Talent Acquisition in 1-2-3-4 Practices
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The document outlines best practices in talent acquisition, emphasizing effective hiring processes that include identifying candidate competencies, structured interviewing techniques, and comprehensive onboarding strategies. It details the roles of talent acquisition specialists and hiring managers, along with key metrics for successful recruitment. Additionally, it highlights the importance of building a welcoming onboarding experience to enhance employee productivity and retention.
Talent Acquisition in 1-2-3-4 Practices
- 2. “Effective hiring involves predicting the performance of people you don’t know.”
- 3. 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
- 4. 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
- 5. Where is The Talent Going?
- 6. Candidate Behavior • Factors affecting candidate behavior • Full employment market • Talent is overworked • Working to live or living to work • Technology
- 9. Passive talent’s interested in hearing from a recruiter. LinkedIn talent trendssurvey Activevs.Passive
- 10. ActiveCandidateRecruiting Safety Specialist 70% Passive Candidates 95% Drop Off Rate 40% Mobile Career Site 82 Candidates 5 Candidates 2 Candidates 272 Candidates
- 11. PassiveCandidateRecruiting 70% Passive 46% extremely/very interested 26% Passive Candidate reach out to active 190 Candidates Safety Specialist 87 Candidates 22 Candidates 272 Candidates
- 12. TalentAttraction
- 14. PreparingtoHire
- 15. A Model of The Employee Recruitment Process
- 17. 3Considerations
- 18. Talent Acquisition “recruiting the right people, at the right time, for the right cost structure, in the right location”
- 19. 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.
- 20. execution speed planning TURNAROUND TIME SUCCESSFUL TA MODEL Talent Acquisition Strategies
- 22. Stage one: recruiting Identifying the Recruiting Process Partnering with your HR Talent Acquisition Specialist (TAS) Determining Recruitment Sources
- 23. 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
- 24. 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
- 25. Corporate Recruiter Staffing Agency Recruitment Firm Recruiter Dedicated - onsite Offsite – not dedicated Dedicated, onsite, virtual or blend Brand Awareness Company Driven Opportunity Based Custom Campaign Tools and Technology Limited Agency and recruiter specific Full compliment of tools/technology Candidates Belong to Company Belong to Agency Belong to Company Risk Shared Risk Agency Shared Risk Partnership Based on company Transactional Strategic Choosing Resources
- 27. 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
- 28. Creative Design Job Posting
- 29. STAGE TWO: INTERVIEWING Establishing job competencies (skills, behaviors and attitudes) Reviewing candidate materials Preparing questions Interviewing the candidate
- 30. 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?
- 31. 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
- 32. Types of Interview Questions • Behavioral • Situational • Rapport Building • Open-ended • Closed • Contrary evidence
- 33. 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. The single best predictor of future behavior is past behavior!
- 34. 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
- 35. Example Question What are your strengths? Answer I think I’m a hard worker. Behavioral Tell me about a project that required you to put in some extra effort to meet a deadline.
- 36. ASK BEHAVIORAL QUESTIONS “Tell me about a time when . . .” you demonstrated the job criteria we’re interested in.
- 37. How to Start the Questions • Tell me about a time when you exhibited …… • Give me an example of a time when you had to …. • Describe a situation in which…. • Describe a time when you had a particular difficult situation with a customer and what you did to handle that • 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?
- 38. Use STAR to Ask a Behavioral Question Situation/Task = The background or context in which the person acted Action = What the person did in the situation Result = The effects of the person’s actions ST A R
- 39. Situational Interviewing Questions • This is when the candidate may not have the actual experience you are looking for • You want to “see”: • How the candidate would assess the situation • Their thought process in resolving the situation • 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?
- 40. 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.
- 41. Interview Agenda • Greet candidate • Establish rapport • Set agenda for the day • Announce note-taking • Prepare questions • Probe to clarify understanding •Give candidate opportunity to ask Questions •Describe job & organization •Ask for references that verify job performance •Describe interview process (& highlight next steps) •Escort candidate out •Private Location, free from interruptions * Adopted from “Selection Process: Sample How To’s and Tools for Success” by HR Consultant Donna Angelico
- 42. Take Notes • Inform the candidate that you will take notes • Write down positives and negatives • Use key words and phrases to remember • Code key facts with * • After interview - evaluate behaviors • Make sure your conclusions have supporting examples
- 43. 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?
- 44. 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
- 45. STAGE THREE: SELECTION • Evaluating objectively • Checking References • Making the contingent job offer • Conducting the Background Check
- 46. 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
- 47. Staying Objective in Evaluating Candidates • Central tendency • Evaluator consistency • First impressions • Halo/Horn effect • Leniency/severity • Similar-to-me
- 48. The Selection Process Component Steps Prepare the job offer • Notify Talent Acquisition Specialist when approaching a 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 References • Reference checks can be done by manager or TAS; part of TAS 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
- 49. The Selection Process Component Steps Make the contingent job offer • Only Human Resources can extend an offer of employment • The Contingent Offer is pending Background Check • HR will submit the Background Check Conduct Background Check • Background checks must be conducted for all employees - may take up to 2 weeks • 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
- 50. If Candidate Doesn’t Accept the Position Determine with Talent Acquisition Specialist: • To offer the position to your #2 candidate • Reassess the candidate pool and invite new people in for interviews • Reassess the job description
- 51. 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
- 52. Stage four: onboarding Preparing before the employee starts Company orientation Department orientation
- 53. 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
- 54. How we can set up new team members for success Five steps to effective onboarding: The result: accelerated time to productivity and impact. 1 2 3 4 5 Welcome Standardize a role-based process that begins before the start date Educate Provide hires with onboarding guides that map a comprehensive path to success Connect Help new employees make cross-disciplinary connections quickly Immerse Give employees on-demand access to what they need to be efficient and effective Insights Enable process improvements by tracking what’s working well and why
- 55. Human Resources Hiring Manager Team Members Redesign the onboarding experience and build best practice templates Include company culture, vision, and mission in all strategy documents. Provide team-specific onboarding tasks required of each new employee Personalize templates with team priorities and growth plans for each role Get connected early by offering success tips for new team members Key Stakeholders Enable our team with the right processes and technology: Getting the right people involved
- 56. 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 Empower new hires with a modern onboarding experience The result: cost-effective onboarding with a near-immediate return on investment. 56