longer just ripples in the ocean of talent acquisition—they’re the undercurrents shaping the entire seascape. As the tides of the talent market continue to shift, those who harness the power of these communities will find themselves not merely staying afloat but navigating with precision.
By fostering deep, meaningful interactions and crafting personalized nurture journeys, Talent Communities become the lifeblood of your organization’s future. They transform brand advocacy into a tidal force, guiding the most sought-after talent straight to your shores.
In an increasingly competitive environment, Talent Communities aren’t just a strategy—they’re the sustainable course to long-term success.
"It’s not just a job they want—it’s a job with purpose, and leaders are trying to meet that expectation."
In this episode of the ‘Ask the Expert’ podcast with Jeff Nugent, Co-Founder of the Contingent Workforce Institute, we delve deep into different approaches to contingent workforce strategies.
During our conversation, I shared insights on how harnessing an organization’s brand can revolutionize the recruitment process for contingent labor. We also examine the parallels between RPO and Direct Sourcing discussing our collective view that Direct Sourcing should be viewed as Contingent Recruitment Process Outsourcing (CRPO), as well as the key factors that contribute to the successful implementation of such programs.
Additionally, we reflected on the lessons learned from decades of experience in this field.
Our discussion sheds light on the importance of strategic workforce planning and the significant impact it can have on an organization’s ability to succeed in today’s dynamic business environment.
To learn more about Integrating contingent labor into strategic talent planning, click here.
To explore Contingent Process Outsourcing, click here.
In today’s competitive talent market, attracting and retaining talent poses a significant challenge for organisations. This is where employer branding plays a key role. Your Employer Value Proposition (EVP) or Talent Value Proposition (TVP) should take centre stage in acquiring and retaining the right talent.
But the world is changing at a fast pace. The flexible work arrangements and global talent accessibility are prompting organisations to rethink how they can deliver a consistent employer brand proposition to engage the talent they need.
Recently, AMS held a discussion with talent acquisition leaders across the APAC region to explore strategies for building a compelling employer brand, and the nuances of customizing brand messages for different audiences.
Here are some of the key takeaways from the session.
Moving from EVP to TVP
Organisations are now moving away from the comprehensive EVP model and towards creating targeted TVPs.
Traditionally, EVPs look across an organisation’s entire group – its audiences, locations etc. – and communicate (to both internal and external talent) the values of the organisation, what it offers to candidates, and what is expected of them. Crafting a robust, all-encompassing EVP can requires a lot of investment, both in financial cost and resources.
In contrast, TVPs focus on specific core priorities, whether it be a location where talent is lacking, or a specific skill set needed to fill a skills gap. So, rather than trying to tackle the whole EVP, crafting a TVP allows the organisation to understand a particular talent segment and develop a messaging platform that speaks directly to them.
This targeted approach enables organisations to analyse their TVPs to identify collective patterns and candidate responses. This valuable insight can subsequently shape their EVP. As one expert put it, “It’s basically building your EVP from the ground up, instead of a big pie in the sky idea and trying to make it fit for each of your audiences.”
Getting the balance right
There were varied opinions from the roundtable panel on whether a business’ TVP should be the same for both internal and external candidates.
Many panellists emphasised the importance of brand consistency, especially when communicating the organisation’s values. Nonetheless, all experts agreed it was crucial to have the ability to adapt a TVP messages flexibly when targeting specific markets.
One panellist shared their strategy of developing tailored TVP ‘personas’ to create targeted messaging, focusing on candidates with specific degrees. Another speaker seconded this approach, highlighting the necessity to adapt strategies for various global locations, resulting in a more niche and targeted TVP messaging. As one panellist aptly put it, “The concept of a brand needs to evolve over time depending on your needs”.
This was no different when it came to internal staff. One expert highlighted that most of the talent in their organisation is under 35, hence they have tailored their TVP messaging specifically for Generation Y and Z workers.
The key takeaway is, regardless of the message, organisations must be clear on the connective tissue in their TVP. Understanding the fundamentals that align with the business’ core values and culture remains paramount.
Delivering the proposition
Discussing the new TVP approach is one thing, but executing it is a whole different challenge.
Many panellists faced the same dilemma: creating a consistent brand message while retaining the flexibility to tailor it when necessary.
A solution proposed by the panel was having access to strong and consistent toolkits in local markets. These toolkits empower organisations to target specific talent groups with adaptable key messages. This might include using different imagery or pulling out sub-key messages that are relevant to the targeted audience.
Understanding the audience is key, and having a toolkit that sets your TVP benchmark makes it much easier to flex and shape around different groups. Without one, ensuring brand consistency can be challenging.
As one panellist said, “The key to success is to prioritise the exact talent segment you need to talk to, focusing on the niche or business-critical ones, or the ones that meet your diversity targets.”
Showing people what you’re made of
Telling compelling stories about the business is one great way to bring in new talent. Many panellists shared how they are creating new and engaging video content based on the day-to-day life of the organisation. This has proven to be successful in attracting candidates. “It’s an authentic way of showing people what it’s really like to work at the business. It helps people see what they could be doing within the business,” said one speaker.
However, the panel emphasised the importance of keeping it real. Though authentic testimonials may not always have the most polished look and feel, they contribute to the content’s authenticity. One panellist said, “Having content that’s believable is far more important than having something that costs a lot or takes time to produce.”
Listening to your teams
At the heart of any business are the people that work there. Listening to internal teams is crucial when crafting a TVP or any related content. Understanding the reality of everyday life in the business is essential for accurate representation. As one panellist highlighted, “You don’t want to be selling something that’s not true about the business. Because when people join, if it’s not the reality, then attrition starts.”
Setting the guardrails
There was extensive discussion on maintaining control of TVP content. When executing brand activities online (creating video content or writing social media posts), you open yourself up to the risk of negative posts or comments. Establishing some ground rules is a good idea to mitigate potential damage.
Industries such as Pharma/Life Sciences and Finance, being highly regulated industries, need some rules in place. Many organisations will create simple one-page user guides with helpful hints on how and what to post on the business social media platforms.
Utilising technology is extremely useful for creating controlled, consistent TVP content. Some panellists said they use platform or apps that allow internal ‘brand ambassadors’ to easily film videos on their phones, edit them using pre-determined brand guidelines, and publish directly. It’s about creating a framework that represents the brand and is user-centric.
One organisation even formed a team to track the content and adapt anything that wasn’t ‘on-brand’. However, as one panellist said, “People will post what they want, and you can’t verify everything that goes out.”
The challenges ahead
TThe talent landscape is evolving rapidly, with new factors impacting the ability to attract and retain talent each day.
The panel experts agreed that the ability to pivot needs to be accelerated. Candidate and employee expectations, especially for Gen-Z talent, are shifting. An organisation’s TVPs must align clearly with and articulate its values and aspirations. Businesses must be prepared to be agile, creative and genuine in communicating their brand to this new world of talent.
Need help building a compelling brand both externally and integrally? AMS has the expertise to deliver the right talent strategy for your business, today and tomorrow. Get in touch today.
I love a myth buster – who doesn’t? I came across one recently on Field of Talent Your perfect candidate doesn’t exist claiming “only in your dreams” do you find your perfect candidate. They countered this with the suggestion that instead of the perfect candidate, hiring managers should be aiming to secure the “right” candidate.
This got me thinking that whilst this was written almost a year ago, this idealism of the perfect candidate is still something we see in public sector recruitment today. The hiring managers we are working with are sometimes searching for the pink unicorn with purple horn covered in glitter – OK, not really but you get the picture.
The perfect candidate would be amazing if they existed for every role, but what our expert Recruiters and Sourcers on the Public Sector Resourcing framework are aiming to do, is support hiring managers by encouraging them to consider transferrable skills vs their perfect “wish list”, and to stop looking for a needle in a haystack.
The point made in the Field of Talent article is incredibly relevant in today’s candidate market and I really like the suggestion to be more open minded during the hiring process, not getting caught up in qualifications which can lead to the exclusion of potentially great candidates.
HBR’s article when to take a chance on an imperfect job candidate also cover this topic well. It states “When evaluating candidates for a position, start by understanding that you’ll never find the perfect candidate for the job — that person doesn’t exist. Hiring the wrong person can do a lot of damage, so start by using data to understand the basic requirements of the role.”
Ultimately, my recommendation – when it comes to hiring the “right” candidate, don’t ignore the counsel of your recruitment/talent acquisition teams. They are close to the market and can provide you with insight into candidate availability, they can help you down select your extensive wish list to a top 3 essential skills requirements, and they will draw your attention to the transferable skills of a candidate that you might otherwise overlook.
As recruiters and people leaders, let’s commit to leaving the idea of a “perfect candidate” in the past.
As recruiters and people leaders, let’s commit to leaving the idea of a “perfect candidate” in the past.
Earlier this summer AMS continued their “Exploding Digital Myths” series with a final article on Artificial Intelligence (AI) Technology, highlighting that successfully operationalising it within your recruitment function will need some careful thought to avoid some common pitfalls. The article is linked below and includes some expert insights, from a number of thought leaders, on what to consider as we enter “the foothills” of the AI revolution in talent tech.
On the Public Sector Resourcing (PSR) Framework, managed by AMS we are leveraging AI and automation tools across our recruitment processes as well as cautiously piloting how we can increase its use in new recruitment functions.
A few examples include:
Chatbots for candidate and hiring manager interactions. Predictive analysis for forecasting future talent needs, identify potential bottlenecks in the recruitment process, and proactively addressing challenges. Programmatic job advertising to ensure available candidates with the right skills are targeted and applying. AI-powered tools that can quickly sift through large candidate pools to identify the best-fit candidates, streamlining the initial stages of the recruitment process.
Utilising AI as part of PSR’s continuous improvement strategy has allowed us to enhance our efficiency allowing us to focus on building relationships with potential candidates and clients. However, as the article below points out a well-thought-out strategy that addresses potential risks is essential. Here are a few of the risks that we have considered at PSR:
Bias and Fairness:
It’s important to be aware that AI algorithms can inadvertently perpetuate biases present in historical data and so can create discriminatory recruitment practices. As such it is essential to incorporate human oversight and decision-making in the recruitment process and whilst AI can assist, final decisions should always involve human judgment to avoid relying on potentially biased algorithms.
Loss of Human Touch:
Overreliance on AI is likely to lead to a loss of human touch which is essential in building relationships. At PSR, we try to maintain balance by using AI for efficiency whilst reserving meaningful interactions for our talented human recruiters.
Data Privacy and Security:
Safeguarding sensitive candidate and client information is essential in how we govern the use of AI tools, which is why we have robust data protection policies and governance is in place.
Technology Dependence:
On PSR we always want to maintain the capability to revert to manual processes if AI systems encounter technical issues and so we always avoid over reliance on AI tools.
Lack of Adoption:
We have regular training in place to help our staff utilise the AI tools to make sure that it’s being utilised to its maximum potential and to maximum ROI.
By the end of 2024, 75% of organizations will shift from piloting artificial intelligence projects to operationalizing them, according to a report by Gartner. As the AMS article below suggests, finding the right balance between “Tech and Touch” will be key to making talent acquisition strategies successful in the long term as well as effectively harnessing new technology as it develops.
Utilising AI as part of PSR’s continuous improvement strategy has allowed us to enhance our efficiency allowing us to focus on building relationships with potential candidates and clients.
Sharing my latest Catalyst article with expert views from Dustin Talley and Laurie Padua on integrating contingent hiring into a more holistic approach to talent management.
“After the 2008 financial crisis, we saw heavy utilization of contract workers. At that time, it was driven by necessity, but not strategic in most cases. This time around is proving to be different. The organizations that get it right will find ways to use budget wisely in place of headcount. Instead of just filling roles reactively, companies are taking proactive measures like building talent pools and equipping their teams with access to on-demand resources,” says Dustin Talley, CEO and founder of Talent Simplified.
