talent acquistion adi
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TALENT ACQUISTION TALENT ACQUISTION
RECRUITMENT,SELECTION,RECRUITMENT,SELECTION,INTERVIEWINTERVIEW
ADITYADURGESHNEERAVRAKESHRASHMI
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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
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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.
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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.
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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
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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)
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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
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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 ?
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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
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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.
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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:
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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
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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
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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
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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
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T H ANK YOU T H ANK YOU