Canadian HR Reporter

24 www.hrreporter.com F E A T U R E S S P O N S O R E D HR TECH CASE STUDIES CAN HR TECHNOLOGY UNLOCK POTENTIAL? WITH an end to the pandemic on the horizon, employers are shifting their focus to how they will reintegrate their workforce once things start to return to normal. They're grappling with some pretty big questions: "Which roles will stay remote? How will we tap into the newly global talent pipeline? How will keep our top talent? How will we engage and inspire our people in a new way of working?" Increasingly, employers are looking to technology to help them enable the potential in their workforce. In fact, half of organizations are focusing their human resources technology spend on talent acquisition (49 per cent) and intelligent recruiting (45 per cent), finds PwC. Almost as many (46 per cent) are investing in skills mapping and career-pathing platforms. In our globalized, hyper-competitive talent market, having integrated HCM tools that automate recruitment and retention are key to helping recruiting teams stay focused on high-value stra- tegic work. It's worth noting that recent studies find automated recruitment tools are now outperforming humans in finding the right fit and improving retention, according to McKinsey. nology to help deliver a great employee experience using self-service tools and process automation to increase trans- parency and opportunities, according to PwC. Indeed, more than one-third are building customized learning jour- neys to upskill and reskill their work- force for the future. Beyond great technology, however, what is needed now is great organiza- tions. Prior to the pandemic, 82 per cent of companies felt they were not recruiting the best talent, while only 23 per cent of managers thought their recruitment and retention strategies were effective, according to two sepa- rate McKinsey surveys. To attract and inspire the best people, employers need to focus on inclusion, diversity and equity, along with a solid environmental, social and governance (ESG) strategy to connect employees' work with a broader purpose and impact. Many employees are looking for an employer with a great reputation that contributes to the larger society. Now is the time to build a competitive employer brand by investing in shared purpose and creating seamless expe- riences for candidates, employees and even former employees. At TELUS, we are privileged to work with Canada's most progres- sive employers to help build the next generation of human resources tools for our clients as well as for our own employees. CHRR Increasingly, employers are looking to technology such as integrated HCM tools to see impressive results in the areas of talent acquisition and retention, says Jose Dino of TELUS Employer Solutions Now is the time to build a competitive employer brand by investing in shared purpose and creating seamless experiences for candidates, employees and even former employees. But getting great talent is one thing; inspiring and retaining the best people is quite another. The old model of annual reviews is giving way to contin- uous feedback approaches to perfor- mance management at many global organizations. H u m a n r e s o u r c e s t e c h n o l o g y spending is keeping pace, with about half of firms looking to their tech- Jose Dino is a general manager at TELUS Employer Solutions based in Lions Bay, B.C. For more information, visit www.telus.com/ employersolutions.

• Cover