The document summarizes key steps in a company's talent acquisition process: 1) Definition of Need - Accurately defining job requirements and qualifications. 2) Sourcing - Determining the best sources to find qualified candidates, both internal and external. 3) Selection - Interviewing candidates, measuring them against requirements, and extending an offer. Common interview types are discussed. 4) Pre-Boarding - Integrating a new hire by connecting them with their team before their start date.

1. Talent Acquisition Workshop
16th July, 2011
By
Vinay Ravindran

2. R
E
VINAY RAVINDRAN
C
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U
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T
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INSPIRATION FROM
R LORD GANESHJEE
S
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3. Presentation Overview
Understand the steps followed in the recruitment process
Understand the cost of Bad recruitment
Understand the importance and steps followed during requirement analysis
Know the different methods of requirement analysis
Interviewing methods
Case Study 3 Nos
Experience Sharing
Video Presentation
Mock Interview and Analysis
MIS Trackers

4. Talent Acquisition
Employment Brand
Definition of Need
Sourcing
Selection
Pre-Boarding

6. Discussion

7. Stage 1 - MRF Stage 4 - Offer
Opened Stage 2 - Sourcing Stage 3 - Screening and Selection and Joining
0 Days 1 - 7 Days 6 - 12 Days 31 - 62 Days
Recruitment Team
8. Screen Candidates
5. Sourcing CV's from 15. Offer finalised
Same CV against various
web portals or Internal
parameters
2 Days and released to
Transfers Day selected candidate
mentioned in the MRF 1-2
4. Allocation of Selection
Days
and Recruitment task to
Team
9. Do an initial 1 4. Interview
Same telephonic round to Same Level 3 - HR 16. Candidate
1 Day
Day 6. Post requirement on do a 1st level Day Round Resigns and serves
the internet
assessment and get Notice period 30 - 60
basic details Days
1 Day
3. Checked and 1 Day
Same 7. If requirement is 10. Submit profile to Same
A accepted by HR
Day critical, urgent, or niche to 7 respective Manager
1 Day
Day
18. MRF Closed Same
share with days Day
vendors/employee-
referat. If not critical wait
for 7 days before
sharing with vendors
1 1. Managers
Screens profiles and
Department
2 . Approved by Dept. Same
gives feedback - 2 Days
Head Day Accepted/Not- Proposed
Accepted for interview
Recruitment
Start =
Day 0
12. Interview Level 1 - 1 - 7
Technical Panel Days
Flow
1. MRF Raised by
Manager 13. Interview Level 2 - 1 - 7
Manager/Dept. head Days

8. 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?
Article: ERE.net - The 8 Elements of a Successful Employment Brand

9. Definition of Need & Sourcing
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.
• 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
Sourcing Tips
Article: ERE.net - Develop a Recovery Sourcing Strategy
Article: ERE.net - Rrecruiting Lessons From the Olympics: Learning From Outside Your Box
Article: ERE.net - Determining the Correct Source of Hire: The First Step in Recruiting Excellence

10. Selection
• The process used to choose the best
talent to make the best fit with the
Common Types of Interviews
organization.
•Behavioral – based upon the premise
• The process involves: that past behavior is the best predictor of
– Interviewing to reveal certain desired future behavior
characteristics; •Situational – based upon hypothetical
– measuring applicants on those situations and the candidates’ responses
characteristics; and •Traditional – basic questions usually
– extending an employment offer centered around education, experience,
skills…
•Technical – focused on specific skill and
knowledge needs for a particular
function or field

11. 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
•
•
•

12. Whom to recruit
Job description & Person Specification
Recruitment sources to use
When to recruit
Company expansion
Need to replace and existing employee
Compare outcome to Objectives :
Effectiveness selection procedures should yield the right type of the information
and lead to correct decisions
Efficiency every step taken within a selection procedure and any instrument used
may add to the procedure utility as well as it’s cost.

13. Recruitment Metrics
The main purpose of the effective recruitment process is to
Increase the Retention rate
Increase Job Satisfaction
Reduce cost of Filling jobs
Increase the number of positions filled
Get the best candidates

14. Some of the Key Metrics of effective recruitment could be
•
•
•
•
•
•
•
•
•

15. BAD RECRUITMENT
Bad Recruitments occur in three situations
CANNOT DO : The person lacks skill required
WILL NOT DO : The person lacks the attitude
DOES NOT KNOW WHAT TO : The person lacks the knowledge

16. Demotivation Cost
-Advertising -Unproductive Time
-Travel & Stay -Other people leaving
-Time cost of people concerned -Team Loss
Client Related
-Administrative cost Internal/ External Client loss
-Relocation Cost Future Business Loss
Leaving Costs
-Learning Time -Other People leaving
-Mentoring and Team Time -Redundancy Costs
-Handover costs

17. Poor analysis of job Description
Poor analysis of necessary personality skill
profile
Inadequate initial screening
Inadequate interviewing techniques
Poor utilization of second opinions
References were not checked

18. Moving from ‘critical attributes’ to ‘competencies’.
Competencies are like an iceberg.
Values – Using Psychometric Tool
RSI Instrument.
Competencies are the underlying characteristics of individual/s i.e. Knowledge, Skills,
Attitudes, Values, Self-Concepts, Traits and Motives that have a causal relationship with
effective and/ or superior performance in a job situation.
Deep Rooted Lasting Predictive Measurable Trainable

19. Competency
The best way to understand performance is to observe what people actually
do to be successful rather than relying on assumptions pertaining to trait and intelligence.
The best way to measure and predict performance is to assess wether people have
key competencies .

20. Core Competencies
For example : An organization might want to each individual to possess teamwork,
flexibility and communication skills.
The characteristics required by a job holder to perform a job effectively is called threshold
competency.
For the position of typist it is necessary to have primary knowledge about typing which is
threshold competency.
.
Knowledge of formatting is a competency that makes a typist superior to others in
performance, which is a differentiating competency.

21. In addition to the general competencies, there are also job specific competencies ,
these refer to competencies that are required by people within a specific functional area such
as marketing, finance etc.
Usage of various documentation procedures and formats is an example of competencies
for a typist.
These refer to the competency that are required by people in terms of behavior
Team working is an example of competency required by an employee working in a
typing group in an office where they may be required to cover up for others as the work grows.

22. General Flow
Determining Getting resumes Short listing
requirement candidates
Evaluating + Interviewing Filtering
Selecting Candidates

23. Analysis
• Fundamental Analysis
•Functional Analysis
•Behavioral Analysis
Fundamental Analysis

24. Sources
•Press Advertisements
•Walk –ins
•Employment Agencies
•Search Firms
•Campus Visits
•Electronic Recruiting on world wide web
•Mail Shots
•Recruitment Fairs
•Off the Wall Approach
•Milk Round
•Recruitment Consultants
•Refrence Check
•Employee References
•Professional Associations
•MDP Programme
•Social Networking Sites

25. Shortlisting
Knowledge of Matching CV’s
- Communication Skills
- Leadership Skills, Planning & Organization Skills
- Training & Instructional Skills
Leadership (Mentoring / Facilitation)
Self Directed
Organized ( Able to establish Priorities )
Creative

26. .

27. Evidence of Skills, abilities, and achievement that match the criteria that have been
specified as essential for the job as closely as possible.
Evidence of Career Development
Evidence of Industry Knowledge
Stability of employment with in the industry
Average Career Tenure
Handwriting

28. Filtering
Filtering Technique involve different methods

29. -Academic Qualification
-% of Marks scored
-Experience Level
-Simple written Tests
-In-Tray
-Tests of Productive Thinking
-Group Exercise
-Presentations
-Fact Finding Exercise
-Role Plays
-Social Events
-Language Usage
-Spelling
-Numerical Ability
-Reasoning

30. -TAT
-Rorschach
-MBTI
-FIRO –A/B
-Thomas Profiling

31. Interviewing
An interview is designed to obtain information from a person’s oral responses to oral
Enquiries .
Proper Preparation
Identify the Candidates Abilities before discussing the Position
Asking a series of open ended questions
Open Ended Questions
Evaluating interviewing results

33. •Use the data of job Analysis
•Determine acceptable entry levels
•Whenever practicable use, other tests and information to supplement the evidence.
•Decide on the number of interviewers
•Pay attention to all important environmental conditions
•Produce a coverage plan
•Interview panel discuss and agree the objectives, criteria the coverage plan and the area

34. Develop Determine Use an
Behavioral what basic Interview Plan
Specification factors to
for the Job probe
Close and
review the Verifications Opening Phase or
interview Phase rapport
Generation

35. Key Interviewers Skills
•Listening
•Body Language Sensitivity
•Communicating Style
•Questioning
-Focus
-Empathy
-Emotionalism must be avoided
-Feedback
-Arm Barriers
-Hand to Face Gestures
-Postures
-Sitting Postures

36. Don’t ask multiple Questions
Doesn’t ask Leading questions
Don’t ask no win questions
-Tell me your main strengths ?
-Where are you weakest ?

37. Open End questions are :
•What do you know about our company ? Our industry ?
•What are your strengths and how it relate to our company ?
•What are your biggest accomplishments , work , non- work , during the past 5 years ?
This type of Questions which is intended to allow the applicant to do most of the talking
draws attitude and information.
Direct Questions are used to gather the data that is factual and objective.
These types of questions do not probe in to the values and idea’s of the
candidate.
With your background, what makes you think you can do this job ?
Are you sure you want this job ? After all , you’ve never done (a lot of travelling,
been in line management, etc.)

38. end

39. probing
There are four types of probing:
•Amplification probing
•Accuracy checking or mirror probing
•Summary probing
•Clearing house probing

40. Amplification probing:
The skills of noticing and being able to get the client expand on an answer by asking for
more explanations, examples, or elaboration.
•Noticing a discrepancy in an answer
(E.g., Client says, “I moved out of town when I lost the job” Interviewer says: “But you
lost your job the year prior to your change of address.”)
•Straight forward questions
(Why the gap between losing your job and renting the apartment in the other town?)
•Nudges
(“When? Why? And “Tell me more.”)
•Silence
(Also body language being “silent”…..eye contact elevates effect)

41. Accuracy Checking (Mirror probe) Skill:
The skill of noticing what is important in the interview and then formulating and
applying specific questions that checks (a) what was meant and (b) if the interviewer
understands.
•Reflection (mirror)
(“You just had to get out of town so you moved in with your sister for 4 months.”)
•Perception check
(“So, you seem to be saying that being with your sister was the break you need to
recover from losing the job. It turned out to be a good thing.”)

42. These probes are secondary questions within the interview that provide an up-to-date
account of the interviewer’s understanding of the client’s disclosures in order to be
accurate, convey respect for client’s statements, and demonstrate interviewer is
listening.
•
(able to know when the client has completed a series of thoughts or answers that
requires a summary probe)
•Accurate summarizing to the satisfaction of the client
(“So far, my understanding of your employment history is that…..Is this correct?)
•Open to revising summary
(“Please correct me if I have any of this wrong, but you seemed to be saying
…….Correct or not?”)

43. These probes encouraging the client to “clear the house” of any unasked questions by
the client in order to complete the purpose of the interview and give every
opportunity to the client to convey what they know that is consistent with the purpose
of the interview.
•Get more complete explanations (“So, overall, how would you explain the gaps in
your employment history?”)
•Invite any questions
(“I’ve been asking all the questions so far. Any for me at this point?”)
•Final opportunity for adding information
•(“We are about out of time, can you add any more information that would help us
understand…….?”)

44. 9866254387