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Michael Augustine, Global Talent Acquisition, Operations Leader, GM CanadaGeneral Motors (GM) plans to go all-electric by 2035. This ambitious goal supports our vision of a future with zero crashes, zero emissions, and zero congestion and is bolstered by more than $35 billion in investments through 2025 to develop electric and autonomous vehicles. As GM works to transform the future of mobility, we know it will take a diverse and innovative talent pool to bring our vision to life. That is why we’ve built a unique acquisition strategy focused on attracting and retaining a workforce that’s diverse, agile, and capable of achieving the better, safer, and more sustainable world we all want.
In 2021, we began assessing the recruitment process to determine how technology could improve the candidate experience, decrease hiring costs, enhance employer awareness, and ease candidate and recruiter burdens. At the top of the recruitment funnel, we expanded outreach and sourcing tools through resume review resources and invested in external workforce market data tools to understand global workforce trends.
GM also launched an engaging career site in tandem with a candidate relationship management (CRM) platform to create an attraction and nurturing strategy for prospective talent. These enhancements amplified the understanding of global workforce trends and drove talent to engage and apply to open roles that matched their interests and skills.
As more candidates entered the applicant tracking system (ATS) and prospects were nurtured through the CRM, a newly introduced tool assisted recruiters in finding the best candidate for open roles. This feature not only reduced the time recruiters spent sourcing the right candidate, but it also allowed prospects and candidates to easily discover roles they’d be interested in.
“Once in the candidate funnel, applicants experienced a streamlined process through an automated interview scheduling feature. This freed up hours for recruiters and hiring managers and allowed candidates to select time slots that worked best for their schedules.”
Once in the candidate funnel, applicants experienced a streamlined process through an automated interview scheduling feature. This freed up hours for recruiters and hiring managers and allowed candidates to select time slots that worked best for their schedules. This also gave recruiters more time to work with hiring managers or leverage developmental training to build stronger skills for their individual professional growth.
The increase of candidates to meet hiring demands put a strain on the previous pre-employment process, so GM introduced a new pre-employment procedure to use globally. This process could withstand higher volumes and achieve better visibility of where a candidate’s pre-employment task was within the ATS. The pre-employment introduction also simplified the registration process by creating an easier and more streamlined approach for the potential new hire.
This transformation is not yet complete as improvements to the recruiting process are continuously evolving, but the short-term results have been impactful. Decreased hiring costs, boosted talent engagement and positive candidate testimonials are some of the successes General Motors has seen from these transformational efforts. GM will continue to deliver innovative ways to truly create a candidate experience where better is only the beginning.
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