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An overgrown talent acquisition tech stack often creates more problems than it solves. Based on a recent industry webinar featuring experts from WorkTech Advisory, Lighthouse Research & Advisory, and ClickUp, the solution lies in strategic consolidation, not adding more tools. Consolidating your recruitment technology is key to improving data clarity, streamlining processes, and making better hiring decisions.
It’s a common misconception that a larger tech stack equates to higher productivity. While research from Lighthouse Research & Advisory does show that companies using more tools report getting more done, this comes with a significant downside. Ben Eubanks, Chief Research Officer, highlights the core issue: “The more tools you have, the less clarity you have into what’s actually happening. All these tools create different islands of data.” This fragmentation makes it difficult to answer fundamental questions like time-to-fill (the total number of days to fill a job opening) or which candidate sources are most effective. If your dashields provide conflicting reports, your technology may be the primary obstacle to an efficient hiring process.
The question of integration is frequently oversimplified. Simply asking a vendor, “Do you integrate with our ATS (Applicant Tracking System)?” is insufficient. Marilyn Pearson Hendricks, CEO of WorkTech Advisory, advises going deeper: “Of course, all of them are going to say yes. But passing a single data field doesn’t mean you have a meaningful integration.” Instead, you should ask, “How do you integrate? What is your integration strategy?” Understanding the depth and quality of an integration is critical to preventing data silos—where information is trapped in one system and unavailable to others—which complicate reporting and analytics.
Tech stack ownership is often ambiguous. Is it HR, IT, or procurement's responsibility? The expert consensus is that it must be a shared effort. “Tech stacks are a shared asset,” Marilyn explains. Effective governance—the framework of rules and processes for managing technology—requires aligning key stakeholders, including HR, IT, finance, and operations. Ben Eubanks supported this with research indicating that IT leaders are eager to partner with HR on technology evaluation. Shane Noe, VP of People at ClickUp, emphasized that involving IT during procurement is crucial for identifying redundant tools already in use elsewhere in the company, preventing unnecessary spending.
| Governance Stakeholder | Primary Responsibility |
|---|---|
| HR / Talent Acquisition | Define recruiting needs and user requirements. |
| Information Technology (IT) | Assess technical security, integration depth, and data flow. |
| Procurement / Finance | Manage budgeting, contracts, and vendor negotiations. |
| Operations | Ensure the tool aligns with broader business workflows. |
A cluttered tech stack drains budgets and slows down processes. To combat this, Ben Eubanks shared a simple yet effective rule from NASA: for every new tool requested, one or two existing tools must be retired. “That changed the conversation,” Ben said. This approach forces teams to critically evaluate whether a new tool is truly necessary or if its functionality can be found within the current stack. This practice of rationalization promotes a leaner, more effective set of tools over time.
The market is flooded with AI tools promising to match candidates to jobs based on skills. However, Marilyn Pearson Hendricks cautions against a one-size-fits-all approach. “High-volume hiring is very different from executive hiring. Trying to apply one tool to every type of role is a kamikaze mission,” she stated. These tools often specialize; some excel in high-volume scenarios, while others are better for niche or senior roles. A strategic approach is to prioritize tech investments for the roles that are most critical to your business, whether they drive revenue or are the hardest to fill, rather than seeking a universal solution.
Ultimately, optimizing your tech stack is less about the technology itself and more about change management. Technology only delivers value if teams use it correctly and consistently. As Shane Noe noted, “Governance isn’t just a process — it’s behavior change management.” Building data fluency and understanding how each tool contributes to the bigger picture are essential skills for modern talent acquisition professionals. To improve your hiring outcomes, start by auditing your current tools, involve IT early, demand deep integrations, and adopt a "sunset" rule for new purchases.
