Talent Acquisition

An Overview
Agenda
• Job Analysis
• Job Analysis performing Instrument
• Developing Job Description and Job Specification
• Strategic trend in talent acquisition and its solutions
• HRP Concepts
• Evaluation of factor affecting HRP
• Recruitment and Selection- process, sources of Recruitment
• Selections Error and minimising error
• Talent Development- need analysis
• Competency Development and developing leadership Talent
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.

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.
Vision, Mission, Strategy and Values
Talent Management Strategy

Talent Acquisition
Sourcing, Selection and
Onboarding

Talent Development
Performance Management, Career
Development,
Leadership Development and Succession
Planning
Talent Assessment and Alignment
Internal Mobility and Workforce Planning
 Talent Acquisition is the
process of attracting,
finding, and selecting Employment
highly talented individuals Brand
(those who align with the
business strategy,
possess required Definition of Need
competencies, and who
will integrate smoothly Sourcing
and productively into the
organization and its
culture) to meet current Selection
and future employment Pre-Boarding
needs.
 Requisition Process

Sourcing

Application Process

Screening and Interviewing

Employment Offers Notification of

Non-selection
“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!”
The Mind-shift.com
Job Analysis
 Job
A job may be defined as a
“collection or aggregation of tasks,
duties and responsibilities which as
a whole, are regarded as a regular
assignment to individual
employees”.
 Job Analysis
It is a systematic analysis of each job
for the purpose of collecting information
as to what the job holder does, under
what circumstances it is performed and
what qualifications are required for
doing the job.
Definitions of Job Analysis

 Edwin Flippo: “Job analysis is the

process of studying and collecting
information relating to the operations
and responsibility of a specific job”.
Definitions of Job Analysis

 Harry Wylie: “Job analysis deals with the anatomy

of the job … This is the complete study of the job
embodying every known and determinable factor,
including the duties and responsibilities involved in
its performance; the conditions under which
performance is carried on; the nature of the task;
the qualifications required in the worker; and the
conditions of employment, such as pay hours,
opportunities and privileges”.
 Uses of Job Analysis

1. Human resource planning

2. Recruitment
3. Selection of personnel
4. Training and development
5. Organization audit
Uses of Job Analysis

6. Job evaluation
7. Job design
8. Performance appraisal
9. Career planning
Steps/stages/process/
procedure in Job Analysis:

1. Collection of background information

2. Selection of representative job to be
analyzed
3. Collection of job analysis data
4. Job Description
5. Developing job specification
Techniques of Job Analysis
Data
1. Personalobservation
2. Sending out questionnaires
3. Maintenance of log records
4. Conducting personal interviews
 Components of
Job Analysis

Job Description Job Specification

 Job Description
The preparation of job description
is necessary before a vacancy is
advertised. It tells in brief the
nature of a job. In other words, it
emphasizes the job requirements.
 Definition of Job Description

Edwin Flippo: “Job Description is

an organized factual statement of
the duties and responsibilities of a
specific job. It should tell what is to
be done, how it is done and why.”
 The details given in Job
Description

 Job title
 Organizational location of the job
 Supervision given and received
 Materials, tools, machinery and equipment
worked with
 Designation of the immediate superiors and
subordinates
 Salary levels: Pay, DA, other allowances,
bonus, incentive wage, method of payment,
hours of work, shift, break etc.
 The details given in Job
Description
 Complete list of duties to be performed
separated according to daily, weekly,
monthly and casual, estimated time to be
spent on each duty
 Definition of unusual terms
 Conditions of work: Location, time, speed of
work, accuracy, health hazards, accident
hazards
 Training and development facilities
 Promotional chances and channels
 Job Specification
Job specification is based on job
description. It is a written statement of
qualifications, traits, physical and
mental characteristics that an individual
must possess to perform the job duties
and discharge responsibilities
effectively.
Definition of Job Specification

 Edwin Flippo: “Job Specification is a

statement of minimum acceptable human
qualities necessary to perform a job
properly”.
Job Specification covers:

 Educational and professional qualifications

 Skills
 Practicalexperience
 Physical fitness
 Special qualities required for performing the
job
 Intelligence, judgement and initiative
required for performing the job

In simple words, HRP is understood as the
process of forecasting an organization's future
demand for, and supply of, the right type of
 people in the right number.
After this only the HRM department can
initiate the recruitment and selection process


Its called by manpower planning, personal
planning or employment planning
• It includes the estimation of how many qualified
people are necessary to carry out the assigned
activities, how many people will be available, and
what, if anything, must be done to ensure that
personal supply equals personnel demand at the
appropriate point in the future.
• Basically it’s the process by which an organization
ensures that it has the right number & kind of
people, at the right place, at the right time,
capable of effectively & efficiently completeing
those tasks that will help the organisation achieve
its overall objectives.
1. FUTURE PERSONNEL
NEEDS
• Surplus or deficiency in staff strength
• Results in the anomaly of surplus labour with the lack of top
executives
COPING WITH CHANGE
• Enables an enterprise to cope with changes in competitive
forces, markets, technology, products & government
regulations
1. CREATING HIGHLY TALENTED PERSONNEL
• HR manager must use his/her ingenuity to attract & retain
qualified & skilled personnel
• Succession planning
1. PROTECTION OF WEAKER SECTIONS
•
 INTERNATIONAL
STRATEGIES
• Fill key jobs with foreign nationals and re- assignment of
employees from within or across national borders

FOUNDATION FOR PERSONNEL FUNCTIONS

• Provides information for designing & implementing
recruiting, selection, personnel
movement(transfers,promotions, layoffs) & training &
development

INCREASING INVESTMENTS IN HUMAN RESOURCES

Human assets increase in value
•
RESISTANCE TO CHANGE AND MOVE
• Proper planning is required to do this
 OTHER BENEFITS

• Upper management has a better view of the

HR dimensions of business decision
• More time is provided to locate talent
• Better opportunities exist to include women &
minority groups in future growth plans
• Better planning of assignments to develop
managers can be done
Human Resource Planning Process
1. Determining the Objectives of Human Resource
Planning: The foremost step in every process is the
determination of the objectives for which the process
is to be carried on. The objective for which the
manpower planning is to be done should be defined
precisely, so as to ensure that a right number of
people for the right kind of job are selected
 Human Resource Planning Process
2. Analyzing Current Manpower Inventory: The next step is
to analyze the current manpower supply in the organization
through the stored information about the employees in
terms of their experience, proficiency, skills, etc. required to
perform a particular job.
Also, the future vacancies can be estimated, so as to plan
for the manpower from both the internal (within the current
employees) and the external (hiring candidates from
outside) sources. Thus, it is to be ensured that reservoir of
talent is maintained to meet any vacancy arising in the near
future
Human Resource Planning Process
3. Forecasting Demand and Supply of Human
Resources: Once the inventory of talented manpower is
maintained; the next step is to match the demand for the
manpower arising in the future with the supply or
available resources with the organization. Here, the
required skills of personnel for a particular job are
matched with the job description and specification
 Human Resource Planning
Process
4. Analyzing the Manpower Gaps: After forecasting the
demand and supply, the manpower gaps can be easily
evaluated. In case the demand is more than the supply of
human resources, that means there is a deficit, and thus,
new candidates are to be hired.
Whereas, if the Demand is less than supply, there arises a
surplus in the human resources, and hence, the
employees have to be removed either in the form of
termination, retirement, layoff, transfer, etc
Human Resource Planning Process
5. Employment Plan/Action Plan: Once the
manpower gaps are evaluated, the action plan is
to be formulated accordingly.
In a case of a deficit, the firm may go either for
recruitment, training, interdepartmental transfer
plans whereas in the case of a surplus, the
voluntary retirement schemes, redeployment,
transfer, layoff, could be followed
 Human Resource Planning Process
6. Training and Development: The training is not only
for the new joinees but also for the existing employees
who are required to update their skills from time to
time.
After the employment plan, the training programmes
are conducted to equip the new employees as well as
the old ones with the requisite skills to be performed
on a particular job.
Human Resource Planning
Process
7. Appraisal of Manpower Planning: Finally, the
effectiveness of the manpower planning process is
to be evaluated. Here the human resource plan is
compared with its actual implementation to ensure
the availability of a number of employees for
several jobs. At this stage, the firm has to decide the
success of the plan and control the deficiencies, if
any.
• Thus, human resource planning is a continuous
process that begins with the objectives of Human
Resource planning and ends with the appraisal or
feedback and control of the planning process.
Objectives of Human Resource
Planning
1. To ensure optimum use of human resources currently
employed
2. To determine future recruitment level
3. To ensure that necessary resources are available as and
when required
4. To forecast future skill requirement to serve as a basis
for training and development programmes
Objectives of Human Resource Planning

5. To create plans, rules and regulations that meets the

local and state wide laws in the given industry.
6. To develop manuals and guides for employees and
managers to follow, whether they are training
manuals or safety guides
7. To cope with changes in market conditions,
technology, government policies, etc.
 Recruitment: Definition
Recruitment refers to the overall process of
attracting, short-listing, selecting and
appointing suitable candidates for jobs within
an organization. Recruitment can also refer to
processes involved in choosing individuals for
unpaid roles

According to Edwin Flippo: “Recruitment is the

process of searching the candidates for
employment and stimulating them to apply for
jobs in the organisation “ Recruitment is the
activity that links the employers and the job
seekers.
 Recruitment Process

The five steps involved in recruitment process are

as follows:

(i) Recruitment Planning

(ii) Strategy Development
(iii) Searching
(iv) Screening
(v) Evaluation and Control.
 Recruitment Process
1. Recruitment Planning:
The first step involved in the recruitment process is
planning. Here, planning involves to draft a comprehensive
job specification for the vacant position, outlining its major
and minor responsibilities; the skills, experience and
qualifications needed; grade and level of pay; starting
date; whether temporary or permanent; and mention of
special conditions, if any, attached to the job to be filled ”
2. Strategy Development:
Once it is known how many with what qualifications of
candidates are required, the next step involved in this
regard is to devise a suitable strategy for recruiting the
candidates in the organisation.
 Recruitment Process

3. Searching:
This step involves attracting job seekers to the
organisation. There are broadly two sources used to
attract candidates.
These are:
1. Internal Sources, and
2. 2. External Sources
 Recruitment Process
4. Screening:
Applications re­ceived in response to invitation, i.e.,
advertisement are screened and shortlisted on the basis of
eligibility and suitability. Then, only the screened applicants
are invited for seminar presentation and personal interview.
The selection process starts from here, i.e., seminar
presentation or interview.

Job specification is invaluable in screening. Applications are

screened against the qualification, knowledge, skills,
abilities, interest and experience mentioned in the job
specification. Those who do not qualify are straightway
eliminated from the selection process.
 Recruitment Process
5. Evaluation and Control:

Given the considerable cost involved in the recruitment process, its evaluation
and control is, therefore, imperative.

The costs generally incurred in a recruitment process include:

(i) Salary of recruiters

(ii) Cost of time spent for preparing job analysis, advertisement
(iii) Administrative expenses
(iv) Cost of outsourcing or overtime while vacancies remain unfilled
(v) Cost incurred in recruiting unsuitable candidates
 Recruitment Process
5. Evaluation and Control:
it is necessary for a prudent employer to try to answer
certain questions like: whether the recruitment
methods are appropriate and valid? And whether the
recruitment process followed in the organisation is
effective at all or not? In case the answers to these
questions are in negative, the appropriate control
measures need to be evolved and exercised to tide over
the situation
 SELECTION
29

Selection is the process of differentiating between applicants in order

to identify and hire those with a greater likelihood of success in a
job.
-STONE

“Selection is the process in which candidates for employment are

divided into two classes— those who
are to be offered employment and
those who are not”.
- Dale Yodev
30 Selection process
 Environment

Preliminary Interview

Selection Test

Employee Interview

Reference & Background Analysis

Selection Decision

Physical Examination

Job Offer

Employment Contract

Evaluation
3
1. Environmental factors – Selection is influenced by several
factors. More prominent among them are supply and demand of
specific skills in the labor market, unemployment rate, legal & political
consideration etc.

2. Preliminary Interview – The applications received from job

seekers would be subject to security so as to estimate unqualified
applicants, this is usually followed by preliminary interview.

3. Selection Test – Job seekers who pass the screening and the
preliminary interview are called for tests. Generally, tests are used to
determine the applicant ’s ability, aptitude & personality.

4. Employment Interview – The next step in the selection

process is employment interview. An interview is conducted at the
beginning and at the end of the selection process.
32
5. Reference & Background Analysis – Many
employers request names, addresses and telephone number or
references for the purpose of verifying information and perhaps,
gaining additional background information on an applicant.

6. Selection Decision – After obtaining information through

the preceding steps, selection decision – the most critical of all the
steps, must be made.

7. Physical Examination – After the selection decision and

before the job offer is made, the candidate is required to undergo a
physical fitness test.

33
8. Job Offer – The next step in the selection process is job
offer to those applicants who have crossed all the previous hurdles.
Job offer is made through a letter of appointment.

9. Contracts of Employment – After the job offer have

been made and the candidates accept the offer, certain documents
need to be executed by the employers and the candidates.

10. Evaluation of Selection Program – The broad test

of the effectiveness of the selection process is the quality of the
personnel hired. A firm must have competent and committed
personnel.

34
 Selection Methods
1. Application forms and CV’s
2. Online Screening and Short listing
3. Interviews
4. Psychometric Testing
5. Ability and aptitude test
• General intelligence;
•Verbal ability;
•Numerical ability;
•Spatial ability;
•Clerical ability;
•Mechanical ability
6. Personality Profiling
7. Presentations
8. Group Exercises
9. Assessment centers
10. References
Selection Error and minimizing Error
There are two types of selection error. In the "false
positive error," a decision is made to hire an applicant
based on predicted success, but failure results. In the
"false negative error," an applicant who would have
succeeded is rejected based on predictions of failure
1. The False Positive Error
An organization that makes a false positive error incurs three types of
costs.
• The first type of costs are those incurred while the person is employed.
These can be the result of production or profit losses, damaged public
relations or company reputation, accidents due to ineptitude or
negligence, absenteeism, etc.
• The second type of costs are those associated with training, transfer, or
terminating the employee. Costs of replacing the employee,
• The third type of cost, include costs of recruiting, selecting, and
training a replacement. Generally, the more important the job, the
greater the costs of the selection error.
2. The False Negative Error
In the case of false negative error, an applicant who would have
succeeded is rejected because failure was predicted. Most false negative
selection errors go unnoticed, except when the applicant is a member of a
protected class and files a discrimination charge. Costs associated with
this type of error are generally difficult to estimate. A situation in which the
impact of both false positive and false negative selection errors can be
detected and measured
3. Other Selection Error are:
•Stereotyping
Attempting to rate an individual positively or negatively based on physical
and personal characteristics unrelated to the person’s performance.
•Halo and Horn Effect
Resist the tendency to rate the individual as good or bad based on one
trait or comment. Remember that people are complicated, never wholly
good or bad.
•Central Tendency
Occurs when assessors do not want to be negative or positive but instead
tend to rate all people in the middle. The error in this bias is that it can
result in inaccurate assessments.
 3. Other Selection Error are:

Excessive Strictness or Leniency

Tendency of some assessors to rate either leniently or strictly. It is best to have clear
expectations, which are then realistically evaluated.
Projection
Transferring one’s own feelings of awkwardness or contentment on the person being assessed.
Comparison Error
Rating based on how they compare with others rather than on their own merits. A very effective
person may rate less only because he/she is being compared to an outstanding person.
Logical Error
Assessors judge one trait assuming that it is related to another. For example, someone with
quick reactions may be judged as highly intelligent although speed of reaction is not an accurate
gauge of intelligence.
 Meaning of Talent Development
Talent development focuses on how to develop employee skills and competencies.
Organizations provide learning opportunities and tools for employees to advance their
overall careers. Talent development is a business strategy that companies implement to
retain their top talented employees

What Makes Talent Development Special?

Developing talent is one of the best ways to assure an organization has the leadership it
will need for a successful future. Few organizations have a sufficient supply of talent.
Gaps exist in every company and talent is more and more scarce, so it needs to be
managed
 What Is the Talent Development Management Process?

Talent is developed in numerous ways other than just traditional training and
development. It can be obtained by coaching, job shadowing, lectures,
mentoring, rotations, books, articles, assessments, and more.
In order for a process to be successful, it needs to start at the top with senior executives.
Leaders nurture talent development by:
•Being a role model and sharing what they know
•Reinforcing the belief that what employees do is important
•Emphasizing the value of learning
•Acting as coaches
•Using work problems as real-world training opportunities
Talent development processes require careful planning and execution in order to be
effective and sustainable.
 Talent Development- Need Analysis
A Training Needs Analysis (TNA) is a process by which an organisation’s HRD needs are identified and
articulated.  The process can identify:
•An organisation’s goals and its effectiveness in reaching these goals
•Discrepancies or gaps between an employee’s skills and the skills required for effective current job
performance
•Discrepancies or gaps between an employee’s skills and the skills needed to perform the job successfully
in the future
•The conditions under which the HRD activity will occur
 Talent Development- Need Analysis
Types of Needs Analyses
Many needs assessments are available for use in different employment contexts. Sources that can help
you determine which needs analysis is appropriate for your situation are described below.
•Organizational Analysis. An analysis of the business needs or other reasons the training is desired. An
analysis of the organization’s strategies, goals, and objectives. What is the organization overall trying to
accomplish? The important questions being answered by this analysis are who decided that training
should be conducted, why a training program is seen as the recommended solution to a business problem,
what the history of the organization has been with regard to employee training and other management
interventions.
•Person Analysis. Analysis dealing with potential participants and instructors involved in the process.
The important questions being answered by this analysis are who will receive the training and their level
of existing knowledge on the subject, what is their learning style, and who will conduct the training. Do
the employees have required skills? Are there changes to policies, procedures, software, or equipment that
require or necessitate training?
 Talent Development- Need Analysis
Types of Needs Analyses
•Work analysis / Task Analysis. Analysis of the tasks being performed. This is an analysis of the job and
the requirements for performing the work. Also known as a task analysis or job analysis, this analysis
seeks to specify the main duties and skill level required. This helps ensure that the training which is
developed will include relevant links to the content of the job.

•Performance Analysis. Are the employees performing up to the established standard? If performance is

below expectations, can training help to improve this performance? Is there a Performance Gap?

•Content Analysis. Analysis of documents, laws, procedures used on the job. This analysis answers
questions about what knowledge or information is used on this job. This information comes from
manuals, documents, or regulations. It is important that the content of the training does not conflict or
contradict job requirements. An experienced worker can assist (as a subject matter expert) in determining
the appropriate content.
 Talent Development- Need Analysis
Types of Needs Analyses
•Training Suitability Analysis. Analysis of whether training is the desired solution. Training is one of
several solutions to employment problems. However, it may not always be the best solution. It is
important to determine if training will be effective in its usage.
•Cost-Benefit Analysis. Analysis of the return on investment (ROI) of training. Effective training results
in a return of value to the organization that is greater than the initial investment to produce or administer
the training.