Korn Ferry takes your privacy and security seriously. Our Global Privacy Policy has changed; please view it here. Korn Ferry uses cookies to provide you with the best experience with the site. By closing this banner, scrolling this page, clicking a link or continuing to browse, you agree to the use of cookies. See our Cookie Policy to learn more.
Korn Ferry

Improving talent acquisition through alignment,

strategy, technology, and partnerships.

Unlock untapped potential

Unfortunately recruiting is often viewed as a transactional activity operating outside of the overall strategy, objectives and goals of the organization. Company leaders may increasingly expect their talent function to play a bigger role in the growth of their organizations, but if the business and talent strategies aren’t aligned, those expectations could prove unrealistic.

Organizational and talent management leaders need to step back and analyze the types of talent they need, what talent they have, and how to fill the gaps. Easier said than done. Findings from Futurestep’s latest Talent Forecast report suggest talent acquisition leaders would have greater success in demonstrating the strategic value of their function if they better leveraged key planning and execution tools.

Fortunately, there are now sophisticated software tools and third-party recruitment process outsourcing (RPO) providers that can improve talent acquisition performance and assist with the development of stronger relationship with top business leaders. While many organizations are using these tools and resources, the adoption level is spotty, at best, and represents a missed opportunity.

Key findings from report two

  • Nearly one-third of talent acquisition teams do not have a strategic workforce plan.
  • Only 39% of respondents report that their recruitment team is aligned to their organization’s business objectives for the next one to three years.
  • Less than 50% of talent acquisition leaders are taking advantage of recruitment technologies such as applicant tracking systems, video interviewing, or online assessment tools.
  • Organizations that use RPO providers use them largely for sourcing and screening candidates; less than 50% utilize RPOs for employer branding or compiling metrics for reporting and decision making.


Related Resources

The Talent Forecast
Part Two


TA Leader Survey Report Two - NA Summary Sheet

Learn More

TA Leader Survey Report Two - LATAM Summary Sheet

Learn More

TA Leader Survey Report Two - EMEA Summary Sheet

Learn More

TA Leader Survey Report Two - APAC Summary Sheet

Learn More