Talent acquisition (TA) data equips HR leaders with insights that drive smarter, data-driven hiring strategies. Data allows them to identify and attract top talent, improve the candidate experience, identify gaps in diversity and enables proactive workforce planning.

However, TA professionals often face challenges in fully utilizing the data available to them. Which areas do employers face the greatest challenge to maximize the potential that comes from the many sources of data involved in TA? Further, does investing more in technology increase use or satisfaction with it? To address these questions, a new HRO Today report, sponsored by Sevenstep, In Data We Trust: Do TA Leaders have Confidence in their Talent Intelligence?, focuses on the experience of HR executives using HR data across areas related to TA.

Key Findings

This study reveals several key findings about HR leaders’ experience with four types of data: talent market data, TA process and performance data, workforce planning data, and data for contingent labor acquisition.

Talent Market Data

Market data applies to talent supply forecasts, labor market trends, compensation and benefits, and competitor hiring.

• The use of market data is minimal. Less than one-third (31%) of respondents feel they use external talent data for recruitment strategies to a large or very large extent.
• Satisfaction with the quality of data used for employee recruitment strategy is low. Only 44% are satisfied with the availability of talent needed to meet organizational demands. Further, only 41% are satisfied that they have the detailed cost benchmarks required for the talent they seek.

TA Process and Performance Data

TA process and performance data are metrics that help organizations understand how effectively their recruitment and hiring processes are functioning. Examples include time to fill, quality of hire and cost per hire.

• The majority of executives use hiring metrics to gauge recruiting performance. Just over one-half (56%) of senior HR leaders rely on data used to measure recruiting performance to a very large or large extent.
• About one-half are satisfied with the quality of hiring performance data. Overall, about one-half of senior HR leaders are satisfied with the relevance and timeliness of data and the extent of detail.

Workforce Planning Data

Workforce planning data encompasses a range of metrics and information that help an organization assess current and future staffing needs, identify skill gaps, and make strategic decisions to optimize workforce allocation. Examples include data on demographics, employee performance, and learning and development.

• The majority (57%) use data to a very large or large extent to guide workforce planning efforts. This includes where, when, and what kinds of talent will be needed.
• Satisfaction is tepid with the quality of data for workforce planning strategies. Just over one-half (55%) of senior HR leaders are satisfied with the relevance of data used for workforce planning strategies. Less than one-half are satisfied with the overall timeliness of data or extent of detail, 48% and 45%, respectively.

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