Talent

Acquisition
in 1-2-3-4 Practices
www.humanikaconsulting.com
www.hipotest.com
 “Effective hiring involves
predicting
the performance of people
you don’t know.”
 Seta A. Wicaksana
0811 19 53 43
[email protected]

• Managing Director of Humanika Amanah Indonesia –

Humanika Consulting
• Managing Director of Humanika Bisnis Digital – hipotest.com
• Wakil Ketua Asosiasi Psikologi Forensik Indonesia wilayah DKI
• Business Psychologist
• Certified of Human Resources as a Business Partner
• Certified of Risk Professional
• Certified of HR Audit
• Certified of I/O Psychologist
• Dosen Tetap Fakultas Psikologi Universitas Pancasila
• Pembina Yayasan Humanika Edukasi Indonesia
• Penulis Buku : “SOBAT WAY: Mengubah Potensi menjadi
kompetensi” Elexmedia Gramedia 2016, Industri dan
Organisasi: Pendekatan Integratif menghadapi perubahan,
DD Publishing, 2020
• Organizational Development Expertise
• Sedang mengikuti tugas belajar Doktoral (S3) di Fakultas Ilmu
Ekonomi dan Bisnis Universitas Pancasila Bidang MSDM
• Fakultas Psikologi S1 dan S2 Universitas Indonesia
• sekolah ikatan dinas Akademi Sandi Negara
Objectives

• Outline the hiring process

• Develop interview questions
that lead to a successful hire
• Identify what questions you can
and cannot ask
• Evaluate the applicant
• Provide tools to hire the best
candidate
Where is The Talent Going?
 • Factors affecting candidate behavior

• Full employment market

Candidate • Talent is overworked
Behavior • Working to live or living to work

• Technology
 CandidateBehavior

Career Builder
CandidatePools
Active vs.Passive

Passive talent’s interested in hearing from a recruiter.

LinkedIn talent trends survey
 Active CandidateRecruiting
272 Candidates
Safety Specialist
70% Passive Candidates 82 Candidates

95% Drop Off Rate 5 Candidates

40% Mobile Career Site 2 Candidates

 PassiveCandidate Recruiting
272 Candidates
Safety Specialist

70% Passive 190 Candidates

46% extremely/very interested 87 Candidates

26% Passive Candidate reach out to active 22 Candidates

TalentAttraction
Are YouReadyToHire?
Preparing to Hire
A Model of The Employee
Recruitment Process
An Applicant’s View
3Considerations
Talent “recruiting the right people, at the
right time, for the right cost structure,
Acquisition in the right location”
Talentacquisition
• Is the process of finding and
acquiring skilled human labor for
organizational needs and to meet
any labor requirement.

• The talent acquisition team within

a company is responsible for
finding, acquiring, assessing, and
hiring candidates to fill roles that
are required to meet company
goals and fill project
requirements.
Talent Acquisition Strategies

SUCCESSFUL
planning speed execution TA MODEL

TURNAROUND TIME
Talent Acquisition’s KPI
Stage one:
recruiting
Identifying the Recruiting Process
Partnering with your HR Talent
Acquisition Specialist (TAS)
Determining Recruitment Sources
Understanding the Recruitment Process:
The Position Posting Process

Step Action

One Position is created and maintained in SAP

Two Position goes through Workflow (approval process)

Three Position is received in HR

Four Talent Acquisition Specialist (TAS) works with hiring

manager to develop posting and discusses recruitment
strategy

Five Position is posted on HR Careers website

Six Hiring manager will receive notification that the position

is posted
The Hiring Process

Step Action
One Applicants apply
Two TAS reviews and forwards resumes to hiring manager
Three Interviews Candidate
Four Reference Checks completed
Five HR extends the offer and does background checks
Six Applicant is hired and onboarding begins

Example:
Once your position has been posted to the website, you will receive a SilkRoad
Recruiting login account.
Login = COMPANY login
Password will be sent from OpenHire
 Choosing Resources
Corporate Staffing Recruitment
Recruiter Agency Firm
Recruiter Dedicated - onsite Offsite – not Dedicated, onsite,
dedicated virtual or blend
Brand Awareness Company Driven Opportunity Based Custom Campaign
Tools and Limited Agency and Full compliment of
Technology recruiter specific tools/technology
Candidates Belong to Company Belong to Agency Belong to Company
Risk Shared Risk Agency Shared Risk
Partnership Based on company Transactional Strategic
Recruitment
Methods
Maximizing Posting
Descriptions

• Job titles and Include an

Overview of the Position
• Use Clear, Concise Language to
Describe Job Responsibilities
• Write job responsibilities using
action verbs
• Clearly Define Essential Duties
and Use Adjective Wisely
• Include time and travel
requirements
• Differentiate the requirements
i.e. preferred skills, required
skills
• Include Salary and Benefit
Information
Creative Design Job Posting
 Establishing job
competencies (skills,
behaviors and
attitudes)
Reviewing candidate
materials
Preparing questions
Interviewing the
candidate

STAGE TWO:
INTERVIEWING
Establishing Job
Competencies
• Outcomes
• What do you want this person to
accomplish?
• Skills
• What actual skills and knowledge must
a person possess to achieve the
desired outcomes?
• Experience
• What experience is necessary?
• What experience is helpful, but not
absolutely necessary?
• Organizational Alignment
• What does the specific environment of
this position require?
• What personal characteristics are
helpful in being successful in this
position?
What to Look for in a
Resume
• Signs of achievement
• Specific results
• Transferable skills and experiences
• Appropriate education and work background
• Continuity and duration of employment
• Gaps in time
• Unclear, incomplete or conflicting information
• Large numbers of relocation
• Job changes that do not indicate advancement
• Accuracy in spelling, grammar and format
Types of
Interview
Questions
• Behavioral
• Situational
• Rapport Building
• Open-ended
• Closed
• Contrary evidence
 The single best predictor
of future behavior
is past behavior!

Behavioral
interviewing
Ask for specific examples
which show what the
candidate has done in the
past and what he/she would
do in the future.
Behavioral Interviewing

• A person’s past
performance
• A person’s motivations,
thought process,
decision making
process, assessment of
situations, problem-
solving skills, analytical
skills and action taken
• Application of prior
experience to future
job-related situations
Example

Answer
I think I’m a hard worker.

Question
What are your strengths?

Behavioral
Tell me about a project that required you to put in some
extra effort to meet a deadline.
ASK
BEHAVIORAL
QUESTIONS
“Tell me about a time when . . .”
you demonstrated the job criteria
we’re interested in.
 • Tell me about a time when you exhibited ……
• Give me an example of a time when you had to ….
• Describe a situation in which….

How to Start • Describe a time when you had a particular difficult situation with a
customer and what you did to handle that

the Questions • Tell me about a work situation where you had to….. and what you did
to do that
• Have you ever had to….? Tell me about…and how you handled it
• Let’s say you encounter the following situation….how would you deal
with it?
Use STAR to Ask a Behavioral Question

Situation/Task = The background or

ST
context in which the person acted

Action = What the person did in the

A
situation

R
Result = The effects of the person’s
actions
 • This is when the candidate may not have the actual experience you are
looking for
Situational • You want to “see”:
• How the candidate would assess the situation
Interviewing • Their thought process in resolving the situation

Questions • If you were to develop a program for our department, what would you do?
• You have multiple tasks to accomplish. How would you prioritize the tasks?
Effective Questioning
Techniques
• Rapport building questions
• Do you think it will ever stop raining?
• Open-ended questions
• What do you like about your current job?
• Closed questions
• How many years have you worked in healthcare?
• Contrary evidence questions
• You mentioned you work hard to build your customer
service team. Can you tell me about a time when it
didn’t work?
• Silence
• It’s okay. Take some time to think about it before you
answer.
 • Greet candidate •Give candidate opportunity to ask Questions
• Establish rapport •Describe job & organization
•Ask for references that verify job performance
Interview •
•
Set agenda for the day
Announce note-taking •Describe interview process (& highlight next
Agenda •
•
Prepare questions
Probe to clarify
steps)
•Escort candidate out
understanding •Private Location, free from interruptions

* Adopted from “Selection Process: Sample How To’s and Tools for Success” by HR Consultant Donna Angelico
 • Inform the candidate that you will take notes
• Write down positives and negatives
Take Notes • Use key words and phrases to remember
• Code key facts with *
• After interview - evaluate behaviors
• Make sure your conclusions have supporting examples
The Do’s of
Interviewing
• Do ask all candidates the same
questions
• Do use the Interview Guide
• Do find out type of work
environment/management style
candidate prefers
• Do engage multiple members of
current staff for interviewing

• What questions can you ask in an

interview?
• Would I ask all candidates this
question?
• Is it relevant to the job they will
be performing?
• Does it have the effect of being
discriminatory?
At the End of
the Interview
• Review notes to see if you need any more
information
• Provide an overview of position and role in
organization
• DO NOT provide feedback that could be
interpreted as an implied promise of
employment
• Verify that candidate is interested in
position
• Elicit questions and provide answers
• Explain interview process and next steps
• Thank the candidate for coming
• Escort the candidate to the next
interviewer
 • Evaluating objectively
• Checking References
• Making the contingent job offer
• Conducting the Background Check

STAGE THREE: SELECTION

Evaluate Candidates
• Understand selection criteria in advance
• Complete assessment while interview is fresh in
mind
• Assess candidate’s responses in all selection areas
• Compare to skill proficiency levels
• Base conclusions on facts, examples and
observations
• Identify strengths and limitations in each area
• Note areas of weakness or weak data for
discussion
• Participate in interview team discussion

* Adopted from “Selection Process: Sample How To’s and Tools for Success”
by HR Consultant Donna Angelico
Staying Objective in Evaluating Candidates

• Central tendency
• Evaluator consistency
• First impressions
• Halo/Horn effect
• Leniency/severity
• Similar-to-me
The Selection Process
Component Steps

Prepare the • Notify Talent Acquisition Specialist when approaching a

job offer finalist(s)
• If external candidate, Talent Acquisition will reach out to
schedule HR Interview
• Discuss details of the offer with your TAS and if applicable with
Business/Finance office i.e. salary expectations, start date, etc.
• Manager needs to complete the Position Offer Detail Form
Check • Reference checks can be done by manager or TAS; part of TAS
References Service Level Agreement
• Complete at least two external references
• If internal finalist, the finalist’s direct Supervisor must supply
you with a written reference, which should then be forwarded
to your Talent Acquisition Specialist
• Use Reference Check Form – a written summary must be sent to
HR
The Selection Process

Component Steps

Make the • Only Human Resources can extend an offer of employment

contingent job • The Contingent Offer is pending Background Check
offer • HR will submit the Background Check

Conduct • Background checks must be conducted for all employees - may

Background take up to 2 weeks
Check • Certain positions may require CORI/SORI checks
• Plan accordingly!
• Finalist cannot start in the position until the background check
is completed and approved by HR
If Candidate Determine with Talent Acquisition Specialist:
Doesn’t • To offer the position to your #2 candidate
• Reassess the candidate pool and invite new people in for
Accept the interviews
• Reassess the job description
Position
If Candidate Accepts
the Position
• Notify in person interview candidates that they were
not selected
• Send your Talent Acquisition Specialist:
• List of candidates you personally notified to
prevent duplicate communications
• EEO information for the position (gender and
race) of all those who were interviewed
• Contact new hire to welcome and confirm start date
• Prepare Onboarding process
• Communications: inform staff of the employee’s
arrival
• Logistics: work space, office supplies, computer
equipment
• Plan or Schedule: training, first day activities
 Preparing before the
employee starts
Company orientation
Department orientation

Stage four: onboarding

Why is Onboarding Important?

Providing a welcoming, collegial,

and professional environment, as
well as, the tools and resources is
necessary to ensure a new hire’s
success at Company.

• Provides information about the

Company’s culture
• Covers compliance items such
as policies and required new
hire paperwork
• Gives clarity to the position
and performance expectations
• Ensures a connection between
colleagues, the department
and the Company
How we can set up new
team members for success
Five steps to effective onboarding:

1 2 3 4 5

Welcome Educate Connect Immerse Insights

Standardize a Provide hires with Help new Give employees Enable process
role-based process onboarding guides employees make on-demand access to improvements by
that begins before that map a cross-disciplinary what they need to be tracking what’s
the start date comprehensive path connections efficient and effective working well and why
to success quickly

The result: accelerated time to productivity and impact.

 Getting the right people involved
Enable our team with the right processes and technology:

Human Resources Hiring Manager Key Stakeholders Team Members

Redesign the onboarding Personalize templates with team Provide team-specific onboarding Get connected early by offering
experience and build best priorities and growth plans for tasks required of each new success tips for new team
practice templates each role employee members
Include company culture, vision,
and mission in all strategy
documents.
Empower new hires with a modern
onboarding experience
A modern onboarding experience creates added value by:
• Streamlining: Optimize the processes we need and eliminate the ones we don’t

• Welcoming: Help new hires feel immediately at home

• Motivating: Ignite our employees’ fire and get them engaged in being part of the <insert
company> name

The result: cost-effective onboarding

with a near-immediate return on investment.
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Learning and
Giving for
Better
Indonesia
www.humanikaconsulting.com
www.hipotest.com