Establish ownership of Talent Acquisition at an executive level

CURRENT STATE OF TALENT ACQUISITION PRACTICE IN AUSTRALIA

However, it must be acknowledged

that in the decades since this period of innovation and advancement in recruitment practice, and the sustained period of economic prosperity, several of the key elements of best-practice recruitment have fallen by the wayside:

In the pre Covid-19 employment market most of the recruitment taking place in Australia was being done reactively and managed as a human resource process rather than as an organisational strategy.

Long periods of business prosperity will lead to operational inefficiencies, a related example being that in most corporate human resource teams today the recruitment roles are filled by inexperienced staff, or those with a transactional mindset.

Some examples of the net result of this situation being:

Recruitment as a Strategy The proliferation of human resource roles during the last few decades has reduced the input of executives and marketing professionals into the delivery of talent management. Most human resource functions (such as recruitment) are now seen as operational and transactional in nature: more personnel administration than strategic people management.

Employer Branding With less focus on recruitment as a business strategy, and

less related influence from executives and marketing into its scope and delivery, little time is afforded to the development and review of Employer of Choice initiatives (or its value and shared benefits).