The idea of talent acquisition is a long-term, future-directed process has merit when considering business hiring processes. It takes the idea of employee recruitment and staffing to a new, more sophisticated level. It requires a more definitive and introspective approach, a deep dive into business operations, directions, goals, achievements, and shortcomings. Company culture should be addressed as well, with the same thoroughness that business leaders use to study profitability and market share.
While recruiting is typically sufficient to meet short-term goals, it doesn't look beyond closing an existing vacancy. Talent acquisition, on the other hand, demands a focus on ongoing strategy for success and impact.
Specialists in talent acquisition must necessarily anticipate future needs and define what they willl be before there is a vacancy to fill. The job entails a direct and intimate understanding of the company’s goals, and the ability to translate those future needs through a targeted employee identification and hiring direction.
In some ways, recruitment and talent acquisition can be considered the ying and yang of the company’s staffing effort. While they share a common goal – that of finding the right people to get specific jobs done, one is dedicated to the now, while the other looks at a distant horizon.
Here are the concepts that we consider important takeaways:
Recruitment fulfi ls current hiring needs for the short term. Talent acquisition involves longterm human resource planning.
Recruitment is strictly a linear process. Talent acquisition, at least idealy, continues as an ongoing cycle.
Talent acquisition is an Umbrela Term that includes many subsets. Recruitment is a subset of Talent Acquisition.
Recruiters look at the Resume or Current CV. Talent acquisition specialists look beyond the CV to recognize potential.
Recruitment reviews costs and time related to hiring. Talent acquisition considers attrition and quality.