Talent Acquisition Finals

Carry Out Recruitment Activities

like advertising a job opening on the organization’s website–that are consistent with the strategy

Measure Recruitment Results and Evaluate Recruitment Efforts

If a formal evaluation is not conducted, then employers are not able to learn from their past efforts and design better recruitment campaigns in the future

Time to Hire

the time from when a candidate applies for a job to when they accept an offer from the company

Time to Fill

How long the entire hiring process takes, from when a job post goes live to when a candidate accepts an offer

• The decision to apply

• The decision to remain a candidate during the entire recruitment process

• The decision to accept a job offer

The applicant decision-making process:

1. Position Attractiveness

2. Position Insight

3. Self-Insight

4. Targeting Customers

5. Factoring in Geography

6. Targeting for Diversity

Critical Issue of Targeted Recruitment

Position Attractiveness

The desirability of the attributes it offers, their likelihood of receiving a job offer and the number of alternative options they have

Position Insight

A candidate’s understanding of what the position entails

Self-Insight

candidate’s awareness of his or her talents and interests

Former Employees

Recruiting __________ who have performed well in the past is likely to result in new hires with high-position insight and self-insight

Former Interns, Temporary workers, and candidates

who have worked in similar jobs with other employers are also likely to have considerable position insight and self-insight

Factoring Geography

 targeted applicants' location or preferred workplace must be considered.

Targeting for Diversity

Many employers are committed to having a diverse workforce because it makes good business sense.

Precise Language

Using ______________ is essential because the lack thereof could cause qualified individuals not to apply for a job opening or lead to possible legal challenges

Provide Realistic Information

It is common for new hires to feel that their new job is not what they expected. They may feel they did not do enough research about the job or employer, or they may feel they were intentionally misled by the organization. An effective employment brand must be authentic and consistent with the organization’s overall brand

Competencies

are observable abilities, skills, knowledge, motivations, or traits defined in terms of behaviors that are needed for successful job performance

Competency-based interviews

_______________ are also known as behavioral or situational interview and designed to determine how candidates will act in certain situations, based on how they have handled them in the past.

• Introductions and Rapport Building 

• Overview and Expectation Setting

  • Job Vacancy, Application Process, and Interview Flow

• Use of Guide Questions

• Follow-up Questions

• Closing

Interview Flow

Onboarding

once a candidate has accepted the offer, the next phase is the actual __________ of the new hire

Employee Onboarding

the process of integrating a new employee with a company and its culture, as well as getting a new hire the tools and information needed to become a productive member of the team. 

1. Compliance

2. Clarification

3. Connection

4. Culture

4 C’s of Onboarding

Compliance

the lowest level and includes teaching employees basic legal and policy-related rules and regulations

Clarification

refers to ensuring that employees understand their new jobs and all related expectations

Connection

refers to the vital interpersonal relationships and information networks that new employees must establish

Culture

a broad category that includes providing employees with a sense of organizational norms— both formal and informal. 

30-60-90 day plan

 is an essential tool to support a successful onboarding by outlining the new employee’s goals and objectives for the first 90 days of their employment across three 30-day phases. 

30 Days

• Getting to know the organization and helping the new employee find their feet.

• Goals should be internally oriented towards getting to know “how to do the job.”

60 Days

• Focus on helping the employee step into more role-specific activities.

• At the end of month two, the employee must have a more solid understanding of the basics of the organization and its pain points and be a contributing member of the team

90 Days

• Ensure an employee is effectively onboarded and adding value to the business within three months.

• Goals should be closely aligned with the longer-term performance expectations of the role

Hiring Decision

This stage may involve some back-and-forth negotiation before the offer is accepted. A key metric for this stage is the offer acceptance rate

Offer Acceptance Rate

Number of Offers Accepted / Number of Offers Made

• Job Description

• Work Schedule

• Area of Assignment

• Validity of the Job Offer

• Conditions of the Job Offer

• Candidate’s Confirmation

Hiring Decision Components

1. Organizational Need Analysis

2. Approval of Job Requisition

3. Vacancy Intake

4. Determining the Selection Criteria

5. Sourcing and Attracting

6. Administer Selection Method

7. Hiring Decision or Job Offering

8. Onboarding

9. Evaluation

Talent Acquisition Process