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Talent Acquisition


Talent Acquisition Steven V. Manderscheid, Ph.D. Talent Acquisition Steven V. Manderscheid, Ph.D. Listening Tips Avoid being distracted. Spend at least 80 percent of ... – PowerPoint PPT presentation

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Title: Talent Acquisition

Talent Acquisition
  • Steven V. Manderscheid, Ph.D.

  • Name.
  • Role.
  • Why are you interested in talent acquisition?
  • What would you like to get out of this course?

  • Share your experiences. They provide valuable
  • If you are doing something that gets the results
    you want, keep doing it.
  • Take the concepts you learn here and put it into
    your own style.

  • Syllabus Review

Writing Papers A Few Tips
  • Consider outlining your thoughts before writing
    the paper.
  • Use 10- to 12-point font with 1 inch margins.
  • Left-justify your paper.
  • Include a title page.
  • Include an introduction, body and closing.
  • Subtitles increase readability.
  • Use APA guidelines for citations.
  • Proofread your paper and review transitions from
    point-to-point and from paragraph-to-paragraph.
  • Feel free to submit the paper electronically or
    by hard copy.

Course Overview
  • Talent management and acquisition defined.
  • Talent acquisition workflow.
  • Sourcing candidates.
  • Job-fit and organization-fit.
  • Selection methods (e.g., interviewing).
  • Evaluation frameworks.
  • Onboarding strategies.

Learning Objectives
  • Define talent acquisition and differentiate
    between sourcing and selection processes.
  • Use tangible and intangible data to articulate a
    business case for effective talent management.
  • Articulate the seven steps in a common talent
    acquisition process.
  • Conduct a job-fit and organization-fit analysis
    and translate the analysis into selection
    criteria and methods.

Learning Objectives
  • Develop behavior-based and situation-based
    interview questions derived from job analysis
    data and conduct a professional interview.
  • Design a process for final candidate evaluation.
  • Articulate an employers legal responsibilities
    in the recruitment process.
  • Highlight various strategies to onboard new

Talent Management
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
Talent-management processes include Workforce
planningTalent-gap analysisRecruitingStaffing
Education and development RetentionTalent
reviews Succession planningEvaluation 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.
Talent Management Model
Vision, Mission, Strategy and Values Talent
Management Strategy
Talent Acquisition Sourcing, Selection and
Competency Management Talent Management Foundation
Talent Development Performance Management, Career
Development, Leadership Development and
Succession Planning
Talent Assessment and Alignment Internal Mobility
and Workforce Planning
Acquiring Talent
  • Sourcing talent is the process to generate a
    pool of qualified candidates for a particular
    job. The organization must announce the jobs
    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.

Whats the Business Case?
  • What is the business case for effective talent
  • What are the costs of acquiring the wrong talent?

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

Acquisition Workflow
  • Requisition process.
  • Sourcing.
  • Application process.
  • Screening and interviewing.
  • Acquisition.
  • Employment offers.
  • Regrets.

Sourcing Candidates
  • College recruiting.
  • Newspapers.
  • Recruiting services.
  • Web sites.
  • Trade journals.
  • Temp-to-hire.

Important Considerations
  • Person-Job Fit The match between a persons
    knowledge, skills and abilities and the
    requirements (competencies) of a specific job
    (demands-ability fit).
  • Related to higher performance and lower
  • Person-Organization Fit The congruence of an
    individuals personality, beliefs and values with
    the culture, norms and values of the
  • Related to job satisfaction, commitment
    and turnover.

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
  • Essentials The job cannot be performed without
    these essential KSAs (e.g., experience running X,
    Y, and Z reports in Siebels CRM application).
  • Desirables Not essential to perform the job, but
    can be used to differentiate candidates (e.g.,
    fluent in German).

Person-Organization Fit
Person-Organization Fit
  • Personality and work group (cultural fit)
  • Conscientiousness (careful, hardworking,
    organized, etc.)
  • Agreeable (cooperative, good-natured, tolerant,
  • Extroversion (sociable, gregarious, talkative,
  • Emotional stability (anger, worry, insecurity,
  • Openness to experience (flexible, curious, open
    to ideas, etc.)
  • Personal values and organization values.
  • Personal interests and organization
  • Expectations and rewards.
  • Followership and management style.

Selection Methods
  • Interviews.
  • Ability tests.
  • Personality tests .
  • Integrity tests.

Legal Compliance
  • Title VII of the Civil Rights Act (1964, 1991).
  • Age Discrimination in Employment Act (1967).
  • Americans with Disabilities Act (1990).
  • Rehabilitation Act (1973).
  • Executive Order 11246 (1965).

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?
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.

More Than a Gut Feeling
When watching the video, make note of what the
interviewer does particularly well. We will
discuss your observations after the video.
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
  • Any job-relevant question that begins with What
    would you do if" or How would you handle."

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
  • 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.

Leading Questions
  • Examples of leading questions
  • Its 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
  • You will have responsibility for a department of
    five people. Does this appeal to you?

Lets Practice
  • Think of a job with which you are familiar.
  • Using your knowledge of the job, the culture of
    the organization, etc., and the Interviewing
    Worksheet, identify the 10-15 most important
    dimensions of the job.
  • After you have identified the essentials, develop
    a behavior-oriented or situation-oriented
    question for each dimension.
  • When you have completed this, please be prepared
    to share an example with the rest of the class.

Interviewing Worksheet
Candidate _________________
Position _______________
Step 1 List Job Dimensions Step 2 Develop Interview Questions Step 3 Cite the Candidates 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.

Talent Acquisition
Use the worksheet shown on the previous slide and
the competencies developed earlier in the course
to develop specific interview questions to
acquire talent. The purpose of this exercise is
to ensure you are acquiring talent that is
aligned with strategy, possesses the required
competencies, and fits the organizations
Lets Practice
Continued from Session Three
The Interview
  • Put the person at ease to establish rapport.
  • Explain the interview structure.
  • Ask your questions and really listen to the
    candidates responses.
  • Take notes.
  • Describe the job and sell the organization.
  • Answer candidates questions.
  • Discuss the next steps.

Listening Tips
  • Avoid being distracted.
  • Spend at least 80 percent of the time listening
    and 20 percent talking.
  • Dont interrupt the candidate (unless they are
  • Ask follow-up questions to get clarity.
  • Observe the candidates nonverbal expressions.
  • Use nonverbal expressions to show interest.
  • Listen for free information.

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
  • Record favorable and unfavorable responses to
    create a balanced image.
  • Spend some time after the interview polishing
    your notes.
  • Take notes consistently.

Closing the Interview
  • Describe the decision-making process and time
  • 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.

Lets Practice Fishbowl Exercise
  • We need two people to volunteer one person will
    be the interviewer and one will be the
  • The interviewer should provide the interviewee
    with a brief description of the job (use
    information from your Interview Worksheet).
  • The interviewer should follow the guidelines we
    discussed for interviewing, and the interviewee
    should do their best to respond.

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
  • Allows you to document the specific reasons why
    you did or did not offer the position to each

Evaluation Worksheet (One)
Applicant Name Employee Interview Date

List in priority the most important job
dimensions 1. Comments 2. Comments 3.
Comments 4. Comments
Unqualified Unqualified Unqualified Borderline Borderline Borderline Qualified Qualified Qualified

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.

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
  • Why is it important to help new employees get
    socialized into their work groups? What is the
  • Who is responsible for integrating new employees
    in your organization?

Onboarding Ideas
  • Work in groups of three or four and highlight
    some best practices to successfully integrate new
    talent into an organization.
  • Here are some questions you might want to
    discuss before developing your list
  • What does your organization do to ensure people
    are successfully integrated (socialized) into the
  • What could your organization do better to ensure
    people are successfully integrated and socialized
    into the organization?

Module Wrap-Up
  • Questions or comments?
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