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Talent acquisition

The document outlines a comprehensive talent acquisition process map detailing the end-to-end recruitment cycle, including workforce planning, position requisition, sourcing candidates, tracking and screening, interviewing, extending offers, and managing new hire integration. Each subprocess is described with specific steps, emphasizing the importance of aligning recruitment with organizational goals, effectively managing candidate data, and ensuring careful selection to enhance organizational performance. It also discusses various interview types, testing methods, and exit interview insights to understand employee turnover and improve retention strategies.

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Talent Acquisition
Process Map for End-to-end Recruitment Recruitment Process I II III IV Plan Workforce Develop Position Requisition Source/ Pipeline Candidates Manage, Track & Screen Candidates Interview & Select Candidates Extend Offer & Conduct Pre-employment Due Diligence Manage New Hire Integration V VI VII
The Following Describe Each Of The Sub-processes That Make Up Recruitment Plan Workforce • The strategic review of organizational growth and change as it relates to Recruiting activity and how this aligns with the overall strategic direction and organizational goals Develop Position Requisition • Development of new job requisitions to fulfill the talent and skills needs identified in the “Plan Workforce” process or updating existing job requisitions when a position becomes vacant II III Source /Pipeline Candidates • The identification, selection and use of appropriate medium(s) to attract prospective candidates to apply and be considered for employment opportunities Manage, Track & Screen Candidates • The management and tracking of current and past candidate data/information in order to select the best qualified talent to be considered for employment opportunities Interview & Select Candidates • The review and assessment of the best qualified candidates for a particular job requisition IV V VI Extend Offer & Conduct Pre- Employment Due Diligence • The pre-employment due diligence around background checks, reference checks, employment history and licensing/education requirements and offer communication to candidate • The offer extension is the preparation and approval routing of an employment offer to the best qualified candidate that is contingent upon the completion of necessary reviews and checks Manage New Hire Integration I VII • The initial stage of entry to employment through proper paperwork completion and onboarding procedures and training
Staffing • Staffing – Process of recruiting & selecting prospective employees – Has significant impact on organization’s bottom line • Requires staffing process to become strategically focused – Recruitment & selection activities offer organization numerous choices to find & select new employees – Staffing decisions need to ensure employees fit organization’s culture
Recruiting • When & how extensively to recruit – When do recruiting efforts need to begin? – How large an applicant pool needed? – Data from past recruiting efforts utilized • To answer questions where feasible • Adjust for changed conditions • Yield ratios – Offer information on how many applicants eliminated/remain at each step in recruitment process – Can determine proper or necessary size of applicant pool
Recruiting Pyramid
Recruiting Timeline
Methods of Recruiting • Informally or formally • Internally or externally • Targeted advertising in selected media • Recruiting on Internet / Social Network • Outsourcing to staffing agencies • Executive search firms • On-campus recruiting • Referrals & Walk-ins
Finding Internal Candidates Hiring from Within Job Posting Succession Rehiring Former Planning (HRIS) Employees
Advantages & Disadvantages of Internal & External Recruiting
Why Careful Selection is Important Organizational Performance Legal Obligations and Liability The Importance of Selecting the Right Employees Costs of Recruiting and Hiring
Selection Process Issues • Reliability – Consistency of measurement – Screening criteria should elicit same results in repeated trials across time & evaluators – Reliability influenced by criterion deficiency & contamination errors – Reliability is prerequisite for validity
Selection Process Issues • Validity – Degree to which what is assessed is related to actual performance – Ability to establish job-related validity is crucial to employers in defending themselves in discrimination allegations – Content validity illustrates that measure or criterion is representative of actual job content or knowledge – Criterion (empirical) validity demonstrated by relationship between screening criteria & job performance
Types of Interviews Selection Interview Appraisal Interview Exit Interview Types of Interviews
Basic Features of Interviews Interview Structure Interview Administration Selection Interviews Interview Content
Interview Formats Unstructured or Nondirective Interview Interview Formats Structured or Directive Interview
Interview Content Situational Interview Stress Interview Types of Questions Behavioral Interview Job-Related Interview
Behavioral Interviewing • Used with experienced & inexperienced applicants • Asks about situations candidate is likely to face on job • Candidates can present real-life situations they were involved in & how they handled them
What Can Undermine An Interview’s Usefulness & What we do differently? Nonverbal Behavior and Impression Management Interviewee’s Personal Characteristics Interviewer Behavior Factors Affecting Interviews Snap Judgments Interviewer’s Misunderstanding Pressure to Conduct Interview
Interviewing Process Issues • Who should be involved? – Prospective supervisors, peers, subordinates • Which interview format? – Individual or group interviews • Common interviewer errors – Similarity errors – Contrast errors – First impression – Halo errors – Personal biases
Types of Tests Cognitive (Mental) Abilities Achievement What Tests Measure Motor and Physical Abilities Personality and Interests
Testing • Work sample tests – Ask applicant to complete representative sample of actual work • Trainability tests – Measure • Aptitude in certain areas • Ability to understand critical job components that firm will teach new hires • Tests of Cognitive abilities • Intelligence Tests ( IQ) • Specific Cognitive Abilities
Testing • Realistic job previews – Make applicants aware of both positive & negative aspects of job – Decrease likelihood new employee will become dissatisfied – Increase likelihood of candidate’s self-selecting out of position • Personality testing is useful in anticipating how applicants are likely to behave
The Big Five Personality Dimensions Personality Dimension Characteristics of Person Scoring Positively on Dimension 1) Extraversion Outgoing, talkative, social, assertive 2) Agreeableness Trusting, good-natured, cooperative, soft-hearted 3) Conscientiousness Dependable, responsible, achievement-oriented, persistent 4) Emotional stability Relaxed, secure, unworried 5) Openness to experience Intellectual, imaginative, curious, broad-minded
Other Testing Methods • Personality testing – Useful to anticipate how applicants likely to behave – Few, if any, jobs require specific personality type – Have been successfully challenged in court
Strategic Issues in Staffing
Selection Interview
THE MISSING LINK FOR SUSTAINED COMPETITIVE ADVANTAGE INTERVIEWS SELECTION INTERVIEWS APPRAISAL INTERVIEW EXIT INTERVIEW strong weak EFFORT TIME METRIC FEEDBACK GOVERNANCE
Name: Emp. No: Process: Grade: Date of Resignation: Designation: Last Working Day: Requested Relieving Date Reporting Manager: OOM: Communication Address: Email ID: Landline & Mobile No.: Manager/Supervisor's Input a) General: b) Reason for Leaving: c) Could this Resignation have been prevented : d) What actions were taken to prevent this Resignation? e) Can we re-hire? Name: Date: Designation: LOB HR Partner's Remarks (If any): Exit Interview Details To be completed by RM/OOM after Counseling
1 Reason for Separation (Select any two) Separation Remarks To be completed by LOB HR after interviewing associate 1 day prior to the LWD Compensation Package Benefits Marriage To be closer to native place / family Better Title Job Contents Higher Education Health Reasons / Maternity Work Location too distant Family Business / Entrepreneur Inadequate growth Opportunities Dissatisfied with P4P Process Relocation Shifts/Work Conditions Opportunities to utilize my skills Work Life Balance (Work, Leisure, Family) Lack of recognition for contribution Work Pressure Dissatisfied with RM 2 Out of the above-mentioned reason(s), please state the first and second most important reason that prompted you to leave the organization: (I) (II) 3 Date: 4 When was it that you started looking out for other opportunities? What was the trigger event? What according to you are strengths and improvements of the organization? Strengths (I) (II) Improvement (I) (II) 5 If applicable any: a) Total Prior experience before joining BACS (In Months) b) Previous sector type you are moving from ? BPO ITES Non BPO Others (Specify) c) Salary in the new organization d) Organization that you are moving to e) Sector type you are moving to? BPO ITES Non BPO Others (Specify) f) Shifts you will be working in the new organization? Day Night Afternoon Flexible g) Is there a change in the job profile at your new organization? If Yes, What? 6 7 LOB HR Partner's input: (To be completed after discussing with the associate) LOB HR Partner's Name: Indicate your ratings on the following: (1 being the lowest and 5 being the highest) Training - Pre-process Pay for Performance Reporting Manager - Subject Matter Expertise - Interpersonal relationships Career Progression Treatment Post Resignation Training - Process Compensation Benefits Facilities Technology Associates Emp ID: LOB HR's Emp ID: Associates Name: LOB HR's Name: Voluntary/ Involuntary Date:
Sample Findings /Analysis–EXIT Interview Attrition – Rating Attrition – Reason 6-9M 10% 9-12M 14% 12-15M 13% 15-18M 15% 18-24M 24% 3-6M 8% 0-3M 8% >24M 8% 10 10 10 10 8 5 5 3 3 3 3 3 18 13 20 15 10 5 0 Higher Education Opportunities to utilize my skills Better Title Compensation Package Career Opportunity Personal Obligations Job Content Closer to Native place Dissatisfied with PFP Dissatisfied with RM Family Business/ Entrepreneur Inadequate growth opportunities Marriage Shift/ Work Conditions Percentages Competitors Hiring Attrition – Vintage 0 1 2 3 4 5 6 7 Patni Wipro Accenture CTS TCS
Sample Findings /Analysis– VERBATIM (CONTENT ANALYSIS) Employees version - Positive Aspects about the Reporting Manager 1. Tackles team problems efficiently 2. Concerns about the team members are taken care efficiently and effectively Employees version - Areas of Improvement for Reporting Manager 1. Need to monitor directly the performance of an individual, if not well projected by their immediate leaders. 2. Reporting the problem at the last minute and not discussing the project movements with resources Employees version - Positive Aspects about the Project/Vertical/Department Company/Organization 1. 2. Employees version – Areas of improvement for the Project/Vertical/Department Company/Organization 1. 2.
Sample Findings /Analysis– VERBATIM (CONTENT ANALYSIS) What is the one thing that you would like to change in this company? “SINGLE SIGN-ON”- There are too many HR tools that really take away lot of time for any kind of HR services” “What is the one thing that you appreciate about this company? “ OPEN AND TRANSPARENT – Leaders and employees live up to the value system “What is the one thing that will make you to come back to this company again?” Learning is amazing, with lot of opportunity to grow horizontally “What is the one thing that your supervisor needs as an immediate improvement?" Need to hear out employees concern very often
Process Map for End-to-end Recruitment Recruitment Process I II III IV Plan Workforce Develop Position Requisition Source/ Pipeline Candidates Manage, Track & Screen Candidates Interview & Select Candidates Extend Offer & Conduct Pre-employment Due Diligence Manage New Hire Integration V VI VII
The Following Describe Each Of The Sub-processes That Make Up Recruitment Plan Workforce • The strategic review of organizational growth and change as it relates to Recruiting activity and how this aligns with the overall strategic direction and organizational goals Develop Position Requisition • Development of new job requisitions to fulfill the talent and skills needs identified in the “Plan Workforce” process or updating existing job requisitions when a position becomes vacant II III Source /Pipeline Candidates • The identification, selection and use of appropriate medium(s) to attract prospective candidates to apply and be considered for employment opportunities Manage, Track & Screen Candidates • The management and tracking of current and past candidate data/information in order to select the best qualified talent to be considered for employment opportunities Interview & Select Candidates • The review and assessment of the best qualified candidates for a particular job requisition IV V VI Extend Offer & Conduct Pre- Employment Due Diligence • The pre-employment due diligence around background checks, reference checks, employment history and licensing/education requirements and offer communication to candidate • The offer extension is the preparation and approval routing of an employment offer to the best qualified candidate that is contingent upon the completion of necessary reviews and checks Manage New Hire Integration I VII • The initial stage of entry to employment through proper paperwork completion and onboarding procedures and training
I– Plan Workforce Process Step Detail 1. Review and assess organizational strategy • Review strategic priorities for the year, growth projections, predicted turnover, and hiring requirements to ensure alignment with overall workforce planning strategy • Gather historical data trends (i.e. turnover) to project future recruiting needs • Gather input from the business around projected recruiting needs 2. Determine and identify key talent segments • Based on organizational strategic growth priorities, assess key skills and competencies required to support the organizational needs 3. Report current workforce metrics • Based on key talent segments identified above, assess current workforce against identified key skills and competencies 4. Conduct internal and external benchmarking • Gather industry benchmarks through HR & Recruiting • Predict and forecast workforce trends using workforce trend research 5. Conduct SWOT analysis • Based on current workforce metrics and benchmark comparison, determine strengths, weaknesses, opportunities, and threats related to talent segments 6. Develop potential workforce initiatives and conduct cost/ benefit analysis • Based on SWOT analysis, develop strategies to address talent gaps • Conduct cost /benefit analysis to determine a ROI justification for each initiative 7. Establish workforce strategy and plan • Plan each workforce initiative (timing, resources, benefit realization, and tactics) 8. Communicate workforce strategy and plan • Document strategic priorities and tactics for the year related to recruiting and communicate to the rest of the HR organization and the business as needed 9. Generate any new positions or job descriptions • Generate any new job descriptions resulting from workforce strategy
II– Complete Position Requisition Process Step Detail 1. Receive notification of job vacancy • Recruiter is notified of vacancy via an email automated alert and initiates discussion with Hiring Manager to determine appropriate action 2. Initiate position requisition and obtain appropriate approvals • Hiring Manager retrieves the appropriate job template and completes requisition screen detailing position requirements and refining job description details, as necessary • Hiring manager initiates requisition approval process 3. Source/ Pipeline Candidates • Once position requisition is approved, recruiter is notified and move to Sourcing/ Pipelining Candidates process 4. Designate requisition status as HOLD • Recruiter & Hiring Manager receive notification of position requisition not approved • Recruiter updates status of position requisition to HOLD 5. Monitor aging requisition report • Recruiter monitors aging requisition reports that are auto-generated and follows up with Hiring Manager for appropriate action
III– Source/ Pipeline Candidates Process Step Detail 1. Create job posting • Recruiter completes the remaining steps required in to create job posting, which include: assigning skills and screening questions/ knock out questions that will determine how candidates are screened as their information is entered in the system, as well as choosing posting preferences (internal, external, job boards, etc.) 2. Determine sourcing strategy • Recruiter should also initiate discussion with Hiring Manager to determine the following: - Internal candidate in mind? - Source externally? 3. Implement sourcing strategy • Implement sourcing strategy, as discussed with Hiring Manager. This should always include: - Searching “Hot Candidates” and employee referral folders - Leveraging advanced search (key word search) to find potential matches in the talent pool (candidate database) - Posting job posting to corporate website, intranet, and external job boards as required and set expiration dates • It may also include: - Advertising open job positions in newspapers and magazines - Engaging sourcing agencies - Attending job fairs or campus events 4. Review candidate pipeline • If candidate pipeline is strong; remove job postings from internal and external sites and move to Manage, Track & Screen Candidates process • If candidate pipeline is not strong; initiate conversation with Hiring Manager and determine alternate sourcing strategies 5. Remove job postings • Job posting will expire from internal and external job boards automatically, as specified. Remove postings manually via posting centre, if required
IV– Manage, Track & Screen Candidates Process Step Detail 1. Candidate submits an application for a position • Candidate submits application online, via email or hard copy • Online application includes: searching for positions, viewing job description, completing a profile and/or attaching their resume, and answering skills and screening questions and optional EEO questionnaire 1a. Manually enter candidate in and send candidate update profile link • If candidate submits an application via email or hard copy, the resume/ application must be either scanned or entered manually into • HR Operations & Administration then sends candidate an “update profile” link which will require the candidate to verify their application information and respond to skills and screening questions 2. Candidate receives update profile link and completes application • Candidate receives update profile link and completes application • Candidate verifies application details and responds to skills and screening questions 3. Receive notification of application receipt • Upon completion of online application, candidate receives an auto-generated application acknowledgement receipt via email 3a. New candidates notification • Recruiter receives an auto-generated notification of a new candidate prompting them to log into and review candidate/job details 4. Rank candidates based on responses to position specific questions • will rank candidates according to how well they matched the specified job skills criteria and filter candidates into “screened in” and “screened out” folders according to how they responded to the screening/ knock out questions 5. Conduct screen of candidates automatically screened-in first • Review application details and resumes of candidates “screened in” • Conduct phone/ face-to-face screen with candidates 6. Annotate candidate record with deficiencies and additional attributes • Upon review of application details and phone/ face-to-face screen, annotate candidate record with pertinent information about their fit for the job and
IV– Manage, Track & Screen Candidates Process Step Detail 7. Determine appropriate candidate status based upon results of screen • Create candidate short list and update candidate status based on results of screen to “hiring manager review” or “screened out” 8. Email candidate short-list to Hiring Manager • Recruiter emails short-listed candidates to Hiring Manager along with application details, answers to skills and screening questions, resume, and all recruiter notes 9. Obtain/ review candidate short list • Hiring Manager reviews short listed candidates and determines candidate status • If Hiring Manager accepts short list; proceed to Interview & Select Candidate process • If Hiring Manager does not accept short list; proceed to step 10 10. Update candidate status and notify candidate that have not been selected for interview • Recruiter documents reason the candidate was not selected for interview, for future reference, and sends rejection letter to candidate through and follows-up with a phone call • Proceed to Source/ Pipeline Candidates process and/or Manage, Track & Screen Candidates process
V– Interview & Select Candidates Process Step Detail 1. Schedule interview/Receive interview request and accept • Send interview requests to candidate and Hiring Manager through system. • Hiring Manager and Candidate receive interview requests 2. Prepare interview toolkit • Extract application details, job details, including interview guides from and send to Hiring Manager via email 3. Conduct primary and secondary interviews • Conduct phone/ face-to-face interviews with candidates • Engage HR Business Partners and Recruiter, as required 4. Determine if candidate is qualified to hire • Review application details and interview notes with HR Business Partner to come to agreement/decision on qualified for hire candidates 5. Follow up with Hiring Manager and document interview notes • Following up with Hiring Manager after the interview to find out how the candidate performed • Capture interview notes in and update candidate status as either “Qualified for Hire” or “Not Qualified for Hire” • If candidate is qualified for hire, go to step 6 • If candidate is not qualified for hire, go to step 7 6. Conduct verbal reference checks • Contact candidate for permission to contact references • Using the standard reference check list, contact each reference and document feedback in • If reference checks are successful, go to Extend Offer & Conduct Pre-Employment Due Diligence process • If reference checks are unsuccessful, go to step 7 7. Indicate candidate status as not qualified for hire and communicate results • For candidates not qualified for hire, flag as such, and contact candidate to let them know they will not be moving forward in the hiring process. Meet with Hiring Manager to discuss alternate candidates/ sourcing strategies
VI– Conduct Pre-Employment Due Diligence & Extend Offer Process Step Detail 1. Determine appropriate candidate offer and obtain necessary approvals • Work with Recruiter to determine appropriate offer package for selected candidate and obtain necessary approval from HR Business Partner 2. Receive notification that offer has been approved • Review offer details • If hire is Re-Hire (formal employee), go to step 3 • If hire is New Hire, go to step 4 3. Verify internal employment history • Review employment record and contact former line manager to obtain feedback on prior job performance and fit • If re-hires passes checks proceed to step 4 • If re-hire fails checks proceed to step 7 4. Create offer package and extend offer • Update candidate status to Extend Offer • Choose appropriate offer letter template from library in , input salary and start date requirements and generate offer letter • Call candidate to extend verbal offer, contingent on background and criminal checks • If candidate accepts proceed to step 5 • If candidate declines proceed to step 8 5. Conduct background checks • Verify employment, licensing, certification, education of candidate; engage vendors as required • If candidate passes, proceed to step 6 • If candidate fails, proceed to step 8 6. Close position requisition • Update candidate status as Offer Accepted/ Hired and close position requisition in order to ensure time to fill metrics are captured in 7. Indicate candidate status as not qualified for hire and communicate results • Update candidate status as not qualified for hire and contact candidate to let them know they will not be moving forward in the hiring process. Meet with Hiring Manager to discuss alternate candidates/ sourcing strategies 8. Notify Hiring Manager • Notify Hiring Manager that candidate has failed background/ criminal checks
VII – Manage New Hire Integration Process Step Detail 1. Notify Hiring Manager of offer acceptance • Notify Hiring Manager of offer accepted 2. Complete New Hire Checklist • Complete New Hire Checklist (includes start date, IT, facilities and security requirements) and send to HR Operations and Administration 3. Communicate start date with key stakeholders • Send new hire requirement email notification to IT, facilities and security via • HR Business Partner to provide support, as required 4. Prepare New Hire Package and send to new hire • Send New Hire Package (including new hire paperwork, authorization, and benefits enrolment, Orientation CD) 5. Complete new hire paperwork and benefits enrolment • Complete new hire paperwork online and submit for review • Recruiter verifies completion of paperwork and notifies candidate if further information is needed 6. Contact new hire to complete paperwork • If new hire paperwork is unfinished or incomplete, contact new hire to complete. Answer any questions and provide assistance to new hire to complete paperwork, as required 7. New Hire Orientation reminder sent to Hiring Manager/ Key stakeholders • Once paperwork is received and complete, sends out a reminder to key stakeholders (including Hiring Manager) 8. New hire completes New Employee Orientation/ unique training • Complete New Employee Orientation / unique training provided by Organizational Learning & Development

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Talent acquisition

  • 1.
  • 2.
    Process Map forEnd-to-end Recruitment Recruitment Process I II III IV Plan Workforce Develop Position Requisition Source/ Pipeline Candidates Manage, Track & Screen Candidates Interview & Select Candidates Extend Offer & Conduct Pre-employment Due Diligence Manage New Hire Integration V VI VII
  • 3.
    The Following DescribeEach Of The Sub-processes That Make Up Recruitment Plan Workforce • The strategic review of organizational growth and change as it relates to Recruiting activity and how this aligns with the overall strategic direction and organizational goals Develop Position Requisition • Development of new job requisitions to fulfill the talent and skills needs identified in the “Plan Workforce” process or updating existing job requisitions when a position becomes vacant II III Source /Pipeline Candidates • The identification, selection and use of appropriate medium(s) to attract prospective candidates to apply and be considered for employment opportunities Manage, Track & Screen Candidates • The management and tracking of current and past candidate data/information in order to select the best qualified talent to be considered for employment opportunities Interview & Select Candidates • The review and assessment of the best qualified candidates for a particular job requisition IV V VI Extend Offer & Conduct Pre- Employment Due Diligence • The pre-employment due diligence around background checks, reference checks, employment history and licensing/education requirements and offer communication to candidate • The offer extension is the preparation and approval routing of an employment offer to the best qualified candidate that is contingent upon the completion of necessary reviews and checks Manage New Hire Integration I VII • The initial stage of entry to employment through proper paperwork completion and onboarding procedures and training
  • 4.
    Staffing • Staffing – Process of recruiting & selecting prospective employees – Has significant impact on organization’s bottom line • Requires staffing process to become strategically focused – Recruitment & selection activities offer organization numerous choices to find & select new employees – Staffing decisions need to ensure employees fit organization’s culture
  • 5.
    Recruiting • When& how extensively to recruit – When do recruiting efforts need to begin? – How large an applicant pool needed? – Data from past recruiting efforts utilized • To answer questions where feasible • Adjust for changed conditions • Yield ratios – Offer information on how many applicants eliminated/remain at each step in recruitment process – Can determine proper or necessary size of applicant pool
  • 6.
  • 7.
  • 8.
    Methods of Recruiting • Informally or formally • Internally or externally • Targeted advertising in selected media • Recruiting on Internet / Social Network • Outsourcing to staffing agencies • Executive search firms • On-campus recruiting • Referrals & Walk-ins
  • 9.
    Finding Internal Candidates Hiring from Within Job Posting Succession Rehiring Former Planning (HRIS) Employees
  • 10.
    Advantages & Disadvantagesof Internal & External Recruiting
  • 11.
    Why Careful Selectionis Important Organizational Performance Legal Obligations and Liability The Importance of Selecting the Right Employees Costs of Recruiting and Hiring
  • 12.
    Selection Process Issues • Reliability – Consistency of measurement – Screening criteria should elicit same results in repeated trials across time & evaluators – Reliability influenced by criterion deficiency & contamination errors – Reliability is prerequisite for validity
  • 13.
    Selection Process Issues • Validity – Degree to which what is assessed is related to actual performance – Ability to establish job-related validity is crucial to employers in defending themselves in discrimination allegations – Content validity illustrates that measure or criterion is representative of actual job content or knowledge – Criterion (empirical) validity demonstrated by relationship between screening criteria & job performance
  • 14.
    Types of Interviews Selection Interview Appraisal Interview Exit Interview Types of Interviews
  • 15.
    Basic Features ofInterviews Interview Structure Interview Administration Selection Interviews Interview Content
  • 16.
    Interview Formats Unstructured or Nondirective Interview Interview Formats Structured or Directive Interview
  • 17.
    Interview Content Situational Interview Stress Interview Types of Questions Behavioral Interview Job-Related Interview
  • 18.
    Behavioral Interviewing •Used with experienced & inexperienced applicants • Asks about situations candidate is likely to face on job • Candidates can present real-life situations they were involved in & how they handled them
  • 19.
    What Can UndermineAn Interview’s Usefulness & What we do differently? Nonverbal Behavior and Impression Management Interviewee’s Personal Characteristics Interviewer Behavior Factors Affecting Interviews Snap Judgments Interviewer’s Misunderstanding Pressure to Conduct Interview
  • 20.
    Interviewing Process Issues • Who should be involved? – Prospective supervisors, peers, subordinates • Which interview format? – Individual or group interviews • Common interviewer errors – Similarity errors – Contrast errors – First impression – Halo errors – Personal biases
  • 21.
    Types of Tests Cognitive (Mental) Abilities Achievement What Tests Measure Motor and Physical Abilities Personality and Interests
  • 22.
    Testing • Worksample tests – Ask applicant to complete representative sample of actual work • Trainability tests – Measure • Aptitude in certain areas • Ability to understand critical job components that firm will teach new hires • Tests of Cognitive abilities • Intelligence Tests ( IQ) • Specific Cognitive Abilities
  • 23.
    Testing • Realisticjob previews – Make applicants aware of both positive & negative aspects of job – Decrease likelihood new employee will become dissatisfied – Increase likelihood of candidate’s self-selecting out of position • Personality testing is useful in anticipating how applicants are likely to behave
  • 24.
    The Big FivePersonality Dimensions Personality Dimension Characteristics of Person Scoring Positively on Dimension 1) Extraversion Outgoing, talkative, social, assertive 2) Agreeableness Trusting, good-natured, cooperative, soft-hearted 3) Conscientiousness Dependable, responsible, achievement-oriented, persistent 4) Emotional stability Relaxed, secure, unworried 5) Openness to experience Intellectual, imaginative, curious, broad-minded
  • 25.
    Other Testing Methods • Personality testing – Useful to anticipate how applicants likely to behave – Few, if any, jobs require specific personality type – Have been successfully challenged in court
  • 26.
  • 27.
  • 28.
    THE MISSING LINKFOR SUSTAINED COMPETITIVE ADVANTAGE INTERVIEWS SELECTION INTERVIEWS APPRAISAL INTERVIEW EXIT INTERVIEW strong weak EFFORT TIME METRIC FEEDBACK GOVERNANCE
  • 29.
    Name: Emp. No: Process: Grade: Date of Resignation: Designation: Last Working Day: Requested Relieving Date Reporting Manager: OOM: Communication Address: Email ID: Landline & Mobile No.: Manager/Supervisor's Input a) General: b) Reason for Leaving: c) Could this Resignation have been prevented : d) What actions were taken to prevent this Resignation? e) Can we re-hire? Name: Date: Designation: LOB HR Partner's Remarks (If any): Exit Interview Details To be completed by RM/OOM after Counseling
  • 30.
    1 Reason forSeparation (Select any two) Separation Remarks To be completed by LOB HR after interviewing associate 1 day prior to the LWD Compensation Package Benefits Marriage To be closer to native place / family Better Title Job Contents Higher Education Health Reasons / Maternity Work Location too distant Family Business / Entrepreneur Inadequate growth Opportunities Dissatisfied with P4P Process Relocation Shifts/Work Conditions Opportunities to utilize my skills Work Life Balance (Work, Leisure, Family) Lack of recognition for contribution Work Pressure Dissatisfied with RM 2 Out of the above-mentioned reason(s), please state the first and second most important reason that prompted you to leave the organization: (I) (II) 3 Date: 4 When was it that you started looking out for other opportunities? What was the trigger event? What according to you are strengths and improvements of the organization? Strengths (I) (II) Improvement (I) (II) 5 If applicable any: a) Total Prior experience before joining BACS (In Months) b) Previous sector type you are moving from ? BPO ITES Non BPO Others (Specify) c) Salary in the new organization d) Organization that you are moving to e) Sector type you are moving to? BPO ITES Non BPO Others (Specify) f) Shifts you will be working in the new organization? Day Night Afternoon Flexible g) Is there a change in the job profile at your new organization? If Yes, What? 6 7 LOB HR Partner's input: (To be completed after discussing with the associate) LOB HR Partner's Name: Indicate your ratings on the following: (1 being the lowest and 5 being the highest) Training - Pre-process Pay for Performance Reporting Manager - Subject Matter Expertise - Interpersonal relationships Career Progression Treatment Post Resignation Training - Process Compensation Benefits Facilities Technology Associates Emp ID: LOB HR's Emp ID: Associates Name: LOB HR's Name: Voluntary/ Involuntary Date:
  • 31.
    Sample Findings /Analysis–EXITInterview Attrition – Rating Attrition – Reason 6-9M 10% 9-12M 14% 12-15M 13% 15-18M 15% 18-24M 24% 3-6M 8% 0-3M 8% >24M 8% 10 10 10 10 8 5 5 3 3 3 3 3 18 13 20 15 10 5 0 Higher Education Opportunities to utilize my skills Better Title Compensation Package Career Opportunity Personal Obligations Job Content Closer to Native place Dissatisfied with PFP Dissatisfied with RM Family Business/ Entrepreneur Inadequate growth opportunities Marriage Shift/ Work Conditions Percentages Competitors Hiring Attrition – Vintage 0 1 2 3 4 5 6 7 Patni Wipro Accenture CTS TCS
  • 33.
    Sample Findings /Analysis–VERBATIM (CONTENT ANALYSIS) Employees version - Positive Aspects about the Reporting Manager 1. Tackles team problems efficiently 2. Concerns about the team members are taken care efficiently and effectively Employees version - Areas of Improvement for Reporting Manager 1. Need to monitor directly the performance of an individual, if not well projected by their immediate leaders. 2. Reporting the problem at the last minute and not discussing the project movements with resources Employees version - Positive Aspects about the Project/Vertical/Department Company/Organization 1. 2. Employees version – Areas of improvement for the Project/Vertical/Department Company/Organization 1. 2.
  • 34.
    Sample Findings /Analysis–VERBATIM (CONTENT ANALYSIS) What is the one thing that you would like to change in this company? “SINGLE SIGN-ON”- There are too many HR tools that really take away lot of time for any kind of HR services” “What is the one thing that you appreciate about this company? “ OPEN AND TRANSPARENT – Leaders and employees live up to the value system “What is the one thing that will make you to come back to this company again?” Learning is amazing, with lot of opportunity to grow horizontally “What is the one thing that your supervisor needs as an immediate improvement?" Need to hear out employees concern very often
  • 35.
    Process Map forEnd-to-end Recruitment Recruitment Process I II III IV Plan Workforce Develop Position Requisition Source/ Pipeline Candidates Manage, Track & Screen Candidates Interview & Select Candidates Extend Offer & Conduct Pre-employment Due Diligence Manage New Hire Integration V VI VII
  • 36.
    The Following DescribeEach Of The Sub-processes That Make Up Recruitment Plan Workforce • The strategic review of organizational growth and change as it relates to Recruiting activity and how this aligns with the overall strategic direction and organizational goals Develop Position Requisition • Development of new job requisitions to fulfill the talent and skills needs identified in the “Plan Workforce” process or updating existing job requisitions when a position becomes vacant II III Source /Pipeline Candidates • The identification, selection and use of appropriate medium(s) to attract prospective candidates to apply and be considered for employment opportunities Manage, Track & Screen Candidates • The management and tracking of current and past candidate data/information in order to select the best qualified talent to be considered for employment opportunities Interview & Select Candidates • The review and assessment of the best qualified candidates for a particular job requisition IV V VI Extend Offer & Conduct Pre- Employment Due Diligence • The pre-employment due diligence around background checks, reference checks, employment history and licensing/education requirements and offer communication to candidate • The offer extension is the preparation and approval routing of an employment offer to the best qualified candidate that is contingent upon the completion of necessary reviews and checks Manage New Hire Integration I VII • The initial stage of entry to employment through proper paperwork completion and onboarding procedures and training
  • 37.
    I– Plan Workforce Process Step Detail 1. Review and assess organizational strategy • Review strategic priorities for the year, growth projections, predicted turnover, and hiring requirements to ensure alignment with overall workforce planning strategy • Gather historical data trends (i.e. turnover) to project future recruiting needs • Gather input from the business around projected recruiting needs 2. Determine and identify key talent segments • Based on organizational strategic growth priorities, assess key skills and competencies required to support the organizational needs 3. Report current workforce metrics • Based on key talent segments identified above, assess current workforce against identified key skills and competencies 4. Conduct internal and external benchmarking • Gather industry benchmarks through HR & Recruiting • Predict and forecast workforce trends using workforce trend research 5. Conduct SWOT analysis • Based on current workforce metrics and benchmark comparison, determine strengths, weaknesses, opportunities, and threats related to talent segments 6. Develop potential workforce initiatives and conduct cost/ benefit analysis • Based on SWOT analysis, develop strategies to address talent gaps • Conduct cost /benefit analysis to determine a ROI justification for each initiative 7. Establish workforce strategy and plan • Plan each workforce initiative (timing, resources, benefit realization, and tactics) 8. Communicate workforce strategy and plan • Document strategic priorities and tactics for the year related to recruiting and communicate to the rest of the HR organization and the business as needed 9. Generate any new positions or job descriptions • Generate any new job descriptions resulting from workforce strategy
  • 38.
    II– Complete PositionRequisition Process Step Detail 1. Receive notification of job vacancy • Recruiter is notified of vacancy via an email automated alert and initiates discussion with Hiring Manager to determine appropriate action 2. Initiate position requisition and obtain appropriate approvals • Hiring Manager retrieves the appropriate job template and completes requisition screen detailing position requirements and refining job description details, as necessary • Hiring manager initiates requisition approval process 3. Source/ Pipeline Candidates • Once position requisition is approved, recruiter is notified and move to Sourcing/ Pipelining Candidates process 4. Designate requisition status as HOLD • Recruiter & Hiring Manager receive notification of position requisition not approved • Recruiter updates status of position requisition to HOLD 5. Monitor aging requisition report • Recruiter monitors aging requisition reports that are auto-generated and follows up with Hiring Manager for appropriate action
  • 39.
    III– Source/ PipelineCandidates Process Step Detail 1. Create job posting • Recruiter completes the remaining steps required in to create job posting, which include: assigning skills and screening questions/ knock out questions that will determine how candidates are screened as their information is entered in the system, as well as choosing posting preferences (internal, external, job boards, etc.) 2. Determine sourcing strategy • Recruiter should also initiate discussion with Hiring Manager to determine the following: - Internal candidate in mind? - Source externally? 3. Implement sourcing strategy • Implement sourcing strategy, as discussed with Hiring Manager. This should always include: - Searching “Hot Candidates” and employee referral folders - Leveraging advanced search (key word search) to find potential matches in the talent pool (candidate database) - Posting job posting to corporate website, intranet, and external job boards as required and set expiration dates • It may also include: - Advertising open job positions in newspapers and magazines - Engaging sourcing agencies - Attending job fairs or campus events 4. Review candidate pipeline • If candidate pipeline is strong; remove job postings from internal and external sites and move to Manage, Track & Screen Candidates process • If candidate pipeline is not strong; initiate conversation with Hiring Manager and determine alternate sourcing strategies 5. Remove job postings • Job posting will expire from internal and external job boards automatically, as specified. Remove postings manually via posting centre, if required
  • 40.
    IV– Manage, Track& Screen Candidates Process Step Detail 1. Candidate submits an application for a position • Candidate submits application online, via email or hard copy • Online application includes: searching for positions, viewing job description, completing a profile and/or attaching their resume, and answering skills and screening questions and optional EEO questionnaire 1a. Manually enter candidate in and send candidate update profile link • If candidate submits an application via email or hard copy, the resume/ application must be either scanned or entered manually into • HR Operations & Administration then sends candidate an “update profile” link which will require the candidate to verify their application information and respond to skills and screening questions 2. Candidate receives update profile link and completes application • Candidate receives update profile link and completes application • Candidate verifies application details and responds to skills and screening questions 3. Receive notification of application receipt • Upon completion of online application, candidate receives an auto-generated application acknowledgement receipt via email 3a. New candidates notification • Recruiter receives an auto-generated notification of a new candidate prompting them to log into and review candidate/job details 4. Rank candidates based on responses to position specific questions • will rank candidates according to how well they matched the specified job skills criteria and filter candidates into “screened in” and “screened out” folders according to how they responded to the screening/ knock out questions 5. Conduct screen of candidates automatically screened-in first • Review application details and resumes of candidates “screened in” • Conduct phone/ face-to-face screen with candidates 6. Annotate candidate record with deficiencies and additional attributes • Upon review of application details and phone/ face-to-face screen, annotate candidate record with pertinent information about their fit for the job and
  • 41.
    IV– Manage, Track& Screen Candidates Process Step Detail 7. Determine appropriate candidate status based upon results of screen • Create candidate short list and update candidate status based on results of screen to “hiring manager review” or “screened out” 8. Email candidate short-list to Hiring Manager • Recruiter emails short-listed candidates to Hiring Manager along with application details, answers to skills and screening questions, resume, and all recruiter notes 9. Obtain/ review candidate short list • Hiring Manager reviews short listed candidates and determines candidate status • If Hiring Manager accepts short list; proceed to Interview & Select Candidate process • If Hiring Manager does not accept short list; proceed to step 10 10. Update candidate status and notify candidate that have not been selected for interview • Recruiter documents reason the candidate was not selected for interview, for future reference, and sends rejection letter to candidate through and follows-up with a phone call • Proceed to Source/ Pipeline Candidates process and/or Manage, Track & Screen Candidates process
  • 42.
    V– Interview &Select Candidates Process Step Detail 1. Schedule interview/Receive interview request and accept • Send interview requests to candidate and Hiring Manager through system. • Hiring Manager and Candidate receive interview requests 2. Prepare interview toolkit • Extract application details, job details, including interview guides from and send to Hiring Manager via email 3. Conduct primary and secondary interviews • Conduct phone/ face-to-face interviews with candidates • Engage HR Business Partners and Recruiter, as required 4. Determine if candidate is qualified to hire • Review application details and interview notes with HR Business Partner to come to agreement/decision on qualified for hire candidates 5. Follow up with Hiring Manager and document interview notes • Following up with Hiring Manager after the interview to find out how the candidate performed • Capture interview notes in and update candidate status as either “Qualified for Hire” or “Not Qualified for Hire” • If candidate is qualified for hire, go to step 6 • If candidate is not qualified for hire, go to step 7 6. Conduct verbal reference checks • Contact candidate for permission to contact references • Using the standard reference check list, contact each reference and document feedback in • If reference checks are successful, go to Extend Offer & Conduct Pre-Employment Due Diligence process • If reference checks are unsuccessful, go to step 7 7. Indicate candidate status as not qualified for hire and communicate results • For candidates not qualified for hire, flag as such, and contact candidate to let them know they will not be moving forward in the hiring process. Meet with Hiring Manager to discuss alternate candidates/ sourcing strategies
  • 43.
    VI– Conduct Pre-EmploymentDue Diligence & Extend Offer Process Step Detail 1. Determine appropriate candidate offer and obtain necessary approvals • Work with Recruiter to determine appropriate offer package for selected candidate and obtain necessary approval from HR Business Partner 2. Receive notification that offer has been approved • Review offer details • If hire is Re-Hire (formal employee), go to step 3 • If hire is New Hire, go to step 4 3. Verify internal employment history • Review employment record and contact former line manager to obtain feedback on prior job performance and fit • If re-hires passes checks proceed to step 4 • If re-hire fails checks proceed to step 7 4. Create offer package and extend offer • Update candidate status to Extend Offer • Choose appropriate offer letter template from library in , input salary and start date requirements and generate offer letter • Call candidate to extend verbal offer, contingent on background and criminal checks • If candidate accepts proceed to step 5 • If candidate declines proceed to step 8 5. Conduct background checks • Verify employment, licensing, certification, education of candidate; engage vendors as required • If candidate passes, proceed to step 6 • If candidate fails, proceed to step 8 6. Close position requisition • Update candidate status as Offer Accepted/ Hired and close position requisition in order to ensure time to fill metrics are captured in 7. Indicate candidate status as not qualified for hire and communicate results • Update candidate status as not qualified for hire and contact candidate to let them know they will not be moving forward in the hiring process. Meet with Hiring Manager to discuss alternate candidates/ sourcing strategies 8. Notify Hiring Manager • Notify Hiring Manager that candidate has failed background/ criminal checks
  • 44.
    VII – ManageNew Hire Integration Process Step Detail 1. Notify Hiring Manager of offer acceptance • Notify Hiring Manager of offer accepted 2. Complete New Hire Checklist • Complete New Hire Checklist (includes start date, IT, facilities and security requirements) and send to HR Operations and Administration 3. Communicate start date with key stakeholders • Send new hire requirement email notification to IT, facilities and security via • HR Business Partner to provide support, as required 4. Prepare New Hire Package and send to new hire • Send New Hire Package (including new hire paperwork, authorization, and benefits enrolment, Orientation CD) 5. Complete new hire paperwork and benefits enrolment • Complete new hire paperwork online and submit for review • Recruiter verifies completion of paperwork and notifies candidate if further information is needed 6. Contact new hire to complete paperwork • If new hire paperwork is unfinished or incomplete, contact new hire to complete. Answer any questions and provide assistance to new hire to complete paperwork, as required 7. New Hire Orientation reminder sent to Hiring Manager/ Key stakeholders • Once paperwork is received and complete, sends out a reminder to key stakeholders (including Hiring Manager) 8. New hire completes New Employee Orientation/ unique training • Complete New Employee Orientation / unique training provided by Organizational Learning & Development