RECRUITING

TALENTS
 INTERNAL TALENTS

It is not enough to have development programs such as career

plans if at the time of opening an internal vacancy loyalty is
not shown.

Internal promotions require a higher level of professionalism

from the talent manager, everything should be carried out
among those involved based on the internal movement policy.

Promotions must be transparent at the beginning of the

publication of the vacancy
 STEPS FOR INTERNAL PROMOTIONS

JOB PUBLICATION EVALUATION &

VACANCY DESCRIPTION BY OFFICIAL PSYCHOMETRIC
UPDATE MEDIA TESTING

CANDIDATE
SELECTION

INCORPORATION
TO NEW JOB
• Under no circumstances can the steps established
internally be skipped.
• If you don´t have a procedure, before a promotion
design a work methodology and align with it. Failing
to comply credibility would be at stake.
• The application of evaluations, exams, and tests have
to be done with the same rigor as during external
recruitment.
• When the candidate has been chosen, contact each of
the internal candidates and provide them with clear
and timely feedback on their results. The justification
and evidence are presented by the internal client
 INTERNAL PROMOTION WHERE NO
OTHER CANDIDATES ARE COMPETING

JOB ID THE POOL OF EVALUATION &

VACANCY DESCRIPTION PEOPLE WITH PSYCHOMETRIC
UPDATE CAREER PLANS TESTING

DESIGN OF
TRAINING PLANS

INTERNAL
MENTORING
Tests or evaluation of knowledge,
skills, and competencies
Competencies are the core axis in the application of any
evaluation tool.
For internal candidates it would suffice to show said
competency in development.
• Having spent time in the same position, possibly not to
master the skills as requested in the job description.
• Development plans are designed in these cases, but these
depend on said results.
Competency is a word linked to common sense and used
to describe a qualified person who can do something
specific.

When we speak of competencies, we speak of domain

dimensions and specific activities to measure, that is, the
clearer the competency, the better the measurement
instrument (parameter); each position, area, unit, and level
of the organization requires certain individual
competencies for the organization to be successful
(Chiavenato, 2020).
COMPETENCIES AND
THEIR LEVELS
Competency-based interviews

There are different types of interviews, such as

structured, semi-structured, and open. Each of them
has its advantages and disadvantages.
This specific method helps us to identify Competencies
demonstrated by asking questions about past behaviors
to predict future behaviors.
Example: tell me about a time when you
demonstrated leadership
Once the interview is done, it is determined if the candidate shows any of
the following levels of mastery.
• Level 1: the person is competent enough to perform routine activities.
• Level 2: the person is competent and knowledgeable enough to carry out the
activities with relative autonomy.
• Level 3: the person is competent enough to perform a wide range of activities
related to their role, including the most complex and non-routinary ones.
• Level 4: the person is competent enough to perform all kinds of activities
related to their role in different contexts.
• Level 5: the person has level four competency and sufficient training to analyze
and diagnose the situation.

Decision-makers or internal clients need to be trained to interview

under this technique.
 EXTERNAL TALENTS
The dynamics of recruiting talent are very similar to that
of the economic market.
When the labor market is in a supply situation, that is,
when job opportunities are greater than demand,
organizations find themselves facing a scarce and difficult
resource, people are insufficient to fill vacant positions.
When the labor market is in a situation of demand, that is,
when the job opportunities are less than the offer, the
organizations are faced with an easy and abundant
resource, which means that many people compete for jobs
in the market (Chiavenato, 2020).
 SELECTION FILTERS

• Before the recruitment process begins, JOB

DESCRIPTIONS must be updated in terms of:
• Functions
• Requirements
• Compensation

Selection filters help track the characteristics of some people

through samples of their behaviors (Chiavenato, 2020)
 TYPES OF TESTS APPLIED

Psychological: standardized and reliable and demonstrate

prognostic aptitude behaviors that are valid and accurate.
• Verbal skills
• Verbal fluency
• Numerical aptitude
• Spatial aptitude
• Associative memory
• Perceptive attitude
• Abstract reasoning
• Domino´s, OPQ32 (Occupational Personality Questionnaire),
 TYPES OF TESTS APPLIED

Personality show the traits that distinguish one person from

another, can measure different aspects such as character or
projective strengths, or work or leadership styles.
• CLEAVER / DISC: reveals the applicant's reactions in normal situations and under pressure
• MOSS: It is used to detect to what degree a person has the ability to manage interpersonal
relationships.

Simulation: stimulate the candidate in a real situation that can

be experiential or theoretical which requires a level of complex
thinking to solve a problem or experience a situation as close to
reality as possible to effectively know the reactions to a problem
 SELECTION INTERVIEWS

- Initial Interview
- Technical
- Counseling interview and career guidance (used on
schools)

- Performance evaluation: asses the skills developed

at work
- Separation: feedback to employer on the company
- Panel
 Employment background investigation
Is the final step that the talent area performs before delivering the letter of
proposal to a candidate. The investigation does not seek to harm the
candidate but rather to validate that their experience matches that necessary
for the position

The interview guide or questionnaire has questions like the following

• Company name
• Date of entry and exit of the employee
• Last position held
• Last salary
• Name and position of last immediate boss
• Reason for exit
• Questions related to employee performance
• Question whether the employee could be rehired and why
 REFERENCIAS LABORALES

O M=BR""E,.,.: �-------- PUESTO: _________PLAZA: ______

.,.,N....,

EMPRESA: _____________
JEFE INMEDIATO: _____________
QUIEN ATIENDE: _____________
----------
TEL:
CALIFICAR:
ÚLTIMO PUESTO: ------------- DESEMPE ÑO DE SUS FUNCIONES:
FECHA DE INGRESO: ____________ BUENA REGULAR DEFICIENTE
FEHCA DE SALIDA: _____________ Ñ
RELACION CON SUS COMPA EROS
MOTIVO DE SALIDA: _____________ BUENA REGULAR DEFICIENTE
ES UNA PERSONA RECOMENDABLE: ------- RESPONSABILIDAD (PUNTUALIDAD, ASISITENCIA, ETC):
PORQUE: ________________ BUENA REGULAR DEFICIENTE
COMENTARIOS ADICIONALES: __________________________

EMPRESA: ______________
JEFE INMEDIATO: _____________ TEL: __________
QUIEN ATIENDE: _____________ CALIFICAR:
-------------
ÚLTIMO PUESTO:
FECHA DE INGRESO: ____________
DESEMPE ÑO DE SUS FUNCIONES:
BUENA REGULAR DEFICIENTE
FEHCA DE SALIDA: _____________ RELACION CON SUS COMPAÑ EROS
MOTIVO DE SALIDA: _____________ BUENA REGULAR DEFICIENTE
ES UNA PERSONA RECOMENDABLE: ------- RESPONSABILIDAD (PUNTUALIDAD, ASISITENCIA, ETC):
PORQUE: _______________ BUENA REGULAR DEFICIENTE
COMENTARIOS ADICIONALES: __________________________

ELABORADO POR: FECHA: __________

COMENTARIOS GENERALES: ____________________.