If your people don’t care about your recruitment process, introducing recruiting technology into the mix is unlikely to help. It can actually make things worse. On the other hand, if you’re running on all cylinders, tech can become the heart of your recruiting function.
Apart from the super-intelligent robots who some say are taking over the world, the success of most technology is still dependent on the human intelligence responsible for its implementation. If humans nourish their tech in the right way, the relationship will flourish — if they neglect it, it will die on the vine.
The triumvirate of people/process/technology is central to many industries. However, in people-centric industries like recruiting, the human aspect is especially critical.
Whether you are implementing the latest ATS or upgrading your CRM software, your level of operational excellence will dictate its success. Although tech can be constrained by its functionality, your people’s potential is virtually unlimited — you simply need to understand where improvements need to be made. Before we embark on any tech implementation with our clients, we first determine if the foundation for success is present.
Firstly, consider the attitude and state of mind of your recruiting team. How do they engage with your candidates? How do they manage your data? How does the team “feel” about their job, and how could this feeling be improved? When a recruiting organization is engaged in their work, introducing new technology is a relatively smooth process. When people don’t care so much (for whatever reason), the integrity and consistency of your data will be corrupted, and a destructive cycle of poor input = poor output will be the end result.
Second, while you might have the right team in place, consider whether your process is as efficient as it could be. If you have the most diligent people, doing exactly what is asked, but the process doesn’t support them, the introduction of new technology can easily complicate matters. Determining the best way to maximize your process, and understanding what’s needed to get there, can engage and empower your people to operate at a much higher level. When your team is comfortable with the way technology enhances the recruiting function, they are more likely to take ownership and embrace the process.
ATS, CRM, and onboarding technology is far from a new phenomenon. Most companies have “integrated” some level of functionality. Unfortunately, very few are using it to its full potential. For some, misuse of the technology makes them less efficient and less candidate-friendly. More often than not, the issue lies with the people and the process, not the technology.
An impact analysis needs to be done to ensure you give significant thought to how a new ATS would affect not only your processes, but also your people. As a result, you can save a considerable amount of time and money that otherwise would have been spent on post-implementation rework.
What experiences have you had with recruiting tech implementations? What would you like to improve? If not carefully designed, poor people alignment and misplaced process adoption can easily ruin the most innovative and well-intentioned technology solutions.
Can you afford to make that mistake?
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