JAIPURIA INSTITUTE OF MANAGEMENT, NOIDA

PGDM (G-SM-M); TRIMESTER IV, 2019-21 Batch, ACADEMIC YEAR 2020-21

Course Code and title HR 402: Talent Acquisition

Credits
Term and Year
Course Pre-requisite(s)
Course Requirement(s)
Course Schedule (day and time of
class)
Classroom # (Location)
Course Instructor
Course Instructor Email
Course Instructor Phone (Office)
Office location
Student Consultation Hours
03
Term IV, 2020-21
Organizational Behavior and Managing Human
Resources
Knowledge of MS-Office
Please refer to the Class schedule
As per Time Table
As per time table or notified otherwise by PMC
As Notified by PMC or with Prior Appointment

1. Course Overview
This course is designed to teach HR students the skills to recruit and select the best talent to
help drive organizational strategy. The learning module will also prepare HR students to
evaluate two methods for job analysis and several selection methods with an emphasis on
designing and conducting professional and valid interviews. Students will learn how to
design and ask interview questions that are behaviorally anchored and focused on person-fit
and job-fit skills, both of which are important for successful adaptation and effective
performance on the job. Students will also learn how to design a process and framework for
final individual or group selection. Besides this the course shall also focus on topics like
candidate relationship management, employer branding and role of technology in talent
acquisition.

This course will be instrumental in learning process/ issues in recruitment and selection of
employees and prepare them in managing talent acquisition process. This will be conducive
for them to take up roles of Talent Acquisition Managers/ Recruiters/ Recruitment
consultants with the skills of HR planning, recruiting, conducting interviews, etc.

2. Course Learning Outcomes (CLOs)

At the end of the course, the students should be able to:

CLO1: Outline framework of talent acquisition process. (K) (Understanding)
CLO2: Examine the linkage of talent acquisition with respect to different business
functions in organizations. (S) (Analyze)
CLO3: Design end-to-end hiring process for effective talent acquisition. (S) (Create)

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3. Mapping of CLOs with Programme Learning Outcomes (PLOs) & Graduate
Attributes (GAs)
  PLO-1 PLO-2 PLO-3 PLO-4 PLO-5 PLO 6

CLO1   I

CLO2     R  

CLO3     I

*PO3 to be used for AOL report

  GA 1 GA 2 GA 3 GA 4 GA 5 GA 6 GA 7

CLO 1   X           

CLO 2   X    

CLO 3       X 

4. Prescribed Text

Diane Arthur (2011). Recruiting, Interviewing, Selecting and Orienting New Employees, 4ed,
Prentice Hall: India.

Additional useful references:

 Phillips J.M., Gully S.M. , “Strategic Staffing”, Pearson Education, 2017

 Rao T.V. “Hurconomics for Talent Management”. Pearson Education, 2011.
 Foster M., “Recruiting on the Web: Smart Strategies for Finding the Perfect Candidate”,
McGraw Hill, New York, 2003.
 HerrenKohl, E. “How to Hire A-Players: Finding the Top People for Your Team—Even
If You Don't Have a Recruiting Department” E-book available at
http://abl.gtu.edu.tr/hebe/AblDrive/69174137/w/Storage/546_2010_2_565_69174137/D
ownloads/ericherrenkohlhowtohirea-playersfindingtbookfiorg.pdf

Other weblinks:
1. https://blog.eskill.com/difference-recruitment-talent-acquisition/

2. What is Recruitment Process Outsourcing? Available at

http://resources.cielotalent.com/rs/789-POI-693/images/report-the-definitive-guide-to-
rpo.pdf
3. Why Candidate Relationship Management is Candidate Experience?
https://www.smartrecruiters.com/blog/candidate-relationship-management-is-candidate-
experience/
4. Social media helping revolutionize talent acquisition: https://learning.shine.com/hr-
insider/blog/social-media-helping-revolutionize-talent-acquisition/
5. How Recruitment Metrics & Dashboards Can Help Improve Hiring New Candidates:
https://www.datapine.com/blog/recruitment-metrics-and-dashboards/

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5. Session Plan
Ses Topic/ Sub Topic Session Learning CL Pedagogy
sio Outcomes O
n

Module I: Strategic Role of Talent Acquisition

1 Course introduction; Familiarize with the 1 Class discussion

Concept of Talent; significance of talent with examples.
Difference between acquisition in a firm. Flipped videos:
recruitment and selection. https://www.youtub
e.com/watch?
v=fRi2DJct5vU

https://www.youtub
e.com/watch?
v=qygbM2K04mw
2 Linking TA with business How to align TA with 1 Case based
strategy business strategy discussion
3 Staffing Strategies Discuss talent scouting, 1 Flipped video:
talent poaching, Push and https://www.youtub
Pull strategies. e.com/watch?
v=4mADPYwpq6M
Discussion
Module II: Pre-requisites of sourcing
4 Competency-based Job Carry out a competency 1 Discussion followed
Analysis based job-analysis by an exercise on
writing a JD.
Flipped video:
https://www.youtub
e.com/watch?
v=0IXwFkzec9o
5 Strategic Human Resource Should be able to use 2 Flipped video:
Planning techniques for HRP https://www.youtub
e.com/watch?
v=58eANUtcG6g
Exercise on HRP
6 Candidate profiling & Know how to profile and 1 Exercise on
segmentation segment a candidate candidate profiling;
Flipped video:
https://www.youtub
e.com/watch?
v=YQ7piu7Zvpk
Module III: Talent procurement & sourcing
7 Recruitment Process To carry out a Boolean 1 Guest session
Outsourcing/ Functioning search for possible
of an Executive Search candidates

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 Firm
8 Sources of Talent- External To have an understanding 1 Discussion &
& Internal of various external & Flipped video:
internal sources of talent https://www.youtub
e.com/watch?
v=96IoJAZ-qvQ
9 Recruitment Marketing To develop an EVP 3 Discussion and
(Employer branding & videos on employer
developing an Employee branding;
Value Proposition) Flipped video:
https://www.youtub
e.com/watch?
v=L2h12GVGv4A
10 Recruitment To create an 3 Exercise of creating
Communication: advertisement on both job advertisement
Traditional vs. Modern traditional and modern
medium of
communication
Module III: Candidate assessment
11 Application blanks & Design an application 3 Exercise on
Applicant tracking system blank developing an
application blank
12 Talent matching: candidate How to screen-in and 2 Exercise: Review of
screening of person-job fit screen-out candidates available JDs and
matching for right
fit
Sharing industry
examples.
13 Methods of assessment Know about the various 1 Discussion
methods that can be used
for assessment
14 Developing competency At the end of session, the 3 Discussion And A
based interview: BEI & student will be able to Role Play Exercise:
STAR techniques discuss behavioral event on Behavioral Event
interviews. Interview
15 New modes of interviews At the end of session, the 1 Role plays on
(Through skype, VC, student will be able to interviews through
telephone, Twitter etc.) examine new modes of skype/ telephone;
interviews. videos
16 Pre-employment testing Examine pre-employment 1 Discussion on
tests & assessments, popular instruments
including psychometric used by industry
assessment and reference
checks
17 Presenting a job offer ; How to write a job offer 3 Class exercise on
onboarding letter; know importance of negotiating job offer
onboarding
Module 4: Contemporary issues in Talent Acquisition
18 Candidate relationship Importance of maintaining 3 Discussion
management (Candidate a good candidate
experience, recruiter relationship

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 behaviour; ethics in hiring)
19 Role of Social and Be able to establish the 1 Guest session
Professional networking importance of role of
sites in talent acquisition social media in talent
acquisition.
20 Recruitment Evaluation & How to make the 1 Discussion
Control recruitment process
efficient

6. Assessment Tasks

Assessment Assessment Type Weightag CL Session/ Week

e O Due

1 Quiz Two (Moodle) 10% 1 9th & 18th

. Session

2 Individual Written Submission 20% 2 4th & 5th Session

. Assignment (Moodle)

3 Group Project Report (Moodle) 10% 3 14th Session

.

4 Viva -voce Individual interaction 20% 2 15th to 18th

. session (beyond
class)

5 End Term Examination 40% 1&2 Week 12

. Examination

6. Assessment Task Description

Assessment 1: Quiz
1. Assessment Detail: Two pre-announced quizzes with MCQs type questions on Moodle
will be taken.
2. Description: Two quizzes would be conducted by the course instructor. Participants are
required to prepare for these along-with the course progression.
3. Criteria used to grade this task: Comprehension (75%) and application (25%)
4. Task Assessor: Internal Faculty
5. Submission Detail: Soft Copy (on Moodle)
6. Feedback: Script saved on LMS and Accessible to students in a term; feedback will be
given within the next two sessions after assessment.

Assessment Task 2: Group Project

1. Assessment Details: Group Project
2. Description: Project will involve application of course content to the primary/secondary
data. Students will be required to prepare an end-to-end talent acquisition plan for a
specific sector and can refer to JDs of at least five companies of that sector. These JD
will be either the real time shared by CMC or of specific positions based on scenario.
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 3. Criteria used to grade this task: Comprehension (40%), Analysis (40%), and Synthesis
(20%)
4. Task Assessor: Internal Faculty
5. Suggested time to devote to this task: 30-35 hours minimum
6. Submission details: Soft copy on Moodle. Delay would attract 10% reduction in marks
per day.
7. Feedback and return of work: Immediately after assessment.

Assessment 3: Individual assignment

1. Assessment Detail: Individual assignment
2. Description: Students will be given various class exercises out of which two will be
considered for assessment. These two are – Developing a Job Description and Human
Resource Planning for different level of employees in different business functions.
3. Criteria used to grade this task: Comprehension (30%), application (30%) and skill
(40%)
4. Task Assessor: Internal faculty and Internal Examiner question paper setter
5. Suggested time to devote to this task: 2-3 hours.
6. Submission details: Soft copy on Moodle. Delay would attract 10% reduction in marks
per day.
7. Feedback and return of work: Immediately after assessment.

Assessment 4: Viva-voce
1. Assessment Detail: Individual viva
2. Description: A comprehensive, individual viva based on the individual, group
assignments and class activities to be conducted.
3. Criteria used to grade this task: Comprehension (30%), application (30%) and skill
(40%)
4. Task Assessor: Internal faculty
5. Suggested time to devote to this task: 2-3 hours.
6. Submission details: Individual interaction.
7. Feedback and return of work: Immediately after assessment.

Assessment Task 5: End Term Hall Examination

1. Assessment Details: End Term Exams
2. Description: Questions based on the course content will be posed to the students to give
adequate responses with suitable illustrations and examples.
3. Criteria used to grade this task: Comprehension (60%) and application (40%)
4. Task Assessor: Internal faculty
5. Suggested time to devote to this task: End of term
6. Submission details: Hall Examination
7. Feedback and return of work: Feedback during showing of answer scripts; the answer
scripts will not be returned.

Rubric for CLOs

CLO1: Outline framework of talent acquisition process. (K) (Understanding)
CLO2: Examine the linkage of talent acquisition with respect to different business
functions in organizations. (S) (Analyze)
CLO3: Design end-to-end hiring process for effective talent acquisition. (S) (Create)

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 CLOs BELOW MEETS EXCEEDS
EXPECTATION EXPECTATION EXPECTATION

CLO1: Outline Not able to Outline Fairly able to Analytically able to

framework of talent framework of talent Outline framework Outline framework of
acquisition process acquisition process of talent acquisition talent acquisition
process process.

CLO2: Examine the Not able to Examine Reasonably able to Rationally able to
linkage of talent the linkage of talent Examine the linkage Examine the linkage
acquisition with acquisition with of talent acquisition of talent acquisition
respect to different respect to different with respect to with respect to
business functions business functions different business different business
in organizations in organizations functions in functions in
organizations organizations

CLO3: Design end- Not able to design Moderately able to Carefully able to
to-end hiring end-to-end hiring design end-to-end design end-to-end
process for effective process for effective hiring process for hiring process for
talent acquisition talent acquisition effective talent effective talent
acquisition acquisition

7. Rubrics for Assessment Tasks

RUBRICS FOR QUIZ (20 Marks)

CLO1: Outline framework of talent acquisition process.

PLO3: Reflect on business situations applying relevant conceptual
frameworks
Competencies Traits/Performance Indicators (PI)
Apply knowledge of disciplinary or 3.1 Gather relevant information about business
interdisciplinary theory and frameworks situations.
to business situations. 3.2 Select and use relevant concepts and
frameworks to business situations.

Traits Below Meets Expectations Exceeds Expectation

Expectations (35%-below 70%) (Above 70%)
(Below 35%)
Gather Struggles to Clearly identifies the Demonstrates a
Relevant pinpoint the information required. sophisticated
Information information Gathers information understanding of what
needed. Gathers from multiple valid information is needed.
information from and reliable sources. Gathers extensive
one source. Evidence of information from a variety
Minimal evidence search/selection of valid and reliable
of search/selection criteria. sources including
criteria. journals, texts, etc.,
specific to the subject.
Clear evidence of

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 search/selection criteria.
Select and Has limited Selects and uses Selects and uses relevant
Use Relevant knowledge on relevant concepts and concepts and
Concepts and selecting and using frameworks. Requires frameworks. Needs no
Frameworks relevant concepts minimal assistance in assistance in selecting
and frameworks. choosing relevant relevant concepts and
Requires extensive concepts and frameworks.
assistance in frameworks.
selecting relevant
concepts and
frameworks.

RUBRICS FOR INDIVIDUAL ASSIGNMENT (20 Marks)

CLO2: Examine the linkage of talent acquisition with respect to different business
functions in organizations.

PLO3: Reflect on business situations and apply relevant conceptual frameworks

Two individual assignments 10 marks each

Competencies Traits/Performance Indicators (PI)

Apply knowledge of disciplinary or 1.Gather relevant information about business
interdisciplinary theory and frameworks situations.
to business situations. 2.Select and use relevant concepts and
frameworks to business situations.

Traits Below Meets Expectations Exceeds Expectation

Expectations (35%-below 70%) (Above 70%)
(Below 35%)
Gather Struggles to Clearly identifies the Demonstrates a
Relevant pinpoint the information required. sophisticated
Information information Gathers information understanding of what
needed. Gathers from multiple valid information is needed.
information from and reliable sources. Gathers extensive
one source. Evidence of information from a variety
Minimal evidence search/selection of valid and reliable
of search/selection criteria. sources including
criteria. journals, texts, etc.,
specific to the subject.
Clear evidence of
search/selection criteria.
Select and Has limited Selects and uses Selects and uses relevant
Use knowledge on relevant concepts and concepts and
Relevant selecting and using frameworks. Requires frameworks. Needs no
Concepts relevant concepts minimal assistance in assistance in selecting
and and frameworks. choosing relevant relevant concepts and
Framework Requires extensive concepts and frameworks.
s assistance in frameworks.
selecting relevant

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 concepts and
frameworks.

RUBRICS FOR GROUP PROJECT (20 Marks)

CLO3: Design end-to-end hiring process for effective talent acquisition (PLO6)

PLO 6: Exhibit innovative and creative thinking

Competencies Traits/Performance Indicators (PI)

Be able to apply imagination, creative 6.1 Define the problems/needs of

thinking, and initiative to generate new stakeholders.
ideas for the purpose of addressing needs
or solve problems. 6.2 Research stakeholders’ perspectives for
the purpose of incorporating them in the
solution.

6.3 Develops solutions distinctive from

existing approaches that are viable and
sustainable in the real world

Traits Below Expectations Meets Expectations Exceeds

(BE < 35%) (ME 35-70%) Expectation
(EE > 70%)

Define the Exhibits limited or Exhibits a clear and Exhibits a deep and
problems of surface level deepening broad understanding
stakeholders understanding of the understanding of the of multiple
problem to be solved. stakeholders needs and dimensions of a
has a sense of how a problem that needs
solution might meet to be solved
that need (including social,
behavioural,
economic,
environmental
factors); potential
solution is deeply
connected and
responsive to
multiple dimensions
of the identified
need.
Research Has conducted minimal Has conducted some Has conducted
stakeholders’ or minimally effective research to develop a excellent research to
perspectives research; stakeholders’ stakeholder model or understand
for using perspectives may be pattern and has made perspectives of
them in the based on some some minor multiple

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 solution unvalidated adjustments to the stakeholders,
assumptions or limited solution based on what effectively
engagement with them was learned from this incorporating them
to be served by the research. into the solution and
innovation. making significant
adjustments along
the way
Develops The proposed solution Solution is an Solution is
distinctive is not new or different improvement upon fundamentally
and viable from a solution already existing approaches distinctive from
and available; the proposed and demonstrates existing approaches.
sustainable solution does not potential to have real It could be viably
solution respond directly to or is impact on the problem. implemented and
out of sync the There may be still be sustained in the real
stakeholders’ needs. some details to work world; idea
out in terms of generates
developing a prototype enthusiasm from
or market test for the potential
solution. stakeholders.

RUBRICS FOR VIVA- VOCE (20 marks)

CLO2: Examine the linkage of talent acquisition with respect to different business
functions in organizations.

PLO3: Reflect on business situations and apply relevant conceptual frameworks

Competencies
Apply knowledge of disciplinary or
interdisciplinary theory and frameworks
to business situations.
Traits/Performance Indicators (PI)
1.Gather relevant information about business
situations.
2.Select and use relevant concepts and
frameworks to business situations.

Traits Below Meets Expectations Exceeds Expectation

Expectations (35%-below 70%) (Above 70%)
(Below 35%)
Gather Struggles to Clearly identifies the Demonstrates a
Relevant pinpoint the information required. sophisticated
Information information Gathers information understanding of what
needed. Gathers from multiple valid information is needed.
information from and reliable sources. Gathers extensive
one source. Evidence of information from a variety
Minimal evidence search/selection of valid and reliable
of search/selection criteria. sources including
criteria. journals, texts, etc.,
specific to the subject.
Clear evidence of
search/selection criteria.

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 Select and Has limited Selects and uses Selects and uses relevant
Use knowledge on relevant concepts and concepts and
Relevant selecting and using frameworks. Requires frameworks. Needs no
Concepts relevant concepts minimal assistance in assistance in selecting
and and frameworks. choosing relevant relevant concepts and
Framework Requires extensive concepts and frameworks.
s assistance in frameworks.
selecting relevant
concepts and
frameworks.

*Max- Maximum Points, BE- Below Expectations, ME-Meets Expectations, EE-Exceeds

Expectations

*To be used in writing AOL report

RUBRICS FOR END TERM (40 marks)

CLO1: Outline framework of talent acquisition process.

CLO2: Examine the linkage of talent acquisition with respect to different business
functions in organizations.

Competencies Traits/Performance Indicators (PI)

Comprehension and application of talent
acquisition with respect to different
business functions in organizations.
1. Comprehension: Understanding of talent
acquisition process.
2. Application: Use of theoretical and practical
aspects of talent acquisition process for
problem solving.

Traits Below Expectations Meets Exceeds

(BE < 35%) Expectations Expectation
(ME 35-70%) (EE > 70%)

Comprehensio Lacks serious Demonstrates Sound understanding of

n understanding of reasonable talent acquisition
talent acquisition understanding of process framework.
process framework. talent acquisition
process framework.

Application Lacks the ability to Shows fair ability to Judiciously applies

apply theoretical and apply theoretical and theoretical and practical
practical aspects of practical aspects of aspects of talent
talent acquisition talent acquisition acquisition process for
process for problem process for problem problem solving..
solving.. solving.

*Max- Maximum Points, BE- Below Expectations, ME-Meets Expectations, EE-Exceeds

Expectations

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8. Time budgeting in course planning:
Please note that while assigning activities and planning teaching schedules following table may
be of help. The weightage of items in the table is prescriptive and may vary according to course
requirement. Yet it is indicative of how student time per course can be budgeted:

Time
Activity Description
Budgeted
Classes 2-3 hours per week for 12 weeks 30 hours
Reading Prescribed readings and making notes 30 hours
Preparation of set questions,
Assignments/Projects & Group Tasks 15 hours
exercises and problems
Preparation of assignment Reading and writing 15 hours
Study and revision for test and end
Self-preparations 15 hours
of Trimester examination
TOTAL 105 hours

9. Academic Conduct
Students will be expected to maintain a daily log of their learning and make an action plan. The
continuous evaluation tools would be implemented as per schedule and collected for
evaluation. Students are encouraged to visit videos available on Impartus, you tube on TED
talks, and readings available at websites like course era, etc.

Institute’s Policy Statements

It is the responsibility of every student to be aware of the requirements for this course, and
understand the specific details included in this document. It is emphasized that this course
requires a significant commitment outside of formal class contact.  The learning tasks in this
course may include classes (lectures or seminars), required reading, the preparation of
answers to set questions, exercises and problems, and self-study. In addition, students may be
required to complete an assignment, test or examination.

LMS-Moodle/Impartus
LMS-Moodle/Impartus is used to host course resources for all courses. Students can download
Lecture, additional reading materials, and tutorial notes to support class participation.

Late Submission
Assessment tasks submitted after the due date, without prior approval/arrangement, will be not
be accepted. Requests for extension of time must be made with the faculty member concerned
and based on Special Consideration guidelines on basis of cumulative reduction of marks per
day as stated by course instructor. 

Plagiarism
Plagiarism is looked at as the presentation of the expressed thought or work of another person
as though it is one's own without properly acknowledging that person.
Cases of plagiarism will be dealt with according to Plagiarism Policy of the institute. It is
advisable that students should read Student Handbook for detailed guidelines. It is also
advisable that students must not allow other students to copy their work and must take care to
safeguard against this happening. In cases of copying, normally all students involved will be
penalized equally; an exception will be if the student can demonstrate the work is their own and
they took reasonable care to safeguard against copying.

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List of PLOs
PLO1: Communicate effectively
PLO2: Demonstrate ability to work in teams to achieve desired goals
PLO3: Reflect on business situations and apply relevant conceptual frameworks
PLO4: Evaluate different ethical perspectives
PLO5: Comprehend sustainability issues
PLO 6: Exhibit creative thinking

List of GAs
GA 1: Self-initiative
GA 2: Deep discipline knowledge
GA 3: Critical thinking and Problem solving 
GA 4: Humility, Team-Building and Leadership Skills
GA 5: Open and Clear Communication
GA 6: Ethical competency and sustainable mindset
GA 7: Entrepreneurial and innovative

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