Support from the top for L&D is the most important element necessary for a professional development program to be worthwhile, Campbell said. 'Not all training investments will yield the result you plan for, and that's OK,' she added. 'We've made that feel safe for our team by encouraging experimentation.' 'We let employees learn by stretching into new things, and we're tolerant of failure,' Diebolt said. Allowing people to fail is also important. Learning and development (L&D) should be fun, engaging and relevant to the day-to-day job, she said. 'People used to ask us, 'What if we make this investment and our recruiters move on to a competitor?' My reply was 'If you don't invest and they stay, isn't that worse?' 'Ĭost, investment of time and flexibility are some of the things you should consider when deciding what learning opportunities you want to offer your recruiters, said Treena Diebolt, senior director of talent attraction for global job search engine Indeed.

Teaching people how to use and adopt new technology is critical to success.'Ĭampbell said that recruiter training was almost nonexistent a decade ago and is still a priority for only a minority of employers. 'I think there's been a realization that performance will come up short if you just invest in technology without also enabling the people. 'There used to be a fork in the road where leaders thought they had to decide to either make an investment in technology or people,' he said. But when you invest in your recruiters, their performance will improve, said Johnny Campbell, the CEO of Dublin-based SocialTalent, a leading talent acquisition learning platform. There are many reasons that professional development is neglected or not effective, including a lack of time and organizational support, and even user resistance. Talent acquisition experts and practitioners agree that investing in learning-even when it's difficult to do so-is one of the key ways to maintain a competitive advantage.

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