Today, we see something similar taking place, with the ATS functioning as the HCM in this metaphor. Even as a feeder system for the HCM, the ATS also became a big file cabinet used for storage, compliance, approval processes and sending information to other systems. Having evolved so far, the ATS is now table stakes, with TA professionals already considering different ways to use recruiting technologies.
Compound this with a keen understanding that you can’t manage talent if you don’t have the right people in these roles; a growing appreciation for “engagement” and “experiences” as critical to securing and developing a workforce that meets business needs; significant advancements around artificial intelligence, machine learning, data and analytics that decrease the cost of buying and deploying these technologies; and record low unemployment rates. All of this leads to the perfect storm, where progress and interest in TA tech dances around the ATS, though ultimately, it remains central to the recruiting workflow. The net effect, but unintended consequence, is that the talent acquisition ecosystem is fractured, leaving customers with the pain of dealing with an overwhelming number of choices and systems that don’t interoperate.
Ironically, while each of these point solutions may demonstrate gains when used in a vacuum, if melded together into a business process, the outcome is a tech stack of systems that don’t play well together and in turn, decrease productivity.