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1、2024 Talent Acquisition Trends:Automation,Data,Relationships,and Transparency2 2024 Lighthouse Research&AdvisoryTop Priorities for Talent Acquisition for the Coming YearHiring today seems to be as hard as its ever been.In spite of new technologies,insights,data,and more,employers today are still cha

2、llenged to hire in a repeatable,predictable manner.In some cases,its a shortage of candidates for business-critical roles,regardless of whether its a specialized surgeon or a manual laborer.In others,its a challenge to find candidates with the motivation and work ethic to do the work that needs done

3、.Over and over the news has pointed out the lack of candidates and the difficulty in hiring for employers across a wide range of roles and positions.From retiring Baby Boomers to changing work ethic to the rise of the side gig that decreases worker reliance on a primary employer,theres no shortage o

4、f reasons for why its been harder to hire than ever.My own book Talent Scarcity,published in 2023,goes much deeper into the primary drivers for the shortage of workers and(more importantly)what employers can do about it from a hiring and retention perspective.But suffice to say that its a real chall

5、enge.But using evidence and data means we can adapt,respond,and overcome challenges instead of simply waiting or hoping for different outcomes.Speaking of data,employers have a set of priorities that have shifted quite a bit from last year.For instance,onboarding jumped to the top of the list of rec

6、ruiting priorities as employers look at how they can maintain a positive candidate experience beyond day one,decrease first-day ghosting,and increase the chances that new hires“stick”with the organization.3 2024 Lighthouse Research&AdvisoryFigure 1:Top Talent Acquisition Priorities for 2024/2025Sour

7、ce:2024 Lighthouse Research&Advisory Talent Acquisition Trends Study(n=1,234 employers)Beyond that,the top five or six priorities have ebbed and flowed in recent years with recruitment marketing,candidate experience,and inclusive hiring hanging in the top slot at one point or another.This is an exam

8、ple of the insights we use to advise employers of all sizes and industries about how to position and think about their talent strategy.Every year our team at Lighthouse Research&Advisory gathers data from employers and candidates to understand the priorities,challenges,and opportunities that exist.T

9、he 2024 Talent Acquisition Trends study gathered inputs from 1,234 global employers and 1,000 global candidates across a range of topics,including:4 2024 Lighthouse Research&Advisory Employer plans for talent acquisition budgets,headcount,and technology purchases How companies are using hiring metri

10、cs and data today What recruiting automation looks like in 2024 and how it affects competitiveness The biggest priorities for candidate transparency(that go beyond pay)What it takes for unchosen candidates to walk away with a positive feeling about an employer And so much moreWed like to thank our p

11、artners on this research who helped to make it possible:HiBob:a global HRIS with new ATS functionality for global,distributed teams Filtered:a screening tool that uses AI to cut through the clutter and find the most qualified candidates Indeed:the worlds leading destination for job seekers looking f

12、or work(and one of the best for employers looking to hire)Gem:a leading CRM and recruiting platform that helps innovative hiring teams hire faster and more humanlyIn the coming pages you will find insights that cover three big trends were watching:automation and AI usage,measurement and impact,and t

13、he value of relationships.In addition,some of the primary data can be found at the end of this report in the appendix,giving a broad look at what matters in hiring today on both sides of the equation.Ready?Lets dive in.5 2024 Lighthouse Research&AdvisoryThere are three reasons for employers to be ut

14、ilizing artificial intelligence in the hiring process today:1.Its a best practice that saves time,drives efficiency,and increases personalization.2.It makes your hiring practices more competitive.3.Candidates are using AI,and if employers dont,they wont stand a chance.You read that correctly.Today,c

15、andidates are using large language models like ChatGPT and Google Gemini to rewrite their resume to be a better fit for the job description,which means hiring teams are going to have to work harder than ever to overcome that.Hiring Automation and AIFigure 2:How Candidates Use Generative AI to“Hack t

16、he System”6 2024 Lighthouse Research&AdvisoryNot only that,but new tools have risen that help to track and flag candidates that are using tools to cheat on job assessments using generative AI.These fraud detection tools are one of the categories highlighted in our generative AI rundown across talent

17、 acquisition that we shared earlier this year.These tools use machine learning to identify red flags like when candidates break eye contact with the camera on a regular and sustained basis,secondary voices in the background that might be giving answers to questions,or other signals that indicate pot

18、ential cheating.To be fair,weve actually spoken with some candidates that use some AI tools to make their resumes“stronger”and more presentable,which we applaud.However,thats very different than those candidates that use sneaky tactics like adding a page to the end of their resume with the text of t

19、he job posting in it,virtually guaranteeing that their resume will show up in a candidate search even if they have none of the skills from the job description in their own job history.All that said,its important for employers to use automation and AI where they can to streamline hiring and automate

20、repetitive tasks,and were seeing about 75%of them using some form of automation today.Figure 3:How Employers Use Hiring Automation TodaySource:2024 Lighthouse Research&Advisory Talent Acquisition Trends Study(n=1,234 employers)7 2024 Lighthouse Research&AdvisoryIf we create a spectrum that visualize

21、s talent acquisition across all aspects of hiring,the most repetitive and predictable tasks are around interview scheduling,which is why it was the first area to be automated heavily.In many enterprise organizations,interview coordinator/scheduler jobs have dried up and no longer exist,or the work o

22、f a team is now done by a very small core group plus some automation.Sourcing is also high on that list,because its primarily a job of searching,matching credentials to a job specification,and doing outreach.In our research,we run across dozens of talent acquisition technologies that can help to lev

23、el up an employers approach to hiring using intelligent automation.Bottom line:generative AI is a technology that has already begun to change talent acquisition,and it will continue to evolve it over time.As a case in point,our research team talked with a major theme park that used AI tools to autom

24、atically reach out,screen,and offer jobs to hundreds of candidates within the span of a few weeks,enabling the organization to meet hiring requirements during the busy seasonal hiring spree with no downtime.And they did it with only a few recruiters on staff.As scary as it is to hear,about four in 1

25、0 companies say they have fewer recruiters today because of the efficiencies created by recruiting automation.I cant say that I blame them.Its been a roller coaster for hiring and laying off recruiters in the last few years,and thats costly,emotionally draining,and difficult to recover from.If AI is

26、 the answer to streamlining and scaling at the same time,then its time for us to think about reskilling our talent acquisition teams and focusing on being better business partners,more strategic/proactive workforce planners,and stronger internal talent seekers,among other things.And we have to get c

27、omfortable with the technology,too.Attempting to skip using advanced hiring technologies,including AI,is like that executive in the 90s that had their assistant print out emails instead of using a computer.It simply isnt an option.Attempting to skip using advanced hiring technologies,including AI,is

28、 like that executive in the 90s that had their assistant print out emails instead of using a computer.It simply isnt an option.8 2024 Lighthouse Research&AdvisoryThat can be a pain point,but we also see an interesting mismatch when it comes to CRM usage for employers as well.When companies use a CRM

29、 to capture information and add candidates to a talent pool,they have a specific value proposition in mind for making that investment.But as the data show below,theres a perception gap among employers for the value a CRM can bring,and how they perceive it can either increase or decrease the perceive

30、d value the system can bring to their hiring processes.Figure 4:Employer Perceptions of Applicant Tracking Systems TodaySource:2024 Lighthouse Research&Advisory Talent Acquisition Trends Study(n=1,234 employers)While an ATS is a critical piece of the hiring technology stack(its one of the top purcha

31、sing priorities for employers in the coming year),simply using an applicant tracking system alone isnt going to be enough anymore,especially since nearly twice as many companies say their ATS is more of a transactional,administrative tool than a strategic one.9 2024 Lighthouse Research&AdvisoryFigur

32、e 5:How Employers Perceive the Value their CRM BringsSource:2024 Lighthouse Research&Advisory Talent Acquisition Trends Study(n=1,234 employers)Theres a growing divide between employers that use their tools in intelligent ways and those that either dont have them(17%)or dont use them to their fulles

33、t extent.In 2023,we saw that fewer than 50%of employers with a candidate databasein their ATS,CRM,or elsewhereactually searched that source of candidates when they were posting new jobs.Thats low-hanging fruit!Overall,employers that lean into talent acquisition technology and automation are going to

34、 see better and more predictable results,but its important not to go too far and automate the humanity entirely out of the process.While heavy degrees of 10 2024 Lighthouse Research&Advisoryautomation may be okay for high-volume hiring,its not going to work for professional,executive,or highly skill

35、ed roles.As pointed out above,we have to be using these tools as a profession and a function in order to remain competitive and beat other companies to the candidates we would prefer to hire.When you see that two of the top three reasons for candidate ghosting come down to speed(those reasons are“I

36、took another job”and“the hiring process took too long”),its clear that a different approach must be taken if we want to achieve different(and better)results.11 2024 Lighthouse Research&AdvisoryMeasurement and ImpactTalent acquisition professionals and leaders have a lot of well-earned pride.Like a s

37、ales professional can look at their work and see the results or a medical professional can see the fruits of their labor in the patients they serve,talent acquisition professionals measure their success in aligning the needs of the right candidate with the needs of the business.But from a company pe

38、rspective,there are some data points that matter more than others.Theres long been a debate on the most important metrics for talent acquisition success.Its easy to look at eating vegetables as a metaphor for talent acquisition analytics:we all know we should be eating more vegetables,but most of us

39、 dont.On a similar note,we know that we should be measuring,reporting,and using talent acquisition metrics,but many of us dont often enough.From a specific perspective,we asked talent leaders what recruiting metrics best proved the value of the talent function to the business,and quality of hire ros

40、e to the top.Figure 6:Recruiting Metrics that Best Demonstrate the Value of Hiring to the BusinessSource:2024 Lighthouse Research&Advisory Talent Acquisition Trends Study(n=1,234 employers)12 2024 Lighthouse Research&AdvisoryLast year we evaluated just how companies measure quality of hire,and it ca

41、me down to a few key things:Performance of the new hire New hire retention Hiring manager satisfaction post-hireThe difficulty with this for talent teams is that they may have to report on quality of hire,even though they dont actually make the final hiring decision.Because of that,72%employers in o

42、ur 2023 study told us that either hiring managers should solely report on quality of hire or they prefer that talent acquisition and hiring managers both should be reporting on quality of hire togetherinstead of the responsibility falling solely on the shoulders of the recruiting team.In addition,tw

43、o out of three companies say that quality of candidate,which is a metric that more closely demonstrates what value the talent acquisition team brings because it specifically points to the quality of candidates being put forth for consideration,should be reported alongside quality of hire.To step bac

44、k and take a broader view than individual metrics,we looked this year at some of the governance and reporting of talent acquisition metrics,since that can affect adoption,usage,and more.In the study,70%of companies said they report recruiting metrics to HR or recruiting leadership,57%share some of t

45、heir metrics with hiring managers,and just 49%share them with executive leadership.We know from our research that most companies have had hiring go from an“HR priority”in the last 10 years to a business priority in more recent history,especially for companies that are aligned enough to see that hiri

46、ng either drives(or slows)the pace of the business.But talent leaders point to a variety of reasons that hiring metrics arent used consistently within the organization.13 2024 Lighthouse Research&AdvisoryFigure 7:Barriers to Consistent Recruiting Metric UsageSource:2024 Lighthouse Research&Advisory

47、Talent Acquisition Trends Study(n=1,234 employers)I recently spoke with the head of talent acquisition for an airline that told us their team has to use a third party reporting tool to gather their recruiting system inputs and display the data in a way that makes sense for the business.But most comp

48、anies dont have that kind of money on hand to invest in yet another tool(or team member,or both!)just to pull and report on data.In addition,busy teams,a lack of buy-in from leadership,and a lack of skills also hold talent teams back from demonstrating their value through data and insights.This is p

49、robably why we also see a tie to difficulties with forecasting hires.14 2024 Lighthouse Research&AdvisoryFigure 8:Employers Struggle to Forecast Hiring Volume ConsistentlySource:2024 Lighthouse Research&Advisory Talent Acquisition Trends Study(n=1,234 employers)Fewer than half of employers in our st

50、udy said that their hiring volume last year was very close to projections.The others said anything from higher volume,lower volume,or they were generally unsure where they ended up compared to the forecast!If your team wants to show off your value,demonstrate impact,and create better pipelines for s

51、trategic hiring and workforce planning,data has to be a key part of that equation.Thats always been true,but in a world where we can use data to be better,smarter,and faster as talent professionals,its now doubly true.15 2024 Lighthouse Research&AdvisoryRelationships Matter More than EverRecent rese

52、arch shows that there is a massive disconnect in the population today.Some have called it a“loneliness epidemic,”and overall it indicates that theres an opportunity for authentic,human-to-human connections.In a world where automation and AI are commonplace,a human relationship or connection stands o

53、ut as a differentiator.Consider this:one of our research advisory board members asked us to look into an area that they were curious about.Do recruiting relationships with candidates persist past the point of hire?Some would say no,because once the person is hired as an employee they dont need that

54、recruiter any more.But my own personal experiences as a recruiter showed me that there might be something to that hypothesis.In the data,we found a resounding“yes”from candidates that those relationships do matter,and they may last longer than you would expect.More than half of candidates say they s

55、tay in touch with the person who recruited them for a month up to a year or more post-hire.Not only that,but about two in three candidates say that specific relationship makes them feel more connected to the company overall.Hows that for a relationship?For employers looking to capitalize on the idea

56、 that a relationship with a recruiter matters,there are other insights in the data that demonstrate that importance:When employers begin automating,the number one area they refocus the efforts of their recruiting team is on spending time and building relationships with key candidates.35%of candidate

57、s say that a recruiter that makes them feel appreciated is a critical factor for them in the hiring process.16 2024 Lighthouse Research&Advisory For those companies that say they dont have a strong,well-known employer brand,they primarily focus their efforts on outreach and awareness-building activi

58、ties(with recruiters typically at the forefront of those efforts).For those employers without a well-known brand,relationships can be a critical differentiator between a soulless,unpleasant candidate experience and one that feels comfortable and personal.Employers have a few other ways they try to o

59、vercome that lack of brand,like employee referrals,which are also based primarily on relationships and trust.Figure 9:How Our Company Builds our Employment Brand Source:2024 Lighthouse Research&Advisory Talent Acquisition Trends Study(n=1,234 employers)17 2024 Lighthouse Research&AdvisoryBeyond that

60、,we know that relationships are built on mutual trust,respect,and transparency.Candidates say the number one way employers can show respect for them is to see them for their potential,not just for their current skill sets.Employers over the last few years have had tremendous issues with ghosting,and

61、 that comes from a lack of disrespect on both sides.Yes,both.About half of candidates say they have been ghosted by an employer after having a conversation with them,either via phone,web conference,or in person.Lets be honest.How can we as a community of HR and talent leaders be upset then when we g

62、et ghosted by candidates after they apply for jobs with us?I can understand when we cant get back to every candidate with a personal note if we have dozens or hundreds apply for a job.But someone weve had an actual conversation with?We need to at least do them the courtesy of a followup.One other as

63、pect of relationships as a broader priority is onboarding.Weve already seen in the research that onboarding is the number one priority for employers right now,but whats alarming is that fewer than two in 10 employers say they have an onboarding process that is personalized,engaging,and compliant.Rel

64、ationships are a key part of how we connect new people into the business,and if were only looking at onboarding a time to check off documents and policies,then were missing a powerful chance to impact time to productivity,new hire engagement,and long-term performance.Were here to talk hiring,not lea

65、rning,but its worth mentioning that social and collaborative learning is a crucial element in how people assimilate into the culture while bringing their own unique strengths and experiences into the organization.Any time we can help them connect,its a good thing.In a recent interview with Junko Fuk

66、uma,the VP of Talent at Healthesystems,she shared that her team has begun using a“me manual”technique to learn more about new hires and begin building stronger connections from the very beginning.Its fairly simple:new hires share answers to questions that usually go unsaid,such as:What environment b

67、rings out my best creative ideas?How do I work best with others,and what is my interaction style?18 2024 Lighthouse Research&Advisory What is my preference for“showing up”during a meeting,and how do I prefer to contribute?These kinds of answers give us deep insight into an individual,and they also m

68、ake that person feel more connected like they belong.Fukuma believes that putting connection and belonging first leads to better productivity instead of solely looking to drive productivity from the outset.In the end,relationships are what recruiting is truly about.People may read a job ad,but they

69、take(or dont take)a job based on some sense of relationship and value.They expect to get something in exchange for what they give(and vice versa),and thats a foundational element of any relationships.19 2024 Lighthouse Research&AdvisoryMeeting the Needs of the Modern CandidateIf we knew that our liv

70、es depended on knowing our neighbors,wed spend a lot more time connecting with them instead of remaining separate.The truth is a little less grave,but still important to note:if our success as talent practitioners and leaders is dependent on knowing candidates,we need to spend more time understandin

71、g them and what they care about.Understanding the priorities of job seekers is critical for talent acquisition professionals aiming to refine their recruitment strategies.The biggest item on their list for yet another year is pay transparency.Figure 10:Most Important Factors for Candidates in the Hi

72、ring Process Year Over YearSource:2024 Lighthouse Research&Advisory Talent Acquisition Trends Study(n=1,234 employers)20 2024 Lighthouse Research&AdvisoryMore than anything else,candidates want to know that the starting pay for a role is commensurate with what they are attempting to target.So many o

73、f us have had frustration both as a candidate and as recruiting practitioners with a mismatch of pay expectations,and candidates are increasingly pushing for this.63%of candidates indicate that knowledge of starting pay is their number one concern,a trend thats seen an uptick since last year.Notably

74、,this priority isnt just for the young;its the older generation of workers,those 54 and above,who are voicing this need the loudest.The reasons are multifaceted:Pay legislation is driving this conversation in many markets During and after the pandemic,many companies publicly shared pay data for jobs

75、,which increased the expectation that candidates would see that information Many job boards and platforms online push employers to submit pay data,and if they dont share it,some of them will automatically put a pay range on the job(erroneous or not!)Recently I was presenting to a group in Ohio and o

76、ne of the HR leaders mentioned that her team had multistate operations.One state had pay transparency requirements for job postings,but to keep things consistent,their team was posting on all jobs in all locations.This had led to higher application rates and faster hiring cycles overall.21 2024 Ligh

77、thouse Research&AdvisoryTypes of TransparencyIncluding pay,there are five types of transparency that matter to candidates today.Compensation:When candidates consider new employment opportunities,their priorities reflect a nuanced understanding of what it means to build a satisfying career.The paramo

78、unt concern for an overwhelming 83%of job seekers is pay and compensation.This is the bedrock upon which they assess job offers and make critical decisions about their professional future.The significance of a competitive salary cannot be overstated;it remains the most crucial factor in attracting t

79、op-tier candidates.Workplace flexibility:7 out of 10 candidates placing transparency on flexibility high on their list of priorities.This flexibility could mean the ability to work remotely,have variable start and end times,or even the option for a four-day workweek.Its clear that job seekers are se

80、eking a more adaptable work environment that can accommodate their personal life and wellbeing.Training and growth opportunities:these elements are a decisive factor for 63%of applicants.Candidates are not just looking for a job;theyre looking for a pathway to develop their skills and advance their

81、careers.They scrutinize potential employers for their commitment to professional development,through continuous learning environments,mentorship programs,and clear paths to advancement within the company.Details about a companys hiring process:50%percent of job seekers want to know what to expect af

82、ter they hit submit on their application.They seek clarity on the length of the process,the number of interview rounds,and the criteria used to select candidates.This transparency can alleviate the stress of waiting and can help them prepare adequately for each stage of the selection process.Company

83、 culture and values:these aspects of employment are essential to 42%of job seekers.They want to understand the ethos of an organization before committing to being a part of it.Candidates are looking beyond the job description to the broader environment in which they will work,paying close attention

84、to how a company practices its commitment to social responsibility,diversity,equity,inclusion,and how it nurtures its employees sense of belonging and purpose.22 2024 Lighthouse Research&AdvisoryCandidate CommunicationFor the first time ever,we surveyed not just individuals actively looking for work

85、 but also individuals currently employed.We typically call these populations active and passive job seekers.It was our hope to learn what differences might exist between the groups,and we found a few interesting elements.For instance,candidates have different preferences for communication based on t

86、heir status as active or passive.For candidates currently employed,discretion is key.They express a preference for communication methods that respect their privacy,such as email,chatbots,and LinkedIn outreach,as opposed to more intrusive phone calls or text messages.Candidates who are actively looki

87、ng are generally more open to different communication methods overall.Another callout on the active versus passive candidates is how to get their attention.We wanted to understand if it was a recruiter message,the specific offer,or something else that grabbed the attention of a passive candidate.It

88、turns out that an“interesting career opportunity”is the right answer,driving a 35%higher response rate than it did for active candidates.Figure 11:Active and Passive Candidate Contrasting PrioritiesSource:2024 Lighthouse Research&Advisory Talent Acquisition Trends Study(n=1,234 employers)23 2024 Lig

89、hthouse Research&AdvisoryBeyond that,there are preferences on rejection communications as well.We wanted to understand how to maintain a positive relationship with candidates even when one of them wasnt chosen for the position.After all,99%of applicants dont get the job,so anything we can do to main

90、tain a positive experience for that vast majority of rejected individuals can help smooth the way for conversations in the future.In a recent discussion with a learning executive looking for a new position,he explained that a company recently asked him to create a strategic plan as part of his job i

91、nterview process.After spending a few hours pulling that presentation together and submitting it,the company never followed up or responded to outreach again.Then,a few months later,a recruiter from the same company reached out about another job.The candidate told them they might as well remove him

92、from consideration permanently after how they treated him the previous time.His sentiment is understandable,and it reflects what candidates tell us across the board.Figure 12:Candidate Preferences After Being Rejected for a JobSource:2024 Lighthouse Research&Advisory Talent Acquisition Trends Study(

93、n=1,234 employers)24 2024 Lighthouse Research&AdvisoryNot only is a timely response important(and timely means as soon as possible,not four weeks later),but we also see that the reasoning behind the decision is a priority as well.That can get tricky,to be honest.Some candidates cant accept the feedb

94、ack,regardless of how respectfully its delivered.Some candidates would want to debate and discuss a decision,even though it is already final.And some candidates would be grateful and appreciative of the feedback,likely using it to springboard into other opportunities in the future.One other bit of c

95、ommunication thats important is career growth.We talked previously about transparency here,but its not enough to just mention“career development”on a job ad.Eight in 10 candidates want to know about growth opportunities,training access,internal mobility processes,and more.But failing to share this i

96、nformation has a cost.80%of candidates say that they would expect to receive higher pay(some of them expecting much higher pay)if they were considering a job with an organization that doesnt prioritize development and growth.And lastly,lets touch on candidate evaluation and screening.Candidates told

97、 us last year that if given the choice between submitting a resume or submitting a resume along with taking a short job-related test,they preferred the latter because it gave them more insight into the company,the job,and what it would take to be successful in the role.This year,we heard similar res

98、ults:candidates were 47%more likely to say that assessments were better than resumes for standing out from the crowd in the hiring process.When given the choice,candidates prefer assessments that show their future potential most,not just those that look at their current skills.Additionally,they were

99、 four times more likely to prefer a situational or scenario-based test than one based on behavioral psychology.There are so many aspects of the candidate experience to tap into,but overall the theme that keeps playing through is transparency,trust,relationships,and value.Once they commit to a job,ca

100、ndidates can never get that portion of their life back.Because of that,there is an incredible demand for employers that are willing to be open and receptive to candidate hopes and preferences on the front end of the hiring process.25 2024 Lighthouse Research&AdvisoryAnd tremendous loyalty can be fou

101、nd on the back end if executed properly.Our team recently spoke with the executive leadership for a restaurant chain.The leader mentioned that his focus was hiring fair chance candidates,and his teams loyalty(and retention rate)were leaps and bounds above what others in the fast food industry had ac

102、hieved.Showing loyalty to those individuals who had struggled to overcome challenges led to a deeper commitment from those people than he ever would have expected.And it paid off in productivity and performance as well.Thats one example of thousands of companies that are experimenting with new and b

103、etter ways to hire.Creating successful outcomes isnt impossible.It isnt unattainable.Its within reach for those companies that are willing to pursue it with authenticity and intentionality.26 2024 Lighthouse Research&AdvisoryEMPLOYERS:SIZE1-250:18%251-500:18%501-1,000:25%1,001-2,500:12%2,501-10,000:

104、14%10,000+:11%REGIONUS 67%Europe 22%Asia Pacific 11%About the StudyThis study was completed in March 2024 via online surveys of 1,000 global candidates and talent acquisition leaders at 1,234 global organizations of all sizes and industries.Deeper survey cuts and demographics are available from our

105、team upon request.CANDIDATES:GENDERMale 40%Female 60%AGE24:13%25-34:24%35-44:26%45-54:18%54:20%REGIONAsia Pacific 18%Europe 22%North America 60%Statement of Ethics:as an independent analyst firm,our research and reporting provide unbiased,neutral views of the HR trends and technologies impacting wor

106、k today.While this specific research was vendor-funded,it does not impact how we share the data with employers and practitioners.If you have any questions,please contact us.27 2024 Lighthouse Research&AdvisoryTo learn more about our research and how we partner with technology and service providers i

107、n talent acquisition,HR,learning,and more,please reach out to our team.If youre an employer that wants to see additional data for your industry or size,or if you want to have our team speak with your team on the latest insights,you can learn more here.Appendix28 2024 Lighthouse Research&AdvisoryEmpl

108、oyerData29 2024 Lighthouse Research&Advisory30 2024 Lighthouse Research&Advisory31 2024 Lighthouse Research&Advisory32 2024 Lighthouse Research&Advisory33 2024 Lighthouse Research&Advisory34 2024 Lighthouse Research&Advisory35 2024 Lighthouse Research&Advisory36 2024 Lighthouse Research&Advisory37 2

109、024 Lighthouse Research&Advisory38 2024 Lighthouse Research&Advisory39 2024 Lighthouse Research&Advisory40 2024 Lighthouse Research&Advisory41 2024 Lighthouse Research&Advisory42 2024 Lighthouse Research&Advisory43 2024 Lighthouse Research&Advisory44 2024 Lighthouse Research&Advisory45 2024 Lighthou

110、se Research&Advisory46 2024 Lighthouse Research&Advisory47 2024 Lighthouse Research&Advisory48 2024 Lighthouse Research&Advisory49 2024 Lighthouse Research&AdvisoryCandidateCharts50 2024 Lighthouse Research&Advisory51 2024 Lighthouse Research&Advisory52 2024 Lighthouse Research&Advisory53 2024 Light

111、house Research&Advisory54 2024 Lighthouse Research&Advisory55 2024 Lighthouse Research&Advisory56 2024 Lighthouse Research&Advisory57 2024 Lighthouse Research&Advisory58 2024 Lighthouse Research&AdvisoryAbout LighthouseResearch&AdvisoryLighthouse Research&Advisory is a modern analyst firm dedicated

112、to setting the standard for excellence in talent,learning,and HR.By providing compelling research and actionable insights for business leaders,our teams mission is to navigate the rapidly changing field of human capital management to support todays talent and learning functions.Our advisory,research

113、,content,events,HR Awards Program,and other offerings serve tens of thousands of employers across the globe every year.Put simply:our goal is to chart a new course for talent.We do this with compelling research,innovative ideas,and a strong grasp of the current state of talent and technology at work

114、.We have supported hundreds of organizations with our research,advisory,and insights since our beginning in 2016.In addition,our data also inform key product and strategy decisions at the industrys leading technology and service providers.Ben Eubanks is the Chief Research Officer at Lighthouse,provi

115、ding trusted advice for todays modern talent leaders.Prior to joining Lighthouse,Ben worked as a research analyst and an executive practitioner.His analyst work focused on learning,talent acquisition,and talent management.During his career,he has published more than 100 pieces of research and provid

116、ed advisory services to executives from some of the largest and most respected organizations in the world.Unlike most analysts,he also has hands-on experience working as an HR executive,leading both strategic and tactical talent practices.Ben is the host of Were Only Human,a podcast focused on the intersection of people,technology,and the workplace.In addition,he runs upstartHR.com,a website serving HR leaders that has reached more than 1,000,000 readers since its inception.