Historically, gamification has been widely used by marketers and product managers to better engage with stakeholders. Today, however, it is increasingly finding its way into the corporate world as a means to not only increase efficiencies in the initial recruitment process, but also engage with talent communities.

We asked Christopher Evans, Principal Consultant leading ReThink Recruitment’s digital capability across EMEA, for his views on how to get it right…

“It is the digital world where we are seeing the largest adoption of gamification techniques. Perhaps this can be attributed to the sector in question – where human performances, research, creativity, innovation and technical skills are a sought after commodity. So how can organisations implement gamification into their talent acquisition strategy which ensures success?

• Consider the pros and cons: With any new initiative there will be both pros and cons, all of which need careful consideration before you move any further down the gamification route. Gamification can increase efficiencies within the recruitment process and ultimately reduce the long terms costs – particularly for companies who have a volume problem. It can also limit the unconscious bias which is prevalent within so many sectors. In terms of the cons, the most apparent one is the risk of alienating those who are not tech savvy. Added to this is the reality that gamification techniques are reliant on access to the relevant technology – a computer with the correct programmes, a smartphone or tablet for example.
• Do your research: It may seem obvious, but it is imperative that employers not only understand what gamification is, but perhaps even more importantly they also appreciate how it can be used. Gamification can be applied throughout the employee lifecycle but it also adds significant value to both attraction – via gamified crowdsourcing activities – and assessment. A recent Gartner report estimated that by 2014 80% of gamified applications will fall short of their intended business objectives – a clear indication that many are simply not getting the basics correct. It’s wise, therefore, to seek the advice of a reputable talent management consultancy which has a solid background in the gamification arena which can guide you through the process so your business doesn’t creep into the above statistic!
• Communication: Any new initiative also needs to have buy in from the top down if it is to truly succeed. Ensure that HR, line managers and the senior leadership function are all not only firmly behind the initiative, but they are also involved throughout. Added to this is the need to communicate your plans clearly with all employees to get their input. Your staff should be playing an instrumental role in shaping your gamification model – after all they will know what skills and attributes the business is crying out for. It’s no secret that the companies leading the way in gamification have done so, in part, because the strategy is an inherent part of their culture and vision.
• Be realistic: You need to be realistic – perhaps even patient – in the initial stages of your gamification strategy. Getting it right first time is difficult, but it does need to be 100% before you roll it out. Be prepared, and willing, to test it first with current employees and subsequently change it accordingly. This stage may take longer than expected and prevent you from taking it to market when you first thought, but by putting in the time and effort in the initial stages you will be on the path to success.
• Measure your success: Once you have rolled out your gamification model it is vital that you measure its success. And in an era where return on investment is paramount, measuring the outcome based on your gamification objectives will enable you to see any return and consequently see the benefits to your bottom line.”

Christopher Evans, is Principal Consultant leading ReThink Recruitment’s digital capability across EMEA. ReThink Recruitment is an award winning business and technology recruitment consultancy that services resourcing needs across all industry sectors and for any size company.

Talent attraction and retention are still very much high on the corporate agenda. It’s increasingly becoming clear that HR directors and CEOs across Europe are focused on attraction, development and retention of the right people in order to give businesses the competitive advantage needed for future growth. But it appears that the new skills shortages across the globe may turn out to be even more complex than before.

We asked Sue Brooks, MD at RPO and talent management specialists Ochre House, to look at how this landscape is changing, and what companies will need to do to in the future…

“With the economy still at an uncertain stage, markets are changing at a faster pace than perhaps at any other time in history. As a result many companies are accepting that the business models which made them successful in the past could have little meaning even in the very near future. In order to thrive they may therefore need to acquire talent from sources well outside their traditional comfort zones. For HR and recruitment professionals this task is daunting indeed.

It is clear from the increasing number of discussions taking place on this topic, that many professionals have realised the traditional model of recruitment, which focuses only on the immediate need, is now hopelessly outdated. Indeed, many organisations are starting to challenge the convention that a post should either be vacant or near vacant before it is seriously addressed.

What is needed instead is a combination of both internal and external market mapping and pipelining to create ‘total workforce planning’. But few, if any businesses, have as yet managed to turn this ideal into a reality.

Whilst many HR specialists see the need to pipeline talent, they are often hampered by generic requests for “100 of X next year’ or inadequate workforce planning at grass roots level. Yet most businesses plan their sales activity well in advance so why not talent acquisition? The problem appears to be a perception that resourcing is a cost rather than a value led activity. Continue reading “Applying Sales and Marketing Strategies to Recruitment” »

When we announced Jason Lauritsen as a guest track leader for the Jobsite sponsored TruLondon 4 we told you that he would bring a different perspective to challenge our thinking on Talent and Recruiting. After all, why call your business Talent Anarchy if you’re not going to try and re-write the rule book!

Now we bring you his second guest blog post, in which he gets to the heart of what talent is and why recruiting in itself is only part of the story.

“I’m not sure exactly when this happened, but at some point in the last decade it became the trend to replace the functional description “Recruiting” with “Talent Acquisition”.  Don’t get me wrong, Talent Acquisition sounds cool and progressive.  It was in keeping with the other trends around HR to focus on Talent.  However, I don’t think the two mean the same thing.  And, frankly, I think we still practice a whole lot more recruiting than we do talent acquisition.  Hear me out.

When you do a quick Google search for a definition of the word “recruit,” here’s some of what you’ll find (these courtesy of www.thefreedictionary.com): Continue reading “Are We Really in the Talent Acquisition Business?” »