Over the past 15 years, recruiters have been using automated methods to process applications, which only allows for a one-way dialogue between them and the candidate. This model doesn’t give the candidate the opportunity to gain a perception of the company or understand its core values before they decide on pursing a role.

This is important as candidates need an insight into any company they approach to decide if it is the right choice for them and if they’ll be happy working there – a happy worker is a productive worker. Now, they expect a two-way dialogue to create an initial relationship, showing that they are becoming more particular when choosing a job, preferring to live to work, not work to live.

A third of Britons are spending at least an hour using social media a day (according to a survey by OnePoll), candidates are more likely to determine whether a company is right for them using channels such as Facebook, Twitter and LinkedIn. This rise indicates a shift in how people like to communicate with others and maintain relationships, meaning they’re less likely to spend time using a static career portal, which is automated and unappealing.

Candidates will only be lured to a company by active conversations, hard-hitting agendas and personality. Integrating recruitment strategies across multiple networks will ensure making contact with the right candidate, establishing relationships early and building rapport.

Recruiters can also use this surge in social networking to their advantage by building an extensive profile of potential candidates from their digital fingerprints all over the web, in the forms of blogs and different accounts. Not only does this help talent acquisition managers decide whether a candidate is worth pursuing further, but is also helps identifies the strength of their network – a recruiter’s perfect candidate is someone who has several strong relationships with other suitable candidates.

The bottom line is this: the candidate needs to start thinking that each and every Internet profile is now part of their CV.

Another issue that recruiters are facing is the rise of the mobile job search. Traditional programmes have featured advertising a position on a job board and in a newspaper – neither have an extensive reach nowadays. For potential candidates who are often on the move, these methods simply won’t do the job.

Interestingly, 23% of Google searching including the keyword “job” are from a mobile and 31% of users consider their mobile as their primary way to access to the internet. However, many recruiters use portals that are inaccessible on a mobile phone browser, either because of an out-dated design or technology.

Recruiters need to turn to products that enable users to get instant access to relevant information on a smartphone or tablet, giving them simple, yet intuitive access. These platforms address the need for faster decision making while on the go, providing instant insight to information regardless of time and location, and is available across different operating systems and different social channels.

Companies should also consider designing websites, blogs and desktop portals using HTML5 coding and using a lot visual material such as images and videos – for young candidates, less is definitely more and websites need to be more versatile for mobile browsing, which HTML5 provides.

Of course with the implementation of these strategies, it’s imperative that internal processes are put in place to measure the data that’s generated – without it, data could be lost. When it comes to proving how successful a talent acquisition programme has been, there needs to be a system put in place that offers precise and detailed analysis.

Social media and mobile browsing enables recruiters to collect large amounts of data (also known as big data), but the challenge over the next few years will be harnessing this information, identifying the right data and analysing it.

For example, recruitment analysis could include finding the media story or social media post that prompted a job search, the steps a candidate took to find vacancies, and other jobs applied for. This then feeds into a talent manager who will measure performance, analyse success rate and provide feedback to recruiters. The lifecycle results in companies creating a recruitment strategy that successfully targets high-achievers.

To summarise, social and technological evolutions may be changing the recruiting landscape – the mass appeal for using social media and mobile browsing as part of personal every-day life is now shifting to the professional world. This landscape will continue to change.

So it’s up to recruitment leaders to view these shifts as an agent for positive change – effective use of social media, mobile platforms and big data analysis will redefine the recruitment experience for the recruiter and candidate. Technology vendors provide the necessary technology to enable recruiter to engage with candidates and provide them with the relevant opportunities – using them as part of a recruitment programme will help any company attract the right talent.