ASSIGNMENT No.

1 on HUMAN RESOUCE MANAGEMENT

TOPIC: TALENT ACQUISITION

Submitted by:

Bhavya Sree D

3rd semester BBA LLB - B

Reg no. 45420341022

Submitted to:

Dr. Swarnalatha V

Assistant Professor of Commerce & Management

Submitted on: 13th January, 2022

 TABLE OF CONTENTS

PARTICULAR PAGE NO
DECLARATION 3
CERTIFICATE 4
ACKNOWLEDGEMENT 5
INTRODUCTION 6-8
RESEARCH QUESTIONS 8- 15
a. Research Questions 8-11
b. Research Questions 11-13
c. Research Questions 13-15
CONCLUSION 15
BIBILOGRAPHY 16

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 DECLARATION

I hereby declare that the Research Assignment No.1 titled Talent

Acquisition carried out under the guidance of Dr. Swarnalatha V is a
record of bona-fide research work undertaken by me in partial
fulfilment for the award of 5 Year B.B.A. LL.B. offered by Christ
Academy Institute of Law, Bengaluru. The said work is an authentic-
research and not submitted before any other University/Academic
Programs for the award of any other degrees.

Date: 13th January, 2022

Place: Christ Academy Institute of Law

Bangalore

Name of Student with Reg. No:

Bhavya Sree D

Reg no. 45420341022

3rd Semester B.B.A. LL.B.

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 CERTIFICATE

This is to certify that Bhavya Sree D, a student of 3rd Semester, Reg

no. 45420341022 has successfully completed the Research Assignment
No.1 on the topic Talent Acquisition under the guidance of Dr.
Swarnalatha V during the academic year 2021-22 in partial fulfilment
for the award of 5 Year B.B.A. LL. B offered by Christ Academy
Institute of Law, Bengaluru.

Date: 13th January, 2022

Place: Christ Academy Institute of Law, Bengaluru

Name and Designation of Faculty:

Dr. Swarnalatha V

Assistant Professor of Commerce & Management

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 ACKNOWLEDGEMENT

In the successful accomplishment of this research assignment, I am

indebted to my supervising guide Dr. Swarnalatha V who gave me
proper direction by apt corrections, suggestions and academic review
at every stage of research. I would also like to place on record my
gratitude to the Principal Rev. Fr. Prof. Dr. Davis Panadan whose
constant guidance and insistence on scientific research have nurtured
in me a sense of systematic inquiry in all academic writings. I am also
grateful to the Librarian of CAIL Mr. Jayaprakash for making
available plentiful library resources which has provided me deep
knowledge in the subject of study. My parents and good friends have
always stood by me in all academic endeavours and helpful in various
phases of the completion of this assignment. Last but never the least I
am forever indebted to God Almighty for providing me such
enriching opportunities of learning, further enabling me to be a better
person and reminding me to repose my complete faith and confidence
in divine blessings for success of anything in life.

Date: 13th January, 2022

Place: Christ Academy Institute of Law, Bengaluru

Name of the Student with Reg. No:

Bhavya Sree D (45420341022)

3rdSemester B.B.A L.L.B

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 INTRODUCTION

Talent acquisition refers to the process of identifying and acquiring skilled workers to meet
your organizational needs. The talent acquisition team is responsible for identifying, acquiring,
assessing, and hiring candidates to fill open positions within a company. Employer branding,
future resource planning, diversifying a company’s labor force, and developing a robust
candidate pipeline are the foundation of talent acquisition. In other words, it is a planned and
structured complex of actions the HR department must do to get the best employees.

Sometimes, the talent acquisition team is part of an organization’s Human Resources

department and sometimes, Talent Acquisition is its own department that works in coordination
with HR. The skill sets of effective talent acquisition professionals include sourcing strategies,
candidate assessment, compliance and hiring standards, and fluency in employment branding
practices and corporate hiring initiatives.

Statement of the problem:

The main focus of this paper is to clear up any misunderstanding about the meaning of talent
acquisition. It will also discuss about the challenges that will be faced and how to overcome
those obstacles.

Relevance of the study:

This study is relevant because it will help in becoming clear about the what talent acquisition
is and how it is different from recruitment. This will also help in better understanding the
various methods of talent acquisition. Understanding it well will be very helpful in acquiring
new talents and for overall successful operations and growth of any organization.

Literature Review:

The 21st century is an era of dynamic technological transformations, global mergers and
acquisitions, global talent acquisition and deployment etc. These sudden transitions in
employment patterns and the young and flexible workforce encourage extreme competition
among employers to attract and deploy the right talent. (Osborn, 2001). 1

1 Osborn, 2001.

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To analyze the nature of organizations, it is easy to categorize it to the segment they belong
to, (Westall and Chalkley, 2007 2) specified the sectoral memberships of voluntary
organizations and social organizations. Today’s organizations carry success stories based on
its talent management strategies. Recruitment is vital not just for developing human assets
but for key organizational survival (Taylor and Collins, 2000).3

A powerful vision and mission can become the weakest if not executed by the ‘right’ people.
Every organization requires the ‘right’ people to drive their endeavour to succeed. ‘Right’
people mean the talent which not only has the required skills and competencies but also which
fits into the organizational culture well. The worth of talent can be analysed by the difficulty
of finding it. (Ployhart, R. E., et al., 2018) 4

HR analytics can correlate volumes of data and give insights about employee satisfaction,
attrition, diversity and demographics of the existing workforce. An impressive Employee Value
Proposition can lead to retention of good talent and attraction of right talent. (Marler, J. H., &
Boudreau, J. W., 2017).

Objectives:

The objectives of the study are

▪ To find out about the difference between talent acquisition and recruitment
▪ To know about the process of talent acquisition
▪ To understand about the various methods through which talent acquisition takes place

Hypothesis:

The hypothesis of this study is that though both the words are many times used synonymously,
talent acquisition is different from recruitment. Also, various challenges arise during talent
acquisition process. These challenges are to be met so as to make best use of this process.

Research questions:

2 Westall and Chalkley, 2007

3 Taylor and Collins, 2000
4 (Ployhart, R. E., et al., 2018)

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The research questions are :

• A. What is talent acquisition? And how does it differ from recruitment?

B. What are the challenges faced? And how are they met?
• What is talent acquisition process?
• What are some of the methods of talent acquisition?

Research Methodology:

The research methodology used in this study is secondary research. Secondary research method
involves the usage of already existing data. I’ve gathered both qualitative and quantitative data
through various secondary sources like books, journals, articles and websites. The data collect
is of descriptive type i.e. information gathered without intervening in any experiments or
processes.

RESEARCH QUESTIONS

1. A. WHAT IS TALENT ACQUISITION? AND HOW DOES IT DIFFER FROM

RECRUITMENT?

Talent acquisition is often synonymous with recruitment or hiring. In reality, however, these
are two different things. A subset of Talent Acquisition is Recruiting, which includes the
activities of sourcing, screening, interviewing, assessing, selecting, and hiring.

Talent acquisition includes recruiting, but it is inclusive of other strategic elements like

• Talent Acquisition Planning and Strategy - This ensures businesses alignment with its
goals, examine workforce plans, requires an understanding of the labour markets, and
looks at global perspectives.
• Workforce Segmentation - It requires an understanding of the sectoral workforce
segments and positions within these sectors, as wells as the skills, competencies, and
experience necessary for success.
• Employment branding - It includes activities that help to reveal, articulate and
define a company’s image, organization’s culture, goodwill, reputation, and
products and services. Employment branding can help advance the market position

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 of organizations, attract quality candidates and illustrate what it is truly like to work
for that organization.
• Candidate Audiences - It calls for defining and understanding the audiences in
which an organization needs to source for specific roles. Different sourcing
strategies should be applied based on the understanding of the jobs and where
the target audiences will come from to fill them.
• Candidate Relationship management – This includes building a positive candidate
experience, managing candidate communities, and maintaining relationships for those
candidates who are not selected.
• Merits and Analytics - It is associated with continuous tracking and use of key
metrics to drive continuous improvement and to make better recruiting decisions,
to ultimately improve the quality of hire.

The principle of talent acquisition is to find specialists, leaders, and future executives with
regard to the long-term goals of the organization. This differs from recruitment, which aims
to meet the organization's immediate manpower needs. As a result, it tends to focus on long-
term human resource planning and finding suitable candidates for positions that require very
specific skill sets, unlike a traditional recruitment process that focuses on merely filling
vacancies.

1. B. WHAT ARE THE CHALLENGES FACED? AND HOW THEY ARE MET?

With the growing demands in Talent acquisition it involves varied challenges. Some of them
are:

▪ Globalization: An excessively mobile talent pool has also emerged as the key challenge
to hire the right talent and are also playing a key role in shaping the talent acquisition
landscape.
▪ Skill shortage: Talent acquisition strategies are particularly critical for companies
that face the greatest skill shortage. However, the best organizations across sectors are
projecting future needs and are always looking for the best talent due to its role
in achieving faster growth besides helping in finding the right talent in a short
period of time to lead that growth forward
▪ Competition: Growing competition for the right talent and at a lower cost within the
market has been stoking the evolution of talent acquisition across the globe.

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Organizations are using innovative strategies to win the battle for top talents. These firms
are taking steps to turn passive interest into active interest by nurturing candidates. Some
of these initiatives are going to be the standard for talent acquisition in the future and are
worth mentioning:

 Sourcing creatively: By using online recruitment methods which are cost effective and
time savers. Firms also opt for networking, coaching and constant dialogue with
candidates to build a strong pipeline of potential talent
 Open Market through Globalization : It has opened up new markets to source top
talent. Organization s are also leveraging their workforce smartly to meet the talent
gap by giving promotions and additional responsibilities to high performing
employees.
 Employee Feedback : Positive and encouraging employee feedback has always
been a powerful weapon for advertising and attracting talent. Acknowledging this,
organizations have made employee referral schemes as an effective medium of sourcing
talent.
 Social networking : Social networking has emerged as a powerful advertising
medium and this trend is here to stay. This has led to organizations building their
branding strategy around social media to reach out to its target candidates.
 Technology: Technology has become a big enabler in hiring talent from different
locations. Organizations are increasingly influencing cost effective technology like
video interviewing to reduce chances of impersonation.
 Follow Ups : Candidate engagement post hire has assumed importance due to its
role in ensuring the joining of select candidate to the organization. Realizing this,
recruiters go an extra mile by following up with the candidates after the offer
letter has been provided, guiding them through pre-joining formalities right through
the on-boarding process.
 Recruitment Process Outsourcing : Recruitment Process Outsourcing is another area
that is fast emerging as a preferred talent acquisition tool for firms looking to hire
talent in a cost effective way. It harmonises and centralises recruitment process,
thereby providing effective returns to business.
 ABC Strategy : To acquire the right talent firms are following an “Always Be
Cultivating (ABC)” strategy. As part of the strategy, firms are spending as much
time and effort attracting and retaining employees as it does on seeking and

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 keeping customers. The Company’s culture on social media is also increasingly being
promoted to build and attract talent.
 Crowd sourcing : Crowd sourcing, has newly developed as a new pattern for work
which includes the dispersed outsourcing of work during an ‘open call’ to any web user.
The word ‟crowd sourcing‟ is now useful to many places of mass cooperation’s and
matches

2. WHAT IS TALENT ACQUISITION PROCESS?

Talent acquisition includes the following five stages:

1. Developing a specific talent acquisition strategy:

Based upon each company’s situation, this necessitates TA strategists building an intimate
knowledge of the industry that the company serves, as well as the company’s ongoing
workforce needs. This is essential to understand where the company is on the market, who your
competitors are, and what their budget is, as well as think about the methods that work best
based on the budget of your company. Then, using the information collected, you need to come
up with an effective plan covering what needs and can be done, and where and how you will
find the talent you need to reach your goals.

2. Build Talent Pipelines:

As the acquisition of talent is a continuous process, a good talent acquisition strategy depends
on a steady stream of talent. And the only way to ensure that a constant flow of talent into the
organization is by building talent pipelines that you can tap on an ongoing basis. So, it is
important to create a talent pipeline and ensure that it works well at all levels from brand
awareness to hire. If something in the pipeline is broken or not working well, then you need to
make improvements accordingly.

3. Build strong Employer Branding

Corporate branding holds the key to successful Recruitment Marketing and Talent acquisition
in the end. A company’s brand often makes prospective candidates aware of who the
organization is, and what they have to offer. Without such awareness, talented individuals
won’t consider working for that company. Negative branding may even drive away any cursory

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interest that prospects may harbour to joining the team. Statistics available on the subject
confirm importance and impact of branding on the talent acquisition process. How a company
projects itself to prospective employees, and how potential candidates perceived it, might often
mean the difference between acquiring or losing talented individuals.

4. Talent relationship management:

Before an organization commences active recruitment, there is a need to “sell” the company to
talented individuals, as a good place to work in. Top-talent might be actively (or passively)
looking for new opportunities, but they are also conscious about what they want in terms of the
quality and reputation of new workplaces.

Recruitment Marketing is responsible for that initiative. It involves:

• Awareness: Selling the company. The first step in RM is to create awareness about an
organization, and the growth prospects it offers to its employees. Social Media
campaigns are a good tool to use in building such awareness.
• Consideration: Selling the opportunity. Participation in job fairs, engaging in social
media marketing, and holding frequent career counselling sessions – both off-line and
online – are great ways to convert casual awareness into active consideration.
• Interest: If a talented individual is seriously considering your company to make their
next career move, they’ll exhibit that in the form of active interest in specific job
openings you have available. Targeted job ads, industry-specific online bulletin boards
and social recruitment campaigns will help you to pique the interest of talent for your
postings.

5. Recruitment

It involves five states covering:

1. Candidate sourcing – where you actively scan potential pools of candidates;

2. Lead nurturing – which involves cultivating a pipeline of potential candidates;
3. Candidate selection – which is a process of short-listing prospective candidates to be
acquired;
4. Interviewing – where interactions with short-listed candidates result in final selection
decisions;

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 5. Onboarding – which is a process of assimilating selected candidates into the company.

One study puts the number of employee turnover, resulting from bad hiring decisions, at 80%.
41% percent of respondents to that study pegged the cost (to the organization) of bad hiring
decisions at $25,000, with some reporting it to be as high as $50,000. The key to successful
recruiting is to have well-thought-out procedures for each step in the process. And the key to
an effective talent acquisition process is seamless integration between recruitment marketing
and recruitment. Lessons learned from Stage-2 (recruitment) can translate into optimizing
various steps in Stage-1 (Recruitment Marketing), and vice versa.

3. WHAT ARE SOME OF THE METHODS OF TALENT ACQUISITION?

Talent managers generally make use of various methods to acquire new talent. Some of these
are mentioned below.

1. Directly hiring top talent within the industry

This involves approaching talented individuals, who may be currently employed by

competitors or in related (to your organization’s business) fields, and convincing them to join
your organization.

2. Referral program

This is the most effective way to get new talented employees, according to studies on the
subject – especially if you use the social networks of your existing employees. And one might
see why it is such a powerful tool. Not only do such programs benefit from the “multiplier
effect” (100 employees x 150 average social contacts = 15,000 referral potentials), but they
also take less time (29 days) on average to hire candidates than other sources, such as job
postings (39 days) and career sites (55 days).

3. Finding talented freelancers

Identifying freelancers and then actively pursuing them to join the organization. Typically,
such individuals may already have a contractor’s relationship with your company. You may
already be aware of the value they can add as an employee (versus a freelancer). They already
know a lot more about your company than most non-employees do. This strategy hinges on

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“selling” the idea of becoming an employee: permanency of employment, a broader array of
challenges, higher salary, better perquisites, greater prospects.

4. Creating an attractive internship program

Using internships to attract talented students, and hiring them after graduation. This strategy
banks building relationships with academic and professional learning institutions, receiving a
steady stream of undergraduate interns from those establishments, and rotating them through
various departments/work centres within the organization. The objective is to groom them as
potential (future) employees upon completion of their formal study programs.

5. Attracting people from other cities and/or countries

The level of education, and thereby the quality of available talent, in countries like India,
Bulgaria, Ukraine and Russia, presents a significant opportunity for talent acquisition
specialists to tap. It might be an effective strategy to set up offices in those jurisdictions (or
work through local affiliates) and find talented employees willing to relocate or even work
remotely. This is common practice in knowledge-industries like IT and Customer Services.

6. Attracting previous employees

Organizations lose talented employees all the time. However, not all such employees are
satisfied with their exit decision. Some may even have second thoughts. So, why not reach out
to such employees and cultivate them as a prospective talent to be rehired?

7. Attending job fairs, hackathons and different job market events

Increasingly, employees who are looking for career moves visit career events such as job fairs,
hackathons, workshops and career counselling sessions. Establishing regular presences at these
events, and hosting or sponsoring them frequently, is yet another way to acquire sought-after
talent for your organization.

8. Spotting internal talent and grooming them for future roles

In large organizations, that have a “look from within first” staffing policy, this strategy is the
predominant way to acquire new talent. The strategy includes encouraging existing employees,

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who may either already be in subordinate positions or performing tangential roles, to take on
additional responsibilities that may ultimately lead them to fill higher-level positions.

9. Creating temporary positions for prospective future roles

This talent acquisition strategy works well in evolving organizations, or companies undergoing
extensive transformation or restructuring. As company management map out the future
leadership structure, they staff temporary (new) roles – either with external candidates or
existing employees – and cultivate and monitor for “good fit”.

CONCLUSION

Successful talent acquisition is arguably one of the most important drivers of a business’s
success. So, Talent acquisition is one of the most important and critical functions of HR. Of all
the different disciplines that come under HR’s remit, Talent Acquisition has probably
experienced the most disruptive change in recent years. Social media have made talent
acquisition easy as well as very difficult. Organizations are prudently using social network to
attract candidates and aid the recruitment process. Social media on mobile creates a vast
network for recruiting firms helping them reach a potentially very large and varied audience.
Filling open positions can only result in hiring mediocre and terrible candidates. Only an
effective talent acquisition strategy with a long-term view can result in right talent at the right
time.5.

I would like to conclude by saying that talent acquisition is something that you need to be
talented at so you can find the right people. People have unique talents. It depends on them
whether to put their talents to good use. Ideally, they must build and nurture their skills to their
benefit. Most of these people are in the workforce, always putting their craft to good use and
honing their talents further to pave them for better professional opportunities. As a business
owner, these highly motivated and driven people are who you should hire for your company.
Recruiting leaders and achievers who will make a profound positive effect in your business is
something that you must seriously invest in.

5 Bonet, R., & Hamori, M. 2017

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 BIBLIOGRAPHY

Talent Acquisition: A Full Guide Posted by Erik Vulpen https://www.aihr.com/blog/talent-

acquisition/

Talent Acquisition: It’s evolving Pattern; Gopa Das, Assistant Professor; Sinhgad Institute of
Management, SIOM Pune, India. http://research-advances.org/index.php/RAJMSS

UNDERSTANDING RELATIONSHIP BETWEENTALENT ACQUISITION,

COMPETENCYMAPPING AND PERFORMANCEMANAGEMENT AND APPRAISAL

Sheeba Ramola Research Scholar, Indian Institute of Technology Roorkee,Roorkee,

Uttarakhand, India; Santosh Rangnekar Professor, Department of Management Studies, Indian
Institute of Technology Roorkee,Roorkee, Uttarakhand, India

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