Our results suggest a variety of ways to target talent that may be ready for a move.
They are specifically targeting talent in the tech/data world.
To combat the influx of poor-fit applications, companies are turning to new technologies and online services to target talent and search across the open Web for people who may not be actively searching for a job on a board.
Our survey showed that only half of those from medium-sized companies, and less than two-thirds of people from large companies (10,000+ employees), had developed target talent profiles for the roles they were looking to fill.
Employee profiles and stories within each of these areas provide a clear feel for the kind of people who work at L'Oreal and the nature of their work, helping to clarify the right "fit" as well as focusing on subjects that are known to be of interest to the right target talent.
They brilliantly leveraged limited information to target undervalued talent.
And while it would target top talent, it would also nurture mass participation.
Yet, there's still significant opportunity for companies to do a better job of targeting different talent groups.
Particularly with more teams now targeting young talent from South America, MLS clubs are put in a position where they have to allay fears that a move to the US or Canada will hinder their international ambitions.
Yet the arrival of, among others, Idrissa Gueye (£9m, Lille), Jordan Veretout (£8m, Nantes), Jordan Ayew (£10m, Lorient) and Jordan Amavi (£7.7m, Nice), plus last week's acquisition of the sought-after Adama Traoré from Barcelona are signs that the American is fully behind his manager's approach to target emerging talent following the departures of Christian Benteke, Fabian Delph and Ron Vlaar.
