Is There a Difference Between Recruiting and Talent Acquisition?

Words matter. The terminology we use to describe our roles and responsibilities shape perceptions and influence outcomes. Take the term "talent acquisition” – which continues to grow in popularity. It certainly sounds strategic and sophisticated, but is it different than “recruiting”? And how?

In recent years there has been a marked increase in people searching for the term “talent acquisition” in online searches.

So, let’s answer why the shift from the title “recruiter” in the first place. Unfortunately, there was a perception that the word recruiter held a negative connotation to job seekers and hiring managers. Many workforce industry professionals thought there was a subconscious stigma around the term recruiter and wanted to find a new term that still sounded professional but perhaps had a better reputation for credibility in the market. The term “talent acquisition” quickly replaced “recruiter” as a more common term, however the shift in nomenclature has led to confusion and inconsistency within the profession. I believe it’s time to standardize our terminology and embrace the title “recruiter” once more.

Is “Talent Acquisition” Accurate Terminology?

It's widely considered a best practice in recruiting to use job titles that align with market conventions and candidate expectations. For instance, if you're hiring an accountant, calling the position a "General Ledger Specialist, Accruals & Reporting" might sound impressive but is unlikely to attract many candidates. Job seekers typically search for familiar titles like "accountant," therefore complex or company-specific titles can hinder your ability to reach potential applicants.

This is just an example of how using a description of the work completed as a job title can be counterproductive. While talent acquisition is a part of a recruiter’s job, it is not a complete description of the work they do.

Recruiting Is Talent Acquisition – and Retention

The term talent acquisition suggests a focus solely on acquiring new talent. It neglects the other critical aspects of a recruiter’s job, which includes internal mobility and retention. Recruiting is not just about bringing new employees on board; it's about ensuring they thrive within the organization and show a high-level of productivity. By using talent acquisition, we inadvertently minimize the role of recruiters and overlook the importance of quality hires and employee development.

Recruiting doesn't stop with an accepted offer. It's about finding the right talent and ensuring they remain engaged and productive within the organization. Internal mobility and professional development are crucial components of effective recruiting. In this Gallup study, it was determined that 42% of employees who voluntarily leave their positions report that their managers or companies could have done something to prevent them from leaving. The same study also found that the cost of these workers is incredibly high. “Gallup estimates that the replacement of leaders and managers costs around 200% of their salary, the replacement of professionals in technical roles is 80% of their salary, and front-line employees 40% of their salary.” These costs and the ability to prevent them highlight the need for a holistic approach that goes beyond mere acquisition.

Effective recruitment considers not just filling roles but sourcing quality workers who are likely to thrive and grow with the organization. To look for people suitable to the culture, skills, work style and focus of the business, then foster relationships and conduct an onboarding process that solidifies the new hire’s sense of security in the new job.

How a Focus on Recruiting Can Avoid a Talent Acquisition Loop

Focusing solely on the acquisition of talent creates a cycle where companies constantly backfill positions due to voluntary turnover. According to a 2022 study, also noted by Pew Research Center, low pay and a lack of opportunity for advancement are the top reasons cited for leaving an employer. Despite this, many organizations lack structured internal mobility programs, leading to missed opportunities for retaining valuable employees. These companies also rely on passive candidates – those who are already in a job and not actively searching for work – which can be more costly, as they face higher expenses due to increased competition for talent.

Both extensive turnover and passive candidate hiring can be costly. Instead, organizations should invest in internal mobility programs and retention strategies to maximize the value of their existing workforce. Yet, according to recent research, only 36% of organizations have robust career development programs. In addition, recruiters should be measured not by the number of hires they make but by the success of those hires in terms of referrals, promotions and transfers. Effective recruiting involves managing existing assets and maximizing their value rather than perpetually seeking new acquisitions.

Reclaiming Recruiter

While talent acquisition may sound more specialized, it can fail to capture the full scope of what recruiting entails. It’s time to change the narrative of what a recruiter brings to their clients, partners and job seekers. We need to educate clients and fellow professionals to look beyond hiring numbers and finding new talent at the detriment of finding quality candidates with a future in the organization, as well as nurturing current employees for advancement and growth. By embracing the term "recruiting," we can better align our practices with our goals and emphasize the importance of retention and internal mobility. Let's embrace clarity and consistency in our terminology to enhance our effectiveness as workforce professionals.