Digital recruitment has changed a lot in recent years. And not only because of technology.
The way people look for work, relate to companies or decide whether an opportunity interests them has also changed.
I’m Nara, the mascot of HR professionals, and today I want to tell you about something I see quite often in selection and talent-attraction projects.
It often looks like there’s a shortage of candidates. But what usually happens is that each profile moves in different places and responds to different things. When the same strategy is used for everyone, the process loses effectiveness without it being easy to see why.
There are three skills that have become especially important in today’s digital recruitment.
Skill 1
Understanding where the talent you’re looking for really is
For a long time companies bet on LinkedIn as the main channel for any selection process. And although it’s very useful for certain profiles, not all talent is there.
There are technical or sales profiles who do move on LinkedIn naturally, because it’s part of how they work and network professionally. But there are operational or industrial profiles whose digital behavior is completely different.
For example:
A sales profile usually has a presence on LinkedIn because they use the network as part of their professional visibility.
A specialized engineer often moves better in technical communities or through very specific searches.
For operational or industrial profiles, the most effective channels are usually InfoJobs, internal referrals, vocational training centers or even local networks.
The most effective channel isn’t always the best known. It’s the one most consistent with the profile you need to find.
Skill 2
Adapting the message to the type of profile
In digital recruitment, where you post matters. And how what you post is written matters a lot too.
There are messages that connect very well with certain profiles and go completely unnoticed by others:
A junior profile often looks for learning and growth.
A senior profile tends to focus more on autonomy, culture or stability.
An industrial profile probably values proximity, working hours or job security more than an inspirational description of the company.
If the message doesn’t connect with what that person really values, interest drops even when the opportunity is a good one.
When you understand what drives each profile, it changes the way you write a job posting. And it also changes how you approach a conversation.
Skill 3
Using AI as support without losing your judgment
AI is already part of many selection processes. It helps to draft job postings, organize information or speed up specific tasks. And used well, it saves a lot of time.
But it doesn’t replace professional judgment.
Selecting people still means interpreting nuances, understanding contexts and making decisions where the human part remains essential.
AI can speed up the process, but the quality of the selection still depends on the person behind it.
A few days ago I watched Berta and the team prepare a training session for a company that was having difficulty finding certain profiles.
What caught my attention was how the conversation started. Not with LinkedIn, or AI, or tools. But by trying to understand how the talent that company needed was actually moving.
The entire learning experience was built on real situations of the HR team and on their specific goals.
And I think that’s an important part of the C.A.R.E.® method: first understanding what the company needs, adapting the experience to its context and reducing friction for the people who carry the process from HR.
Perhaps that’s why many clients say that working with Imantia feels more like working with a partner than with a supplier.
I’ll still be around here, watching how the new ways of recruiting evolve. And who knows, maybe at some point we’ll cross paths at the office — I almost always go with Berta to her meetings with HR.
— Nara
P.S.: Do you think digital recruitment needs more technology or a real understanding of how talent moves today?
