1.

1 INTRODUCTION

Defining Talent Acquisition

Recruiters, sources, HR professionals, hiring managers. Combined, these powerhouse functions

make up Talent acquisition (TA) — the organizational task of, quite simply, finding the right
person for the job. In a corporate setting, it’s often placed under the human resources (HR)
umbrella, and involves sourcing, attracting, interviewing, hiring, and onboarding employees.

Efficient talent acquisition

Talent acquisition refers to the process of identifying, attracting, and hiring talented individuals
to meet the needs of an organization. Optimizing talent acquisition in an organization involves
streamlining the process to ensure that it is efficient, effective, and aligns with the organization's
goals and values.

Effective talent acquisition can have a significant impact on an organization's success. By

attracting and retaining top talent, companies Optimizing the talent acquisition in an organization
detailed introduction can enhance their productivity, innovation, and overall competitiveness.
Optimizing the talent acquisition process involves several key steps:

1. Defining the Organization's Needs:

To optimize talent acquisition, it is essential to start by identifying the organization's current and
future talent needs. This can involve analyzing current and future business goals, identifying
skills gaps, and developing job descriptions that accurately reflect the organization's needs.

2. Attracting Top Talent:

Once the organization's needs are defined, the next step is to attract top talent. This involves
developing a strong employer brand that communicates the organization's culture, values, and
benefits. This can include creating engaging job descriptions, leveraging social media and other
channels to reach potential candidates, and using employee referrals to tap into existing
networks.

3. Screening and Selection:

Once potential candidates are identified, the next step is to screen and select the best fit for the
organization. This can involve conducting interviews, assessing skills and experience, and
conducting background checks and reference checks.

4. Onboarding:

Once new employees are hired, it is essential to onboard them effectively. This can involve
providing a thorough orientation that covers the organization's culture, policies, and procedures,
as well as providing training and support to help new employees succeed in their roles.

5. Continuous Improvement:

Finally, to optimize talent acquisition, it is essential to continuously evaluate and improve the
process. This can involve gathering feedback from new hires and existing employees, tracking
key metrics such as time-to-hire and cost-per-hire, and using data to identify areas for
improvement.

Overall, optimizing talent acquisition in an organization requires a comprehensive approach that

focuses on defining needs, attracting top talent, screening and selecting candidates, onboarding
new employees, and continuously improving the process. By doing so, organizations can
enhance their ability to attract and retain top talent, driving their success and growth.

Recruiters in Talent Acquisition:

Since the bulk of a successful TA team relies on recruiters, let’s break down what it takes to be a
rock star one. First, it helps to be a people person. You’re comfortable cultivating and
maintaining relationships, especially across jobs, industries, and personality types. People who
tend to do well in this role are also good at thinking big-picture about the needs of their
company, and how to fulfill them. And since you want to always be signing top talent, a
background in sales can be tremendously helpful, as you’re ultimately in the business of selling
jobs to promising candidates—and promising candidates to top stakeholders.
Hiring metrics:

Hiring metrics are quantitative measurements used to evaluate the effectiveness

and efficiency of a company's recruitment and hiring processes. These metrics help
HR professionals to make data-driven decisions and continuously improve their
hiring strategies.

Some common hiring metrics include:

Time to fill: the amount of time it takes to fill a job opening from the initial job
posting to the acceptance of the job offer.

Cost per hire: the total cost incurred in hiring a new employee, including
advertising, job fairs, recruiting fees, and other related expenses.

Quality of hire: a measurement of how well a new employee performs in their

role and how long they stay with the company.

Applicant tracking metrics: these metrics help to track the number of applicants,
their sources, and their progress through the hiring process.

Diversity metrics: measures the diversity of the applicant pool, hiring process and
workforce.

HR professionals use these metrics to identify areas for improvement, optimize

their recruitment and hiring processes, and ultimately make better hiring decisions.

Hiring Speed:

Hiring speed is the amount of time it takes for an organization to complete the hiring process and
fill a job opening. It is an important metric that measures the efficiency of a company's
recruitment and hiring processes.
In Human Resources, hiring speed is important for several reasons. First, it helps to ensure that
the company can quickly fill open positions, minimizing the disruption to business operations.
Second, it allows the company to remain competitive in the job market, as top talent is often
recruited by multiple companies. Finally, a faster hiring process can result in cost savings, as the
longer a position is open, the more expensive it becomes to recruit and train a new employee.

To measure hiring speed, HR professionals typically track the time it takes to complete each step
in the hiring process, from posting the job to making the offer. They may also compare their
hiring speed to industry benchmarks or internal goals, and make adjustments to their processes as
needed to improve efficiency.

Overall, hiring speed is an important metric for HR professionals to track and optimize in order
to maintain a competitive advantage in the job market and efficiently fill open positions.

Cost control:

Cost control is the process of managing and minimizing expenses within a company's budget. In
Human Resources, cost control is an important function that helps to ensure that the company is
able to manage its resources effectively and efficiently.

To implement cost control in HR, the department must identify areas where costs can be reduced
without compromising the quality of services provided. Some strategies for cost control in HR
include:

 Implementing technology to automate processes, reducing the need for manual labor and
minimizing errors.
 Outsourcing non-core HR functions, such as payroll or benefits administration, to reduce
staffing and overhead costs.
 Conducting regular audits of HR processes to identify inefficiencies and areas for
improvement.
 Offering remote work options to reduce the need for physical office space and associated
costs.
 Negotiating with vendors to obtain the best pricing for HR-related services and products.
  Training managers and employees to be more efficient and productive, reducing the need
for additional staff.
 By implementing cost control strategies in HR, companies can reduce expenses and
improve their bottom line while still providing quality services to their employees.

Employee Value Proportion:

The employee value proposition (EVP) is a strategic approach to attracting and retaining top
talent. It is a comprehensive set of rewards and benefits that a company offers to its employees,
including compensation, benefits, work culture, career development opportunities, and work-life
balance.

The EVP helps HR professionals to communicate the unique value that their company offers to
potential and current employees, and to align their recruitment and retention strategies with the
organization's goals and values. By creating an attractive EVP, companies can improve their
employer brand, increase employee engagement and retention, and ultimately enhance their
competitiveness in the job market.

To develop an effective EVP, HR professionals must understand the needs and preferences of
their target talent pool and align the company's offerings with those needs. They must also
regularly review and update the EVP to ensure that it remains competitive and relevant in a
constantly evolving job market.

Talent acquisition is important for several reasons:

1. Filling job vacancies:

Talent acquisition ensures that companies are able to fill job vacancies with the best possible
candidates. Without an effective talent acquisition strategy, companies may struggle to find
qualified candidates, leading to unfilled positions and lost productivity.

2. Building a strong workforce:

Talent acquisition enables companies to build a strong workforce by identifying and hiring top
talent. A strong workforce can drive innovation, improve performance, and help companies
achieve their business goals.
3. Retention:

Hiring the right people can help companies reduce turnover and increase retention rates. When
employees feel valued and engaged, they are more likely to stay with the company long-term.

4. Competitive advantage:

Companies that are able to attract and retain top talent have a competitive advantage over their
competitors. They are better positioned to innovate, adapt to changing market conditions, and
achieve long-term success.

5. Employer branding:

Talent acquisition is also important for building a strong employer brand. A positive employer
brand can help companies attract top talent, improve retention, and enhance their reputation as a
desirable place to work.

Overall, talent acquisition is an essential component of any successful business strategy, as it

enables companies to build a strong workforce and gain a competitive advantage in their
industry.

1. Developing a specific talent acquisition strategy

Based upon each company’s situation, this necessitates TA strategists building an intimate
knowledge of the industry that the company serves, as well as the company’s ongoing workforce
needs.

This is essential to understand where the company is on the market, who your competitors are,
and what their budget is, as well as think about the methods that work best based on the budget
of your company.

Then, using the information collected, you need to come up with an effective plan covering what
needs and can be done, and where and how you will find the talent you need to reach your goals.
2. Build Talent Pipelines

Because the acquisition of talent is a continuous process, a good talent acquisition strategy
depends on a steady stream of talent and the only way to ensure that a constant flow of talent into
the organization is by building talent pipelines that you can tap on an ongoing basis.

So, it is important to create a talent pipeline and ensure that it works well at all levels from brand
awareness to hire.If something in the pipeline is broken or not working well, then you need to
make improvements accordingly.

3. Build strong Employer Branding

 Corporate branding holds the key to successful Recruitment Marketing and Talent
acquisition in the end.
 A company’s brand often makes prospective candidates aware of who the organization is,
and what they have to offer.
 Without such awareness, talented individuals won’t consider working for that company.
 Negative branding may even drive away any cursory interest that prospects may harbor to
joining the team.

4. Talent relationship management

Before an organization commences active recruitment, there is a need to “sell” the company to
talented individuals, as a good place to work in.

Top-talent might be actively (or passively) looking for new opportunities, but they are also
conscious about what they want in terms of the quality and reputation of new workplaces.

Candidate Journey Management

In today's competitive job market, attracting and retaining top talent has become a priority for
organizations. A key factor in achieving this is through effective candidate journey management.
Candidate journey management refers to the strategic approach taken by organizations to manage
the candidate's experiences and interactions with the organization during the recruitment process.
This includes all touch points between the candidate and the organization, from the initial
application to the final offer.

The candidate journey is a crucial aspect of the recruitment process, as it can significantly impact
a candidate's perception of an organization. According to a study by LinkedIn, 83% of candidates
said that a negative interview experience could change their mind about a role or company they
had previously liked. Therefore, it is essential for organizations to pay close attention to the
candidate journey and ensure that they create a positive experience for candidates.

In this article, we will explore the importance of candidate journey management and how it can
help organizations attract and retain top talent. We will discuss the different touchpoints in the
candidate journey and how they can impact the candidate experience. We will also explore best
practices for effective candidate journey management and provide recommendations for
organizations to improve their recruitment practices.

The Importance of Candidate Journey Management

Effective candidate journey management is crucial for organizations that want to attract and
retain top talent. A positive candidate journey can help organizations build a strong employer
brand and attract a more diverse pool of candidates. On the other hand, a negative candidate
journey can harm an organization's reputation and deter candidates from applying in the future.

Creating a positive candidate journey requires a strategic approach to managing the various
touchpoints in the recruitment process. This includes everything from the initial job posting to
the final offer. By managing these touchpoints effectively, organizations can create a more
engaging and personalized experience for candidates, which can lead to better recruitment
outcomes.
Another important aspect of candidate journey management is candidate experience. According
to a survey by CareerBuilder, 78% of candidates said that the overall candidate experience they
receive is an indicator of how a company values its employees. Therefore, creating a positive
candidate experience is essential for building a strong employer brand and attracting top talent.

Understanding the Candidate Journey

To effectively manage the candidate journey, it is essential to understand the different

touchpoints in the recruitment process. The candidate journey can be broken down into four
stages:

1.Awareness: In this stage, candidates become aware of a job opening through various channels
such as job boards, social media, and employee referrals.

2.Consideration: In this stage, candidates evaluate the job opportunity and the organization.
This includes researching the company culture, reading reviews, and evaluating the job
requirements.

3.Application: In this stage, candidates submit their application, and the organization evaluates
their qualifications and fit for the role.

4.Selection: In this stage, the organization selects the most qualified candidate and makes an
offer.

Managing Touch points in the Candidate Journey

Effective candidate journey management requires a strategic approach to managing the various
touchpoints in the recruitment process. The following are some of the key touchpoints in the
candidate journey and how organizations can manage them effectively:
1.Job Posting: The job posting is the first touchpoint in the candidate journey. It is essential to
create an engaging job description that accurately represents the role and the organization's
culture. This can help attract a more diverse pool of candidates and create a positive first
impression.

2.Application Process: The application process should be easy to navigate and should not
require candidates to jump through unnecessary hoops. Organizations should ensure that their
application process is mobile-friendly and that they provide clear instructions to candidates.

3.Interview Process: The interview process is a crucial touchpoint in the candidate journey. It is
essential to create a positive and engaging experience for candidates during the interview
process. This can include providing them with clear instructions, giving them

Recruitment Marketing is responsible for that initiative. It involves:

 Awareness: Selling the company. The first step in RM is to create awareness about an

organization, and the growth prospects it offers to its employees. Social Media
campaigns are a good tool to use in building such awareness.

 Consideration: Selling the opportunity. Once you make a pool of potentially talented

individuals aware of your company, you need to market career-building (and not
necessarily employment) opportunities to them, so they’ll give your organization some
consideration as a prospective employer.
Participation in job fairs, engaging in social media marketing, and holding frequent
career counseling sessions – both off-line and online – are great ways to convert casual
awareness into active consideration.

 Interest: If a talented individual is seriously considering your company to make their

next career move, they’ll exhibit that in the form of active interest in specific job
openings you have available. Targeted job ads, industry-specific online bulletin boards
and social recruitment campaigns will help you to pique the interest of talent for your
postings.
5. Recruitment

The next stage, Recruitment, involves five states covering:

1. Candidate sourcing – where you actively scan potential pools of candidates;

2. Lead nurturing – which involves cultivating a pipeline of potential candidates;

3. Candidate selection – which is a process of short-listing prospective candidates to be

acquired;

4. Interviewing – where interactions with short-listed candidates result in final selection

decisions;

5. Onboarding – which is a process of assimilating selected candidates into the company.

One study puts the number of employee turnover, resulting from bad hiring decisions, at 80%.
41% percent of respondents to that study pegged the cost (to the organization) of bad hiring
decisions at $25,000, with some reporting it to be as high as $50,000.

The key to successful recruiting is to have well-thought-out procedures for each step in the
process.

And the key to an effective talent acquisition process is seamless integration between recruitment
marketing and recruitment. Lessons learned from Stage-2 (recruitment) can translate into
optimizing various steps in Stage-1 (Recruitment Marketing), and vice versa.

Virtual Hiring: With the rapid adoption of remote work due to the COVID-19 pandemic, virtual
hiring has become the norm. In 2023, companies may continue to use video interviews and
online assessments to hire candidates.

AI-powered Recruitment: AI has already been adopted in various stages of the recruitment
process, from candidate sourcing to assessment and screening. In 2023, AI is expected to play a
larger role in talent acquisition, with chatbots and machine learning algorithms helping recruiters
to automate repetitive tasks and make data-driven decisions.

Employer Branding: As the competition for talent continues to increase, companies will focus
more on building their employer brand to attract top talent. In 2023, companies may use social
media and other digital platforms to showcase their culture, values, and employee experience to
potential candidates.

Diversity, Equity, and Inclusion (DEI): In recent years, there has been a growing emphasis on
DEI in the workplace. In 2023, companies may focus more on creating a diverse and inclusive
workforce, using technology to eliminate bias in the hiring process.

Employee Referrals: Employee referrals have always been a popular way of hiring, and this
trend is expected to continue in 2023. Companies may incentivize their employees to refer
candidates, as they tend to be a good cultural fit and have a higher retention rate.

Overall, the recruitment landscape is likely to continue evolving, and talent acquisition
professionals will need to stay up-to-date with the latest trends and technologies to attract top
talent.

NEED AND SCOPE OF THE STUDY:

Talent acquisition refers to the process of identifying, attracting, and selecting the best
candidates for open positions in an organization. Optimizing the talent acquisition efficiency in
an organization is essential for ensuring that the organization can hire the right people at the right
time to meet its business needs. This involves understanding the need and scope of talent
acquisition in detail.
Need for Optimizing Talent Acquisition Efficiency:

Ensuring Business Continuity:

Organizations need to ensure that they have the right talent in place to continue their operations
and meet their business goals. Optimizing talent acquisition efficiency helps to ensure that open
positions are filled quickly with the right candidates, minimizing disruptions to the organization's
operations.

Improved Quality of Hires:

Optimizing talent acquisition efficiency ensures that the organization is attracting and selecting
the best candidates for open positions. This leads to improved quality of hires, which can result
in better performance, increased productivity, and reduced turnover.

Cost Reduction:
Efficient talent acquisition processes help to reduce the cost of hiring by minimizing the time and
resources spent on recruitment. This includes reducing the cost of job postings, recruitment
agencies, and other recruitment-related expenses.

Competitive Advantage:
An organization that can efficiently identify, attract, and select the best candidates has a
competitive advantage over organizations that struggle with talent acquisition. This is because
they can quickly fill open positions with high-quality candidates who can help the organization
achieve its business goals.
Scope of Optimizing Talent Acquisition Efficiency:

Employer Branding:
A strong employer brand can help attract top talent to an organization. Optimizing talent
acquisition efficiency includes developing and promoting the organization's employer brand to
attract the best candidates.

Recruitment Process Optimization:

Optimizing the recruitment process includes streamlining the process, reducing the time to hire,
and eliminating bottlenecks in the recruitment process. This can be achieved through automation,
process improvements, and better communication.

Candidate Experience:
The candidate experience plays a crucial role in attracting and retaining top talent. Optimizing
talent acquisition efficiency involves providing candidates with a positive experience throughout
the recruitment process, including clear communication, timely feedback, and a smooth
onboarding process.

Talent Analytics:
Talent analytics involves using data to make informed decisions about talent acquisition.
Optimizing talent acquisition efficiency includes using data to identify recruitment trends,
evaluate the effectiveness of recruitment strategies, and make data-driven decisions to improve
the recruitment process.

In conclusion, optimizing talent acquisition efficiency is crucial for organizations to attract and
retain top talent, ensure business continuity, and gain a competitive advantage. This involves
understanding the need and scope of talent acquisition in detail, and implementing strategies to
streamline the recruitment process, enhance the candidate experience, and use data to make
informed recruitment decisions.

Statistics available on the subject confirm the importance and impact of branding on the talent
acquisition process.How a company projects itself to prospective employees, and how potential
candidates perceived it, might often mean the difference between acquiring or losing talented
individual.
REVIEW OF LITERATURE
REVIEW 1:
Fang lee Cook, (2004).
Through this the article he has focused mainly on the talent management strategy of
organizations in the service sector. The author has stated that many services organizations are
now realizing the advantages of a diverse workplace. In this context, author has pointed out that,
as more and more organizations are going global in their market expansions either physically or
virtually, there is a necessity to employ diverse talents to understand the various niches of the
market and management should five an opportunity to their employee to show their hidden
talents in this regard. The author has stated that, in every service rendering organization, the
management should have such a talent management strategy or programs which enhance the
talent of the employees.

REVIEW 2:
Amiri M. and Safariolyaei, N. (2017).
Authors have discussed about talent management among employees. They have explained that
the talent management the hidden talent of employees and emphasized that the management
should focused on the talent of employees for improving and increasing the productivity and
performance of workers.

REVIEW 3:
Douglas J. Novona, (2005).
Through the study, the author has highlighted the factors which are responsible for the success of
talent management activities. In this context, the author has stated that talent management
activities, can seem intimidating and difficult to handle for managers and human resources in the
organizations. However, while discussing ‘talent’ author has referred to the most valuable
function in the organization. In the opinion of the author, organizations do not survive without
people and when the management people of the organization think and plan for the development
of these products of value; things can be complex and appear multiple. For the successful talent
management system of any organization, the author has suggested five points implementing the
plan.
These points are;
i) Discover what you are talking about.
ii) Describe what is all means is transparent
iii) Discuss career aspirations with employees.
iv) Determine who belongs where and
v) Differentiated development. P. Chatterjee. (2013).
Through this study, the article author has highlighted the problems for valuing employees’ talent.
The author has critically stated that, in spite of leading contribution made by the employees, only
a few organizations have taken initiative to show their value and contribution in the annual report
of the organization. It is observed that, several studies have been made so far regarding the
valuation of human resources, but in any study, no talented human resource has been considered
as an asset of organization. In the opinion of the author the problems of valuing employee’s
talents are;
i. Like other physical assets, human resources cannot be owned by the organization.
ii. Human the resource is not recognized by the Income Tax department.
iii. Some qualities of human resource cannot be measured into monetary terms such as leadership
quality, praise, honesty, sincerity, motivation, mood, sentiment, loyalty, etc; and
iv. No assurance of certain benefit given by human resources in the future time period.

REVIEW 4:
Amiri, M. and Nobakht, A. (2016).
It was found that, performance management is an essential way to improve the effectiveness of
organization and achievement of organizational goals. However, the effect of talent management
among HR professionals and managers is more essential for improving the circumstance of the
organization for achieving the goals. Amiri, M. and Chavan, B. (2016). It could be said,
however, the computerization of higher education and higher educational institution changed the
way of teaching as well as learning of students and finding a better solution for identifying the
skills of students. Here also the role of talent management among teachers and students can play
an important role in identifying their hidden talent and skills for changing the condition.

REVIEW 5:
L. A. Berger and Dorothy Berger. (2008).
Authors have presented a talent management model based on the practice of high performing
organizations. It consists of three linked elements, i.e., a creed, strategy, and system. The
presented model requires that the principles of the organization’s creed are embedded into both
its talent management strategy and in its talent management system by incorporating its doctrines
into selection criteria, competency definitions, performance appraisal system for driving
organizational success and also discussed on the integrating succession planning and career
planning of employees.

REVIEW 6:
Chattopadhyay. P, (2013).
Author has stated that, it may be underscored that the return on talent is a calculable measure
both- in quantitative and qualitative terms. In the opinion of the author, in typical organizational
situations, this concept can wonder though it must be said in the organization, especially those
belonging to the same ranks may create problems related to camaraderie. The author has further
stated that, development of the right attitudes and enduring managers and people with required
powers can bring forth result several times higher than the expenditure that may be incurred in
finding talents, harnessing them and deploying them not only for the purposes of today but also
tomorrow.

REVIEW 7:
Amiri, M. (2015).
According to the author, it is also increasingly recognized that wasted unused or hidden talent
can literally shrink a person’s brain. The author has raised the question that, how can a person
develop more talent given the complexity of the brain to recognize such hidden or unused talent
and the rigidity of some workplace to value unique capabilities of its workers?

REVIEW 8:
Anta Arkin, (2006).
Author has stated that, step into any high street bank, chain store or another customer-facing
business and the chances are that the people who serve you, will reflect all the rich diversity of
the 21st century. The author has further stated that, enter these same company’s headquarters and
take the lift up to their executive suites and you are likely to find yourself in a mid- 20th century
time warp.

REVIEW 9:
Amiri, M. (2016).
He has concluded that, for attracting customers, edible oil wholesalers have adopted various
marketing strategies such as giving a free gift, advertising. But lack of talent management among
wholesalers caused various challenges and problems. So, talent management is vital for edible
oil wholesalers.

REVIEW 10:
Amiri, M. (2018).
It observed that except for the management of stress among information technology employees
in IT organizations for increasing productivity and decreasing the negative impact of stress on
physical and psychological of employees, talent management is one the most important strategy
for reducing stress by finding a better way to work in an organization.

REVIEW 11:
K. R. Manjunath and K. Jalaja, (2013).
Authors have stated that, what is important for the organization is not to acquire quality human
resources, but it is important for them to realize optimal value for them which requires them to
develop such strategies to appraise-develop-retain the intellectual resources for creating long
term sustainable competitive positions in the competitive or highly fragmented market
conditions. Acquiring the right talent and sustaining them for the long term would always ensure
them with all the advantages of realizing strategic turnaround to the operations. J. Bersin, (2006).
In this study paper author, has discussed the critical issues.
These issues are –
i) Talent management requires integration and communication between existing HR and
Research and Development activities.
ii) Competency management, misunderstanding and difficult part of talent acquisition and HR
have become critical and
iii) Vendor claims, there is no complete ‘Talent management software solution yet. On these
issues, the author has discussed critically in the study paper.

REVIEW 12:
Sunita Chugh, (2006).
This study is based on the survey. Through the study, the author has attempted to explore the use
of strategic Human Resource Management as a context for talent management practices in high
performing work organizations. Following a multiple case embedded research design, the author
has investigated, how the talent management system has been successfully implemented at five
high performing well-known organizations in the National Capital Region of India. The study
paper also contents literature review, which highlights some testable propositions which are
literal replication from the case studies support. Mapping of the Talent management system is
attempted in the case studies. The author has discussed the core issues emerging in the case let
and the linkage with high-performance work practices in this study paper. Implications drawing
on the logical domain of talent management in HR practice and research are further addressed by
the author.

REVIEW 13:
Tobias. C. (2007).
In the opinion of the author, organizations should aim to hire, develop and retain motivated
capability people, who have the “Can do” (i.e., ability or capability) and the “Will do”
(motivational) factors that relevant to the job. This study is based on the survey. Through the
study, the author has observed that the greatest cause of job dissatisfaction is the underutilization
of management talent. In the opinion of the author, talent has egoistic needs, which must be met,
if they are to be fulfilled; and this forms the key content of talent management in a high
performing work organization. The Chartered Institute of Personnel Development has published
a survey report in 2008. This report shows that nearly a quarter of the organization has cut talent
spending in the current economic downturn by the end of 2009. Through this report, experts have
suggested that these cuts are being made across the board in a piecemeal way because HR
functions are struggling to identify the talent activities that are adding the most value. This is
turn in undermining the ability of organizations to retain and develop the talent, they need to
weather unpredictable times ahead.

REVIEW 14:
L. Overton, titled, (2008).
Through this study, the article author has explained employee’s perspectives regarding their
untapped potential. The author has observed that employees were not only using e-learning
provided as a part of their job but also using it to develop skills outside of their work. The study
is based on a survey of 1950 employees. The author has found that 57 percent of employees were
engaging with activities out of work, that their employers could use but they are not currently
doing so. The author has also found that, if employees’ untapped skills were used at work, they
would feel more motivated, more empowered at work and would stay at their present company
for a longer period of time. The author has concluded that tapping into hidden skills would also
directly impact on the business and it would increase efficiency.

REVIEW 15:
K. Donnells, (2008).
In this study, the author has focused on the relationship of hidden talents and talent acquisition .
While expanding this relation, the author has stated that effective talent acquisition is the key to
unlocking the talents of employees and ensuring employees meet the day-to-day business
objectives. In the opinion of the author, harnessing the hidden skills of potential employees,
employers can transfer not only their business but also maximize their employee’s full potential
According to the Report of HR Community. (2008), there are three major stages to the Talent
management process; These are;
i) preparation
ii) identification of talent, and
iii)management of talent.
A brief description has been given regarding these three stages in this report. About the
preparation stage, it is described that the objective of the preparation stage is to ensure that
community is ready to undertake the process and have the context of the appropriate resources
and materials to do effectively. The objective of the second stage, that is the identification of
talent of an employee is to capture a broad picture of the HR community be determining key or
critical position within the HR community and identifying talent.

REVIEW 16:
M. Goldsmith and Louis Carter. (2009).
Authors have highlighted on the most up to date thinking, tools models, instruments and case
studies which are important with a view to identify, lead and manage talent within the
organization. Through the study, authors have provided a vast number of thought-provoking
ideas, tools, and models for formulating and implementing talent management strategies.
Authors have also provided the case studies for planning and implementing on effective talent
succession management strategy in the organization.

REVIEW 17:
J. Smolinsky. (2007).
He has discussed the systematic and strategic process of talent management of executives,
Author has opined that, the real turning point for a business is when the management realized
that if the managerial population does not reflect client base and cannot understand the consumer
and therefore, they cannot provide them good service that the client wants to. This book is based
on the interviews of senior HR professionals in 20 leading organizations of UK. The author has
defined that, talent management as an integrated set of corporate initiatives aimed at improving
the caliber, availability, and flexibility utilization of exceptionally capable (high potential)
employees who can have a disproportionate impact on business performance. The author has
concluded that, while most organizations are now seen talent management as a priority, there is
still widespread reluctance to conduct an objective assessment of senior executive’s capability
and makes sure only the most talented individuals occupy key corporate roles.

REVIEW 18:
Singh, M. M., Amiri, M., &Sabbarwal, S. (2017).
It observed that in Information Technology organizations various strategies like meditation,
participation in programs for reducing stress among employees would be adopted. However, the
identifying hidden talent of employees is not implementing properly by the managers. So, talent
management along with other strategies should be adopted in an organization.

REVIEW 19:
R. Shukla. (2009).
This book pertaining to talent management highlights that, how organizations can identify and
get the most out of high potential people; by developing, improving and promoting them to
important positions. Through this book author has highlighted on a system for integrating human
resources building blocks and conditions of human resources, which are essential for any
organizations’ development and excellence, also focused on, how to link employee assessment
process to career planning and improvement. In the opinion of the author, it is fall of simple,
efficient, easy to follow methods for assessing, planning and improving high talented people to
meet the organization’s current and future requirements. The author has further stated that it will
helpful for the organizations to combine their diverse human resources functions into a single,
cogent system.
REVIEW 20:
Rath. T. (2011).
In the opinions of authors, integrated talent management is an approach to building organization
and capability and engagement by integrating talent acquisition; development and deployment
across traditional HR silos. Authors have further opined that this process keeps all the aspects of
talent management aligned with business objectives and goals. Through this book, authors have
presented strategic and tactical guidelines for talent acquisition professionals seeking to play key
roles in the process.
 RESEARCH METHODOLOGY

3.1 RESEARCH METHODOLOGY:

Descriptive research approach is used in the study with the aim to achieve an in-depth
understanding of the talent acquisition in the firm under study.

Qualitative research strategy is used for the study. The major purpose of qualitative
strategy is that it provides in-depth understanding of models, definitions, meanings etc. Research
methods used in this category include:

Interviews: Here face-to-face interview with the managerial staff of the organization is
used.

Reviews: Combing through scholarly literature and other published writings to determine
attitudes towards a subject.

3.2 OBJECTIVE OF THE STUDY

 To study the talent acquisition process at Stellantis India and recommend areas for
improvement in the current talent acquisition process.

 To reduce the process lead time from sourcing to on boarding.

 To examine the extent to which the firm has adopted and implemented best practices.
 To study the extent to which they have adopted new and sophisticated methods to
recruitment and selection.

3.3 SIGNIFICANCE OF THE STUDY

As Sourcing and hiring the right talent is vital for business success, this study is aimed at giving
a solution at mitigating the problems involved in the process and to help increase the success rate
of the selection process by reducing the number of visibly under qualified or overqualified job
applicants and hiring people whose skills fit the company‘s values. The supply side requirements
and the technology imparted in the transport infrastructure industry puts pressure on the
company to attract the best talent and ensure that employees join the company and choose to stay
in the organization rather than look for opportunities elsewhere. The 7 study evaluates the
effectiveness of various recruiting techniques and sources for all types of job applicants. The
study also identifies areas of strength and opportunities for improvement of the process which
will help in hiring and retention of top talents.

3.4 LIMITATION OF THE STUDY

 The survey is subjected to bias and prejudices of the respondents. Hence 100% accuracy
can‘t be assured. Secondly respondents may not disclose confidential information.
 Respondents‘ reluctance to disclose proprietary information about the organization.

RESEARCH DESIGN:

A research design is a type of blueprint prepared on various types of blueprints available

for the collection, measurement and analysis of data. A research design calls for developing the
most efficient plan of gathering the needed information. The design of a research study is based
on the purpose of the study.

A research design is the specification of methods and procedures for acquiring the
information needed. It is the overall pattern or framework of the project that stipulates what
information is to be collected from which source and by what procedures.

SAMPLING:

An integral component of a research design is the sampling plan. Specifically, it

addresses three questions.

 Whom to survey (The Sample Unit).

 How many to Survey (The Sample Size).
 How to select them (The Sampling Procedure).
 Making a census study of the whole universe will be impossible on the account of
limitations of time. Hence sampling becomes inevitable. A sample is only a portion of the total
employee strength. According to Yule, a famous statistician, the object of sampling is to get
maximum information about the parent population with minimum effort

METHODS OF SAMPLING:

 Probability Sampling is also known as random sampling or chance sampling.

Under this sampling design every individual in the organization has an equal
chance, or probability, of being chosen as a sample. This implies that the section
of sample items is independent of the persons making the study that is, the
sampling operation is controlled objectively so that the items will be chosen
strictly at random.
 Non-Probability Sampling is also known as deliberate sampling, purposeful and
judgmental sampling. Non-Probability Sampling is that which does not provide
every individual in the Organization with a known chance of being included in the
sample.

DATA COLLECTION METHOD:

Collection of data is the first step in statistics. The data collection process follows the
formulation for research design including the sample plan. The data can be secondary or primary.

 Collection of Primary Data during the course of the study or research can be through
observations or through direct communication with respondents on one form or another
or through personal interviews. I have collected primary data by the means of a
Questionnaire. The Questionnaire was formulated keeping in mind the objectives of the
research study.
 Secondary data means data that is already available i.e., they refer to data, which has
already been collected and analyzed by someone else. When a secondary data is used, the
researcher has to look into various sources from where he can obtain data. This includes
information from various books, periodicals, magazines etc.
RESEARCH METHODOLOGY ADOPTED:

Research Design : Descriptive research.

Research Instrument : Structured Questionnaire.

SAMPLING PLAN:

i) Sample Method : Non-Probability Sampling(Convenience Sampling).

ii) Sample Size : 300

iii) Sample Unit : Employees who do not hold a supervisory position.

SAMPLING DESIGN:

Convenience Sampling, as the name implies, is based on the convenience of the

researcher who is to select a sample. Respondents in the sample are included in it merely on
account of their being available on the spot where the survey was in progress.

SOURCE OF DATA:

A. Primary Data : Structured Questionnaire.

B. Secondary Data : Journals, Booklets, Company Data, etc.