The customer life cycle has become more and more complex over the last decades. The initially simple cycle with modules comprising discover - explore - buy - engage has multiplied in each of these nodes. New digital channels and platforms have added significantly in numbers with regards to where users come across products & services. The sources customers frequent in order to collect information on products have seen numerous additions like comparison platforms, social media, or video platforms by companies and influencers amongst others. The actual check out takes place besides the purchase in stores in individual online shops, as well as mobile, across numerous ecommerce platforms with customers expecting the identical user and brand experience across all touch points involved. In addition, customers engage with products by liking them on Facebook, posting own reviews, writing their own blogs or downloading apps. The picture is clear I guess.

The same development modified the Talent Life Cycle and companies need to understand that. The cycle comprises the learning about vacant job offers, search for information by applicants, actual application itself&selection process and finally the contracting&onboarding experience. Given the fact that only a bit over 20% of vacant positions are staffed with active applicants, it becomes clear that companies need to act on that development for successful talent acquisition. Especially SMEs who - in light of more an more missing profiles in key areas - might not get required applicants in the war for talents even when paying compensation premiums. Let's have a look at a meaningful approach for successful talent acquisition in the digital age.

First of all, it makes sense to derive key profiles and skills analyzing the strategic direction a company wants to follow, closely looking at external developments as well as the internal talent pool available. Vacant positions can be rated based on the frequency they need to be filled as well as based on the complexity to staff them in the labor market. As a result, a company can follow a segmented approach in talent acquisition: post and select for easy-to-fill profiles, more complex approaches for seldom, but difficult to fill positions, and a marketing & sales derived approach for identified key profiles to focus on in talent acquisition.

In order to attract the right talents, like in Marketing it is crucial to define the marketing persona related to these skills & profiles to better understand what candidates to look for. Based on that understanding, compelling "sales stories" can be designed on a profile by profile level which need to be substantiated by actual facts from the company (highlights, key promises, testimonials, proof). Also, the right ponds to fish in (e.g. GitHub for developers)can be found per marketing persona based on their media usage behaviour. Finally, three steps need to follow: 1. fill the pipeline for key profiles independent from day-to-day need with a bouquet of systematic marketing activities in adequate channels 2. cultivate your talent network or pool by constantly nurturing the relationship and evaluating the talents and 3. harvest the network by inserting pool talents besides direct applicants in the interviewing process for vacant positions. Of course, second best candidates will find their way back into the network for alternative positions.

Strong recruiting companies work constanly on their employer brand, which makes their job easier to come up with credible, compelling sales stories. Ideally, a company involves their employees in their recruiting efforts, turning them into ambassadors for their own company. Employee Referrals work very effective, especially when they are clearly incentivated and supported by snackable content pieces about the company which employees can share easily with one click with their social networks, linking to individual landing pages per key profile.