4.talent acquisition

CEO - PT Freemind Management Consulting
26 de Aug de 2016

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4.talent acquisition

  3. Talent Management Model 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
  4. Talent Acquisition What is it? Talent Acquisition is the process of attracting, finding, and selecting highly talented individuals (those who align with the business strategy, possess required competencies, and who will integrate smoothly and productively into the organization and its culture) to meet current and future employment needs. Employment Brand Definition of Need Sourcing Selection Pre-Boarding
  5. Why is it important? • The Commonwealth must have the right people to fill the right needs at the right time. – Success: Effective Acquisition sets the stage for the success of the agency and the employee. – Cost: Multiple sources identify the cost of a bad hire as 1.5 to 3 times/salary. – Opportunity Loss: The amount of time a need is left unfilled results in opportunities unrealized and costs incurred.
  6. Employment Branding What Is An Employment Brand? – An employer’s brand is the image seen through the eyes of employees and potential hires. – Employment branding is the employer’s unique traits and characteristics that are valued by employees and prospective employees and is used as part of the employer’s marketing strategy. – It is the way an organization distinguishes itself internally and externally. How Does An Organization Create an Employment Brand? Employment is a 2-way partnership; the employer and prospective employee sell each other an employment proposition. As part of creating this proposition, an employer needs to understand its current and future audience and how this audience intersects with what the employer is and what it hopes to achieve. The employment brand will allow the organization to know what it is “selling” and will help candidates know what they may be “purchasing” in terms of potential commitment.
  7. Definition of Need & Sourcing  What is Sourcing? – Determining the most effective places to find the talent needed – Includes internal and external sources – The process includes announcing the job’s availability to the market and identifying and attracting qualified candidates to apply. – Includes traditional techniques like advertisements, job fairs and postings – Also includes techniques like social networking, finding passive candidates, and targeted functional searches Effective Sourcing First Requires Accurately Defined Needs An employer must first define what need exists and then determine what types of talent it requires to fulfill that need.
  8. Selection  The process used to choose the best talent to make the best fit with the organization.  The process involves: – Interviewing to reveal certain desired characteristics; – measuring applicants on those characteristics; and – extending an employment offer Tips & Tools Common Types of Interviews •Behavioral – based upon the premise that past behavior is the best predictor of future behavior •Situational – based upon hypothetical situations and the candidates’ responses •Traditional – basic questions usually centered around education, experience, skills… •Technical – focused on specific skill and knowledge needs for a particular function or field
  9. Pre-Boarding • Pre-Boarding is the process of beginning the integration of a new hire into the new organization and work team. – Begins as soon as the employee is offered and accepts the position – Should immediately connect the employee to the agency via the supervisor, human resources, and the work buddy/mentor as the primary points of contact – Initiates the process for the employee’s workstation, equipment, supplies, technology and online access
  10. Talent Acquisition Operational Workflow Requisition Process Sourcing Application Process Screening and Interviewing Employment Offers Notification of Non-selection
  11. How to measure the success of talent acquisition strategies Quality of Hire Percentage of new hires that were the organization’s top choice Quality of Candidates The ability of the organization to define the knowledge, skills and abilities needed to succeed in the job and work environment and to source candidates that meet the competencies Program Satisfaction Hiring manager satisfaction with the recruitment and hiring process and quality of candidates Time-to-Hire The time it takes to hire a candidate to fill a position from job open until the position is offered and accepted New Hire Retention Rate The number of new hires who remain on the job for the first 12 to 18 months New Hire Failure Rate The percentage of new hires in key jobs that were terminated or asked to leave New Hire Retention Rate The number of new hires who remain on the job for the first 12 to 18 months Performance Ratings of “Contributor” or “Extraordinary Contributor” Whether top candidates meet or exceed expectations on performance reviews
  12. Additional tips Talent Acquisition Strategies Best Practices: • Proactively build and expand the pool of candidates. • Seek to fill positions internally, if applicable. • Improve candidates’ pre-screening process. • Enhance employer brand and reputation in the recruiting market place. • Explore new marketing outlets using Internet-based technologies (i.e., social networking sites) to reach passive candidates and targeted groups. • Create efficiencies in recruitment processes and workflows. • Obtain input from hiring managers. • Solicit new hire feedback. • Emphasize strategic workforce planning beyond 18-months. • Scale back or freeze talent acquisition efforts, when the need arises.
  13. Recruitment vs Talent Acquisition • The easy part of the answer is to define “recruiting”. It is nothing more than filling open positions. It is an entirely tactical event. • Strategic Talent Acquisition takes a long-term view of not only filling positions today, but using the candidates that come out of a recruiting campaign as a means to fill similar positions in the future. 13
  14. Talent acquisition Elements • Talent acquisition includes recruiting, but it is inclusive of other strategic elements as follows. • Talent Acquisition Planning & Strategy – ensures business alignment, examines workforce plans, requires an understanding of the labor markets, and looks at global considerations. • Workforce Segmentation – requires an understanding of the different workforce segments and positions within these segments, as well as the skills, competencies, and experiences necessary for success. • Employment Branding – includes activities that help to uncover, articulate and define a company’s image, organizational culture, key differentiators, reputation, and products and services. Employment branding can help advance the market position of organizations, attract quality candidates and depict what it is truly like to work for that organization. 14
  15. • Candidate Audiences – necessitates defining and understanding the audiences in which an organization needs to source for specific roles. Different sourcing strategies should be applied based on the understanding of the jobs and where the audiences will come from to fill them. • Candidate Relationship Management – includes building a positive candidate experience, managing candidate communities, and maintaining relationships for those candidates not selected. • Metrics & Analytics – is the continuous tracking and use of key metrics to drive continuous improvement and to make better recruitment decisions, to ultimately improve the quality of hire. 15
  16. In-source vs Outsource Insource Recruiting Model The insource model is when all hiring functions are conducted by internal resources. This is typically the default model, one that all companies start with before deciding whether or not to bring in a recruitment process outsourcing firm or a recruitment company for help. The insource model is also the one that could have the most internal recruiting pressures, such as reduced staff, increased candidate volume or quality, and the need to learn and to utilize the latest recruiting techniques. • "Do a deep cost/benefit analysis of each model," Taylor said. "Success in this space depends on coming up with answers to the right questions." 16
  17. In-source vs Outsource • Outsource Recruiting Model This model is the complete opposite of the insource model, where all hiring functions are conducted by an external RPO provider. Usually, this means an end-to-end RPO solution, or a single project solution to meet a specific hiring need. The outsource model may be best for incredibly large companies that are constantly hiring and sourcing for talent, or for handling corporate recruiting pressures. Corporate recruiting pressures include a reduced cost per hire, increased strategic demand and the need to achieve certain diversity targets. 17
  18. In-source vs Outsource Co-Source Recruiting Model If a company does bring in an RPO firm, this is the model most opt for, where the recruiting needs and tasks are split between internal sources and the RPO firm. Co-sourcing is the combinations of the insourced and outsourced models, utilizing the best of both models to meet needs. The split can be based on individual positions, location, or expansion/seasonal spikes in hiring. This model is the best for addressing external recruiting pressures, such as increased competition for top talent, the changing sourcing landscape for candidates, and a possible lack of qualified candidates for certain types of positions. Sometimes, it may take a change in the recruiting model itself, determining what the company has and what the company would need to make the fix. Each one is different, and choosing the right one will depend on each business and its recruiting needs. 18
  19. Talent Acquisition Perspectives 19
  20. Improve The Process 20
  21. Acquiring Talent Sourcing talent is the process to generate a pool of qualified candidates for a particular job. The organization must announce the job’s availability to the market and attract qualified candidates to apply. The organization may seek applicants from inside the organization, outside the organization or both. Talent selection is the process to make a “hire” or “no hire” decision about each applicant for a job. The process usually involves determining the characteristics required for effective job performance, interviewing, and then measuring applicants on those characteristics.
  22. What’s the Business Case?  What is the business case for effective talent acquisition?  What are the costs of acquiring the wrong talent?
  23. Key Assumptions “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!” Collins, J. (2001). Good to great. New York: HarperCollins.
  24. Acquisition Workflow  Requisition process.  Sourcing.  Application process.  Screening and interviewing.  Acquisition.  Employment offers.
  25. Sourcing Candidates  College recruiting.  Newspapers.  Recruiting services.  Web sites.  Trade journals.  Temp-to-hire.
  26. Important Considerations Person-Job Fit: The match between a person’s knowledge, skills and abilities and the requirements (competencies) of a specific job (“demands-ability fit”). Related to higher performance and lower turnover. Person-Organization Fit: The congruence of an individual’s personality, beliefs and values with the culture, norms and values of the organization. Related to job satisfaction, commitment and turnover.
  27. Person-Job Fit Analysis  Review core competencies (knowledge, skills, and attributes) for the position.  Observe or ask someone doing the same or a similar job to help validate.  List and prioritize the essential and desirable competencies.  Essentials: The job cannot be performed without these essential KSAs (e.g., experience running X, Y, and Z reports in Siebel’s CRM application).  Desirables: Not essential to perform the job, but can be used to differentiate candidates (e.g., fluent in German).
  28. Person-Organization Fit
  29. Person-Organization Fit  Personality and work group (cultural fit): Conscientiousness (careful, hardworking, organized, etc.) Agreeable (cooperative, good-natured, tolerant, etc.) Extroversion (sociable, gregarious, talkative, etc.) Emotional stability (anger, worry, insecurity, etc.) Openness to experience (flexible, curious, open to ideas, etc.)  Personal values and organization values.  Personal interests and organization opportunities.  Expectations and rewards.  Followership and management style.
  30. Selection Methods  Interviews.  Ability tests.  Personality tests .  Integrity tests.
  31. Your Interview Experience Think about your best or worst interview. Envision yourself in the office or conference room where the interview took place. Was the room hot or cold? Were you comfortable or uncomfortable? What was your first impression of the person who interviewed you? What type of questions did the person ask? How much did you know about the organization or the job?
  32. Halo and Recency Effect The halo effect is the tendency to attribute positive traits to a person with whom you have something in common. This leads to hiring people most like yourself and not necessarily the best person for the job. The recency effect is the tendency to focus your attention on the most recent candidates because they are freshest in your memory.
  33. Interview Questions  Behavioral Interview: Applicants are asked to give specific examples of how they have performed a certain task or handled a problem in the past. Behavioral questions typically begin with “Tell me about a time when…” or “Can you think of....”  Situational Interview: Applicants are asked how they would respond to a specific job situation related to the content of the job they are seeking. Any job-relevant question that begins with “What would you do if…" or “How would you handle…."
  34. Interview Questions  Behavioral Questions:  Can you describe a time when you had to manage a heavy workload or a number of conflicting priorities? Competencies: work under pressure and ability to prioritize.  Can you tell me about a time when you improved a process or made a system work better? Competency: innovation.  Situational Questions:  A work colleague told you in confidence that she suspects another colleague of stealing. What would your actions be? Competencies: ethics and problem solving.  How do you respond to a peer who is preventing your team from completing its project? Competencies: leadership and dedication to goals.
  35. Leading Questions Examples of leading questions:  It’s important that people work collaboratively with others on projects. Are you a team player? Do you work well with others?  We like to have employees who are on time to work and meetings. Do you arrive to work on time? Do you find it difficult to make it to meetings on time?  You will have responsibility for a department of five people. Does this appeal to you?
  36. Interviewing Worksheet Step 1: List Job Dimensions Step 2: Develop Interview Questions Step 3: Cite the Candidate’s Experience List and prioritize 5-10 of the most important dimensions or competencies of the job. Develop questions to probe how well the individual aligns with the job dimensions. Provide evidence for how the candidate aligns. Candidate: _________________ Position: _______________
  37. The Interview  Put the person at ease to establish rapport.  Explain the interview structure.  Ask your questions and really listen to the candidate’s responses.  Take notes.  Describe the job and sell the organization.  Answer candidate’s questions.  Discuss the next steps.
  38. Listening Tips  Avoid being distracted.  Spend at least 80 percent of the time listening and 20 percent talking.  Don’t interrupt the candidate (unless they are rambling).  Ask follow-up questions to get clarity.  Observe the candidate’s nonverbal expressions.  Use nonverbal expressions to show interest.  Listen for “free” information.
  39. Note Taking  Do not use signs, symbols or words that indicate race, gender, age, disability, sexual preference or religion.  Record specifics as they relate to job responsibilities.  Record favorable and unfavorable responses to create a balanced image.  Spend some time after the interview polishing your notes.  Take notes consistently.
  40. Closing the Interview  Describe the decision-making process and time frame.  Ask: “Is there anything else you would like me to tell you about the position or the organization?”  Explain that a background check will be conducted if the candidate is considered further.  Give the candidate your business card and encourage them to call if they have questions.  Thank the candidate.
  41. Candidate Evaluation  Ensures that you and others evaluate candidates on the same job-related criteria.  Guides you through the process of making a hiring decision when several candidates appear to be qualified.  Allows you to document the specific reasons why you did or did not offer the position to each candidate.
  42. Evaluation Worksheet (One) Applicant Name Employee # Interview Date Unqualified Borderline Qualified List in priority the most important job dimensions: 1. Comments: 2. Comments: 3. Comments: 4. Comments:
  43. Evaluation Worksheet Evaluation Criteria:  Unqualified: The candidate shows little or no capacity to perform the duties of the position and/or is not a good fit for the organization.  Borderline: The candidate shows some capacity to perform the duties but is a questionable fit for the organization.  Qualified: The candidate has performed the duties and is a good fit for the organization.
  44. Evaluation Worksheet (Two) Candidates Primary Qualifications Has five years experience in… Certifications Problem Solving Has the ability to… Initiative Takes the initiative to… Leadership Demonstrates an ability to… Joe Mary Karla