Recruiting Tech Stack: Yes, it’s a Thing.

Corey Burns Corey Burns, HR Tech, HR Technology, Talent Strategy, Tech Talent

Enabling teams and leveraging resources is at the core of what we do as leaders, whether that’s in TA or another capacity. Early on in my role, I was challenged to help evaluate and finalize our tech stack for the recruiting team. Rather than reinventing the wheel, I took a lesson from our Chief Operation Officer and simplified things by grouping our initiatives into three buckets: People, Process, and Technology.

Each bucket relies on the other two (in any combination) to truly support an initiative. Without the people and the processes established, technology isn’t your answer.

At first, I was confused; I thought “tech stack” was a term used to screen technical talent only. I started researching tools and technology to maximize our recruiters’ efforts and that’s when it all clicked – tech and recruiting are dependent on one another. Depending on your budget, there are a plethora of tools that enhance vital TA functions ranging from sourcing to artificial intelligence screening to diversity recruitment and so much more (not to mention, there are entire conferences dedicated to HR/Recruiting technology).

I decided to formally coin and define our tech stack as the tools and technology combined to help enable the recruiting function. For us, this is comprised of: any sourcing tool, an ATS, a diversity enablement tool, an industry-specific job advertising aggregator, technical assessments, and all of the resources used to showcase our culture and brand (aka employer branding tools).

The important thing we kept in mind was to constantly consider how this tool, technology, or partnership aligned with our recruiting strategy and goals. To hone in on one, does this technology, tool or partnership make us better, faster, or smarter? Does the company (or the individual) it belongs to align with our values? And, if the answer is “no” to either of the first two, then stop using it. You’re better off going sans than implementing or forcing a technology or tool that compromises the integrity of your process or people.

A few other things to note:

  • I think it’s important to always build in a “tools” sandbox line item in your recruiting budget. New technology and resources spring up so quickly that one could surface and impact your performance and achievement towards your goals almost instantly.
  • Recruiter utilization is a must and gaining buy-in prior to the rollout of a new tool is crucial to success. If this is a tool that is built for recruiters to use to help them be more efficient, smarter, and build more robust, higher quality pipelines, then you must monitor their utilization. This is where managing the adoption process and setting expectations is the key to gaining positive results.

Work with your CSM or Account Executive to consistently monitor results in early stages and optimize or course correct specific issues in order to dial in the new process.

  • Get creative! A toolbox is most effective with a variety of different tools. You can’t build a house with one hammer. But with a hammer, nails, screwdriver, screws, level, and a whole lot of grit, you’ll have a humble abode in no time. I also believe there is no perfect set of tools – only the right combination of tools, in alignment with your company’s goals and values, will help you create the perfect build (and the right foreman or forewoman to lead it).

Happy building!

Credit Due: Partnered article with my rock star wife, Jasmine Burns, who happens to be a phenomenal TA leader. Thank you for being great at what you do!


Like many others, Corey Burns fell into HR & Talent Acquisition by accident. He got his first taste of Recruiting at a Fortune 500 company, where he quickly found his niche. Fast forward, Corey is now the Director of Recruiting & Development at General RV Center, a parent company comprised of 3 organizations in the Recreational Vehicle industry, Corey has led talent initiatives that have contributed to more than 300% growth in both employee count and revenues.

He formed the company’s Recruiting & Development division in 2013, as the company entered a hyper-growth stage, and he now leads all recruiting, learning, and organizational development strategies. Corey’s approach begins with building trust-based relationships, which lead to talent solutions that support the four pillars of the company’s talent strategy: Attract, Develop, Retain, Grow.

While Corey focuses on strategic initiatives and managing his two teams (Recruiting and Learning & Development), he is a player-coach who thrives on facilitating training’s and picking up hard-to-fill reqs. You can talk to talk to Corey via email or LinkedIn