The rules governing Talent Acquisition and Diversity have changed with the digital age. Learn how your organization stacks up with this SlideShare synopsis of Deloitte's 2017 Human Capital Trends Report.

1. DELOITTE HUMAN CAPITAL TRENDS
TALENT ACQUISITION & DIVERSITY
2 0 1 7 R E P O R T

2. THE STATE OF TALENT ACQUISITION
The way organizations source, recruit, and onboard talent
is changing. The ATS is no longer enough, and in many
cases doesn’t effectively integrate with the huge variety
of talent acquisition solutions now available.
83%
of executives say Talent Acquisition
is “important” or “very important”.
The Four Pillars of Digital Age
Focus on
Employment
Brand
Leveraging New
Technology
Focus on Skills
over Credentials
Sourcing from
the Gig Economy
1 2 3 4
Talent Acquisition

3. EMPLOYMENT BRAND
Employment brand has evolved into a complete strategy that encompasses the candidate
experience, the workforce experience, and even the organization’s value proposition.
P a r t s o f E m p l o y m e n t B r a n d
High levels of engagement and
strong career opportunities
are the cornerstones of the
workforce experience. Sites
like Glassdoor make it easy for
potential candidates to screen
out employers based
on employee perception
within the company.
In many cases, the candidate
experience is the first
interaction an applicant has
with an organization’s brand.
If that experience is poor, it
can negatively impact public
perception through any
number of social channels.
Employees want to feel like they
are a part of something bigger
than themselves, and this carries
over into the employer brand.
Organizations that put their best
foot forward and use ethical
business practices improve
their employer brand.
Candidate Experience Workforce Experience Value Proposition

4. NEW TECHNOLOGY
There are hundreds of single solution vendors offering TA tech. These three innovations
promise to improve efficiency and build the employer’s brand.
THREE INNOVATIONS TO IMPROVE EMPLOYER’S BRAND
Prioritizes recruiting
workflow, conducts
workforce planning, and
assesses quality of hire.
Predictive
Analytics
Creates a more
compelling candidate
experience, while AI and
video interviews identify
promising candidates,
saving money and reducing
time to hire.
Video
Creates a more
compelling candidate
experience, while AI and
video interviews identify
promising candidates,
saving money and reducing
time to hire.
Gamification

5. FOCUS ON SKILLS
Employers are shifting their focus
from credentials to skills.
71% of executives said they were weak at using games
to attract and assess potential candidates.
Job simulation software like games, simulations, and
video improve hiring by giving candidates virtual tasks
they would do on the job.
Veterans have many of the skills employers need,
without the credentials. Simulations and other
tech help identify them.
Job providers that help rejected candidates improve
their skills with feedback and learning portals mitigate
damage to their employment brand.

6. SOURCING IS CHANGING
W h e r e o r g a n i z a t i o n s g e t t a l e n t
T h e G i g E c o n o m y
51%
42%
40%
use professional networking
sites (LinkedIn, etc).
use internal candidates,
promoting upward mobility.
use employee referrals as
a top sourcing channel.
53% of global business leaders rate their
ability to leverage gig and talent
economy resources as “weak”.
Organizations are partnering with
temporary labor marketplace
companies to fill staffing gaps.

7. DIVERSITY HIRING: THERE’S A REALITY GAP
Diversity is now a CEO-level issue. In the digital age,
inclusion is viewed as a mandatory part of corporate
culture, and the public increasingly scrutinizes organizations
who do not take efforts to become more diverse.
69%
12%
38%
6%
of executives rate diversity and
inclusion as an important issue.
of organizations have a mature
level of inclusivity.
of executives report the primary
sponsor of the organization’s
diversity efforts is the CEO.
of organizations tie compensation
to diversity outcomes.

8. WHY INVEST IN DIVERSITY?
The benefits of investing in diversity are numerous.
Companies with inclusive
talent practices generate 30%
more revenue per employee.
The public is turning its attention
to equality and fairness in hiring
and payment practices.
As “global entities,” diversity
of gender, race, religion, and
culture is a business reality.
It’s the right thing to do.

9. TACKLING DIVERSITY
C o m b a t u n c o n s c i o u s b i a s i n t h e r e c r u i t m e n t p r o c e s s
“Blind” resumes to remove
gender and race bias
Skills-based hiring processes
Training interviewers on inclusive and
culturally sensitive interviewing practices
Measure diversity and
provide transparency
Implement inclusion-focused
training across departments
Encourage managers to integrate
diverse viewpoints
CONSIDER USING THEN

10. FINAL THOUGHTS
The change of focus from credentials to skills
and renewed attempts to tackle diversity are
not mutually exclusive endeavors - in fact,
both enable each other.
They also mandate a better method of evaluating
candidates. A resume just isn’t enough.
HireVue’s video intelligence platform
gives greater insight into candidates’ skills,
improving quality and speed of hire - all while
boosting your employment brand with an
experience candidates love.
Contact HireVue for a demo today