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Talent Acquisition is often treated as a support function, necessary, but not exactly a revenue driver. But in industries like manufacturing, where skilled labor shortages can stall production and impact the bottom line, Talent Acquisition is a make-or-break function.
The challenge? Talent Acquisition teams are often disconnected from business objectives or left out of the conversation completely. They’re measured by time-to-fill and cost-per-hire, while executives care about efficiency, retention, productivity and profitability. This misalignment creates hiring inefficiencies that cost companies millions in lost productivity.
If manufacturers want to stay competitive, they must rethink the role of their talent acquisition teams to not just be gatekeepers of talent, but be strategic partners in business growth.
Here’s how organizations can bridge that gap.
1. The Disconnect: Why Talent Acquisition Teams Struggle to See Their Impact
- Talent acquisition teams are judged on speed, not long-term fit and do not connect the dots on quality of hire to bottom line
- Hiring managers expect high-quality hires, yet delay feedback and approvals or have difficulty making decisions on skills needed for the role
- Leadership sees Talent Acquisition as an HR cost center, rather than an ROI and Productivity driver.
The result? Misalignment, wasted resources, and increased turnover. According to the U.S. Bureau of Labor Statistics, manufacturing turnover rates hover around 30 percent, meaning nearly one in three hires leaves within a year. That’s a massive productivity drain.
Now, imagine if talent acquisition teams were measured not just by how fast they hire, but by how well those hires perform over time.
2. Shifting the Mindset: From “Filling Roles” to “Fueling Growth”
Talent Acquisition teams aren’t just filling seats, they’re ensuring that manufacturing lines keep running, supply chains stay intact, and business targets are met. But that only happens if they have a seat at the table.
- Hiring delays cost real money. If an open position sits unfilled for 30 days, how much revenue is lost due to decreased production?
- Turnover is expensive. Replacing an employee costs 33 percent of their annual salary, according to Gallup. That’s tens of thousands of dollars per lost worker.
- Talent Acquisition needs business visibility. When Talent Acquisition understands revenue goals, production targets, and skills gaps, they can hire proactively, not reactively.
The solution is to give Talent Acquisition access to business data and align their goals with company KPIs. This ensures hiring decisions aren’t just about speed, but about long-term impact.
3. Tying Recruiter Performance to Business Outcomes
What if recruiter success was measured differently? Instead of asking, "Did we fill the role?" companies should ask:
- Did this hire stay and perform well for at least 12 months?
- Were they the right fit, or just the first available option?
- Did the hiring manager provide clear expectations and timely feedback?
Holding both Talent Acquisition and hiring managers accountable ensures hiring isn’t a bottleneck, it’s a growth driver.
4. Practical Steps to Bridge the Gap
So, how do companies turn Talent Acquisition into business accelerators instead of just box-checkers?
- Regular Business Briefings – Ensure Talent Acquisition understands company growth goals and workforce planning, and business development strategies.
- Joint KPI Setting – Align HR and leadership teams on hiring metrics that directly impact revenue and retention.
- Feedback Loops – Talent Acquisition should follow up on hires to assess performance and engagement after six to twelve months.
- Technology & Data Tracking – Use real-time analytics to track recruiter impact on productivity, retention, and revenue.
The Takeaway
Talent Acquisition teams aren’t just filling vacancies—they’re shaping the future of the business. When companies shift from transactional hiring to strategic talent acquisition, they turn recruitment into a competitive advantage.
The real question isn’t, “How fast can we hire?”
It’s, “How well are we hiring and how is that driving business success?”
Author:
Marcia Torres is the Founder and Principal of Imagen Talent Solutions, bringing extensive experience in talent acquisition leadership within the manufacturing industry. As a strategic TA consultant, Marcia helps organizations transform their hiring practices from transactional processes to business-driving initiatives. At Imagen Talent Solutions, she provides fractional TA support, talent process optimization, and leadership development, focusing on building holistic talent ecosystems that align with business objectives and drive measurable results.
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