Research Library Article


New Talent Acquisition Strategies

David Earle

A study of corporate talent acquisition readiness in a rapidly evolving, talent hungry, increasingly talent-centric job marketplace. Includes program characteristics separating more successful staffing programs from less successful ones.

How 263 employers have adapted their recruiting strategies for a talent marketplace where candidates are increasingly choosing their employers the same way they select products to buy, be loyal to, and to be ambassadors for. What has worked and what has not: including data on rising challenges (time to fill, compensation, turnover), program readiness, and changing priorities, plus innovations in employer branding, social media, company jobsites, and employee value propositions.

Changes in Organi

For over a decade, a job marketplace that once tilted heavily toward employers has been leveling. A growing imbalance in talent supply, coupled with vastly increased Internet information resources for in-demand talent, has created a candidate-driven job market. These candidates, who are in effect consumers of job opportunities, are creating a job market with many of the characteristics of other consumer-driven markets.


  • Competing for Tailentsumers
  • New Talent Acquisition Strategies
  • Telling Your Story with Employer Branding
  • Recommendations
  • Conclusions

Candidates and employees expect the same level of service that they do in their consumer life. Every touch point in the application process should scream the employer brand, which the candidate then determines to be genuine or not. Once the offer is accepted this branding experience needs to continue during the next few months, while the new employee analyzes whether what has been sold to him is accurate. If it’s not, in a candidate-driven market, employees are less likely to simply put their head down and hope it gets better.

Additional Reading (library links)

About offers progressive CHROS the research they need to make effective staffing decisions in a job market that has changed substantially over the past decade. Our focus is on the new competencies, such as marketing, risk management, business impact, communication, technology, and data management, that will define leadership in the 21st century talent marketplace.

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Research Info