Secondary Data Collection Secondary data collection, on the other hand, is when data is gathered from a source other than the original user. It's a technique for collecting data from previously published books, articles, and/or web portals. In terms of convenience, it is much less expensive and simpler to collect. Your preference between primary and secondary data collection will be affected by the design, scope, and area of your research, as well as its goals and objectives. IMPORTANCE OF COLLECTING INFORMATION There are a variety of reasons for gathering data, especially for a researcher Integrity of The Research The protection of the integrity of the study question is one of the most important reasons for collecting data, whether quantitative or qualitative. Reduce the likelihood of errors The proper use of suitable data collection methods reduces the risk of errors in the results. Decision Making The probability of errors in the findings is reduced when appropriate data collection methods are used. Save Cost and Time Data collection saves the researcher time and money that would otherwise be wasted if they didn't know what they were doing. To support a need for a new idea, change and/or innovation 47 CU IDOL SELF LEARNING MATERIAL (SLM)
It is important to collect data as proof to back up claims for a change in the norm or the introduction of widely recognised new information. 3.4THE QUESTIONNAIRE DEVELOPMENT PROCESS Most marketing researchers follow the following 10-step process when developing questionnaires: Step 1: Determine the Survey Objectives, Resources, and Time Constraints The marketer and marketing researchers must agree on the survey goals, or what information the survey will gather, once the decision to perform a survey has been made. A budget and timetable must be defined in addition to the survey's objectives. Step 2: Determine How the Questionnaire Will Be Administered Marketing researchers, as previously mentioned, may perform surveys in a number of ways. Researchers conduct surveys through the internet, the mail, the phone, or face-to-face interviews. Each approach has advantages and disadvantages: Face-to-Face Interviews Face-to-face interviews were once the most common form of survey administration. It was standard practise seventy years ago for interviewers to tour neighbourhoods and knock on the doors of possible respondents. Mall-intercept interviews are now used when researchers conduct a questionnaire with a face-to-face interview. At shopping malls, mall-intercept interviews are conducted. The interviewer approaches a shopper who appears to suit the desired respondent's description. After the interviewer decides that the potential respondent is a suitable respondent, the interview can be performed on the spot or the person can be invited to complete the questionnaire at a facility in the mall. Interviews in shopping malls are very common. Nearly two-thirds of marketing research questionnaires are conducted at shopping malls, according to surveys. Mall intercept interviews are particularly useful when the study requires the presentation of stimuli or demonstration of objects. They allow taste tests and the use of visual stimulation for researchers. Mall-intercept interviews have a number of drawbacks, including the fact that they are costly, restricted to metropolitan areas, and may not be demographically representative of the population of interest. Young women, people who live in the suburbs, people with middle incomes, and regular shoppers may be overrepresented in mall-intercept interviews. Another issue with mall-intercept surveys is that people do not feel at ease answering questions in malls, which may restrict the ability to capture respondents' attitudes. Telephone Surveys A telephone survey is another way to perform a survey. Potential respondents are contacted by phone using this form. The phone numbers are chosen using a random dialling scheme or other computer techniques to ensure that the respondents are chosen at random and at the most likely time to reach them at home. In public opinion polling, this approach is widely used. The researchers will ask follow-up questions because telephone interviews have a high 48 CU IDOL SELF LEARNING MATERIAL (SLM)
response rate. They are, however, costly to carry out. The inability to use visual imagery in telephone surveys is a drawback. Mail Surveys The questionnaires for postal surveys are sent via the mail. Ad Hoc Mail Surveys and Mail Panels are two forms of mail surveys used by market researchers. The respondent administers the questionnaires themselves; there is no interviewer present. Ad hoc mail surveys include submitting questionnaires to people with whom the researchers have no direct contact. These names may have originated from bought mailing lists. These possible respondents are contacted only once by the marketing researchers. Respondents to mail panel surveys have already been pre-screened. Members of the mail panel have agreed to take part in surveys on a regular basis. Mail surveys are relatively inexpensive to perform, despite having to pay for shipping to and from respondents as well as the expense of printing the questionnaires. However, responses to mail surveys can take a long time to reach the researchers, and response rates can be poor. Non-responders are not uniformly distributed among the sample in most cases. High-income and qualified respondents are less likely to complete mailed surveys. The findings could be distorted due to the disproportionate distribution of non-responders. Online Surveys Self-administered surveys delivered through the Internet are rapidly growing. They offer advantages, which many researchers think outweigh some serious disadvantages. The following are some of the benefits of online surveys: 1. Fast implementation of questionnaires 2. Performance review in a hurry: Respondents are the ones that enter the data for the researcher. This helps you save both time and money. Software that can summarise the results is frequently used in online surveys. Data from online surveys can also be automatically imported into statistical software such as SPSS and database software such as Microsoft Access. 3. Lower cost: Internet surveys are much less costly than mail surveys because they do not need printing or postage. And, compared to telephone surveys, tabulating the results of an online survey is much easier and less costly. 4. Higher response rates than mail or fax surveys: Online surveys take less time to complete than phone or mail surveys, resulting in higher response rates. The disadvantages of online surveys include: 1. Sample Bias: Internet connectivity is also not available to all. This raises the question of whether online surveys accurately reflect the target population. This is a concern because 49 CU IDOL SELF LEARNING MATERIAL (SLM)
the researchers have no way of knowing the demographics, psychographics, or consumption habits of the survey taker. 2. Measurement Error: According to study, online surveys have poor reliability and validity. These issues stem from research in which the same questionnaire was given online and offline and the results were vastly different. 3. Non-Response Bias: Respondents who complete online surveys have very different demographics and views from those who do not complete them. 4. Response rates: When online questionnaires have more than 15 questions, response rates plummet. According to current expert opinion, online surveys can take no more than 7 minutes to complete. There are typically 11 to 15 questions in a 5- to 7-minute survey. Step 3: Determine the Question Format Questions with No Response Open-ended questions are analogous to exploratory study questions. The question is answered by the respondents in their own words. There is no fixed list of responses for open-ended questions. Here's an example of a question that can be answered in any number of ways: Many questionnaires end with an open-ended question. Here is an example of such a question: Closed-end questions are much easier to edit and code than open-ended questions. For each open-ended issue, editors must carefully review and categorise the responses. And, much as in focus groups, the interviewer probes—requests more detail from the respondent—in order to get the full meaning out of an answer. \"What did you mean by that?\" and \"Could you tell me anything about that?\" are examples of probing questions. Questionnaires administered via face-to-face interviews may be used to probe. However, the interviewer can take longer to complete the interview as a result of this. Interviewer bias is believed to be stronger when probing open-ended questions than when probing closed-ended questions. When a respondent modifies his or her responses consciously or unconsciously as a result of the interviewer's social style and personality, this is known as interviewer bias. Closed-Ended Questions 50 CU IDOL SELF LEARNING MATERIAL (SLM)
The bulk of questionnaire questions are closed-ended. Closed-ended questions offer the respondent a collection of options to choose from. Closed-ended variables are simpler and quicker to code. Closed-ended questions are easy to handle for interviewers with less experience. Closed-ended questions often make interviewer bias less likely. These questions, on the other hand, do not have a sufficient range of answers. They may also add prejudice if they are incorrectly phrased. There are three basic categories of closed-ended questions: 1. Dichotomous Questions The simplest form of closed-ended questions is the dichotomous question. Dichotomous questions ask the respondent to select from two possible answers. Here are some examples: These are known as categorical questions. Since the answers are not numerical and no order is implied, they produce nominal level results. Nominal data simply categorises the responses of the respondents into one of the specified categories. There are mutually exclusive and exhaustive categories. The word \"mutually exclusive\" refers to the fact that every potential response can only fit into one of two categories. No one may say they have a pet dog or that they don't have a pet dog, for example. The term \"exhaustive\" refers to the fact that the given list of responses includes all possible responses. Please note that the gender issue is raised in the manner in which such questions have been posed in the past. Because of the increased understanding of gender fluidity, many researchers no longer ask dichotomous questions about gender. 2. Multiple-Choice Questions Multiple-choice and multiple-answer questions are the two types of multiple-choice questions. Issue Types: Multiple-Choice: Respondents choose one answer from a list of three or more choices in multiple-choice questions. A few examples of multiple-choice questions are as follows: 51 CU IDOL SELF LEARNING MATERIAL (SLM)
Which of the following age groups are you in? Check the appropriate box: Multiple-Answer Questions: A type of multiple-choice question, multiple-answer questions allow respondents to choose from a variety of choices. These questions are also referred to as checklist questions since the respondent will cross off several answers from a list of options. Consider the following example of a multiple-choice question: \\Which of the following newspapers to you read regularly? Check all that apply. 3. Scaled Response Questions The intensity of a respondent's emotions and attitudes is measured using scaled response questions. We looked at a number of scaled response questions in the Measurement module. The following are some of the scales: • Scales of Graphic Scores • Scales of Itemized Ratings • Differential Semantic Scales • Measurements of Stapel • Likert Scales (Likert Scales) Please see the Measurement lesson for more detail on these response scales. Step 4: Formulating Specific Questions 1. Questions must be written in a direct, succinct, and unambiguous manner. 52 CU IDOL SELF LEARNING MATERIAL (SLM)
Good questions are written with correct grammar in mind. They're written in a straightforward manner. Jargon should be avoided. Precision is essential. Examine the following question carefully. Is it clear that this is a bad question? Since the meaning for \"depend on most\" is vague, this is a bad query. What exactly are we discussing? What about sports? Do you want to have some fun? What are your thoughts on restaurants? Is there any new information? This query should be rewritten to explain the meaning. What's the problem with this query? The issue with this question is that the possible answers do not have to be mutually exclusive. Assume the respondent is 150 pounds. He had the option of choosing between 125 and 150 pounds and 150 and 175 pounds. The answers are similar. They must oppose each other. What is wrong with the following question? This is known as a two-barrelled issue. The issue with double-barrelled questions is that they are really two questions in one. They perplex respondents, making it difficult for the researcher to determine if the respondent's happiness is related to the ISP's rates, customer service, or both. Never ask a question of two pieces. A good researcher will ask two questions: one regarding prices and the other regarding customer service. 2. Questions must not introduce bias. By asking leading questions, loaded questions, or forcing judgments on the respondent, researchers may impose bias. Since they implicitly imply a specific response, leading questions introduce bias.Here is an example of a leading question. 53 CU IDOL SELF LEARNING MATERIAL (SLM)
Here is a better way to phrase this question: The issue with the first version of this question stems from the expression \"People enjoy working at Google...\" Leading questions often begin with a statement like this. This preface attempts to derail the question by suggesting that the respondents share an opinion. Loaded Questions: Loaded questions evoke an emotional response or provide a socially appropriate response. They make presumptions about a respondent's attitudes, values, or behaviour, which can distort a respondent's response. Here's an illustration of a loaded question: This question should be rewritten to remove the emotional charge. 3. Imposing Assumptions: Good questions don't make the respondent make value judgments. The following query makes a potentially misleading assumption. The use of the term \"excellent\" in this issue is problematic. The word implies a value judgement that some respondents may disagree with. Value judgments are never imposed on respondents by successful researchers because they introduce bias. 4. Respondents' Ability to Answer Problems may occur when researchers ask respondents questions they are not prepared to answer. Here's an example of a question that smart phone users are unlikely to be able to answer or about which they would have strong feelings: Is it possible for Apple Inc. to move the processor supplier for its iPhones? When it comes to answering a question, good researchers take into account the credentials of the respondent. Questions should not place an 54 CU IDOL SELF LEARNING MATERIAL (SLM)
undue amount of strain on a respondent's memory. People have a tendency to forget. The following is an unmistakable fact: Advertising recall tests are used to see if viewers remember advertisements they've seen on television. These tests are usually carried out 24 hours after a commercial has aired. A 24- hour delay has no impact on respondents' memory. When contacting a potential respondent, the interviewer administers two tests: unaided recall and assisted recall. If the client were Diet Coke and the ad aired on The Simpsons, the researcher would ask the following questions. If the respondent answers \"yes,\" ask the following question: Do you recall any of the brands advertised on this program? The brand names are written down by the researcher. Unaided recall refers to a respondent's ability to recognise a brand without assistance. If the respondent cannot remember the Diet Coke commercial without prompting, inquire, \"Do you recall seeing any ads for a carbonated soft drink?\" This is helped recall if the respondent recalls the Diet Coke ad. People can have a bad memory of when an occurrence happened or other aspects of the event if it occurred in the distant past. The response's validity is jeopardised by two factors. Telescoping occurs when a respondent believes an incident occurred more recently than it did. When a respondent assumes that an incident occurred more recently than it actually did, this is known as squishing. 5. Respondents' Willingness to Answer Even if a respondent's memory is crystal clear, they can refuse to answer a question if it triggers traumatic or humiliating memories. This category includes questions about bankruptcy, divorce, sexual activity, sexual harassment, illegal activity, and health issues. Researchers also preface a potentially embarrassing query with a counter biassing comment to alleviate the respondent's embarrassment. Consider the following scenario: \"Were your mother and father married when you were born?\" For certain people, having a child born out of wedlock is a cause of shame. To this issue, several researchers would add a counter-biasing statement: Here's how they could respond to this query: \"A large number of people are born to parents who were not married at the time of their birth. When you were born, were your parents married to each other?\" Step 5: Designing the Question Flow Researchers must not only spend a substantial amount of time writing and rewriting each question, but they must also understand the logical flow of the questions. When it comes to the flow of the questions, researchers want to make sure they: 1. Don't get answers from people who aren't eligible. 2. Make respondents feel at ease so they can honestly answer the questions. 3. Ask questions that will provide them with all of the knowledge they need. 55 CU IDOL SELF LEARNING MATERIAL (SLM)
3.5 INTERVIEW An interview is a method of gathering information from an individual by having them respond to questions orally. An interview is a face-to-face encounter between the interviewer and the interviewee in which the interviewer asks the interviewee questions in order to choose a possible human resource. Definition of Interview According to Gary Dessler, “Interview is a selection procedure designed to predict future job performance on the basis of applicants’ oral responses to oral inquiries.” The interview is the most critical component of the entire selection process. It is the main method for gathering additional information on a candidate. It is used to test an applicant's expertise, skills, and abilities applicable to the job. Its aim is to assess if an applicant should be interviewed further, employed, or removed from consideration. Types of Interview There are several types of interview; 1. Unstructured (Nondirective) Interview. 2. Structured (Directive) Interview. 3. Situational Interview. 4. Behavioural Interview. 5. Job-related Interview. 6. Stress Interview. 7. Panel Interview (Board Interview). 8. One-On-One Interview. 9. Mass Interview (Group Interview), 10. Phone Interview Unstructured (Nondirective) Interview There is no fixed format to follow in unstructured interviews, so the conversation can go in either direction. Since there is no set structure, the interviewer is free to ask follow-up questions and pursue points of concern as they arise. An unstructured interview is one in which the interviewer asks questioning, open-ended questions. It entails a process in which different applicants can be asked different questions. Structured (Directive) Interview In formal interviews, the interviewer plans a list of questions and suitable answers ahead of time, and may even rate and rank potential responses for appropriateness. A formal interview is one that consists of a set of job-related questions that are asked of each candidate for a specific job in a standardised manner. A structured interview typically contains four types of questions. • Situational questions: Create a hypothetical work situation and ask the candidate what they will do in it. 56 CU IDOL SELF LEARNING MATERIAL (SLM)
• Career awareness questions: Test the applicant's knowledge of the job. • Simulation questions based on work samples: Include scenarios where an applicant may be asked to perform a sample task from the work. Worker requirements questions: Seek to determine the applicant’s willingness to conform to the requirements of the job. Situational Interview In a situational interview, you ask the applicant how he or she will act in a specific circumstance. Candidates are asked to explain what they will do in a number of job-related scenarios. Interviewees are asked to explain how they will respond to a hypothetical situation today or tomorrow in situational interviews. Behavioural Interview Applicants are asked to explain how they reacted to real-life circumstances in a behavioural interview. Candidates are asked what acts they have taken in similar scenarios to those they may face on the job in the past. After that, the interviewers are assessed using a scoring guide created by work experts. This is a formal interview in which the applicant is asked questions that probe his or her past behaviour in particular circumstances. This method entails asking all interviewees standardised questions about how they dealt with previous circumstances that are similar to those they through face on the job. The interviewer can also ask probing questions to get more information about the circumstances, the interviewee's behaviour, and the result. The answers of the interviewee are then graded using behaviorally grounded rating scales. Job-related Interview In a work interview, the interviewer asks questions about previous experiences that are important to the position. It's a compilation of job-related questions based on specific past job-related habits. The questions don't concern themselves with hypothetical or real-life circumstances or scenarios. Instead, the interviewer asks job-related questions like, “Which business school courses did you enjoy the most?” Stress Interview In a stress interview, the interviewer uses obnoxious questions to make the candidate nervous. The aim is to recognise responsive applicants as well as those who have a low or high stress tolerance. Stress interviews may help identify hypersensitive applicants who may lash out in anger and violence in response to minor criticism. It is done on purpose to cause anxiety in order to see how an applicant can respond to stress on the job. Panel Interview (Board Interview) A panel interview, also known as a board interview, is one in which a group of interviewers interviews each candidate individually before combining their scores into a final score. A single nominee is interviewed by multiple firm members. This method involves the work applicant providing oral answers to questions posed by a panel of interviewers about the job. 57 CU IDOL SELF LEARNING MATERIAL (SLM)
Each panellist then assigns a score to each interviewee based on factors such as job experience, motivation, creative thinking, and presentation. Oral interview boards' scoring processes are usually arbitrary, rendering them susceptible to the personal prejudices of those who sit on the board. For employment with a large number of candidates who must be interviewed, this method may not be feasible. One-On-One Interview One interviewer encounters one nominee in a one-on-one interview. In a standard job interview, the candidate meets with the interviewer one-on-one. Since the interview can be an emotional experience for the candidate, meeting with the interviewer alone is much less challenging. Mass Interview (Group Interview) In the west, the mass/group interview is a relatively recent technique, and in our region, it is almost unknown. It's a tool for deciding who is in charge. Several job applicants are put in a conversation without a leader, and interviewers sit in the background to observe and assess the candidates' results. A jury questions multiple candidates at the same time in a mass/group interview. The panel asks a question and then watches to see who takes the initiative in coming up with a solution. Phone Interview Employers conduct some interviews solely on their own. For assessing an applicant's conscientiousness, intellect, and interpersonal skills, these may be more reliable than face-to- face interviews. Neither party needs to be concerned with their appearance or handshakes in this situation, allowing them to concentrate on practical responses. Or perhaps applicants, taken aback by an unexpected call from a recruiter, simply react in a more spontaneous manner. How Can Interviews Be Administered? Interviews can also be administered in various ways that are discussed below: Personal Interview The majority of interviews are one-on-one, in which the candidate meets with a single interviewer in private. A well-qualified candidate will often go through a series of such interviews, beginning with a member of the human resources department, then with the manager whose unit has a job opening, and possibly with the manager's superior. The remainder of this segment is devoted to the one-on-one situation. Unstructured Sequential Interview It's a type of interview in which each interviewer forms their own opinion based on the questions they're asked. Structured Sequential Interview 58 CU IDOL SELF LEARNING MATERIAL (SLM)
It's a type of interview in which each interviewer assigns a score to each candidate using a standard assessment method. The reviews are then checked and compared by the top-level manager before determining who to recruit. The group interview Several applicants are interviewed at the same time. They are typically permitted to talk about work-related issues among themselves while one or more observers assess their performance. This form of interview is most often used in the hiring of managers, but it can also be used to assess the ability of current workers for supervisory positions. Panel Interview A jury of two or more firm members meets with one candidate. While one of the panellists serves as moderator, each of the firm's members participates in the questioning and debate. The interviewers will coordinate their efforts and follow up on each other's questions using this format. Computer-assisted Interview The applicant is asked a series of questions on a video screen, to which he or she responds by pressing the appropriate key on a keyboard. According to preliminary data, the procedure is faster than face-to-face interviews, applicants are more candid, and interviewer inconsistency is eliminated. This approach, obviously, does not allow for the assessment of emotional responses or interpersonal skills. It has the ability, however, to be a useful addition to the selection process. Due to programming and development costs, it is usually the most practical choice when a large number of candidates are to be interviewed for a given position. 3.6 SUMMARY • A company's talent management team is in charge of finding, acquiring, evaluating, and hiring applicants to fill open positions. • The cornerstones of talent acquisition are employer branding, future resource planning, diversifying a company's work force, and creating a strong applicant pipeline. • A company's talent management unit is part of the Human Resources department. • Talent Management is a distinct department that collaborates with HR. Sourcing techniques, employee assessment, enforcement and recruiting criteria, and fluency in employment branding processes and corporate hiring programmes are among the skillsets of successful talent acquisition practitioners. • From the initial submission to the final work offer, the talent management team must navigate the applicant life cycle. In this situation, good teamwork, consistent communication, and alignment of priorities with the hiring manager are important. 59 CU IDOL SELF LEARNING MATERIAL (SLM)
• Talent management teams are also in charge of retaining key workers as well as building and maintaining morale within their staff. 3.7 KEYWORDS Interview: An interview is a procedure designed to obtain information from a person through oral responses to oral inquiries. JD – Job Description JS – Job Specification Talent Acquisition: Talent acquisition refers to the process of identifying and acquiring skilled workers to meet your organizational needs. Employee branding 3.8 LEARNING ACITIVITY 1. Learn how to retain employees is a top concern in today’s CEO’s and HR professional. __________________________________________________________________________ _____________________________________________________________________ 2. Create Questionnaire on employee attrition and learn briefly on the factors responsible for attrition by collecting the details from the employees. __________________________________________________________________________ _____________________________________________________________________ 3.9 UNIT END QUESTIONS A. Descriptive Questions Short Questions 1. What is Talent Acquisition? 2. What is Talent Acquisition and Retention? 3. What is the difference between Talent Acquisition and Talent Management? Long Questions 1. What is internal talent acquisition? 2. Method of collecting information? 3. Define Interviews? 4. Types of Interviews? 5. Methods to Developing Questionnaires 60 CU IDOL SELF LEARNING MATERIAL (SLM)
B. Multiple choice Questions 1. _____________ is a process of searching for prospectiveemployees and stimulating them to apply for jobs a. Selection b. Induction c. Recruitment d. Orientation 2. Which is not a benefit of using an internal source of recruitment. a. Saves time b. Brings in new blood c. It is less costly d. More cars on the road 3. What are the drawbacks of using an external source of recruitment? a. A new influx of blood b. There is more rivalry c. It is less costly d. A lesser degree of partiality 4. ___________is the method of finding the best person for the role. a. Choosing b. Staff training c.Induction d. Path 5. When he goes through the organization's recruiting process. a. An application for jobs b. Submission of a formal application c. A blank programme d. None of the preceding 6. ___________is not a source of internal recruitment. a. Advertisement b. Relocation c. Rotation of workers d. Test in the department 61 CU IDOL SELF LEARNING MATERIAL (SLM)
7. ________is a selection test that assesses emotional intelligence capacity that will assist in judging group work a. Personality evaluation b. Intelligence Review c. Mental Capacity Exam d. None of the preceding 8. is not a source of external recruitment. a. Campus choice b. Internal public relations c. Advisory services d. Drop-in 9. _____________is a measure used to assess coordination between the hands and the eyes a. Personality evaluation b. Intelligence Review c. Psychomotor assessment d. None of the preceding 10.Promotion is a ______________ source of Recruitment a. It is acceptable b. A higher degree c. Internal d. External Answers 1 – c, 2 – b, 3 – c, 4 – a, 5 – c, 6 – c, 7 – a, 8 – b, 9 – c,10 – c. 3.10REFERENCES Taylor, S. (2014). Resourcing and Talent Management 6th ed. Chartered Institute of Personnel and Development. Brewster, C., Sparrow, P., Vernon, G. and Houldsworth, E. (2011). International Human Resource Management, 3rd ed. Chartered Institute of Personnel and Development. Iles, P.A. and Zhang, C.L. (2013). International Human Resource Management: A Cross-cultural and Comparative Approach, Chartered Institute of Personnel and Development. 62 CU IDOL SELF LEARNING MATERIAL (SLM)
Dowling, P., Festing, M. and Engle, A.D. (2007). International human resource management: managing people in a multi-national context. 5th ed. London: Thomson Learning. Marchington, M. and Wilkinson, A, (2013). Human Resource Management at Work, 5th Edition, London: CIPD. Mendy, J. (2017 Ed.) Teaching human resources and organizational behaviour at the college level. Pennsylvania: IGI Global. Pilbeam, S. and Corbridge, M. (2010) People resourcing and Talent Planning: HRM in practice. 4th ed. Harlow: Financial Times / Prentice Hall. 63 CU IDOL SELF LEARNING MATERIAL (SLM)
UNIT – 4: TALENT ACQUISITION Structure 4.0Learning Objectives 4.1 Introduction 4.2 Developing Job Description & Job Specification 4.3 Developing HR Planning process 4.4 Strategic Trends in Talent Acquisition 4.5 Summary 4.6 Keywords 4.7 Unit End Questions 4.8 References 4.0 LEARNING OBJECTIVES After studying this unit, you will be able to: Define job description Define Job Specification Develop HR Planning process Identify the step involved in planning process Define trends in Talent Acquisition Benefits of Talent Acquisition 4.1 INTRODUCTION The process of finding and hiring qualified employees to fulfil your organization's needs is known as talent acquisition. The talent acquisition team is in charge of locating, obtaining, evaluating, and recruiting applicants to fill open positions within a company. The cornerstones of talent development are employer branding, future resource planning, diversifying a company's work force, and creating a strong applicant pipeline. In some cases, a company's talent management team is housed within the Human Resources department. In certain organisations, Talent Acquisition is a separate department that collaborates with HR. Sourcing techniques, employee assessment, enforcement and recruiting 64 CU IDOL SELF LEARNING MATERIAL (SLM)
criteria, and fluency in employment branding processes and corporate hiring programmes are among the skillsets of successful talent acquisition practitioners. Recruitment vs. Talent Acquisition Many people confuse these two positions, which is understandable. After all, they both have the same aim in mind: to fill vacant roles. Although there are many similarities between talent development and recruiting, there are also significant differences. Take a look at the following sporting analogy. Recruitment is close to signing free agents. Free agents are usually identified and signed by sports front offices to meet immediate team needs. In this analogy, talent management refers to the long-term health of the roster, which involves drafting young talent, being financially flexible, hiring a coaching staff that establishes a winning team culture, retaining that culture, and ensuring long-term success. Recruiters, in a nutshell, fill vacancies. On the other hand, talent management consultants use an ongoing plan to find experts, leaders, and potential executives for your business. Short- term labour demands are less important to talent management departments than long-term human resource planning. “Talent management is more focused on the competitive side of harder roles to fill,” as one CEO put it. Talent Acquisition That Works Companies must coordinate their preparation and talent management strategies through divisions in order to define, pursue, and retain the most suitable applicants for a particular position in order to recruit and employ the best talent. Talent management teams are also in charge of creating and communicating employer branding to prospective candidates. Candidates should provide a good understanding of the company's culture, reputation, key differentiators from rivals, and products and services by branding. From the initial application to the final job offer, the talent management team must navigate the applicant life cycle. In this situation, good teamwork, consistent communication, and alignment of priorities with the hiring manager are important. In addition, talent management departments are in charge of retaining key employees as well as building and sustaining employee morale. The Talent Acquisition Process The talent acquisition process involves several complex steps. The most essential of those include: 1. Lead generation 2. Recruiting and attracting top candidates 3. Interview and Assessment 65 CU IDOL SELF LEARNING MATERIAL (SLM)
4. Evaluating references 5. Selecting the best candidate(s) 6. Hiring and Onboarding For a more in-depth look at the talent acquisition process, check out our Talent Acquisition Software. We use direct sourcing to discover more candidates, make it easy to nurture candidates through all social media channels, utilize a one-click application function to make applying as easy as possible for job seekers, and offer unique tools to build exceptional career sites optimized for mobile use. 4.2 DEVELOPING JOB DESCRIPTION AND JOB SPECIFICATION For any role, a good job description and job specification are essential. There are a lot of people competing for top jobs, so writing a job description and job definition is key to choosing the right people. Organizations will be ever more necessary to communicate their desires, needs, and lifestyle through their websites and other work portals as the demand for highly qualified workers has risen in recent years. A good job description and job definition can certainly help with a few main functions: 1. It defines the skill sets and skills necessary to perform the job role. 2. It illustrates the role of the work within the company's overall hierarchy. 3. It is an effective productivity tool. The critical details about the work – such as the projects in which the applier is involved, the methods used to complete the projects, the job's purpose and responsibilities, the job's relation to other activities, and the qualifications needed for the job – should all be described in an excellent job description and job specification. It's also important to write a job description and job specification that is powerful, efficient, presentable, and valid. Job descriptions and specifications that are well-written and practical can also help you receive less rejections. Characteristics of a Good Job Description and job specification When a company has a vacancy or a necessity is found, the first thing the recruiting team does is consider the value of the work description and job specification and develop a job description and job specification accordingly. Interviewers use job descriptions and job qualifications to hire applicants, so they're relevant. This job description and job definition are sent to candidates again so that they can understand the meaning. A well-written job description and specification assist in the faster recruiting and filling of any job opening. 66 CU IDOL SELF LEARNING MATERIAL (SLM)
A good job description and job specification provide an overview of the required skill sets, preparation, and academic credentials for an open position. This may include any documentation that is needed for the position. These job descriptions and specifications provide all of the details that prospective applicants need prior to implementation. It also makes it easier for a job description recruiter or prospective employer to easily sort through appropriate resumes and eliminate those who don't meet the criteria. Advantages of Job Description and job specification • Job descriptions assist in the growth of every business. They are, in truth, the company's framework's base. • Job descriptions indicate where the employee fits in. Work descriptions and job specifications ensure that all of the people we hire are aligned with the organization's priorities, purpose, vision, and objectives. • Job descriptions aid in the establishment of specific goals. When employees are not performing as anticipated, the first place to look is in the job description and job specification. The first step in getting workers to do what we want is to make sure they understand our goals, which starts with the job description. • Job descriptions explain what an organisation is looking for in a candidate. This aids in the job description process, as well as coping with questions raised by those who were not selected. • Job descriptions lay the groundwork for remuneration. Disadvantages of Job Description • In this fast-paced, ever-changing workplace, the job description should be updated on a regular basis. The job description, like the performance assessment method, should be checked on a regular basis. • Job descriptions may cause people to think \"that's not my job.\" They need enough flexibility for people to think \"outside the box.\" Although it isn't mandatory to document every job description procedure, the most relevant ones (those that must be completed) should be included and labelled as such. Applications of Job Descriptions Job descriptions have an application in almost every aspect of employment. The job description details are briefly mentioned below: 1. Job explanations help in identifying employment specifications and holes as well as in determining overstaffing or unnecessary roles. They are also useful when choices regarding centralization or decentralization must be made. 67 CU IDOL SELF LEARNING MATERIAL (SLM)
2. Candidate hiring, selection, and placement are more effective since the job description provides the answers to the specifications necessary to recognize and choose the best fit between applicant and job. 3. A new employee with a precise, well-written job information to evaluate has obtained an excellent understanding of the job and is, therefore, able to comprehend more what the organization and the manager anticipate. All new workers should treat the job information as a starting point. 4. Job explanations make it possible to recognize typical job description job specifications. Good job descriptions can explain which tasks are truly identical and which tasks guarantee different pay levels. Who Is Accountable for Composing Job Descriptions? In most businesses, the prospective employer is responsible for writing a job description explanation, with HR serving as a consultant. Since they are the ones doing the work and know the job best, the worker currently on the job might be asked to assist in updating the job details. The manager's duty remains to ensure that the job information accurately depicts the job and does not become overpriced along the way. Since the HR Manager normally decides on the location and pay structure, HR is usually the last step of a job description. Elements for creating an excellent Job Description and job specification The title of the work and the name of the department are included in a job description. The first paragraph should include an outline of the job requirements. A list of work description duties and commitments (usually bulleted) follows. Each duty should be encapsulated in a single word. Let's take a look at the factors that go into making a great job description. 1. Job Summary: The job description is a succinct summary of the job's mission, purposes, and priorities, among other items. It's best if the duration is between three and four words. This segment does not cover role or experience specifics. The remaining sections of the job description document are expected to contain certain specifics. 2. General Information: • Job Title and Classification: Job titles such as Web Developer, Job Description Research Analyst, Senior Administrator, Senior Citizen, and so on should be short. • Working Climate • Management or monitoring responsibilities: Provide information about management reporting and any other direct reporting. 3. Tasks: The information given here should be succinct. All explanations should be limited to a single line (e.g: housekeeping management, bill payments, orienting new employees, sending credit reports to banks, etc.). Any other declaration that holds additional responsibilities (if any) should be included here. We should limit ourselves to ten tasks. Each job should include action words such as arrange, manage, make, build, and so on. 4. Skills 68 CU IDOL SELF LEARNING MATERIAL (SLM)
Determine the skill sets, skills, and knowledge needed to complete the job mission. Describe any additional skills that necessitate additional preparation, experience, certification, or other qualifications. Separate skills and capabilities should be mentioned. Acts that the applicant is capable of are referred to as skills. Competencies are the attributes or traits that the employer wants the candidate to possess in the job position. The new trend toward competency-based job descriptions means that behavioural skills like management, group coordination, and flexibility are given more weight. Communication skills are critical in almost every mission. If you're looking for a technical writer for a job description paper, you might need someone with outstanding writing skills. If you're looking for someone to work in your training department or give business presentations, you might need someone with presentation experience. For any requirement in the field of sales, you can need someone who is an excellent speaker. These are all forms of communication skills that are necessary to perform the job's basic functions. In order to carry out the work, some job description paper functions can include email writing skills. 5. Experience It is important to note the specific experience needed for the job in this section. Any technical documentation or educational experience that demonstrates the need for job experience may be included here as well. Academic credentials are a must-have for any place. If anyone with experience may do the job but lacks a formal qualification, the job description document should be personalised. To prevent some form of prejudice, there should be no age limit. 6. Work hours Any other environmental conditions, as well as travel criteria, must be included. 7. Compensation and Bonuses and any other incentives can be worked out to use in- the-field data that is competitive with similar positions in other organisations and allows for improvements in expertise and experience. This will need to be updated as needed to account for the pay scale. 8. Company Description It's critical to provide some information about the business. To make a good first impression, this is crucial. 10. Disclaimers To provide flexibility in addition to or any improvements in the job description responsibilities, an essential notice may be added at the end of the job description.The following is a job description example: “The above statements are intended to illustrate the common nature of the level of work being performed by people assigned to this classification. They are not intended to be construed as an exhaustive list of all responsibilities, duties, and skills required of personnel so classified.” The Do’s and Don’ts of Composing Job Descriptions and job specification 69 Do’s: CU IDOL SELF LEARNING MATERIAL (SLM)
• Be specific: It's best to set out the job's duties, which may include items like making daily rounds, cleaning and lubricating equipment, and arranging for raw materials, among other things. Include no instructions or a step-by-step procedure in the work description. • Adjectives: Use adjectives that define or justify the job. \"Deadline-driven,\" \"fast-paced,\" \"noisy environment,\" and other words can be used here. Excessively long explanations should be avoided at all costs. The adjectives used should be descriptive and acceptable. • DO – Emphasis on the work specifics rather than the incumbent. It's easy to consider the person on the job and explain how he or she was chosen to perform the role. An outstanding job description focuses solely on job goals and outcomes, rather than how the job is handled by the person who happens to be in it. • Managers should never be prohibited from assigning additional tasks not specified in the job description. These extra responsibilities, however, should not be considered \"key functions\" of the work. • Ensure up-to-date job descriptions. Change is inevitable. There aren't many tasks that haven't changed significantly in recent years. We would have misunderstandings and legal problems if job descriptions are not revised. Now is the time to build them—or, if necessary, update them. Dont’s • Stop using words that can be viewed in a number of ways. Include only the work description and job design information on how the job is done now, not how it could be done in the future. • In a work description and specification, stop using vague language. Don't use words like \"youthful\" in your writing. • Avoid using ambiguous or broad language. • Do not say something disrespectful or degrading about the previous occupant of the role. • Do not have any responsibilities that will be fulfilled in the future. Job Description and Job Specification Writing Tips Use completely free Job Description Illustrations. Not everyone is at ease when it comes to writing job descriptions. To make the writing process simpler, a number of work description methods may be used. It can be found on any well-known career portal online. Cut and paste items and areas from similar tasks found on work boards, then adjust the basic information to meet your needs. We need to go over the job description information again after they've been built. Is it clear enough to grasp what the work entails? If that's the case, we're almost done! We can now select a position and a salary structure. The majority of us have job descriptions that give us no indication of what a job entails. There are examples of inadequate job descriptions that have been written. A nice, efficient job description should clearly and concisely describe the job's responsibilities. Writing a job description that communicates this effectively can be difficult, particularly if we have never 70 CU IDOL SELF LEARNING MATERIAL (SLM)
done so before. But, once we break down the procedure into different areas, learning how to write a job description is actually very easy. 4.3 DEVELOPING HR PLANNING PROCESS Developing HR Planning process includes step by step Talent Management Process 1. Identify Organization Goals and Understand The Requirement What are your organizations high level priorities or goals? List down the goals and upcoming changes you need to initiate in the organization. Develop the job descriptions and specifications for the role you want to acquire the talent for. Since it the first step towards the process, it plays a crucial role in the success of the whole process. 2. Sourcing and Attracting the Talent The first step in talent development is to consider why anyone with high-level expertise will want to work with you. At this time, the idea of employment branding comes into play. The best thing you can do with your job branding is to be truthful. The key activity in this phase is to find people who meet the requirements. Look for sites like Linkedin where you can find highly qualified individuals. Despite the emergence of social networking sites such as Linkedin and Twitter, people still use a number of methods to find new jobs. Internal applicants and referrals account for a significant portion of them. 3. Recruiting and Selecting The Talent This is the stage where you perform interview checks and hire the best candidates. Conduct appropriate interview tests to find the best candidate and hire them. 4. Employee Retention Now that you've found the best workers, you'll need to devise tactics to keep them. What methods do you use to keep them? Employee retention is a challenge for almost half of all employers. High pay raises and bonuses aren't the only ways to keep the workers happy. You must provide opportunities for them to develop and enable them to be creative. These five employee retention techniques will help you attract the best employees. 5. Promotion People should be promoted to the new position gradually. Nobody wants to stay in the same position for an extended period of time. You are assisting the staff with their professional development in this manner. 71 CU IDOL SELF LEARNING MATERIAL (SLM)
6. Performance Appraisal It is important to assess an employee's performance in order to determine his or her true potential. You will see whether the individual can manage additional responsibilities or not. 7. Succession Planning Replacement planning differs from succession planning. An organization's deliberate decision to foster and cultivate the continuous growth of its employees. 4.4 STRATEGIC TRENDS IN TALENT ACQUISITION 1: Recruitment Marketing The application of marketing tactics in hiring is the cornerstone of a recruitment marketing plan. The process of cultivating and recruiting talented individuals to your company using marketing strategies and techniques is known as recruitment marketing. Recruitment marketing's significance Recruitment marketing is a modern discipline that has arisen as a result of the current labour market situation. Its key aim is to keep up with industry trends and provide solutions to businesses that can best address these emerging challenges. Companies who are the first to implement these new recruitment best practises would have a better chance of attracting top talent. As a result, Recruitment Marketing will be at the pinnacle of the 2019 recruitment trends. 2: Inbound Recruiting Inbound Recruiting is a recruitment marketing technique in which you aggressively seek out applicants with the intention of convincing them to select you as their next employer. Inbound recruitment is all about attracting, converting, and engaging applicants. Inbound recruiting's meaning There has been a change in recent months from outbound to inbound recruitment. Reaching out to applicants and announcing an open vacancy is no longer enough to draw talent. Inbound recruiting is the management trend to follow if you're looking for a long-term approach to advance your recruiting and hiring plan. 3: Employer Branding Employer brand refers to a company's credibility and prestige as an employer, as well as its employee value proposition, as opposed to its more general corporate brand reputation and consumer value proposition. Employer branding ideas are key to creating a clear and appealing employer brand. Employer branding's meaning 72 CU IDOL SELF LEARNING MATERIAL (SLM)
According to LinkedIn data, more than 75% of job seekers conduct research on a company's reputation and employer brand before applying. Companies with a poor reputation have a hard time not only recruiting candidates, but also retaining staff. This is why one of the most common recruiting trends in 2019 is employer branding! 4: Candidate experience The overall understanding of your company's recruitment process by new, former, and potential future candidates is referred to as \"candidate experience.\" It is focused on the thoughts, behaviours, and attitudes that applicants have during the entire recruitment process, from sourcing and screening to interviewing, hiring, and finally onboarding. Candidate experience is important. Why is paying attention to the candidate experience yet another crucial recruiting pattern to implement in 2019? Since applicants who had a good applicant experience during your recruitment process are more likely to accept your job offer, reapply in the future, and suggest your business to others. On the other hand, a bad candidate experience will cost you more than just a few candidates – it can cost your organisation a lot of money! The most well-known example is Virgin Media, which estimated that a bad candidate experience costs them a whopping $5.4 million per year! 5: Talent pools Recruiters and HR administrators retain all of their best work prospects in a talent pool, which is a position or database. Candidates in talent pools include not only those who have applied for work, but also those who have been sourced, referred, silver medallists, and those who have voluntarily entered the pool in an inbound manner. The value of a talent pool Imagine if, whenever a work vacancy arose, you had access to a talent pool from which to choose the best candidate! Isn't that fantastic? This is why many recruiters have already embraced this trend and begun developing a high-quality applicant database for current and potential requirements. 6: Candidate Relationship Management CRM stands for applicant relationship management, and it's a technique for maintaining and strengthening relationships with existing and prospective career applicants. One of the top 2019 recruiting trends is getting a good applicant relationship management framework. This relatively new method of recruitment was introduced to the world of talent 73 CU IDOL SELF LEARNING MATERIAL (SLM)
management as a solution to one of the HR industry's most challenging challenges: attracting talent. 7: Social Recruiting Using social media platforms for recruitment is known as social recruiting. The term refers to various methods of finding, attracting, and recruiting talent through social media networks (such as Facebook, Twitter, LinkedIn, and others) and websites (blogs, forums, job boards, and websites like Glassdoor, for example). Social recruiting's significance Social recruitment entails more than just sharing current job openings to the company's social media pages. It has a lot more to offer! You can use social media networks to identify potential applicants ahead of time, develop a relationship with them, and invite them to apply for your open positions. Social hiring has risen to the top of the 2019 recruitment trends list due to the many benefits it provides. 8: Recruitment Automation tools Simply put, recruitment automation tools are software that automates the hiring process by using modern technologies. Automation of the hiring process has existed for some time, but now it will expand beyond HRIS, ATS, and Recruitment Marketing Tools. The latest trend is software that incorporates all ATS and Recruitment Marketing solutions into a single platform. The value of recruitment automation software These new all-in-one tools will help recruiters discover, attract, engage, nurture, and turn candidates into applicants. They also make the recruiting process quicker and more reliable by streamlining, simplifying, and automating it. Those businesses that have been unable to implement technology into their recruiting processes risk losing the best applicants to their more forward-thinking rivals. This is why using recruiting software is a favourite trend among active recruiters! 9: Data-driven recruiting and HR Analytics Data-Driven Hiring and HR Analytics are terms used to describe recruiting approaches in which data obtained through HR technologies such as Applicants Tracking Systems and Recruitment Marketing Platforms is used to prepare and make decisions. Data-driven recruitment and HR analytics are critical. Using data-driven metrics is a recruiting trend that can help you figure out which aspects of your hiring plan are working well and which need to be tweaked. Using data-driven recruitment and paying attention to the HR analytics has been shown to increase some of the most critical hiring metrics like time to hire, cost to hire, and quality of hire. 74 CU IDOL SELF LEARNING MATERIAL (SLM)
10: Employee referrals Employee referral services are unquestionably one of the most successful strategies for recruiting new hires and filling vacant roles. According to several studies, referred workers are the easiest to recruit and onboard, and they cost far less. 11: Talent Sourcing Proactive talent procurement has become an essential component of any recruiting plan. According to LinkedIn report, only about 36% of future applicants are looking for work. More than 90% of them, on the other hand, are willing to learn about new work opportunities. 12: Collaborative hiring Collaborative recruiting is a process of finding and hiring talent in which HR teams and teams from other departments work together. Collaborative recruiting is important because it increases the productivity of new employees dramatically. As a result, employee turnover decreases, which has a positive impact on the overall recruiting and hiring strategy. Collaborative recruiting was named one of the top 15 recruitment trends for 2019 for all of these reasons! 13: Structured interviews Many employers are turning to structured interviews as the most popular interview format. The following are some of the benefits of organised interviews: • Affordability • Objectivity • Objectivity • Legal reputability. 14: Strategic alignment Recruiting and recruiting should be in accordance with the company's overall objectives! Since businesses cannot expand without people, talent acquisition should be more strategic. It is important to determine the company's potential needs and priorities in order to make hiring more strategic. Present and possible future ability deficiencies should be defined based on this. HR teams should prepare their recruiting efforts to promote company growth based on the findings! 4.5SUMMARY 75 CU IDOL SELF LEARNING MATERIAL (SLM)
The process of locating and recruiting skilled human labour to meet organisational needs and any labour requirement is known as talent acquisition. Employment analysis is a vital method for collecting job-related knowledge. Two data sets, including a work description and a job definition, are obtained and documented as a part of the process. Collecting information is a methodical process of collecting and reviewing relevant data in order to provide answers to pertinent questions and determine the outcomes. An interview is a face-to-face conversation between the interviewer and the interviewee in which the interviewer asks the interviewee questions in order to select a possible human resource. 4.6 KEYWORDS PB – Performance Bonus Employee Referrals: Referred employees take shortest to hire and onboard, and require way less money. Collaborative Hiring: Collaborative hiring is a hiring method in which both HR teams and teams from other departments work together to find and hire talent. HRM – Human Resource Management TQM – Talent Acquisition and Management 4.7 LEARNING ACITIVITY 1. A “Lean” Talent Management Approach Contributes to Extraordinary Productivity __________________________________________________________________________ _____________________________________________________________________ 2. Talent Management Lessons from Apple: A Case Study of the World’s Most Valuable Firm ___________________________________________________________________________ ____________________________________________________________________ 4.8 UNIT END QUESTIONS (MCQ AND DESCRIPTIVE QUESTIONS A. Descriptive Questions Short Questions 1. What is Talent Acquisition? 2. Define Job Analysis? 76 CU IDOL SELF LEARNING MATERIAL (SLM)
3. What are the methods of collecting information? 4. How to Develop the Questionnaires? Long Questions 1. Define Interview 2. How to Develop the HR planning process? 3. Trend in Talent Acquisition. 4. How to develop the Job Description? B. Multiple Choice Question: 1. Campus selection is a __________________________ source of recruitment a. Fresh b. Modern c. Internal d. External 2. The term procurement stands for a. Recruitment & selection b. Promotion c. Purchase d. R& D 3. Identifying the __________________ candidates and attracting them to apply for the job is called ____________ a. Available, hiring b. Available, recruitment c. Potential, Recruitment d. Potential, hiring 4. _____________________ means assigning a specific rank and responsibility to an 77 individual CU IDOL SELF LEARNING MATERIAL (SLM)
a. Selection b. Induction c. Recruitment d. Placement 5. Speed of Hiring is an advantage of ____________ a. Internal Source of Recruitment b. External Source of Recruitment c. Psycho motor test d. Mental Ability Test 6. Which of these is the purpose of recruitment? a. Make sure that there is match between cost and benefit b. Help increase the success rate of the selection process by reducing the number of visibly under qualified or over qualified job applicants. c. Help the firm create more culturally diverse work - force d. None of these 7. The poor quality of selection will mean extra cost on _______ and supervision. a. Training b. Recruitment c. Work quality d. None of these 8. Which of these are the most important external factor governing recruitments? a. Sons of soil b. Labour market c. Unemployment rate d. Supply and demand 78 CU IDOL SELF LEARNING MATERIAL (SLM)
9. While recruiting for non - managerial, supervisory and middle - management positions which external factor is of prime importance? a. Political - Legal b. Unemployment rate c. Labour market d. Growth and Expansion 10. Which of the following act deals with recruitment and selection? a. Child labour act b. The apprentices act c. Mines act d. All of these Answers 1) c 2) a 3) c 4) d 5) a 6) b 7) a 8) d 9) c 10) d 4.8 REFERENCES Text Books: essler Gary A Framework for Human Resource Management, Pearson Dessler Gary, VarkkeyBiju Fundamentals of Human Resource Management, Pearson Reference Books: Lance A Berger, Dorothy R Berger Talent Management Hand Book Mc.Graw Hill Armstrong, Michael A Handbook of Human Resource Management Practice Kogan Page Publication. Indeed. (2015). Talent attraction study: What matters to the modern candidate. Retrieved from http://offers.indeed.com/ rs/699-SXJ- 715/images/TalentAttractionStudy.pdf. Breaugh, J. A. (2013). Setting recruitment objectives and recruitment strategy development. In Y. T. Yu & D. M. Cable (Eds.), The Oxford handbook of recruitment (pp. 361-381). New York, NY: Oxford University Press. 79 CU IDOL SELF LEARNING MATERIAL (SLM)
Gulati, A. (2015, December 16). Take recruiting metrics to the next level. SHRM Online. Retrieved from http://www.shrm.org/hrdisciplines/staffingmanagement/articles/pages/recruitingmetri cs-next-level.aspx 80 CU IDOL SELF LEARNING MATERIAL (SLM)
UNIT – 5: TALENT ACQUISITION MANAGEMENT SOLUTION Structure 5.0 LearningObjectives 5.1 Introduction 5.2 Preparing recruitment plan 5.3 E- Recruitment 5.4 Summary 5.5 Keywords 5.6 Learning Activity 5.7 Unit End Questions 5.8 References 5.0 LEARNING OBJECTIVES After studying this unit, you will be able to: Describe the preparation of Recruitment plan Explanation of E Recruitment Describe employer branding Explanation about Assessment centers Describe the steps involved in Recruitment plan Explain the Recruitment using job portals 5.1 INTRODUCTION What distinguishes a personnel manager from a talent leader is their ability to prepare for the future of their business. Employees are vital to a company's long-term sustainability. It's no simple job to ensure that your employees are on board with your company's priorities, plan, and principles. The majority of experts believe that holistic talent management consists of seven elements: • Sourcing, Recruiting, Interviewing, and Hiring of Employees (Talent Acquisition) • Employee Feedback and Performance Management 81 CU IDOL SELF LEARNING MATERIAL (SLM)
• Formal and non-formal education • Reward & Compensation • Pathing and Career Development • Leadership Growth and Succession Planning Talent Acquisition within a Talent Management Solution You’ll Need: Your list from the employee planning session, turnover numbers, industry forecast, interview guides, number of talent acquisition professionals, and current recruiting metrics. Sourcing: If your organisation doesn't have a sourcing or analysis department, you can integrate it into recruitment or use a talent management solution to help. Recruiting: Any recruiter or HR specialist in charge of recruiting can inform you that the Candidate Tracking System will make or break this department's or function's effectiveness. Look for simple recordkeeping, smart forms, compliant documents, and the opportunity to source your own candidates from boomerang workers and former candidates who didn't make the cut. Interviewing: As the workforce becomes more dispersed and talent clusters sprout up all over the world, the opportunity to interview candidates from all over the country is quickly becoming a must-have rather than a nice-to-have. Although there are independent video interviewing services available, they don't often fit with the recruiting or talent management tool. Keep an eye out for features that allow hiring managers to score and hold themselves accountable. Hiring: The best talent management programmes will have features that make the transition from applicant to employee as simple as possible. From bid to onboarding, it should be a smooth transition. 5.2 PREPARING RECRUITMENT PLAN A recruitment plan is a strategy for speeding up the hiring process and acting as a road map for identifying, qualifying, and interviewing job applicants. It acts as a timeline of events and decisions, assisting the organisation in identifying qualified applicants while reducing downtime. Employers will do this to ensure that they are hiring candidates with the required skills, knowledge, and experience for the job. The role of a recruitment strategy A successful recruitment strategy involves actionable steps and strategies that speed up the hiring process. It contains a step-by-step guide and a list of tools that the recruitment team uses. 82 CU IDOL SELF LEARNING MATERIAL (SLM)
A recruitment plan details the steps and strategies used at every stage of the recruitment process: Sourcing. Screening. Interviewing. Offer. Hire. We'll go through these parts in more depth later, as well as how they contribute to a recruiting strategy. How to build an effective recruitment plan Let's take a closer look at the tools you'll need to put together a recruitment plan now that you know what it is. If you're new to technical recruitment, consider taking our free Software Recruitment Certification Course. It will ensure that you grasp the fundamentals before moving on to more difficult material. 1. Look at the previous hiring processes If you've hired a lot of people in the past, consider what worked and what didn't. Consider the following questions: • Did the procedure produce the desired result? • Was the position clearly communicated? • Was the number of applicants sufficient? • What was the performance of the new hires during their probationary period? Creating a recruiting strategy based on what has already worked for you will save you time. To get a sense of how managers and senior staff feel about previous hires, speak to them. 2. Know your company & its needs Take a step back to look at the big picture of the business once you've identified what's worked in the past and what hasn't. You should, like anything else in industry, be aiming for precise objectives. It's important to consider the goal of this role within the development team, as well as the organisation, when developing a recruitment strategy. 83 CU IDOL SELF LEARNING MATERIAL (SLM)
Second, the employer brand of the business should be considered. If your organisation engages in a lot of social integration outside of work hours, you'll want to hire someone who is comfortable doing so. If, on the other hand, your team gets along well but rarely socialises, you'll want to make sure that the person you hire doesn't feel compelled to know everything there is to know about anyone they work with. 3. Skills gap analysis A skills gap analysis is a methodical approach to evaluating the strengths and weaknesses of your current team(s) and deciding the skills you'll need to recruit. Consulting with senior developers and management is the perfect way to find out what you have and don't have. Inquire about their team's strengths and weaknesses, and then use recruitment preparation to prioritise filling any skill gaps. It's important to remember that recruiting a full-time employee isn't the only option for filling an ability gap. Consider working as a freelancer, part-time employee, intern, or other entry-level job. 4. Revise job descriptions You must view the job in the best possible light in order to attract the best candidates. What are the most important roles and skills for a good candidate? Over time, those functions will change. If you're trying to recruit a middle Java developer, for example, speak with current middle Java developers. Examine how their responsibilities have changed since they applied for the job. It would be helpful for you to list these \"additional responsibilities\" so that you can build the most transparent and accurate job description possible. Look at current job descriptions if you're not sure what goes into a developer's job description. Examine the open jobs pages of your rivals or other businesses looking to hire developers with similar skills. Remember to use a tone of voice that echoes your business branding when writing a job description. According to estimates, the majority of developers who visit your open role listings are passive candidates, meaning they are not actively searching for jobs. As a result, you'll need to provide a connection to your jobs page so that a prospective employee can learn more about your business and its history. 5. Utilize technology The recruiting process is labour-intensive by definition. Some businesses spend a considerable amount of time manually screening and analysing each applicant to see how (if at all) they fit into an open role. Additionally, manually screening each 84 CU IDOL SELF LEARNING MATERIAL (SLM)
applicant can result in cognitive bias. You want to resist racism at all costs in a world where diversity in the tech industry is an undeniable advantage. You will cut down on the amount of unnecessary interviews by using technology to automate the screening process. Using an on-site interview page, for example, you will find applicants who have coding skills in addition to their resume-writing abilities. Once you've identified potential applicants, set up an online coding interview with them. HR managers and senior developers spend a lot of time (and money) designing coding projects to determine applicants' abilities. You can bring the applicant's skills to the test without exposing them to your code – or having to build the test yourself – by using an online test. 6. Set a budget for your recruitment plan The budget is an often-overlooked element of a recruiting strategy. The majority of the time, you, the HR department, are in charge of acquiring and managing the budget for recruiting new employees. There are several pitfalls to avoid when it comes to recruitment preparation. The compensation of the person you're required to employ may or may not be included in your budget. However, you'll most likely be working with a small budget when it comes to advertising the open spot. Unless you're targeting a particular person, you may have to rely on Facebook or LinkedIn PPC advertising to get people to apply. You can also pay costs with an organisation or the expense of performing a background check. You must keep the cost-per-hire rate as low as possible to maintain an efficient recruitment strategy. Furthermore, to reduce the frequency of cost blowouts, average costs for hiring someone from a particular medium (e.g., LinkedIn, word of mouth, or an agency) should be well known. 7. Optimizing your recruitment plan You will boost your recruiting efforts by planning ahead and keeping track of your progress. There are numerous ways to make the recruiting process more effective. Using recruiting tools is one of them. A well-thought-out strategy will assist you in determining where you can develop. Moving stuff around in your process is another choice. The best results come from integrating numerous optimization attempts. What's an example? Spartez saw outstanding results after switching from an in-house approach to DevSkiller and moving their professional interviews through the process. The earlier in the process you are more effective, the better. Since you just consider viable applicants, this is the case. The good news is that this will help you reach your goal. With our technical screening and interview platform, Lingonberry Talent Acquisition was able to accomplish the following. 85 CU IDOL SELF LEARNING MATERIAL (SLM)
8. Have a backup recruiting plan You've spent weeks searching for the perfect candidate, only to have your developer refuse your bid at the last minute. So, what exactly do you do? Apart from being irritated, you turn to your contingency plan, which involves a recruitment strategy for such cases. The answer may be as simple as contacting the next-best candidate. If you've been after a particular individual for a while, you might need to identify and approach the next best person. You're probably hiring for a job because there's a lot of work to be done in that position. An applicant can come close to accepting your offer only to reject it at the last minute. Make sure senior developers and/or managers are aware of the situation so they can handle the workload. The reality is that a recruit who goes silent or refuses you at the last minute is a real pain in the ass. It means that all of your efforts in recruitment have been in vain. However, the only option is to go back to the beginning and begin the process all over again. 5.3 E-RECRUITMENT The process of recruiting potential candidates for vacant job positions using electronic tools, especially the internet, is known as E-Recruitment or Online Recruitment. Companies nowadays use the internet to attract a vast number of job seekers and hire the best talent for the business at a lower cost than they would by a traditional recruiting method. E-Recruitment involves the whole process of locating potential applicants, evaluating, interviewing, and recruiting them in compliance with the job requirements. Recruitment is more effective and successful as a result of this. Job openings are typically posted on the internet (www), with candidates attaching their CV or resume to be accepted by prospective recruiters or employers. The companies perform their online promotional activities through their official websites, which contain all of the company's information. The prospective candidate could decide whether or not to enter a firm based on this information. As a result, the company's official website is regarded as a critical component of E-Recruitment. Elements of e-recruitment 1. Candidate tracking: the position of the candidate in relation to the jobs that he or she has applied for. 2. Employer's website: offers information about work openings and gathers data for the same. 3. Career boards: job listings from employers and agencies are posted on these pages. 4. Online testing: a method of evaluating candidates via the Internet. 5. Use social media to easily communicate with prospective candidates. Advantages of E-Recruitment 86 CU IDOL SELF LEARNING MATERIAL (SLM)
• Broad geographical coverage, i.e. applicants can be recruited from any part of the world; • Low cost per applicant relative to physical recruitment; Companies can locate potential applicants through their CVs attached to the internet, and candidates can search for employers through their work vacancy advertisements posted on the internet, which is beneficial for both the employer and the job applicant. • Recruiting a possible employee for the company takes less time. • E-Recruitment makes it easy to find the right candidates for the right job by matching applicant CVs to job descriptions. • The recruiting process becomes more effective, and it's easier to keep track of the applicant's records. E-Recruitment tools and systems are available, allowing for the automation of the entire recruitment process. One of the systems is the Recruitment Management System, which is a portal that allows applicants to be recruited online and automates each step of the recruitment process. 5.4SUMMARY • Identifying the right talent can be challenging. Employers must decide what kind of people they want to hire, how to reach out to the right people, and what kind of recruitment message to send. • A badly crafted recruiting method may also bypass highly skilled work seekers who are unaware of a job opening. Despite the fact that reliable assessment is important for determining whether recruitment targets have been reached, many organisations do not formally evaluate their hiring activities. • Companies use the internet to attract a large number of job seekers and hire the best talent at a reduced cost than traditional recruitment methods. 5.5 KEYWORDS TAM – Talent Acquisition and Management HRM – Human Resource Management Recruitment Plan: A recruitment plan is a strategy designed to streamline the hiring processes and act as a guideline for sourcing. E- Recruitment: the process of hiring the potential candidates for the vacant job positions, using the electronic resources, particularly the internet. TA – Talent Acquisition 87 CU IDOL SELF LEARNING MATERIAL (SLM)
5.6LEARNING ACITIVITY Case study: Southwood School: A Case Study in Recruitment and Selection Take a data on the job portals which are available in India for the hiring. ___________________________________________________________________________ ____________________________________________________________________ 5.7 UNIT END QUESTIONS A. Descriptive Questions 1. Explain the steps required for recruitment plan 2. Define E – Recruitment 3. Various job portals used for E-recruitment 4. Explain briefly about talent acquisition management solution 5. Define Talent Acquisition management 6. Steps involved in E-Recruitment? B. Multiple choice Questions 1. The Recruitment and Selection process aimed at right kind of people a. At right place b. At right time c. To do right things d. All of these 2. Recruitment or manpower selection process is the first step in the employment of _______. a. Labour b. Management c. Both (A) and (B) d. None of these 3. Sources for recruiting should be periodically _______. 88 a. Changed b. Checked CU IDOL SELF LEARNING MATERIAL (SLM)
c. Evaluated d. Inspired 4. The firm must go to external sources for a. Lower entry jobs b. For expansion c. For positions whose specifications cannot be met by present personnel. d. All of these 5. The ______ unit acts as a clearing house in screening applications that are unrealistic. a. Personnel b. Selection c. Production d. All of these 6-________ are firms that are looked upon as ‘head hunters’, ‘raiders’ and ‘pirates’ by organizations which lose personnel through their efforts. a. Professional institutions b. Labour unions c. Recruiting firms d. Employment agencies 7-To adjust to _____ fluctuations in personnel needs, the possibility of leasing personnel by the hour or day should be considered. a. Short-term b. Mid-term c. Long-term d. All of these 89 CU IDOL SELF LEARNING MATERIAL (SLM)
8. ________is the hiring of relatives which will be an inevitable component of recruitment programmes in family owned firms. a. Leasing b. Nepotism c. Loyalty d. None of these 9. The ______ and the job applicant are interrelated at each step in the selection procedure. a. Job specification b. Job evaluation c. Both (A) and (B) d. None of these 10. The standard of Personnel is represented by the job specification, as developed through a. Job evaluation b. Job analysis c. Job satisfaction d. All of these Answers 1-(D), 2-(A), 3-(C), 4-(D), 5-(A), 6-(C), 7-(A), 8-(B), 9-(A), 10-(B) 5.8 REFERENCES Text Books: Dessler Gary A Framework for Human Resource Management, Pearson Dessler Gary, VarkkeyBiju Fundamentals of Human Resource Management, Pearson Reference Books: Lance A Berger, Dorothy R Berger Talent Management Hand Book Mc.Graw Hill Armstrong, Michael A Handbook of Human Resource Management Practice Kogan Page Publication 90 CU IDOL SELF LEARNING MATERIAL (SLM)
Carlson, K. D., & Mecham, R. L. (2013). Research design in evaluating recruitment effectiveness: Past, present, future. In Y. T. Yu & D. M. Cable (Eds.), The Oxford handbook of recruitment (pp. 184-214). New York, NY: Oxford University Press. Overman, S. (2008, October 1). Measure what matters. Staffing Management. Retrieved from http://www. shrm.org/publications/ staffingmanagementmagazine/ editorialcontent/ pages/1008overman.aspx. Wright, A. D. (2015, December 1). How one company learned to use analytics to make smarter hires. SHRM Online. Retrieved from http://www.shrm.org/ hrdisciplines/technology/ articles/pages/how-to-useanalytics-to-make-smarterhires- .aspx 91 CU IDOL SELF LEARNING MATERIAL (SLM)
UNIT 6: TALENT ACQUISITION MANAGEMENT SOLUTION Structure 6.0 Learning Objectives 6.1 Introduction 6.2 Preparing Recruitment Budget 6.3 Employer branding 6.4 Selection process 6.5 Uses of Assessment centers 6.6 Selection Errors & Minimizing Selection Errors 6.7 Summary 6.8 Keywords 6.9 Learning Activity 6.10 Unit End Questions 6.11 References 6.0 LEARNING OBJECTIVES After studying this unit, you will be able to: Define Recruitment budget. Describe the preparation of recruitment budget. Define Employer branding. Explain Selection process. Describe the uses of assessment centers. Brief about selection errors. 6.1INTRODUCTION Human resource management should preferably involve talent management; however, some organisations have transactional human resource departments rather than strategic and transformational ones. This means that while companies may be addressing current needs, they are not allocating time to strategically anticipating potential human capital needs. 92 CU IDOL SELF LEARNING MATERIAL (SLM)
Finally, talent management experts exist to help organisations better meet their priorities and business needs in order to maximise long-term business success. Through your people, a talent management plan will empower your business strategy. The Most Important Reasons To Invest In Talent Management Now that we've established a concept for talent management, let's look at some of the top reasons why it's relevant and why your company should invest in it. Employee motivation: provide more reasons for employees to be drawn to the business, such as a greater sense of mission or significance. Chandler and Macleod found that 91 percent of workers needed more than just money to feel involved and inspired. 1. Attract top talent: Hire the best and brightest employees you can find. When you have strategic talent management, you can create an employer brand that attracts your ideal talent organically, resulting in higher levels of company success and results. 2. Continuous critical position coverage: a company will be prepared for critical ability shortages and will have a strategy in place to resolve critical positions and highly specialised roles in the workforce. This ensures that a company would have a steady stream of workers to fill vital positions, ensuring smooth operations and happy clients and stakeholders. It also ensures that other workers would not be burdened with more jobs, which could lead to burnout. 3. Improve employee performance: Identifying \"good fit\" workers is better than making recruiting choices that do not align with the optimal organisational strategy. As a consequence, there could be less performance improvement problems and complaints. It would also ensure that the organization's best talent remains longer. 4. Engaged employees: a company should make systematic and consistent decisions about employee growth, ensuring that the people it needs have the expertise and development they need while also saving money on excessive training. Furthermore, when there is a fair planning process in place, workers are more committed, which improves retention rates and ensures that the organisation can fulfill its organisational needs. 5. Retain top talent: well-structured onboarding activities increase retention by 69 percent. In the long term, this means that an organisation saves money on recruiting and performance management. 6. Increase client satisfaction and business performance: when workers are committed, trained, and motivated, they can work against the company's goals, increasing client satisfaction and business performance. 6.2 PREPARING RECRUITMENT BUDGET 93 CU IDOL SELF LEARNING MATERIAL (SLM)
The Human Resources department is usually solely responsible for the hiring budget. Per hiring manager is given a fixed sum of money and is required to tell HR about every cost for approval and record-keeping purposes. If an organisation does not have a dedicated HR department, the costs of hiring are normally tracked by Finance or Accounting. Is there a spreadsheet I can use? Each business keeps track of expenses in its own way. Large companies use complex spreadsheets with thousands of columns or intuitive applications. We've put together a basic spreadsheet that can be used as a recruitment budget guide and reference (go to \"file make a copy\" or \"download\" to save it – don't request access because this sheet needs to stay intact so that everyone can copy it later). The spreadsheet contains the most popular recruiting cost categories as well as monthly and annual calculations using a few simple equations.Here’s an example showing how the costs of job boards are calculated per month: The spreadsheet is designed to be used for one position (which a hiring manager can look at for reference) or for all positions across the company to determine overall costs and timelines of recruiting efforts. You can add columns of budgeted amount to see how much under or over budget you are and what percentage of the overall budget was spent on each category. Breaking down the expense categories There are seven main expense categories in our spreadsheet. Each is explained below: 1. Job boards & advertising This category covers all expenses related to advertising the open position and hiring candidates. Every work board, as well as all of the company's paid hiring accounts, should be 94 CU IDOL SELF LEARNING MATERIAL (SLM)
included (e.g. LinkedIn premium). Add the total number of work postings and the expense of each one. Depending on if you use a pay-per-click model, the cost per posting can be set or variable. 2. Assessment This category covers any candidate evaluations that your firm pays for (tests, competitions etc.). Companies may purchase assessments to use during the recruiting process from consultancies or other companies. Typically, the expense of these types of evaluations is measured per applicant.Below you can see an example of how much a GAT test would cost along with the annual total and monthly average in the last columns: 3. External recruiting Any external hiring expenses are reflected in this segment of your budget template. Recruiting firms and headhunters are usually included. This cost category may also include sourcing tools. 4. Employer branding events The costs of employer branding should be kept apart from marketing campaigns. Include only those expenses that are specifically related to hiring. The most popular examples are job fairs, recruiting activities, and conferences. “Branding materials,” which covers the costs of products you hand out or use at recruitment activities, is a significant addition. 5. Careers page It's vital to have a visually pleasing and user-friendly career page. Associated costs include expenses for production, repair, and redesign. These expenses may be assigned to an external service or an in-house employee's salary. 6. Partnerships Partnering with universities or other institutions is a cost-effective way to find eligible applicants. Include any paying affiliations or alliances that are specifically related to the recruiting efforts. 7. Salary costs of your hiring team This is often a high expense that is difficult to quantify. Your recruiting team is in-house in this case; external recruiters fall into category 3. (see above). Salary costs can be calculated by multiplying the hours spent on recruitment (for one or several positions) by the hourly wage of employees. Consider how high these costs will rise if a VP or manager is required to 95 CU IDOL SELF LEARNING MATERIAL (SLM)
devote time to recruiting on a regular basis.The example below shows the costs of a recruiter and a VP spending time hiring for one position during a month: It's important to keep track of this cost and take action to reduce it. Since high-level workers are the ones who are most likely to be interviewed, make sure it's worth their time. What are other expenses associated with recruiting? Other recruitment costs can add up quickly. Companies that use referral services can have to factor in incentive costs such as incentives. Companies can also opt to hire applicants from various areas and cover their travel and lodging costs. Typically, background check providers charge a fee per applicant. Applicant tracking systems are paid on a monthly or annual basis, but they can help cut costs by saving recruiting managers time and speeding up the hiring process. How do I make sense of the numbers? Knowing that the company spent $3,000 on external recruiters in January, for example, has meaning. However, it's not always clear what this cost entails and how it affects the company's hiring pipeline. To begin, keep in mind that recruiting is often a \"bumpy expense,\" one that fluctuates throughout the year. Your recruiting team can be stressed out one month, attempting to fill several open positions and attending various job fairs. It's possible that recruitment will slow down in another month. Add up all of your monthly expenses and divide by 12 to get your average monthly expenses. (Division by four can also be used to measure quarterly costs.)In the example below, you can see how the number of Indeed postings went up during the third month and how this increase affected total and average spend: Second, it's important to equate the real hiring costs to your budgeted estimates. Did the costs of external recruiters fall short of, surpass, or exceed your budget? Perhaps the budget was impractical. Alternatively, it may be worthwhile to spend more money on the recruiting activities. 96 CU IDOL SELF LEARNING MATERIAL (SLM)
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