The Talent Acquisition and Recruitment

Talent Acquisition
Talent acquisition is the process of identifying, attracting, selecting, and retaining
highly qualified people. It involves a key part of the employee journey and is
arguably one of the most important drivers of organizational success.

The core of talent acquisition is to attract employees to an organization and hire

the ones that fit with the organization and role.

Talent acquisition responsibilities include developing a strong candidate pipeline,

developing employer branding, identifying, assessing, and Recruitment candidates
to fill open positions, future resource planning, and diversifying the labor force.
Doing this well leads to lower turnover, higher productivity, and increased
engagement.
Key Aspects of Talent Acquisition
Key aspects of talent acquisition that determine the people that work in
an organization.

1. Attraction (Attracting Top Talent)

2. Selection (Reducing Costs)

3. Attrition (Improving Employee Retention)

Once hired, if there is no fit between the person and the job or
organization, the person will eventually quit. This means that the
organization will only retain people who are congruent with the
characteristics and makeup of the organization.
Why Talent Acquisition is Important

Talent acquisition is integral to the success of an organization as it grows for many reasons.

1. Attracting top talent

2. Reducing costs
3. Improving employee retention
4. Building productive teams
5. Creating a diverse and inclusive workplace
6. Ensuring business continuity
7. Effective succession planning and succession management
8. Boosting business performance
Difference between TA vs. Recruitment
OVERVIEW OF RECRUITMENT PROCESS

Determining Getting Shortlisting

Requirements Resumes Candidates

Evaluating
Interviewing Filtering
+
Candidates
selecting
OVERVIEW OF RECRUITMENT PROCESS

Determining
Requirements
COMPETENCY ICEBERG MODEL OF COMPETENCIES

Skill: - A person's ability to do something well. For

example, is great at using Microsoft Word.

Knowledge: - Information that a person uses in a

particular area. For example, this might differentiate
the outstanding waiter or waitress who speaks many
languages from his or her average counterpart in a
restaurant with an international clientele.

Behavioral competencies can be understood as manifestations of how a person views him or herself (self-image), how he or
she typically behaves (traits), or motives him or her (motives).
Determining The Requirements

• Fundamental Job Description

• Functional Specifications

• Behavioral Specifications
OVERVIEW OF RECRUITMENT PROCESS

Determining Getting
Requirements Resumes
Getting Resumes

• Supply
• Available Pool of Manpower
• Suitability
• Strategy
• Retraining
• Development
• Placement
• Sourcing
• Creativity
• Marketing
Getting Resume

• Internal sources
• Job Posting
• Employee referrals
• Temporary workers pool
• Previous employee
• Customers
• Consultants
Getting Resume

• External sources
• press advertisements
E-groups
• walk-ins
Alumni
• employment agencies
Professional Institutes
• search
Trainingfirm
Program
• campus
Seminarvisits
Lists
• mail shots
Marriages
• electronic
Surveys recruiting
• recruitment fairs
Field sales agencies
• off-the wall approach
• milk round
• recruitment consultant
OVERVIEW OF RECRUITMENT PROCESS

Determining Getting Shortlisting

Requirements Resumes Candidates
Why Shortlisting?

• Check Fundamental parts of requirement analysis

 Mandatory criteria if any – Minimum experience /
qualifications
Motivational Check – Salary, perks , growth
Self image – Difficulties, travel, expectation fit
How to shortlist
• Resume check – ( Mandatory , Career Growth)
• Experience
• Is it true, is it as per fundamental requirements, does it substantiate threshold skills
• Qualifications
• Is it true , is it as per fundamental requirements
• Language
• Checklist ( who does the short listing, form should be developed )
• Job shadowing –( Motives , Self Image )
• Psychometric – Motives, Self Image
OVERVIEW OF RECRUITMENT PROCESS

Determining Getting Shortlisting

Requirements Resumes Candidates

Filtering
Candidates
Why Filtering?

• The total number of applicants is reduced to the select group the

employer wishes to carry on to the interview phase
•Get Additional Factors difficult to check during the interview
Different Methods of Filtering

i Knowledge Based Filtering

i Skill Based Filtering
i Attitudinal/Potential Filtering
OVERVIEW OF RECRUITMENT PROCESS

Determining Getting Shortlisting

Requirements Resumes Candidates

Evaluating
Interviewing Filtering
+
Candidates
selecting
The Overall Interview Process

Pre-Interview Preparatory Phase

The Interview Itself

The Position Assessment and Decision Phase

Pre Interview Preparation

• Entry process ( FIGS )

• Find , In, Greet, Search
• Interviewer Process ( JIST)
• Join, Inform, Seat, Take
• Infrastructure ( SEE )
• Seating, Entry, Extra
• Interview Plan
Rapport
• Icebreaker question
• ( close ended situational questions )
• Setting the stage
• Introductions and purpose
• Opening questions
• ( open ended general question )
Questions to avoid

• Vague
• Multiple/ complex
• Leading
• No win
• Known
• Legally Prohibited
• What if
Attitude of the Interviewer

• Not to prove Clever

• Not to catch the person out
• Not to Judge
• Adult - Adult Ego state
• Get information in a comfortable way
Cost Of Bad Recruitment

Direct Recruitment Costs

 Induction Costs
Stabilization Costs
 Demotivation Costs
 Client Related Costs
 Leaving Costs
Why Bad Recruitment Occurs
• Poor analysis of Job/Function
• Poor analysis - personality-skill profile
• Inadequate initial screening
• Inadequate filtering
• Inadequate interviewing /questioning
• Evaluation Issues of
• Halo Effect
• Stereotyping
• Similar-to-Me Effect
• Contrast Effect
• First Impressions
• Leniency error.
• Poor utilization of second opinions/References
Thank You