Talent Acquisition

Steven V. Manderscheid, Ed.D.

 Talent Management

Talent management is the strategic management of the

flow of talent through an organization.
Its purpose is to assure that the supply of talent is available
to align the right people with the right jobs at the right time
based on strategic business objectives.

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 Talent Management

Talent-management processes include:

Workforce planning
Talent-gap analysis
Recruiting
Staffing
Education and development
Retention
Talent reviews
Succession planning
Evaluation
To drive performance, deal with an increasingly rapid pace of
change and create sustainable success, an organization must
integrate and align these processes with its business
strategies.

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 Talent Management Model

Vision, Mission, Strategy and Values

Talent Management Strategy
C
Ta om
len pe
t M ten
Talent Acquisition an cy
ag
Sourcing, Selection and Onboarding em Man
en ag
t F em
ou
nd ent
Talent Development ati
on
Performance Management, Career Development,
Leadership Development and Succession Planning

Talent Assessment and Alignment

Internal Mobility and Workforce Planning

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 Acquiring Talent

Sourcing talent is the process to generate a pool of qualified

candidates for a particular job. The organization must
announce the job’s availability to the market and attract
qualified candidates to apply. The organization may seek
applicants from inside the organization, outside the
organization or both.

Talent selection is the process to make a “hire” or “no hire”

decision about each applicant for a job. The process usually
involves determining the characteristics required for effective
job performance, interviewing, and then measuring applicants
on those characteristics.

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 Key Assumptions

“Organizations need to get the right people on the bus and

in the right seats to succeed.”
“Good coaching, training, mentoring, etc., is not likely to
make up for bad selection.”
“Hire hard….Manage easy!”

Collins, J. (2001). Good to great. New York: HarperCollins.

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 Acquisition Workflow

 Requisition process.
 Sourcing.
 Application process.
 Screening and interviewing.
 Acquisition.
 Employment offers.
 Regrets.

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 Sourcing Candidates

 College recruiting.
 Newspapers.
 Recruiting services.
 Web sites.
 Trade journals.
 Temp-to-hire.

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 Important Considerations

Person-Job Fit: The match between a person’s knowledge, skills

and abilities and the requirements (competencies) of a specific
job (“demands-ability fit”).
Related to higher performance and lower turnover.
Person-Organization Fit: The congruence of an individual’s
personality, beliefs and values with the culture, norms and
values of the organization.
Related to job satisfaction, commitment and turnover.

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 Person-Job Fit Analysis

 Review core competencies (knowledge, skills, and

attributes) for the position.
 Observe or ask someone doing the same or a similar job to
help validate.
 List and prioritize the essential and desirable competencies.
 Essentials: The job cannot be performed without these
essential KSAs (e.g., experience running X, Y, and Z
reports in Siebel’s CRM application).
 Desirables: Not essential to perform the job, but can
be used to differentiate candidates (e.g., fluent in
German).

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 Person-Organization Fit

Individua za t ion
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ts lt ure
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Goals gies

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 Person-Organization Fit
 Personality and work group (cultural fit):
Conscientiousness (careful, hardworking, organized, etc.)
Agreeable (cooperative, good-natured, tolerant, etc.)
Extroversion (sociable, gregarious, talkative, etc.)
Emotional stability (anger, worry, insecurity, etc.)
Openness to experience (flexible, curious, open to ideas,
etc.)
 Personal values and organization values.
 Personal interests and organization opportunities.
 Expectations and rewards.
 Followership and management style.

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 Selection Methods

 Interviews.
 Ability tests.
 Personality tests .
 Integrity tests.

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 Halo and Recency Effect

The halo effect is the tendency to attribute

positive traits to a person with whom you have
something in common. This leads to hiring
people most like yourself and not necessarily
the best person for the job.

The recency effect is the tendency to focus your

attention on the most recent candidates
because they are freshest in your memory.

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 Interview Questions

 Behavioral Interview: Applicants are asked to give specific

examples of how they have performed a certain task or
handled a problem in the past.
Behavioral questions typically begin with “Tell me about a time
when…” or “Can you think of....”

 Situational Interview: Applicants are asked how they would

respond to a specific job situation related to the content of the
job they are seeking.
Any job-relevant question that begins with “What would you do
if…" or “How would you handle…."

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 Interview Questions

 Behavioral Questions:
 Can you describe a time when you had to manage a heavy
workload or a number of conflicting priorities? Competencies:
work under pressure and ability to prioritize.
 Can you tell me about a time when you improved a process or
made a system work better? Competency: innovation.
 Situational Questions:
 A work colleague told you in confidence that she suspects
another colleague of stealing. What would your actions be?
Competencies: ethics and problem solving.
 How do you respond to a peer who is preventing your team from
completing its project? Competencies: leadership and dedication
to goals.

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 Leading Questions

Examples of leading questions:

 It’s important that people work collaboratively with others
on projects. Are you a team player? Do you work well with
others?
 We like to have employees who are on time to work and
meetings. Do you arrive to work on time? Do you find it
difficult to make it to meetings on time?
 You will have responsibility for a department of five
people. Does this appeal to you?

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 Interviewing Worksheet

Candidate: _________________ Position: _______________

Step 1: List Job Step 2: Develop Interview Step 3: Cite the

Dimensions Questions Candidate’s
Experience
List and prioritize 5-10 Develop questions to probe Provide evidence for
of the most important how well the individual aligns how the candidate
dimensions or with the job dimensions. aligns.
competencies of the
job.

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 The Interview

 Put the person at ease to establish rapport.

 Explain the interview structure.
 Ask your questions and really listen to the candidate’s responses.
 Take notes.
 Describe the job and sell the organization.
 Answer candidate’s questions.
 Discuss the next steps.

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 Listening Tips

 Avoid being distracted.

 Spend at least 80 percent of the time listening and 20 percent
talking.
 Don’t interrupt the candidate (unless they are rambling).
 Ask follow-up questions to get clarity.
 Observe the candidate’s nonverbal expressions.
 Use nonverbal expressions to show interest.
 Listen for “free” information.

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 Note Taking

 Do not use signs, symbols or words that indicate race, gender,

age, disability, sexual preference or religion.
 Record specifics as they relate to job responsibilities.
 Record favorable and unfavorable responses to create a
balanced image.
 Spend some time after the interview polishing your notes.
 Take notes consistently.

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 Closing the Interview

 Describe the decision-making process and time frame.

 Ask: “Is there anything else you would like me to tell you
about the position or the organization?”
 Explain that a background check will be conducted if the
candidate is considered further.
 Give the candidate your business card and encourage them to
call if they have questions.
 Thank the candidate.

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 Candidate Evaluation

 Ensures that you and others evaluate candidates on the same

job-related criteria.
 Guides you through the process of making a hiring decision
when several candidates appear to be qualified.
 Allows you to document the specific reasons why you did or
did not offer the position to each candidate.

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 Evaluation Worksheet (One)

Applicant Name Employee # Interview Date

List in priority the most important job dimensions:

1.
Comments:

Unqualified Borderline Qualified

2.
Comments:

3.
Comments:

4.
Comments:

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 Evaluation Worksheet

Evaluation Criteria:
 Unqualified: The candidate shows little or no capacity to
perform the duties of the position and/or is not a good fit for
the organization.
 Borderline: The candidate shows some capacity to perform
the duties but is a questionable fit for the organization.
 Qualified: The candidate has performed the duties and is a
good fit for the organization.

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 Evaluation Worksheet (Two)

Candidates Primary Certifications Problem Initiative Leadership

Qualifications Solving

Has five years Has the Takes the Demonstrates

experience in… ability to… initiative to… an ability to…

Joe

Mary

Karla

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 Onboarding

Why is it important to help new employees get

socialized into their work groups? What is the
payoff?

Who is responsible for integrating new employees in

your organization?

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 Onboarding Ideas

Work in groups of three or four and highlight some best

practices to successfully integrate new talent into an
organization.
Here are some questions you might want to discuss before
developing your list:
 What does your organization do to ensure people are
successfully integrated (socialized) into the organization?
 What could your organization do better to ensure people are
successfully integrated and socialized into the organization?

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Thank You!

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Resource made available by SHRM US