Volume, timeliness, quality, and cost. These are the four key performance indicators when it comes to talent acquisition (TA), according to Tim Wesson, SVP, global talent acquisition at IQVIA. While those will likely stay the same, what keeps changing is the technology surrounding it.

“We can be much more efficient and much more effective in the way we go about meeting those success criteria,” Wesson told moderator Nicole Smith of the Harvard Business Review during a fireside chat at From Day One’s June virtual conference. 

“I think the measurements of success can change over time,” Wesson added. “As trends evolve, like focusing on skills-based hiring or internal talent development, the success metrics may shift accordingly.” That’s why being adaptable is so key.

Being adaptable is vital, especially in a time of constantly changing and evolving technology. “Whether it’s your ATS, CRM, marketing tools, assessment tools and platforms, or workforce platforms for workforce strategy, I’m amazed to see how those technologies have evolved, been enhanced, and improved.”

While that’s true, with so many emerging technologies, it can be hard for those in TA to keep up with all the changes. Does it meet your needs? Does it really do what it says it’s going to do?

“I stay close to industry peers, read various periodicals, and stay in touch with the vendors we do business with,” Wesson said of assessing new TA tech. 

The talent acquisition department especially knows that if you don’t make good hires, you can negatively impact your business in terms of costs, opportunity costs, and cultural impact. But on the flip side, getting it right leads to performance, growth, and a strong company culture.

“My philosophy has always been creating a win-win situation. Our job is to understand the requirements and needs of a hiring manager and the needs of the candidates, then create that match. If we can meet the needs of both the hiring manager and the candidate, then we’ve done a really good job,” Wesson said.

If TA tech can help you to accomplish that, then it’s well worth the effort in researching and implementing it into your business.

Talent acquisition requires an understanding that people are human and aren’t always going to have all the skills, especially soft skills, to get the job done. That’s why it’s important to be ready and willing to teach talent so they can succeed not only in their current role, but throughout their career. 

“Where I see recruiters and even some TA leaders struggle is the ability to analyze data and make informed decisions, as well as critical thinking,” Wesson said. “We train our people to interpret and influence with data and make informed decisions.”

They also realize that people are busy, so they help their team by setting goals. “With my team, everyone in TA has a goal where they need to invest 15 hours a year, in just their own training and development.” The company provides access to courses, and encouragement. This approach can help people adapt especially as things change and grow.

Of course, with growth comes growing pains. Wesson spoke about his own career evolution, highlighting that you might not and don’t have to do everything perfectly. 

“One of the things that I’ve learned throughout my career is that it’s okay to fail,” he said. “I encourage my team to test what’s possible and be okay with stepping out of the box. If it doesn’t work out, learn from it, adjust, and try again.”

This is especially essential as talent needs to adopt new technologies. To give talent permission to fail, Wesson says you have to build trust and show people through example that failure is a part of growth. 

“Building trust takes time. If I’m out there telling people it’s okay to fail and then get upset when they do, the next opportunity to test what’s possible probably won’t happen. Trust is crucial for people to feel comfortable about trying new things.”

Wesson also underscored the role of empathy in leadership, as it helps people look at things from a different perspective. “Understanding that people are human beings who deal with unique situations is essential for effective leadership.”

Adopting new technologies in talent acquisition requires a balanced approach. According to Wesson, combining technological advancements with human-centric leadership principles, fostering a culture of trust, encouraging critical thinking, and maintaining empathy are key to navigating the complexities of modern talent acquisition successfully.

Carrie Snider is a Phoenix-based journalist and marketing copywriter.