What is Talent Acquisition?

- Managing the right pool of talent balancing the need for efficiency
and flexibility
What is talent acquisition strategy?

Is it activities like?

- Having career website?

- Doing employee referral programs?
- Using job advertisements
- Building employer brand?
 All this is actually not talent acquisition strategy?

Its something different

In order to have a strong talent acquisition strategy, some questions

need to be answered?
• Which parts of all talent acquisition activities are critical to the
competitive advantage of a company and its long term success?

• What are major challenges in talent acquisition and how does a

company allocate resources to these?

• Related to the given challenges and goals, what are key approaches in
talent acquisition?

• How are those key approaches strategically aligned given the internal
cultural and structural context?
 Building Talent Acquisition Strategies

LOW

DEMAND

TALENT
AVAILABILITY
SMALL

HIGH

BIG
LOW STRATEGIC RELEVANCE HIGH
 Scenario 1 - Building Talent Acquisition Strategies

LOW

DEMAND

TALENT
AVAILABILITY
SMALL

HIGH

BIG
LOW STRATEGIC RELEVANCE HIGH
 Scenario 2 - Building Talent Acquisition Strategies

LOW

DEMAND

TALENT
AVAILABILITY
SMALL

HIGH

BIG
LOW STRATEGIC RELEVANCE HIGH
 Scenario 3 - Building Talent Acquisition Strategies

LOW

DEMAND

TALENT
AVAILABILITY
SMALL

HIGH

BIG
LOW STRATEGIC RELEVANCE HIGH
 Scenario 4 - Building Talent Acquisition Strategies

LOW

DEMAND

TALENT
AVAILABILITY
SMALL

HIGH

BIG
LOW STRATEGIC RELEVANCE HIGH
 Overall - Building Talent Acquisition Strategies

LOW

DEMAND

TALENT
AVAILABILITY
SMALL

HIGH

BIG
LOW STRATEGIC RELEVANCE HIGH

Therefore, there is a need to identify the strategic position of your company and then determine the needs and chalk out
appropriate talent acquisition strategies
Let us explore approaches required for talent acquisition in these
scenarios
 Specialist Hiring
Approaches - Talent Acquisition Strategies
Strategic Hiring
LOW

DEMAND
Difficult Mass Hiring

TALENT
AVAILABILITY
SMALL

HIGH

BIG
Simple Hiring LOW STRATEGIC RELEVANCE HIGH
Dynamic Hiring
 Employer Job Ads. Active Executive Talent Hirings per Line Priority
brand Sourcing Search Community Recruiter Engagement

Simple 50 or more Efficiency

Hiring and Validity
General

Difficult Around 20 Scale and

Mass Hiring Effectivene

Supportive Broad
Specialist 10 Effectivene
Hiring
Job-Spec
Supportive Pushed
Strategic 5 Excellence
Hiring

Dynamic Mass Sustenance

Hiring
 Talent Acquisition Process
• Talent Acquisition Planning and Strategies (Build vs. Buy)
• Talent Identification and Segmentation
• Employer Branding
• Talent Sourcing Pools and Hiring
• Talent Relationship Management
• Metrics and Analytics
Talent Planning and Strategies - Make vs. buy
vs borrow
• Internal development
• Talent acquisition
• Employee contracting
• Human capital alliance

Decision has to be based on:

Transaction cost economics (market arrangement – Transaction costs vs hierarchical
arrangement – Bureaucratic costs)
Human capital theory (Human Capital Theory demands for value and uniqueness)
Resource based view (VRIN)
Somany Ceramics case:
Challenges
- Lack of available skilled labour
- Availability of other attractive opportunities
- Negative perception of working in the ceramic industry
- Cost and time factor

Probable Solutions
- Bring trained people from competitors?
- Grow internally?
- Bring raw skills and groom according to their specific needs?
Evolving Talent Management Needs
Talent Identification and Segmentation
Starts with “Identifying’ the right Talent
• Talented individuals have a great range of expectations of their
organization – so convergence with organizations’ needs has to be
evaluated
• Organizations do not know the full range of what talented individuals
could offer considering the direction in the industry
• Where organizations do know what talent wants, they do not always
provide it
Talent Segments
• Brand Enthusiasts (Impress Me)
• Career Ladderists (Promote Me)
• Connectors (Support Me)
• The Nurtured (Guide Me)
• Opportunity Seekers (Challenge Me)
• Planners (Understand Me)
Process of Talent Segmentation
Employer Branding
The term employer branding suggests the differentiation of a firms'
characteristics as an employer from those of its competitors. The
employment brand highlights the unique aspects of the firm's
employment offerings or environment

- Internal Branding
- Leads to Employer loyalty
- External Branding
- Leads to Employer Attraction
Internal - Employer Loyalty
• It means a strong tie that binds an employee to his/her company even
when it may not be economically sound for him/her to stay there

• Loyalty thus corresponds to a relationship of trust provoking

resistance to the adoption of opportunistic behaviour as a
consequence of external job offers

• Determined by effective internal employee branding and employee

well-being
External - Employer Attraction
• Employer attractiveness is defined as the envisioned benefits that a
potential employee sees in working for a specific organization

• Value proposition
• Candidates seek fitment between their expectations and value propositions
offered
• Employer image too have an influence on driving attraction
Stages in Employer Brand
• Three stages process

• Development of value proposition

• Marketing of value proposition to targeted potential segment (consistency with other
branding efforts)
• Internal marketing of the employer brand - carrying the brand “promise” made to recruits
into the firm incorporating the organizational culture
• The goal of internal marketing, also known as internal branding, is to develop a workforce
that is committed to the set of values and organizational goals established by the firm
• Employer branding is thus basically how an organization markets
what it has to offer to both potential and existing employees
Employer Branding Process
Diversity Management (DM) as a Talent Acquisition
Strategy
Need for DM triggered by following changes in business contexts:
- Necessity of changes
- Demographic trends causing workforce structure transformation
- Globalization
- Hard competitiveness
- Demand for business transparency and fairness
Role of Diversity Management
• Provides identity to the organization
• Identity refers to what members perceive, feel, and think about their
organization. It is assumed to be collective, commonly-shared understanding
about the organization’s distinctive values and characteristics
• Identity requires identification with the company and internalization -
adoption and assimilation

• Communication and signalling about the values of the organization

• Interest Value
• Social Value
• Economic Value
• Development Value
• Application Value
Diversity Management Shapes both employees’ corporate identification
inside the organization (internal DM effects), as well as –corporate social
responsibility outside of the organization (external DM effects)
HIPO programme
• Part of Talent Identification Programme
• High Potential talent – who suits the strategic needs of the
organizations (instead of present job role, focus is on future
leadership talent needs)
• Organizations needs to be clear about- who are high potential
candidates for them and what talent mix will be appropriate
• Therefore, identifying a high potential involves defining what an
organization is “trying to predict”, assessing a person against the
appropriate criteria and making predictions about future performance
Benefits of HIPO Identification
• Internal future leaders identified and groomed for future positions
• Mitigate the risk of leadership gaps by strengthening organization’s
capabilities for future
• Lower dependency on external hires
• Leader’s groomed in organizations’ culture
• Increased employer brand, thereby attract young talent to the
organization
Evaluation of HIPO programme
• Organization’s review process and frequency of review
• Multi-source feedback collection
• Development evaluation using Donald Kirkpatrick’s four-level model of evaluation
• Participant reaction
• Knowledge acquired
• Behaviour change
• Business results
• Outcome focused
• Metrics
• HIPO Quality
• Velocity of promotion
• Career Progress of HIPO’s
• No. of leadership positions filled internally as opposed to external hires
• Flow of HIPO’s across the organization
• Success Stories
Talent Acquisition - Metrics
• Quantity of Hire

• Quality of Hire

• Cost of Hire

• Time to Hire
Some metrics
• Requisition rate, total requisitions per recruiter, average filled requisition per
recruiter, job-posting factor
• Average interviews per hire, interview rate, referral rate, hire rate, percentage of
no-shows
• Recruitment rate, percent of hires referred, rehires percent of total hires, net hire
ratio, recruiting source distribution
• Cost-per-hire, recruiting cost ratio, sign-on bonus factor, source cost per hire
• Recruiter response time, time-to-fill, time to start, 90-day separation rate
• Hire index, new hire high-performance rate, first year separation rate, hiring
manager quality of hire satisfaction
• And many more
Summary:
• It presents the need for aligning the recruitment operations and
metrics of its delivery performance with the business strategy and the
corporate strategy, as adapted to specific environmental contexts

• Issues involved in building internal services delivery structures and

processes in alignment with key organizational outcomes and getting
TAG accepted as a value-adding function within the larger
organisation