CHAPTER 1: Introduction

Talent acquisition, defined as the process of discovering and obtaining competent people to match
the demands of your business, has been around for far longer than you would believe. The
profession's earliest forms stretch back to 2,000 BCE.

The History of Talent Acquisition

The Age of Empires

Early talent acquisition initiatives were frequently headed by the government, as they were the
employers with the most authority and influence. During the Song Dynasty's control of China (960–
1279), residents might take a series of official examinations to enter the government's civil service.
The exams were more difficult than virtually any modern test, with a passing rate of barely 1%.

The Greeks and Romans, like China, used early talent acquisition tactics for different purpose. With
a greater demand for troops and military strength, both the Romans and the Greeks dispatched
recruiters to attract and select potential recruits. Julius Caesar, in fact, instituted one of the first
employee referral schemes. Recruiting others earned up to a third of a year's salary.

Recruitment Marketing Over Time

Recruitment marketing can best be viewed historically through the lens of the military as it is well
documented and preserved.

WW1- WW1 During the First World War, there was a major drive for recruiting. Posters were one
of the most visible ways that the different powers recruited. For most people, the picture of Uncle
Sam raising his finger and proudly stating, "I want you," comes to mind.

In reality, this is one of the most common types of early military recruiting. Early military
recruiting was primarily concerned with the individual and what they could offer their country. 

WW2- Many of the same marketing strategies were used in WW2 as they were in WW1. Posters
depicting Uncle Sam daring young men to fight by staring directly into the frame have become
quite popular. We also observe a rise in angry patriotism, with posters encouraging Irishmen to
battle to avenge the Lusitania.

Recruitment is experiencing a transformation, which is being driven by technology and automation.

When you recruit at scale, you are sure to face difficulties such as talent sourcing and screening.
The increased need for recruiting services has boosted the popularity of artificial intelligence (AI),
machine learning (ML), and robotic process automation (RPA) (RPA). All three have a significant
influence on the employment process. Here are five examples of how sophisticated technology is
changing the recruitment landscape:

Sourcing Candidates

Index
Chapter Contents Pg. no.

1 Abstract 6

2 Introduction 7-10

3 Review of literature 11-14

4 Research of mythology 15

5 Data analysis 16-27

6 Outcomes 28

7 Conclusion 29

8 Recommendations 30

9 References 31

Abstract
The coronavirus pandemic has drastically damaged the planet. Going out to eat, going to work, and
even seeing friends will never be the same again. In the last several months, the globe has witnessed
a seismic change. As a result, it is not unexpected that COVID-19 has revolutionised the way
individuals seek employment and how businesses look for new personnel. People are increasingly
looking to technology to find the best match for them.

According to Gartner polls in mid-late 2021, 48% of employees will seek to work remotely "at least
part-time" following COVID-19, up from 30% before the pandemic. 
As more possibilities become available, over 70% of workers in the United States say they are more
inclined to quit their present employer for a better opportunity. 
94% of employees anticipate work-life balance to be a substantial component of their overall
remuneration, including remote work and flexible hours to accommodate childcare and health
demands. In their employment experience, 56% of questioned employees evaluated workplace
culture higher than compensation and perks. 
These statistics indicate that talent acquisition experts must alter their recruitment strategy.
Companies should look for employees who have a strong work ethic and fit into the corporate
culture rather than just looking for people who are skilled in their field. 

"Recruiting & Selection" because the industry's recruitment and selection practises have changed
dramatically. Human resources are in charge of giving birth to human embalmers. The essential
function of an organisation is recruitment and selection, because the organisation does not want to
be a terrible recruiter by picking people who have the potential to harm the organization's long-
earned goodwill or corporate image while also incurring high recruiting expenses. The process of
attracting, screening, and choosing competent candidates for a position at an organisation or
corporation is referred to as recruitment.

The primary goal of the recruiting process is to speed up the selection process. Selection, on the
other hand, is the process of selecting people with the necessary qualities to fill positions in a
company. The goal of selection is to locate the most qualified candidate who will best fulfil the
requirements of the job in an organisation and to determine which job application will be successful
if employed.

However, recruitment is an important aspect of a company's human resource strategy and

competitiveness.

Researchers also used a few research instruments in the study, such as a questionnaire and an
interview approach to gather responses from respondents, and then evaluated the data using
columnar, bar, and pie charts.

However, I encountered a few restrictions, including a sample size limitation, a time constraint, and
respondents who did not take the questionnaire approach seriously and were thus hesitant to answer
the questions.

CHAPTER 1: Introduction
Talent acquisition, defined as the process of discovering and obtaining competent people to match
the demands of your business, has been around for far longer than you would believe. The
profession's earliest forms stretch back to 2,000 BCE.

The History of Talent Acquisition

The Age of Empires

Early talent acquisition initiatives were frequently headed by the government, as they were the
employers with the most authority and influence. During the Song Dynasty's control of China (960–
1279), residents might take a series of official examinations to enter the government's civil service.
The exams were more difficult than virtually any modern test, with a passing rate of barely 1%.

The Greeks and Romans, like China, used early talent acquisition tactics for different purpose. With
a greater demand for troops and military strength, both the Romans and the Greeks dispatched
recruiters to attract and select potential recruits. Julius Caesar, in fact, instituted one of the first
employee referral schemes. Recruiting others earned up to a third of a year's salary.

Recruitment Marketing Over Time

Recruitment marketing can best be viewed historically through the lens of the military as it is well
documented and preserved.

WW1- WW1 During the First World War, there was a major drive for recruiting. Posters were one
of the most visible ways that the different powers recruited. For most people, the picture of Uncle
Sam raising his finger and proudly stating, "I want you," comes to mind.

In reality, this is one of the most common types of early military recruiting. Early military
recruiting was primarily concerned with the individual and what they could offer their country. 

WW2- Many of the same marketing strategies were used in WW2 as they were in WW1. Posters
depicting Uncle Sam daring young men to fight by staring directly into the frame have become
quite popular. We also observe a rise in angry patriotism, with posters encouraging Irishmen to
battle to avenge the Lusitania.

Recruitment is experiencing a transformation, which is being driven by technology and automation.

When you recruit at scale, you are sure to face difficulties such as talent sourcing and screening.
The increased need for recruiting services has boosted the popularity of artificial intelligence (AI),
machine learning (ML), and robotic process automation (RPA) (RPA). All three have a significant
influence on the employment process. Here are five examples of how sophisticated technology is
changing the recruitment landscape:

Sourcing Candidates
Finding great talent begins with identifying possible applicants. Despite knowing where to look for
these people, manually recruiting them is a difficult and time-consuming operation. Technology
has altered the employment process from the start. AI streamlines sourcing processes by bringing
in talent from numerous sources and cutting down the list by recognising possible fits more
quickly. You are no longer need to search several employment boards or promote online. Hours of
work have been replaced by a few mouse clicks.

Screening of Candidates 
With the recruiting volume predicted to rise with COVID-19, while recruitment teams retain the
same size or shrink, interest in automation grows. AI and machine learning address this problem by
allowing you to sift through resumes quicker than a person can and pick out unqualified candidates.
Furthermore, an AI-powered chatbot simplifies screening by guiding all of your shortlisted
candidates through a preset sequence of questions that pre-screens them for the post.

Candidate Evaluation 
Previously, the recruiting business had to manually evaluate each prospect that contacted them for a
position. It's no wonder that AI is now shaping them as well. The first step toward AI was made in
the 1990s, when paper-based versions of tests were converted to computers with automated scoring
and reporting. AI is now being utilised to produce novel exam questions for candidates as well as
analyse their ability to perform job obligations. It enables talent teams to perform more consistent
and objective assessments of candidates, ensuring that only the best are hired.

Scheduling Interviews 
Calling an applicant in the midst of their present job is inconvenient, and arguing over "what time
works for you" is a dreadful waste of time. Interview scheduling may be completed quickly thanks
to automation. It has made it simple for recruiters to invite prospects to pick a time window and
book an interview. Recruiters may now concentrate their efforts on the actual interview rather than
the scheduling.

Hiring and Recruitment Trends Following COVID 

The COVID-19 epidemic caused various changes in the economy, but one of the most significant
was on job seekers and employment processes. Consider the following statistics on the changing
work market:

According to Gartner polls in mid-late 2021, 48% of employees will seek to work remotely "at least
part-time" following COVID-19, up from 30% before the pandemic. 
As more possibilities become available, over 70% of workers in the United States say they are more
inclined to quit their present employer for a better opportunity. 
94% of employees anticipate work-life balance to be a substantial component of their overall
remuneration, including remote work and flexible hours to accommodate childcare and health
demands. In their employment experience, 56% of questioned employees evaluated workplace
culture higher than compensation and perks. 
These statistics indicate that talent acquisition experts must alter their recruitment strategy.
Companies should look for employees who have a strong work ethic and fit into the corporate
culture rather than just looking for people who are skilled in their field. 

Talent acquisition in today's workforce will only become more crucial when the COVID epidemic
subsides, but there are methods to ensure you stay competitive. With these guidelines in mind, you
can create a solid and comprehensive talent acquisition plan that will assist you in finding the best
personnel available.

Recently, there have been substantial changes in the recruiting sector. New technologies and
advanced recruitment practises have undoubtedly played a role, and this disruption shows no signs
of abating as we enter the new decade. Let us imagine how progress and social aptitude will
influence 2020 and beyond. Various technology players currently enable recruiters to find the best
candidates for a position based on a variety of criteria such as geography, previous experience,
education, and relationship networks. Predictive analytics and recommender systems take this a step
further by providing recruiters with new information. These algorithms may create selected lists of
individuals who are most suited for the position at hand, as well as reveal people who are not
actively looking for new possibilities.

How Will the Gig Economy Affect HR in 2020 and Beyond?

As we approach a new decade, company executives that do not understand self-employment trends
will do so at their peril. Gig workers currently perform more than 60% of all jobs. The gig
workforce will grow as more people seek self-employment, both out of necessity and choice, and
firms opt to hire more employees who are not on the balance sheet. With the development of gig
labour, the focus for HR will be on developing solutions to integrate the talent lifecycle across all
jobs in your organisation.
Talent acquisition is always developing to address the demands of shifting employment markets
and incorporate new technology. Talent acquisition and recruiting have changed rapidly and
profoundly in recent years to reflect shifting economic realities, a more complicated and
competitive market, and the advent of the internet. Talent acquisition is no longer the same as it was
in the 1990s and 2000s, and this rapid transformation is likely to continue in the face of lightning-
fast innovation. This essay, based on Novotus co-founder Jimmy Taylor's RPOA webinar
"Attracting The Talent Your Organization Needs," discusses how personnel acquisition has
changed over the years to achieve its ongoing goal of identifying the greatest talent for your
organisation.

Changes in Recruiting in Response to Technology

Talent acquisition has become a more complicated and challenging procedure. Recruiting used to
be done through newspaper advertisements, employee referrals, and phone calls. Recruiters would
have a list of possible applicants and places to find them. This method has been rendered obsolete
by the internet. The ability to contact a large number of people in seconds resulted in a dizzying
array of methods for finding employment opportunities. Social media, online job boards, corporate
websites, and internet search capabilities have all added to the complexity of the recruiter's work.

The following methods dominate, with the most popular first: job boards, internal candidates,
employee referrals, the company website, professional networking sites, agencies and third-party
recruiters, search aggregators, college recruiting, and print and newspaper ads, according to a study
conducted by Deloitte & Touche. Print and newspaper advertising are the least likely to be used of
the methods analysed by Deloitte, and three of the top five (job boards, corporate websites, and
networking sites) are handled online. Using the internet as part of your talent acquisition plan is not
optional, and any approach that does not do so will be ineffective.

Changes in Recruiting in Response to Economic Conditions

Talent acquisition changes not just to take advantage of new technology but also to reflect changing
economic conditions and personnel markets. This is especially important now, as we transition from
an oversupply of talent to a scarcity of skills in a variety of industries. Because of the recession,
high unemployment, and a scarcity of open positions, talent acquisition strategies and procedures
were first focused on picking top talent from a large pool of candidates rather than finding and
luring top talent. However, when the economy improves and unemployment falls, these techniques
become obsolete. Furthermore, the labour market is changing as baby boomers retire and the
millennial generation enters the workforce. Because the retiring generation is substantially bigger
than subsequent generations, the employment pool will shrink, resulting in a more competitive
market for talent acquisition.

Changes in Recruiting in Response to Big Data

Finally, growing talent acquisition complexity and more advanced technologies have contributed to
a new, data-driven approach to talent acquisition. To ensure that recruitment resources are allocated
efficiently, each technique of finding talent must be reviewed and monitored. Companies will come
to anticipate and demand integrated talent solutions with extremely demonstrable results over the
next several years. New tools and resources will enable recruiters to discover the most successful
pathways for attracting top talent and where to focus their efforts most effectively.
Talent acquisition has changed tremendously in the previous ten to fifteen years, and it will
continue to change to meet today's shifting demands. While embracing new technology and ideas is
critical, being adaptable is the best way to stay relevant in the face of change. Recognize changes as
they occur and adjust your viewpoint and processes to match the new reality. Continuing talent
acquisition techniques designed for a market that no longer exists will not yield the same results as
a process matched to the present market. The greatest method to ensure recruitment success is to
evolve with the talent acquisition industry as it develops.

CHAPTER 2: Literature review

Employers use talent acquisition to find, track, and interview job prospects as well as onboard and
train new workers. It is often handled by the human resources (HR) department. 
Talent acquisition frequently consists of independent software or modules inside bigger human
capital management systems that aid in the automation of the recruiting and hiring cycle. This
software category's products are frequently referred to as recruiting management systems. 
Talent acquisition is frequently viewed as a strategic solution to the early phases of talent
management, the process through which businesses hire, deploy, train, and evaluate employee
performance and remuneration.
Why is talent acquisition important?
Finding and acquiring the proper people is an important factor of every organization's business
strategy, and it directly influences the company's future performance. Without the correct workers,
a company is likely to struggle with low productivity, poor decision-making, and unmotivated
employees. In a competitive market, these variables make it difficult for a company to remain
steady. 
Furthermore, talent acquisition is proactive. A talent acquisition team evaluates the potential
employee's career path inside the firm rather than merely selecting a candidate to fill a current
position. As a result, talent acquisition ensures that the company selects people who have the
potential to become managers and senior executives inside the firm.

As a result, talent acquisition becomes less concerned with filling existing positions and more
concerned with developing a long-term strategic strategy for future job opportunities.

An good talent acquisition strategy also minimises risk throughout the organisation by lowering the
likelihood of a failed hiring. This, in turn, saves time and money that would otherwise be spent on
training inexperienced employees, while also increasing production

Talent acquisition strategy

Talent acquisition processes often incorporate six steps:

1. lead generation and sourcing

2. Recruiting
3. Interviews and assessments
4. Reference checking
5. Final hiring decisions
6. Onboarding
Teams can select from a number of different talent acquisition techniques. Some popular instances
are as follows:

Create a powerful brand. Make sure the company's website, culture, and social media accounts are
appealing to both customers and potential employees. HR, marketing, and communications
departments are frequently in charge of branding. It can be a significant draw for the most skilled
prospects.
Job descriptions should be as thorough as feasible. Candidate specifications should be detailed,
defining exactly who the ideal candidate is. This increases the chances of the corporation finding
what it is seeking for. 
Increase the company's reach. Diverse skill sets and jobs require different techniques for
recruiting personnel for talent acquisition teams. Rather than using general-purpose employment
sites such as LinkedIn or Monster, the firm should use specialist job boards, networking events, and
academic programmes. Once the best approaches have been identified, teams should concentrate on
establishing connections with the top talent in each group. This will broaden the pool of possible
applicants as well as raise employer brand recognition, making it simpler to recruit fresh candidates
in the future.
Improve acquisition by using data analytics. Because creating a great candidate experience and
influencing prospects to join the organisation is just as vital as encouraging customers to buy
offered products or services, talent acquisition may be considered like a marketing campaign. Data
analytics can tell where the firm's top talent originated from, whether certain questions are deterring
prospects from finishing applications, and whether including a video about the corporate culture
may improve application submissions. Overall, data analytics assists in ensuring that all listed job
descriptions and career sites attract the correct sorts of people to the organisation.

Software for talent acquisition 

Employers, including big, medium, and small businesses, as well as charities and government
organisations, can pick from a number of talent acquisition technologies when automating the
recruiting process. 
Some businesses use talent management packages like Oracle Taleo Cloud. These systems usually
deliver talent acquisition, performance management, compensation management, and learning
management modules via software as a service (SaaS) platforms.

SAP, with its Success Factors software, is another major personnel management provider, as are
IBM Kenexa, Cornerstone OnDemand, SilkRoad, and UKG (formerly Ultimate Software and
Kronos). Many smaller vendors and startups also provide integrated talent management solutions.

Employers may also utilise specific talent acquisition or recruitment software from companies like
Recruitee, JazzHR, and MightyRecruiter.

Job posting sites 

Another alternative for acquiring talent is to use job boards, also known as job markets, such as
SimplyHired, ZipRecruiter, and Indeed, where companies list open positions. Monster and
Glassdoor are two long-standing players in this space. 
At least one vendor, Hired, reverses the process by offering job-board-like services where job
applicants may accept interview offers from companies. 
Furthermore, major social media and technology giants, such as LinkedIn and Google, have
significant job-matching, business networking, and job-search options. These sites are increasingly
being used by talent acquisition professionals and recruiters as part of a social media recruiting
strategy.

Onboarding
After a candidate is hired and becomes an employee, organisations have digital alternatives to the
conventional paper-based post-hiring process, which is sometimes referred to as onboarding, the
next significant stage in talent acquisition. 
Employee onboarding includes online benefits enrollment, welcome emails and team introductions,
as well as enrollment in employee engagement and wellness initiatives. 
Onboarding capabilities are provided by major HR technology companies such as Cornerstone
OnDemand, Oracle, and SAP, as well as smaller HCM suite suppliers such as Zenefits and Namely,
as well as ERP vendors such as NetSuite.

Talent acquisition vs. recruitment

While both talent acquisition and recruiting have the same purpose of filling unfilled positions, they
differ in several ways.  The main distinction is that recruiting focuses on the present moment inside
the firm, whereas talent acquisition focuses on the company's future.  

In other words, recruiting is primarily concerned with swiftly filling an unfilled job, whereas talent
acquisition considers the company's goals and takes the time to locate the qualified applicant who
best meets the business needs. To get this broader view, talent acquisition teams examine
prospective workers' existing talents as well as their possible future growth and function within the
business culture.

While both talent acquisition and recruitment aim to fill open positions, they differ in numerous
respects. The primary contrast is that recruitment focuses on the present moment inside the
organisation, whereas talent acquisition focuses on the future of the company.

In other words, recruitment is focused on quickly filling an open position, whereas talent
acquisition examines the company's goals and takes the time to find the qualified candidate who
best matches the business needs. To gain a fuller picture, talent acquisition teams look at
prospective employees' current skills as well as their potential future growth and role within the
corporate culture.

Other minor discrepancies stem from this major divergence. These are their names:Talent
acquisition often needs far more time and strategy than recruiting.Metrics and data analytics are
used in talent acquisition to optimise the recruitment process and create better, more informed
hiring decisions.

Teams must grasp the many positions and sectors within a firm, as well as the talents and
experience required to thrive in each. These particulars are less important in recruiting.

Talent acquisition takes more time than determining the best places to look for talent for certain
professions and then developing relationships with individuals in each of these areas. Recruiting is
more likely to utilise a general-purpose job search site and spends less time managing relationships
with potential or prior prospects.

Finally, although recruiting is a reactive and linear process, talent acquisition is cyclical and
deliberate. Recruitment is concerned with satisfying a present need, whereas talent acquisition is
concerned with building a talent pipeline in preparation for future demands.
CHAPTER 3: RESEARCH METHODOLOGY
Problem Identification :-

The purpose of this report was to outline talent management difficulties and priorities during the
worldwide COVID-19 epidemic. The study looked for statistically significant links between the
size of the talent recruiting and selection processes over the previous year. The changes in corporate
management and structure that occurred during the COVID-19 epidemic were taken into account.
Furthermore, the article sought statistically significant correlations between the money allotted to
talent management and the search for suitable individuals throughout the previous year.
Research Objective:-
 To investigate applicants' perceptions of the interview process through consulting during
COVID-19.
 To investigate the difficulties encountered by applicants throughout the interview process
at COVID-19.
 To determine whether or not organisations are offering candidates with the appropriate job
description.
  
Data Collection:-  
 
1. Secondary data
Secondary data are originally collected by someone else for the same, similar, or different purpose. They can
be collected faster. It is advisable to check comp ability, correctness and obsolescence risk for secondary
data. The sources of secondary data can be as follows:
● Other researches
● Different reports
● Articles
● Website
 
2.  Primary data
Primary data are collected by researchers for the purpose of same research. Primary data are tailor made data
collected exclusively for the purpose of research. The primary data for this research has been collected by
making a structured questionnaire in reference to the objectives set.
For my research, I have chosen a field survey as I had to complete my research belonging to INDIA. Survey
can be classified in to various classifications:
● Personal survey
● Electronic / internet survey
From the above classification I have chosen a internet survey because it is a very useful and accurate method
for our survey.

CHAPTER 4: DATA ANALYSIS

Question 1:
What is your age?
Interpretation: The replies were mostly submitted by those between the ages of 23
and 27, with 59.4%, followed by 37.5% in the 18-22 age group, 3.1% in the 28-32
age group, and 0% of people beyond the age of 32.

Question 2:

What is your gender?

 Gender

Female

Male

0 10 20 30 40 50 60 70

Gender

Interpretation: Male members provided the bulk of replies (61.5%), followed by

female members (38.5%).

Question 3:
Interpretation: There are 66.7% of candidates who were not hired through any
consultancy firm; they applied directly through the company websites, with
references, or in other ways, followed by 24% who were hired through any consultant
firm, and 9.4% who are unsure whether they were hired through any consultant firm
or in other ways.

Question 4:
Interpretation: There were 12 sites via which candidates obtained jobs out of 96
answers, and they are as follows: Candidates were hired through LinkedIn in 82.3%
of cases, Nukari.com in 63.5% of cases, Indeed in 30.2% of cases, and Monster.com
in 12.5% of cases. 9.4% via Talentsjob.in and 8.3% via any consultancy business. As
a result, the majority of candidates prefer LinkedIn over consulting businesses.
Question 5:

Interpretation: It is evident that 29 of the replies worked in consulting firms, 24 in

FMCG, and so on.

Question 6:
Interpretation: 43.8% of applicants have conducted video interviews. 57.4% have
conducted telephone interviews, with the majority (78.1%) conducting face-to-face
interviews prior to Covid-19.

Question 7:
Interpretation: There were 68.8% of persons who liked their organization's recruiting
and selection policy and 31.3% who didn't like their organization's recruitment and
selection policy.

Question 8:
Interpretation:There were 81.3% of people who said the salary was clearly
communicated to them before joining the organisation, indicating that most
companies are honest about what they say and what they actually do, particularly
with regard to the salary, but there were 18.8% of candidates who said the salary was
not clearly communicated to them, indicating that there are still some organisations
that do not pay most of the companies are honest about what they say and what they
actually do, especially with regard to the salary.

Question 9:
Interpretation: There are 65.6% of respondents who indicate that the firm completed a
thorough job analysis, 9.4% who say that the job analysis was incomplete, and 25%
who say they have dealt with both circumstances.

Question 10:
Interpretation: There are 85.4% of applicants who indicate that their job
responsibilities and job descriptions were clearly given to them before joining the
business, but there are still a few organisations that do not fully disclose the JD & JR,
indicating that the company does not act with complete ethics.

Question 11:
Interpretation: Organizations increasingly value both technical and soft talents.
According to the responses, 84.4 percent of firms search for communication abilities,
which are in high demand nowadays. Because of the changing circumstances of
COVID-19, 59.4% of candidates believe technical skills are necessary. Python, R,
Artificial Intelligence, Machine Learning, and other programming languages are
examples.

Question 12:
Interpretation: A majority of 49% of candidates believe their organization's selection
policy is excellent. Only 1% believe that their organization's selection policy is really
poor.

CHAPTER 5: OUTCOMES
Researchers believe that respondents who consent to internal recruitment are content with their
work because internal recruitment allows them to advance in their careers. Companies should take
care of those who assist with external recruiting since it incurs additional costs for the firm.
Companies should consider including the dead employee's dependents since it will improve the
company's image with regard to the consultancy firm. Respondents who agree to the promotion
indicate that they are content with their jobs since it rewards and recognises their hard work.

Companies should consider including the dead employee's dependents since it would improve the
company's reputation. Respondents who consent to employee recommendations indicate that the
firm has total trust in the employees. Companies should also take note of unsolicited candidates that
mention the consultancy company. Respondents should also be aware of the right job description
and job responsibilities before joining the business, particularly if they are working with a
consultancy firm, and they should have more faith in the company in terms of wage packages and
job descriptions. Companies should also pay attention to following the decentralised approach since
it allows the organisation to develop while relieving strain on the top level management.

Companies should thus pay attention to those employees who are opposed to the usage of academic
marks and understand why they are opposed to the company's recruiting approach.  Candidates
exploited their competences to the fullest during COVID and expect to be rewarded, recognised,
and provided with emotional well-being strategies in order to remain motivated and productive.

CONCLUSION:-

The volatility of the last year and a half makes forecasting what the following years (or even
months) will bring challenging. There are, however, a few things we do know. We are certain that
increased acceptance of remote and hybrid work will continue to extend our talent pools in novel
and interesting ways. We know that digital firms will continue to grow their services for the HR
market—and that we'll need to maintain a healthy scepticism about which platforms will truly
benefit our workers and talent management systems.

We also know that how our businesses manage this complicated juncture in the employee
experience will impact our employer brand for years to come. How are we assisting our staff in
making the move to totally remote or hybrid work? What employee engagement measures have we
implemented to guarantee that we are hearing and reacting to the needs of our employees?

Whether via reporting, word of mouth, or websites like Glassdoor, information about what it's like
to work at our company spreads. And, in a talent market dominated by candidates, a well-crafted
employer brand supported by our employee experience and recruiting procedures will be our most
critical competitive edge in attracting and maintaining the excellent individuals who will fuel our
organization's long-term success.

CHAPTER 6: RECOMMENDATIONS
Talent Acquisition Strategy Talent acquisition specialists must be persistent
and resilient in their pursuit of top talent in order to be successful. They must market
the company's positions to qualified applicants as well as qualified candidates to the
company's stakeholders. Although this might be quite tough, having a good talent
acquisition plan can surely assist in meeting the company’s HR goals.

1. Set Business Goals

Companies must begin by establishing their company objectives over the next one to five years.
To fulfil the business objectives, the talent acquisition strategy must be structured around those
aims. As previously said, whereas recruiting focuses on filling currently available vacant jobs,
talent acquisition considers how a business aims to develop in the long term in order to identify
the ideal individuals to assist it in getting there.

2. Use a Data-Driven Approach

A data-driven approach is essential for ensuring the efficiency and success of talent acquisition.
Selling a company's positions to candidates is the same as selling things to customers. As a result,
talent acquisition must work similarly to a marketing campaign. The use of data surely improves the
talent acquisition approach. How? Data may be utilised to determine where a company's best talent
originates from, and this information can be used to direct talent acquisition efforts toward the most
effective sources.

Using data also enables HR teams to determine which job descriptions, career pages, and emails
perform best and reproduce them.  Moreover, data allows understanding if a certain question on a
job form is preventing prospects from finishing their application, or whether utilising business films
draws more candidates, etc.  Finally, data allows for the optimization of the talent acquisition
process.

3. Increase Outreach
To find varied professional profiles and skill sets, talent acquisition experts must broaden their
sourcing techniques and employ various methods of outreach. Diversifying the sourcing technique
needs them to discover the ideal area to hunt for specialised abilities, such as specialised job boards
or networking sector events and conferences, rather than merely comb through LinkedIn. 
When it comes to sourcing, HR technology may be an invaluable ally. Using recruiting software
that allows you to automatically post your job vacancies on several job boards and on social media
will help you find the top candidates.

4. Improve the Employer Brand

Employer branding is essential for developing a talent acquisition strategy. It cannot be effective
unless it is supported by a strong employer brand. According to LinkedIn, 80% of talent executives
feel that an employer's brand has a substantial influence on their ability to acquire excellent people.
Typically, the most qualified individuals receive many employment offers. To select which one to
accept, they evaluate organisations to see which has the best culture and is overall more enticing.
As a result, developing an exceptional employer brand is critical for attracting top personnel and
achieving long-term success.

References :
 https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/
2021-recruiting-trends-shaped-by-covid-19.aspx

 https://www.peoplematters.in/article/talent-acquisition/covid-19-has-
changed-the-hiring-process-forever-26598
 https://www.smartrecruiters.com/blog/a-concise-history-of-talent-acquisition/
 https://bersinacademy.com/blog/2021/09/pandemic-changed-talent-
acquisition
 https://www.manatal.com/blog/talent-acquisition-strategies-post-covid
 https://www.researchgate.net/publication/
348621318_A_Study_on_Perception_of_Candidates_on_Interview_Process_
through_Consultancies_in_Time_of_COVID-19
 https://www.researchgate.net/publication/
353064892_Challenges_and_priorities_in_talent_management_during_the_gl
obal_pandemic_caused_by_COVID-19
 https://www.techtarget.com/searchhrsoftware/definition/talent-acquisition