The Burgeoning Role of Candidate Relationship Management in Talent Acquisition
Posted by Robin Erickson, Ph.D. on November 19, 2013
Six months ago, I transitioned from Deloitte Consulting’s Talent, Performance & Rewards practice to Bersin by Deloitte to lead its Talent Acquisition practice. For a brief description of how I got here from there, check out my recent Hire Innovation blog.
The first report I chose to write for Bersin by Deloitte’s Talent Acquisition members was The Talent Acquisition Primer.1 Just as it sounds, this report introduces talent acquisition concepts and tracks its evolution from the basic recruiting practices of the 1940s to today’s complex mix of processes and stakeholders. One of the more recent talent acquisition innovations, driven by a shrinking talent pool overall and shortages in critical talent segments, is the idea of candidate relationship management or “CRM.” What its same-acronym counterpart (customer relationship management) aims to accomplish with customers, candidate relationship management aims to accomplish with candidates. CRM is about establishing a “never-ending” connection with individuals who are potential employees — in essence, creating a pool of talent that can be dipped into to fill job openings when needed.