NEW YORK, Jan. 16, 2018 /PRNewswire/ -- According to a new study by Bersin, Deloitte Consulting LLP's digital destination for the human resources professional, the acquisition and development of talent at all levels of high performing organizations is no accident ? it's the result of specific and surprisingly consistent characteristics that can be learned and implemented.
In Bersin's report, "Six Key Insights to Put Talent Acquisition at the Center of Business Strategy and Execution," researchers detail the correlation between high-impact talent acquisition (HITA) strategies and critical HR-related outcomes in the areas of retention, internal career progression, better candidate experiences, and a sharpened talent acquisition (TA) function. Bersin's research indicates that companies with high-maturity talent acquisition functions exhibit 18 percent higher revenue and 30 percent greater profitability compared to companies with low-maturity talent acquisition performance.
"Talent acquisition, at its highest levels of maturity, can be immensely effective in helping to execute corporate strategy and move a business forward," said Robin Erickson, vice president and talent acquisition research leader, Bersin, Deloitte Consulting LLP. "The talent acquisition practices mastered by high performing companies ? performed on a journey we call talent acquisition maturity ? are game changers for their business. These strategies can be progressively applied by organizations to more successfully find the right talent to drive stronger business performance."
In many enterprises, talent acquisition and development is an afterthought, with roles being filled in a reactive "post and pray" manner. By contrast, Bersin's research shows how high performing organizations have effectively placed talent acquisition at the center of their businesses, which can prove to help transform the entire enterprise.
In high performing organizations, talent acquisition has evolved from a routine, regulatory-minded activity to a function of central strategic importance. These organizations exhibit six common traits:
Denise Moulton, HR and talent research leader, Bersin, Deloitte Consulting LLP, added, "High performing talent acquisition teams are more likely to innovate and respond effectively to change. These are vital for organizations as they prepare to meet the opportunities stemming from the shift to the future of work."
In its research, Bersin surveyed 1,220 talent and business leaders, with 55 percent of those based in North and South America and 43 percent employing between 5,000 and 50,000 people. In addition, Bersin conducted approximately 50 in-depth interviews with talent acquisition professionals and thought leaders worldwide.
Learn more about Bersin's research or membership options by visiting the Bersin homepage.
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SOURCE Deloitte
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