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Talent Acquisition

Talent Acquisition






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    Talent Acquisition Talent Acquisition Presentation Transcript

    • Talent Acquisition
    • Agenda
      • Sourcing
      • Prescreening
      • Interview
      • Background Checks
      • On-boarding
    • 3
      Talent Acquisition
    • Sourcing – Generation of Technology…
      Web Version 2
      Pre Web
      Web Version 1
    • Linear vs. Social Recruiting
    • Sourcing
      • FREE Sourcing
      Post Job Free
      • FREE Diversity Sourcing Tool
      Sourcing Tool
      RMS (Taleo)
      Job in the Sun
    • Active vs. Passive
      Quality candidates can be active candidates, too.
      There is no question about their interest level.
      Flexible. Eager to make themselves readily available to interview and join the team.
      May be more willing to negotiate on salary and benefits because motivated to find a new opportunity.
      They may be desperate to leave their current job or if they are unemployed, to find a new opportunity, therefore, they may jump at the wrong opportunity.
      Sometimes active candidates who are unemployed are that way for a reason.
      Active candidates may apply in droves and many may not be qualified.
      Because they are active, they may be off the market quickly.
      May find quality candidates who would not have come to light otherwise.
      May identify quality candidates that no one else has contacted.
      May be the best source for candidates with difficult to find or unique skill sets or experience.
      Will tend to be more selective about finding the right position and not jump at just anything.
      The process of finding quality passive candidates and changing them into active ones can be very time consuming and not be worth the desired end results.
      May be more likely to back out once into the recruiting process.
      Longevity with a company may result in higher expectations and demands; therefore, it is very important to determine what will entice them to move to a new organization.
    • More and more people are using internet search to find jobs – it’s now their first port of call
      84% of job hunters use the internet to find jobs
      • 61% researched companies
      • 46% researched roles and industries
      • 38% looked for recruitment agents
      • 32% researched education opportunities
      70% of job hunters submitted an application online
      Source: 2008-09 Australia Employment Search Report – Nielsen Online
    • Job Description
      What does a job description contain?
      How can you attract the right talent in a job description?
      Following are a key element for a well written job description:
      • Title of the position
      • Location
      • Firm Services
      • Reference Code (Requisition Number)
      • Type of position
      • Introducing the Organization
      • Job Description
      • Skills
      • Education
    • 1
      Talent Acquisition
    • Pre-screening Questions
      The employer interviews, often by phone by a human resource person or by an outside recruiter hired by the employer, in order to check for initial qualifications.
      How many years of experience do you have?
      Do you have a CPA?
      Have you led a management team?
      Do you have a Bachelors degree in Accounting?
      Are you able to travel?
      List your current professional licenses you currently hold?
    • Talent Acquisition
    • Types of Interview
      • Technical - The candidate is asked questions that specifically relate to the job requirements and have right / wrong answers.
      • Committee - The candidate is interviewed by a number of people at the same time. Some organizations refer to this method as “Panel Interview.”
      • Traditional - The candidate sits and talks with the interviewer usually at the company’s facility. Questions are focused on the candidate’s attitudes; values, and traditional skills.
      • Behavioral - A behavior exhibited in one circumstance will be exhibited in other circumstances as well. The more recent the past behavior, the more likely it is to be repeated. The more often the behavior was demonstrated over time, the higher the probability it will be repeated in the future.
    • Behavioral Based Questions
      Behavior-based questions: These require candidates to share a
      specific example from their past experience. Each complete answer from
      a candidate should be in the form of STAR response – Situation/Task,
      Action and Result. Examples:
      Tell me about a crisis you could have prevented. Did you do anything differently after the crisis had passed?
      Tell me how you resolve crises by deploying your team members. Give me a specific example.
      Crises usually require us to act quickly. In retrospect, how would you have handled a recent crisis differently, if you had been given more time to think before acting?
    • Targeted Selection Statistics
    • PMA Targeted Selection Interview
      Commitment to Quality Collecting Data
      Understanding the Application Coaching
      Risk Identification and Responses Service Delivery
      Consultation Networking
      Documentation of work performed Teamwork
      Knowledge and Learning Leading Change
      Staying Current Adaptability
      Technology and Systems Budgeting
      Documentation Prioritization
      Specialized Skill/Knowledge Planning & Resource Utilization
      Interpersonal skills Goal Orientation
      Leadership Strategic Focus
    • TSI Practice25 minute Exercise
    • Other interviewing tips
      Do far more listening (80%) than talking (20%)
      Ask all the questions, but let the discussion unfold naturally
      Allow candidate to ask questions after you have finished asking yours
      “We’ll make an offer to the person we choose based on their skills and experience”
      Close by telling them what will happen next
    • The Interview Process and Beyond
      After the Interview:
      Let the candidates know what they can expect: Always end the interview on a positive note, but be genuine. Don’t tell candidate to call you if you don’t mean it. If the candidate is a good fit, be clear about what the next steps would be.
      The job market is always competitive when looking for good people. We need to realize that we're selling ourselves as much as candidates are trying to sell themselves.
      It's important to treat people well during the interview process. I never want to lose a potential customer or cause a candidate to have a negative impression of our company.
      Your interview process reflects the value your company places on each candidate and, by extension, each employee.
      Be a good ambassador for your company by conducting a professional interview, communicating honestly, and basing hiring decisions on an honest evaluation of each candidate's capabilities.
      Not only will you make great hires, but you'll build goodwill in the community and enhance your future recruiting efforts.
    • Legal Interview Questions & Hiring Guidelines
      Definition of an Illegal Questions
      Title VI, The Americans with Disabilities Act, and other Federal and State acts forbid employers from discriminating against any person on the basis of sex, race, national origin, religion or disability.
      Therefore, an illegal question is any question pertaining to any of these areas that could be construed discriminatory and is completely unrelated to any requirement of the position.
      Questions must be focused only to determine a candidate’s capability to perform the essential functions you have defined for the job.
    • Interview Bias
      You as the interviewer may unconsciously make assumptions about some candidates based on the way they speak; their age; or any of the background information that the candidates may have listed on their Resume.
      The following are some of the more common interview bias that even the most seasoned interviewer sometimes fall into:
      First impression – This bias can work either for or against a candidate, depending on the interviewer’s first impression. A candidate who is very nervous and stutters during the first few minutes may be viewed as less qualified even if during the remainder of the interview they are poised and well spoken.
      Gut feeling – The gut feeling bias occurs when the interviewer relies on an intuitive feeling that the candidate is a good or bad fit for the position without looking at whether or not the individual’s qualifications meet the criteria established by the job specifications and candidate profile.
      Halo effect – The halo effect occurs when the interviewer evaluates a candidate positively based on a single characteristic. For example, a candidate’s self-confident attitude may overshadow a lack of experience in a particular requirement.
    • A great resource!
      Society for Human Resource Management
    • Talent Acquisition
      Background Check
    • Employment Background Check
      Former Employer Organization Name
      Candidate Title with Organization
      Candidate Salary
      Start and End date
      If unable to contact company (W2, Paystub or 1099)
      Criminal/Federal Check (misdemeanor, DWI, Theft, Felony, Federal Offence…etc)
      Credit Check – Financial Positions ONLY
      References (Not acceptable as per USA standards)
    • Talent Acquisition
    • Onboarding
      Follow up with employee on first day to welcome them to the firm
      Follow up for referrals
      Buddy Program
      First 14 Days: Independence, 401k plan, Complete any outstanding courses (Ethics & Compliance and Independence
      First 7 Days: DTE, Benefits , Independence, Ethics & Compliance , Review industry guidelines
      First 31 Days: Ensure that all necessary training has been completed. (Ethics & Compliance) Benefits
      First 6 Months: Ensure that all training requirements have been meet as well as continue to take additional training.
    • Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity.  Please see www.deloitte.com/about for a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms.
      Deloitte provides audit, tax, consulting, and financial advisory services to public and private clients spanning multiple industries. With a globally connected network of member firms in more than 140 countries, Deloitte brings world-class capabilities and deep local expertise to help clients succeed wherever they operate. Deloitte's approximately 169,000 professionals are committed to becoming the standard of excellence.This publication is for internal distribution and use only among personnel of Deloitte Touche Tohmatsu Limited, its member firms, and its and their affiliates.
       None of Deloitte Touche Tohmatsu Limited, Deloitte Global Services Limited, Deloitte Global Services Holdings Limited, the Deloitte Touche Tohmatsu Verein, any of their member firms, or any of the foregoing’s affiliates shall be responsible for any loss whatsoever sustained by any person who relies on this publication.