By Daniel Hunter

Nearly two thirds of companies do, or plan to bolster their recruiting and hiring efforts with internal social networking technology according to a whitepaper by SilkRoad Technology.

Just over half, 54 per cent, do or will use social technology to supplement in-house learning and development while 34 per cent do or will use it to support performance management.

The results are from SilkRoad’s The State of Talent Management 2013, a white paper based on eight surveys issued to 5,753 professionals in the HR industry in 2012. The paper focuses on social media and talent management, learning and compliance, recruitment and transition management, human resource management systems, and the state of employee engagement.

“Talent management is a fast-moving industry, and every year brings new trends," Nicholas Roi, managing director of SilkRoad Technology UK commented.

"Emerging technologies are having a marked effect on the way in which employees engage with their employer, which is of vital importance, considering the significant rise in mobile workforce numbers globally.”

As well as identifying the shift towards social technology use in talent management, the report discusses the increasing trend for organisations to rely on cloud-based Human Resource Management Systems (HRMS). More than a quarter (26 per cent) said that they now use pure-cloud systems, and a further 20 per cent combine their in-house installed system with a cloud solution.

Respondents also reported difficulties in assessing the value of engagement programmes. SilkRoad questioned this point and found that most (58 per cent) rely on annual employee surveys to measure engagement while 48 per cent hold ’regularly scheduled town hall meetings’. Currently 16 per cent use social media tools for measurement.

The State of Talent Management 2013 represents a year of in-depth data analysis by SilkRoad. The results show a number of vulnerabilities in the state of talent management: 45 per cent of our respondents know their analytical skills needed sharpening for example, and being aware means they can take the necessary steps to deal with these weaknesses," Nicholas Roi concluded.

"At the same time they need to learn to manage the ‘new normal’ being brought about by the rapid evolution of talent management technology. Time will tell whether they can stay ahead of the curve.”

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