Elise Hunt

Be honest - I think its a balance between what you can bring to an organisation (what are they going to gain by hiring you) but also what you will gain from joining that organisation. In addition, what is important to you and hone in on those priorities. Crucially, though, align to the job remit as well as the culture of the organisation. If there is a good fit on both sides then success will happen.

All good tech systems should have regular release updates, sometimes jumping ship isn't always the answer. Perhaps spending time with your vendor and understanding enhancements and full capability or at least what is on their product roadmap is key. Its also good to be on client advisory boards to help input and shape future functionality requirements.

Feedback is super important from all stakeholders. I recommend regular surveys on the holistic process (not just the systematic steps) that can be analysed on a regular basis. As well as anecdotal feedback to help tell the full story.

Assessing and reassessing needs is vital and not just of the core users, but of all stakeholders. For example, how is the tool working for candidates? Is the experience causing drop off rates at a particular point in the process? How easy is the application compared to your competitors? Or is the process too easy you are inundated with unmanageable volume?

In my opinion, recruiters that excel have strong commercial acumen and foster strong relationships with business leaders/hiring managers. I think there are two main aspects to this, firstly what are the organisational goals or the goals of that team and what are the future talent needs to meet those goals? Secondly, what is the labour market doing and how does it impact the ability to attract and retain talent. Examples of this include keeping an eye on your competitors and thinking more broadly about skillset evolution and where talent pools are evolving. This allows recruiters to be more proactive, to source talent and pipeline for the future.

With any tech solution, its also good to think about how the data will sit alongside other organisational metrics. How will this TA data interface with other platforms and how will a full suite of data holistically tell the story you need to portray. For example, hiring figures along don't mean much without understanding your turnover.