talent acquistion adi

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TALENT ACQUISTION TALENT ACQUISTION

RECRUITMENT,SELECTION,RECRUITMENT,SELECTION,INTERVIEWINTERVIEW

ADITYADURGESHNEERAVRAKESHRASHMI



TALENT ACQUISITION TALENT ACQUISITION

People are not your most People are not your most valuable asset ««..valuable asset ««..

The RIGHT people areThe RIGHT people are

Jim Collins Jim Collins



Talent acquisition is part of a broader strategic approach inthe quest to gain and sustain a competitive advantage. Other aspects include talent development and retention which areprimarily inward facing, whilst the former is outward looking.

It is the identification, relationship building &selection of people who possesses, contribute to and/or drive revenue to

company¶s business by exerting extraordinary efforts.



Recruitment

Searching for, and obtaining, potential job candidates inSearching for, and obtaining, potential job candidates insufficient numbers and quality, and at the right cost, for sufficient numbers and quality, and at the right cost, for

the organisation to select the most appropriate peoplethe organisation to select the most appropriate peopleto fill its jobs.to fill its jobs.



P UR P OSESP UR P OSESIncrease size of applicant pool at minimum costIncrease size of applicant pool at minimum cost

Identify & prepare potential job applicantsIdentify & prepare potential job applicants

Increase success rate of selection process byIncrease success rate of selection process byreducing over/under qualified applicantsreducing over/under qualified applicants

Decrease early turnover of new hiresDecrease early turnover of new hires

Increase individual/organisational effectivenessIncrease individual/organisational effectiveness



RECRUITING YIELD P YRAMID

50

100

150

200

1,200

New hires

Offers made ( 2 : 1)

Candidates interviewed (3 : 2)

Candidates invited (4 : 3 )

Leads generated (6 : 1)



A Simplified Model of the Recruitment Process A Simplified Model of the Recruitment Process

R ecruitment planningR ecruitment planning

Estimated no. of contacts needed

Job specifications

Recruitment philosophyInternal vs. External jobfillingJob vs. Career orientationSt-term vs. long term

orientation

R ecruitment strategy developmentR ecruitment strategy developmentchoosing reqd. applicant qualifications

choosing recruitment sources andcommunication channelschoosing inducementschoosing the message : realism vs. flypaper



R ecruitment ActivitiesR ecruitment ActivitiesJob postingAdsOther recruitment sourcesFollow up actionsR ecord keeping Screening /

Selectingemployees

R ecruitment EvaluationR ecruitment Evaluation

No. of jobs filled ?Jobs filled in timely fashion ?Cost per job filled ?



H OW TO RECRUIT InternalInternal

Job PostingsJob PostingsNewslettersNewsletters

SuccessionSuccessionPlanning egg.Planning egg.promotionpromotion

ExternalExternalAdvertisingAdvertisingEmployment AgenciesEmployment Agencies

G ovt. employmentG ovt. employmentexchangeexchangePrivate agenciesPrivate agenciesHead huntersHead hunters

CampusCampusR eferrals / Word of Mouth /R eferrals / Word of Mouth /Unsolicited ApplicationsUnsolicited ApplicationsInternetInternet



SELECTION

Selection is the process of gathering information for theSelection is the process of gathering information for thepurposes of evaluating and deciding who should be hired,purposes of evaluating and deciding who should be hired,under legal guidelines, for the short and long term interestsunder legal guidelines, for the short and long term interests

of the individual and the organization.of the individual and the organization.



SELECTION SELECTION

The process of assessing candidatesThe process of assessing candidatesand appointing a post holder and appointing a post holder

Applicants short listed Applicants short listed ± ±most suitable candidates selectedmost suitable candidates selectedSelection processSelection process ± ±varies according to organisation:varies according to organisation:



STE P S IN SELECTION P ROCESS STE P S IN SELECTION P ROCESS Application Blank Application BlankInitial InterviewInitial Interview

Assessment Tests Assessment TestsEmployment InterviewsEmployment InterviewsChecking ReferencesChecking ReferencesFinal InterviewFinal InterviewSelection DecisionSelection DecisionPhysical TestPhysical TestJob Offer Job Offer Employment ContractEmployment ContractInductionInduction

EvaluationEvaluation



W H Y AN INTERVIEW? W H Y AN INTERVIEW?

Exchange sufficient & necessary information to decideExchange sufficient & necessary information to decidesuitabilitysuitabilitySocial and ritual aspects. Audition. Group/power vettingSocial and ritual aspects. Audition. Group/power vettingCandidate asserts abilities & presents experience.Candidate asserts abilities & presents experience.Communicate relevant information aboutCommunicate relevant information about

job/organisation job/organisation - - objective & subjectiveobjective & subjectiveSeduce candidate to become an organisational member Seduce candidate to become an organisational member Satisfy candidateSatisfy candidate - - give fair opportunitygive fair opportunityImportance of not over Importance of not over- -sellingselling



TY P ES OF INTERVIEWS TY P ES OF INTERVIEWSUnstructured / NonUnstructured / Non- -directivedirectiveStructured / PatternedStructured / PatternedPanelPanelGroupGroupStressStressBehavioral (BDI)Behavioral (BDI)Situational (SI)Situational (SI)Interviews using other mediaInterviews using other media



INTERVIEW STRATEGIES

Frank and friendlyProblem-solving - ³imaging yourself in the

job...what would you do if...?

Behavioural event - critical experiences - what,why, how, options, plans, outcomesSimulate stress. Put on the spot? Validity?Spurious appeal?Strengths and weaknesses of

individual interviewssequential interviewspanel interviews



T H ANK YOU T H ANK YOU

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