Staying at the forefront in the competition to hire from the talent pool's higher tiers will require that companies take action on the following dimensions:

Effective Communication: Quality-of-hire necessarily depends on the level and nature of dialog that occurs between hiring managers, recruiters, and candidates. Most importantly,

recruiters need clear direction from hiring managers on the position requirements and the necessary capabilities of the candidate. They also need prompt and meaningful feedback about candidates from hiring managers. Recruiters need to know the nature and extent of a candidate's shortfalls and whether they meet certain basic criteria (do they hold a particular license, for example). Similarly, hiring managers need to know what strengths the recruiter observed in a candidate that led to their submission for an opening, or the results of any assessment tests arranged by the recruiter. While this level of information sharing seems to be common sense, it is too seldom achieved due to time demands and the flurry of other information with which all managers must now contend. Here too, technology can be a major asset that prompts individuals to respond or follow up, and even provide surveys as an integral part of the process. Hiring managers, for example, can complete and return post-interview surveys online that give the recruiter prompt, useful feedback.

Talent communities - individuals in the external workforce who have expressed interest in working for an organization-present a potentially valuable resource that requires sustained communications. Online communications provide a cost-effective and convenient way for organizations to remain in contact with applicants and other high caliber employee prospects. As quality talent grows scarce, recruiters and hiring managers with fingertip access to such talent pools can quickly reach out to high quality candidates whenever needs arise. Many firms even include "alumni" in their talent communities.