Balancing High-Tech Tools with a Personal Touch

As emerging technologies drive changes in recruiting and talent management, there are concerns that the candidate and employee experience will become commoditized and depersonalized. Because it’s crucial to ensure that job candidates and employees continue to feel engaged, forward-thinking employers are putting strategies in place that address the specific challenges impacting the talent management lifecycle.

Talent acquisition & engagement

With the unemployment rate at just 3.6%, job seekers are in high demand, so it’s important to provide a seamless digital experience that facilitates the process. Conversely, the ease of application can force recruiters to dig through reams of resumes to find the most-qualified candidates.

Employers aren’t interested in getting a volume of so-so resumes. They want a carefully screened list of top candidates who are interested in that particular position. And they want to know what the candidate is like on a personal basis, not just as a list of former employers and job titles. Job candidates also appreciate the value of a personal experience. Candidates want to interview for positions that match their goals, skills and interests and roles that they’re genuinely qualified for.

No matter how technologically advanced the tools get, there is value in the personal experience — and that’s what job candidates appreciate.

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Candidate evaluation

Screening a candidate on skills and competencies is an important part of the equation. Digital tools allow employers to more easily assess candidates without adding unnecessary barriers. However, employers also need an understanding of the candidate as a person. Having a conversation allows them to assess where a candidate seems to have the strongest aptitude and interest. This is crucial not just for the current job, but in helping to determine where a candidate wants to be as his/her career progresses.

These conversations are a crucial part of determining long-term fit by assessing a candidate’s ability to adapt to change, take on expanded responsibilities and continue to develop as an asset for the employer.

Employee development and retention

Quit rates are higher than any time in recent memory and employers are investing in ways to retain top talent, including job shadowing and mentorship. A recent survey found that organizations with formal mentoring programs experienced higher employee engagement and retention (50%), support for the growth of high-potential employees (46%), the creation of intra-organizational relationships and collaboration (37%), and knowledge management and transfer (37%).

Programs such as mentoring and job shadowing can also help employees expand their understanding of a company’s inner workings, resulting in increased ability to move up.


As a part of a comprehensive strategy that prioritizes authentic connections, new technologies can help create the opportunity for enhanced employee engagement, development and progress. Technology doesn’t replace the human touch — and we don’t want it to — but it is a very useful tool.

Kevin Madden

Kevin Madden
Kevin Madden is director of divisional operations, Aerotek.

Kevin Madden

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