The document discusses talent acquisition and job analysis. It defines talent acquisition as the process employers use for recruiting, tracking, interviewing, and onboarding employees. It notes the difference between recruitment and talent acquisition, with the latter focusing more on long-term strategic hiring. The document then discusses what a job is and defines job analysis as the process of collecting information about a job. It outlines the purposes and methods of job analysis, including job description and specification. Finally, it discusses trends in talent acquisition such as diversity hiring, use of technology, focus on candidate experience, online presence, and talent rediscovery.

1. By- Prachi Agarwal

2. What is TA?
 Talent acquisition refers to the process employers use for recruiting,
tracking and interviewing job candidates, and onboarding and training
new employees. It is usually a function of the human
resources department.

3. What is the Difference Between Recruitment
and Talent Acquisition?
 Recruitment is about filling vacancies. Talent acquisition is an ongoing
strategy to find specialists, leaders, or future executives for your company.
Talent acquisition tends to focus on long-term human resources planning
and finding appropriate candidates for positions that require a very
specific skillset.

4. What is Job Analysis? But before that..What is
a JOB?
 A job may be understood as a division of total work into packages/positions.
According to Dale Yoder ‘, “A job is a collection or aggregation of tasks, duties
and responsibilities which as a whole, is regarded as a regular assignment to
individual employees and which is different from other assignments”. Thus, a job
may be defined as a group of positions involving some duties, responsibilities,
knowledge and skills.
 Job Analysis:Job analysis refers to the process of collecting information about a
job. In other words, it refers to the anatomy of the job. Job analysis is performed
upon ongoing jobs only. It contains job contents. For example, what are the
duties of a supervisor, grade II, what minimal knowledge, skills and abilities are
necessary to be able to adequately perform this job? How do the requirements
for a supervisor, grade II, compare with those for a supervisor, grade I? These are
the questions that job analysis answers

5.  Edwin B. Flippo has defined job analysis as the process of studying and
collecting information relating to the operations and responsibilities of a
specific job. The immediate products of this analysis are job descriptions
and job specifications”.
 There are two major aspects of job analysis:
 1. Job Description
 2. Job Specification

6.  Job Description:Job description is prepared on the basis of data collected
through job analysis. Job description is a functional description of the contents
what the job entails. It is a narration of the contents of a job. It is a description of
the activities and duties to be performed in a job, the relationship of the job with
other jobs, the equipment and tools involved, the nature of supervision, working
conditions and hazards of the job and so on.
 All major categories of jobs need to be spelled out in clear and comprehensive
manner to determine the qualifications and skills required to perform a job.
Thus, job description differentiates one job from the other. In sum, job
description is a written statement of what a job holder does, how it is done, and
why it is done

7.  Purposes of Job Description:
 1. Grading and classification of jobs
 2. Placement and Orientation of new employees
 3. Promotions and transfers
 4. Outlining for career path
 5. Developing work standards
 6. Counselling of employees
 7. Delimitation of authority

8.  Job Specification:While job description focuses on the job, job
specification focuses on the person i.e, the job holder. Job specification is
a statement of the minimum levels of qualifications, skills, physical and
other abilities, experience, judgment and attributes required for
performing job effectively. In other words, it is a statement of the
minimum acceptable qualifications that an incumbent must possess to
perform a given job. It sets forth the knowledge, skills and abilities
required to do the job effectively.
 Job specification specifies the physical, psychological, personal, social and
behavioural characteristics of the job holders.

10. Uses of Job Analysis.
 Human Resource Planning:The estimates the quantity and quality of
people will be required in future. How many and what type of people will
be required depends on the jobs to be staffed. Job-related information
available through job analysis is, therefore, necessary for human resource
planning.
 Recruitment and Selection:Recruitment succeeds job analysis.
Basically, the goal of the human resource planning is to match the right
people with the right job. This is possible only after having adequate
information about the jobs that need to be staffed. It is job analysis that
provides job information. Thus, job analysis serves as basis for
recruitment and selection of employees in the organisation.

11.  Training and Development:Job analysis by providing information about
what a job entails i.e., knowledge and skills required to perform a job,
enables the management to design the training and development
programmes to acquire these job requirements. Employee development
programmes like job enlargement, job enrichment, job rotation, etc.
 Placement and Orientation:As job analysis provides information about
what skills and qualities are required to do a job, the management can
gear orientation programmes towards helping the employees learn the
required skills and qualities. It, thus, helps management place an
employee on the job best suited to him/her

12.  Job Evaluation:The job evaluation refers to determination of relative
worth of different jobs. It, thus, helps in developing appropriate wage and
salary structures. Relative worth is determined mainly on the basis of
information provided by job analysis.
 Performance Appraisal:Performance appraisal involves comparing the
actual performance of an employee with the standard one, i.e., what is
expected of him/her. Such appraisal or assessment serves as basis for
awarding promotions, effecting transfers, or assessing training needs. Job
analysis helps in establishing job standards which may be compared with
the actual performance/contribution of each employee.

13. Methods of collecting Information
 Observation
 Interview
 Questionnaire
 Checklists
 Critical incidents
 Diaries or log records
 Technical conference method

14. Observation:
 Under this method, data is collected through observing an employee while at work.
 The job analyst on the basis of observation carefully records what the worker does,
how he/she does, and how much time is needed for completion of a given task. This is
the most reliable method of seeking first hand information relating to a job.
 The jobs of draftsman, mechanic, spinner or weaver are the examples of such jobs.
 Training can make the job analyst skilful.

15. Interview:
 This method is found suitable particularly for jobs wherein direct observation
is not feasible. By way of directly talking to the job holder, the interviewer job
analyst may extract meaningful information from the job holder about his/her
job.
 However the interview method is both time consuming and costly.
 The effectiveness of the interview method will depend on the ability of both
interviewer and respondent in asking questions and responding them
respectively.

16. Questionnaire
Questionnaire method of job data collection is desirable especially in the
following two situations:
First, where the number of people doing the same job is large and to personally
interview them is difficult and impracticable.
Second, where giving enough time to employees is desirable to enable them to
divulge and explore the special aspects of the jobs.
In this method, the employee is given structured questionnaire to fill in, which
are then returned to the supervisors.

17.  The supervisor, after making the required and necessary corrections in the
information contained in the questionnaire, submits the corrected information
to the job analyst. Questionnaire provides comprehensive information about
the job.
 The greatest advantage of the questionnaire method is that it enables the
analyst to cover a large number of job holders in the shortest possible time.
 In the absence of direct rapport between the job analyst and the employee, both
cooperation and motivation on the part of the employee tends to be at low
level.

18. Checklists:
 The checklist method of job data collection differs from the questionnaire method in
the sense that it contains a few subjective questions in the form of yes or no.
 The job holder is asked to tick the questions that are related to his/her job.
 Checklist can be prepared on the basis of job information obtained from various
sources such as supervisors, industrial engineers, and other people who are familiar
with the particular job.
 Once the checklist is prepared, it is then sent, to the job holder to check all the tasks
listed in the list he/she performs.

19. Critical Incidents:
 This method is based on the job holder’s past experiences on the job. They are
asked to recapitulate and describe the past incidents related to their jobs.
 The incidents so reported by the job holders are, then, classified into various
categories and analysed in detail.
 However, this method is also time-consuming one.

20. Developing Questionnaires
Questionnaires:
 A set of predetermined questions for all respondents that serves as a primary
research instrument in survey research.
 Used to collect factual information
 Consist of a form containing a series of questions

21. Characteristics of a good questionnaire
1. Should be concerned with specific and relevant topic
2. Should be short
3. Directions and wording should be simple and clear
4. Questions should be objective
5. Embarrassing questions, presuming questions and hypothetical questions
should be avoided
6. Should be presented in a good order
7. Should be attractive, neatly printed and clearly arranged

22. Functions of questionnaire
 DESCRITION:
The questionnaire provides description about age, sex, marital status,
occupation, income, political affiliation religious affiliation, etc.
 MEASUREMENT:
Measurement of individual and/or group variables like attitude, opinion,
traits and habits of persons.

23. Constructing a questionnaire
Deciding type, writing a draft, pretesting, concluding with specific procedures.
STEPS:
1. Decide what information should be sought
2. Decide what type of questionnaire should be used
3. Write a first draft of the questionnaire
4. Reexamine and revise the questionnaire
5. Pretest the questionnaire
6. Edit the questionnaire and specify the procedures for its use.

24.  WORDINGS OF THE QUESTIONNAIRE:
 Simplicity in language
 Avoid ambiguity
 Avoid vague words
 Avoid embarrassing questions
 Avoid double negatives
 Avoid leading questions
 Presuming questions
 Hypothetical questions

25. Evaluation of factors affecting HRP
 1. Employment :- HRP is affected by the employment situation in the country i.e. in
countries where there is greater unemployment; there may be more pressure on the
company, from government to appoint more people. Similarly some company may force
shortage of skilled labour and they may have to appoint people from other countries. 2.
Technical changes in the society :- Technology changes at a very fast speed and new
people having the required knowledge are required for the company. In some cases,
company may retain existing employees and teach them the new technology and in
some cases, the company have to remove existing people and appoint new. 3.
Organizational changes :- Changes take place within the organization from time to time
i.e. the company diversify into new products or close down business in some areas etc.
in such cases the HRP process i.e. appointing or removing people will change according
to situation.

26.  2. Technical changes in the society :- Technology changes at a very fast speed
and new people having the required knowledge are required for the company. In
some cases, company may retain existing employees and teach them the new
technology and in some cases, the company have to remove existing people and
appoint new.
3. Organizational changes :- Changes take place within the organization from
time to time i.e. the company diversify into new products or close down business
in some areas etc. in such cases the HRP process i.e. appointing or removing
people will change according to situation.

27.  4. Demographic changes :- Demographic changes refer to things referring
to age, population, composition of work force etc. A number of people
retire every year. A new batch of graduates with specialization turns out
every year. This can change the appointment or the removal in the
company.
5. Shortage of skill due to labour turnover :- Industries having high labour
turnover rate, the HRP will change constantly i.e. many new
appointments will take place. This also affects the way HRP is
implemented.

28.  6. Multicultural workforce :- Workers from different countries travel to other
countries in search of job. When a company plans it’s HRP it needs to take into
account this factor also. 7. Pressure groups :- Company has to keep in mind
certain pleasure. Groups like human rights activist, woman activist, media etc.
as they are very capable for creating problems for the company, when issues
concerning these groups arise, appointment or retrenchment becomes difficult.
7. Pressure groups :- Company has to keep in mind certain pleasure. Groups like
human rights activist, woman activist, media etc. as they are very capable for
creating problems for the company, when issues concerning these groups arise,
appointment or retrenchment becomes difficult.

29. Strategic Trends in Talent Acquisition
 Diversity Hiring – We’ve seen workplace diversity receive a lot of
attention in recent times, and this will continue to be at the forefront in
the years to come. Companies enjoy many benefits with a diverse
workforce, such as access to different skills and fresh ideas, greater cross-
cultural awareness among employees, and more.
 According to industry surveys, diversity hiring is something that over 67
percent of active and passive job seekers take into account while
considering job offers. Recruiters are paying attention, with 57 percent of
them trying to attract diverse employees and reduce the impact of
unconscious bias with practices such as blind hiring.

30.  Specialized Technology – Analytics and data have become as essential to
recruitment as they are in other areas of business. Today, HR technology is
driven by this change and includes highly customizable options for data
collection, analysis and reporting. Artificial Intelligence (AI) and voice
recognition are coming into play as well.
 Applicant tracking system (ATS) solutions are already automating
practically every aspect of recruiting, but these will now combine with AI
and machine learning to become even smarter. This will make a huge
difference to recruiting efficiency and quality, especially when combined
with advanced mobile/remote access tools.

31.  Candidate Experience – Successful recruiters and TA professionals
understand that a better candidate experience is the key to talent
acquisition, but the focus is now shifting to the passive talent pool. In
addition to attracting new job seekers, recruiters are trying to ensure a
good experience among those who didn’t receive a job offer.
 When a position opens up in the future, these candidates are more likely
to be interested if they had a good impression the first time they applied.
Younger workers are more aware of employer brand value as well as their
own worth, and maintaining a passive talent pool will be a crucial aspect
of successful recruitment.

32.  Online Presence – For recruiting managers and HR personnel, online
marketing tools are becoming part and parcel of job advertisement today.
These tools are also essential for creating a strong employer brand, so it’s
time to focus on building an interactive and highly responsive online
presence to attract top talent.
 Recruiters who engage with prospective employees online do better than
those using only traditional platforms, but the role of social media is
changing too. Social recruiting needs to be leveraged and optimized, by
communicating the company’s mission, purpose and values in addition to
posting job ads and responding to queries.

33.  Talent Rediscovery – Being able to access a ready pool of talent as soon
as a position opens up, or even before, is a recruiter’s dream. With the
evolution of ATS solutions and HR tools in the last few years, this is
becoming a reality. Automated features in these systems can cut down the
time, effort and resources required for hiring.
 Not only do these tools help with screening new applications, but they can
also quickly and accurately filter through the passive talent pool of past
applicants to shortlist likely matches for a current opening. Combined
with other recruitment marketing strategies, reaching out to existing
talent makes hiring faster, easier and more effective