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TALENT ACQUISITION, Definition - Coggle Diagram

- - - - Advantage: Rewards, Capitalizes on "familiarity", More cost effective, Improve morale, Promote & add EVP
      - Disadvantage: org. inbreeding (no external perspective), L&D, negative work environment
      - Method
        
        Referral: candidate comes from internal workforces
        
        Internal job posting: brief JD and allow candidates response
        
        Succession planning: identified Potential talent --> prepare for other roles
        -talent pipeline: Poor of candidates who are ready to fill
    - - Advantages: New ideas/talent, gain need competencies, cross industry insights, reduce training cost, promote DEI
      - Disadvantage: misplacement, increase recruitment cost, morale issue for internal people, long onboarding & orientation
      - Method:
        
        Online social networks & blogs: expand database, employment brand and acquire top talent
        
        Agencies
        
        External job posting
        
        Career job fair: meet candidate for the professional networks
        
        Education institutions: institution website post ads, onsite job fairs, onsite interview
    - - e-recruiting
        
        A key characteristic is the significantly increased exposure of position offerings
        
        Features
        
        A voluminous number of service providers
        
        Professional recruiters --> search date & skill matching
        
        Electronic screening
        
        e-interview
        
        Chat forums/Chat box
        
        AI -> monitor social media, alert when potential people available
        
        Avoid legal issue:
        
        keep in mind the hiring process protocols
        
        Advantage:
        
        Widen sources
        
        Immediate response to job ads
        
        Increase application tools
        
        Better matching
        
        More realistic preview on job and location
        
        Target specialize skills
        
        Culture-fit group
        
        Disadvantage:
        
        Response from unqualified candidates
        
        Costly filtering process to avoid the inappropriate applications
        
        Date privacy regulation
        
        Exclude who would like to send CV
        
        Exclude npn-technology populations
      - Social media
        
        Engage candidates in the employment process and exponentially increase the number of high-quality prospects
        
        Advantages
        
        Low cost publicity (posting announcements, branding, targeting talent and screening)
        
        Reduce recruiting cost and time to fill
        
        Engage passive job candidates who are not active job seeker but using social media
        
        Disadvantage:
        
        Inaccurate Candidate's information
        
        Legal risk if improper using the candidate personal information
  - - - Headcount:
        
        number of people payroll at a particular time
        
        is foundational metrics --> build other metrics
      - Group and subgroup
        
        Group = category
        
        Subgroup = further differentiate of group
      - Demographics/Nhân khẩu học
        
        basic statistics and characteristics of certain employee groups
        
        age, occupation, income, and so forth.
    - - External cost: All sources spending outside in time period
        Internal cost: all resources and costs used in the time period (recruiting team compensation, system...)
        Total number of hire: The number of hire in time period
      - CPHI: for single organization/company
      - CPHC (comparable): for comparison across organizations --> building comparison cost between organization
    - - Qualified Applicants/Total applicants
      - Minority applicant/ Total applicant
      - Female applicants/Total applicants
      - Interview offers/Qualified applicants
      - Interview offers/Final interview
      - Offered accepted/Interview offers
    - - Time from a job requisition is opened until the offer is accepted by the candidate --> best redistribute work to existing people while the position open
      - Meaning: impact cost efficiency, quality & speed
        
        high speed --> high recruitment costs, low quality
        
        Low-cost --> impact quality, expand the process
        
        Focus on Quality --> longer cycle time, high costs
    - - refers to the loss of employees due to reasons other than firing and other employer-initiated events
      - Overall attrition (voluntary and involuntary)
      - Attrition of key (critical) talent
      - New-hire attrition: turnover of new employee
        
        Direct cost = monetary: money spend on process
        
        Indirect cost = invisible cost:
      - Is an important metric that is often central to an organization’s workforce planning and strategy --> future retention risk, job satisfaction, employee engagement, ability to attract talent
- - - - Outcomes:
        
        Identify applicants who fit the minimum selection criteria
        
        Provide a source of questions for subsequent interviews
        
        Provide information for reference checks
        
        Help to ensure that line management or other internal stakeholders spend time interviewing only qualified candidates.
      - Tracking Applicants:
        
        By manually or outsource to professional agency
        
        By Applicant tracking system ATS: screen key word, aligned qualification
        Pros: reduce of time for HR, build database of potential candidate
        Cons: applicants add key words even they're not truly qualified
      - Application form:
        
        Basic personal data
        
        Education, learning and skill
        
        Work history
        
        Previous application or work experience
        
        References
        
        Allow to verify information
        
        Allow to check references
        
        Truthfulness & completeness statement
        
        Candidate signature
      - CV
        
        is a fairly detailed overview of a candidate’s accomplishments, especially those relevant to the realm of academia --> used in the pursuit of a job in academia or research
        
        Elements:
        
        Name and contact information
        
        Areas of academic interest
        
        Education
        
        Grants, honors, and awards
        
        Publications and presentations
        
        Employment and experience
        
        Scholarly or professional memberships
        
        References
      - Resumes
        
        is a more concise and general introduction to a candidate’s experiences and skills
        
        modified for each position a candidate applies
        
        accompanied by a cover letter/letter of interest/motivation letter
        
        Elements:
        
        Name and contact information
        
        Education
        
        Work experience
    - - are designed to probe areas of interest to the interviewer in order to determine how well the candidate meets the needs of the organization
      - Pre-Screening Interviews
        
        Usually 20 minutes or less
        
        Usually conducted by HR
        
        When: high volume of applicants and needs to judge pre-qualification factors
      - In-Depth Interviews
        
        one hour or more
        
        conducted by line management
        
        May be divided into several in-depth interviews
        
        Structured interview: / repetitive interviews
        
        Ask the same question, follow up question should be different
        
        Interviewer in stay to control
        :check: Gather similar information, same oppotunity to candidates, compare qualification, reduce equity concern
        
        Unstructured Interview
        
        Talk to candidates more like everyday conversation with unpre-set question
        
        Ask question based on candidate's response, non-threatening manner
        :check: Social interaction, let candidate develops answers, let interviewer explore with follow-up questions
        
        Behavioral Interview
        
        How candidate handle situations
        
        Very pointed questions
        :check: provide insight for the situation handling manner, interviewer probe( thăm dò) more
        :check: past performance is the best predictor of future performance
        
        Competency-Based Interview
        
        Questions based on real situations related to competencies
        
        Ask the time candidate demonstrated the competency
        :check: insights of candidates proficiency in particular competency, predict candidate's behavior in the position
        
        Group interview:
        
        Multiple candidates at the same time by one or more interviewer
        When: clear job duties, informed and/or asked about job requirements
        
        Fishbowl interview
        
        multiple job candidates to work with each other in a true-to-life work setting, or
        
        pairs an applicant with a group of staff members to work on a true-to-life work issue
        
        Single job candidates interview by a group of interviewers at the same time. Each interviewer serves a different purpose and screens the candidate for specific qualities
        
        Team interview:
        
        Supervisors, subordinates, and peers are usually part of a team interview process.
        
        here the position relies heavily on team cooperation
        
        Panel interview
        
        structured questions are spread across the group, interviewer ask question in their competencies/ or in tag-team
        
        Interview training
        
        Ensure candidates understand the job profile
        
        Stress Interview
        
        put a candidate on the defensive without an aggressive attitude or interview's unusual behavior
        
        Ask puzzle-type question, case situation
        :check: see how candidate reacts under pressure --> can handle work stress
      - Guidelines for an Effective Interview
        
        Establish rapport: Tell what to expect, encourage candidate relax to provide information
        
        Listen carefully: Frequently summarize or paraphrase what interviewer hear, observe & listen more than talk
        
        Make smooth transitions from one topic to another: organized, logical interview
        
        Observe nonverbal behavior: ware of facial expressions, gestures, and body positions for both:
        
        Take notes: remember your impressions and significant pieces of information
        
        Conclude the interview
      - Interview Questions
        
        Techniques
        
        Turn each skill set or characteristic into a series of open-ended questions.
        
        Facilitate the candidates’ sharing their experience and expertise through their responses.
        
        Ask questions that lead a candidate to describe, (technical expertise, discuss core competencies, and demonstrate problem-solving behavior, learning and communication style, and other necessary attributes)
        
        Identify key words and phrases you want to hear --> follow up question base on candidate's response (by open-end questions)
        
        Adaptive, Analytical, Communication, Interpersonal skill, Work ethic, Customer focus
    - - Assessment Methods
        
        are then used throughout the selection process to identify applicant knowledge and skills that cannot be determined through interviews
        
        Substantive Assessment Methods/pre-employment tests
        
        reduce the candidate pool to ﬁnalists for the job
        
        Cognitive (nhận thức) ability tests:
        
        Measure Skills, mental abilities
        
        Usual by multiple-choice
        
        Personality tests
        
        Measure personal's interaction skill and patterns of behavior
        
        By paper/computer format
        
        Aptitude test
        
        Measure the general ability or capacity to learn or acquire a new skill --> predict learning and training sucsess
        
        Psychomotor (tâm lý vận động) tests
        
        Require a minimum degree of strength, physical dexterity, and coordination in a specialized skill area.
        
        Assessment centers
        
        Require complete a series of exercises that simulate actual situations, problems, and tasks
        
        Assessors observe the performance and evaluate on a standardized rating
        
        Discretionary (Cân nhắc) Assessment Methods
        
        To separate those who receive job offers from the list of ﬁnalists
        
        Assesses a candidate expected to fulfill some roles outside the requirements of the job, called organizational citizenship behaviors
        
        Contingent (Tiềm tàng) Assessment Methods
        
        depends on the nature of the job and legal mandates
        
        there are some selection tests that should only be used as contingent assessments for legal compliance (drug test/medical test)
        
        Cross-Cultural Assessment Tools
        
        Cross-Cultural Adaptability Inventory (CCAI)
        
        Cultural Orientations Indicator®(COI®)
        
        Intercultural Development Inventory (IDI)
        
        SAGE (Self-Assessment for Global Endeavors)
      - Background Investigations & Reference Checks
        
        Background investigation: Should be the same for all candidates applying for the same job, job-related, be a clear connection with the requirements of the job
        
        Reference check: used to verify previous employment and learn about the applicant’s aptitude and character
    - - Step 1: Organize/Summarize Information in Terms of Selection Criteria.
        
        Do not automatically discredit someone with incomplete data
        
        Consider language or cultural difficulties
        
        Do to confuse lack of language ability with lack of intelligence. .
        
        Consider the language level base on the necessity for the job and were included in the original selection criteria
      - Step 2: Identify and Rank Acceptable Candidates.
        
        Consider each data source when evaluating a candidate on a given criterion to ensure a broad understanding of the candidate
        
        Use a variety of reviewers for each candidate.(who understands the candidate’s native language and culture, who has had actual experience in the local job environment)
        
        Translate the written data if it is in a language different in interview
        
        Cultural differences when reviewing interview data
        
        Do not completely on a mathematical formula of rate for ranking candidates; it may exaggerate personal and cultural differences.
      - Step 3: Collect Additional Information as Necessary
        
        Consider using alternative information-gathering approaches when founding information gaps
        
        Be alert to the possibility that data gaps or ambiguities are due to cultural or language differences.
        
        If information is needed other than that originally requested, be sure that all candidates are given the opportunity to provide the same additional information.
        
        Explain the reason why additional information is required to enable the candidates to fulfill the request effectively.
      - Step 4: Make an Offer to the Top Candidate.
        
        Contingent job offer/ Conditional job offer
        
        Candidate needs pass certain test or meeting certain requirement (medical test, psychological test)
        
        Employment offer
        
        formally offers job by an oral or written communication
        
        may be start the negotiation in some countries
        
        Employment contract
        
        is a written agreement between the organization and an employee that explains the employment relationship
- - - - Greenfield operations
        
        All staff are new
        
        Huge effort when local workforce is underdeveloped
      - Join venture: Talent comes from partners
      - M&A:
        
        Retention good & HIP performer
        
        Attract new from outside
      - Strategic alliance: Staffing requirement when new venture is performed
    - - Step 1: International assignment
      - Step 2: Local resource replace
      - Step 3: Local resources become global assignee
    - - Step 1: Workforce success indicator
        Step 2: Current workforce profile
        Step 3: Competency needs
        Step 4: Gap analysis
        Step 5: Action plans= Staffing plan (Regular plan/Contingent plan)
      - Contractor
        
        Temporary
        
        On-call employment
        
        Part time
        
        Seasonal
        
        Co-employment
        
        Temp to lease
        
        Outsourcing
        
        Work made for hire
        
        Remote work
    - - Difficultly monitor legal system in many country
      - More difficult to control widely --> Greater risk, very high cost
      - Culture review to be usual, reasonable & customary in other country --> audit the attitude and openness of org's culture
  - - - Determine existing perceptions of organization in country or local area
      - Identify main competition for high-quality employees
      - Assess organizational strengths and weaknesses
      - Develop employment brand (or modify/tailor existing materials)
      - Ensure that brand is consistent.
      - Test brand and **make modifications**
      - Execute brand
      - Reassess and revitalize brand.
    - - The most important aspect is to have one coherent message—regardless of what platform you use
      - The next step is adapting the message depending on the platform choice
      - The key to a successful message is to ensure that the EVP message reflects the values the organization, as an employer, strives to present.
- - - - minimum qualifications necessary to perform a job(experience, education, training, licenses and certification (if required), mental abilities and physical skills, and level or organizational responsibilities)
      - The specifications should be examined for local relevancy and legality.
    - - Represent the compilation (combination) of multiple abilities and traits and knowledge required for success (Personal characteristics (behaviors or proficiencies)
      - take from project to project, from one position to another, and even from employer to employer.
    - - Essential functions:
        
        are the primary job duties that a qualified individual must be able to perform, either with or without reasonable accommodation, because highly specialized
      - Nonessential functions: are desirable, but not necessary, aspects of the job.
      - Sign-off with a signature and a date
      - Disclaimers are statements
      - Reasonable accommodation:
        
        to ensure that persons with disabilities can participate in the workplace equally with others
        
        go beyond physical adaptations and include modifying the job application process, assigning a job coach, or modifying work schedules or the circumstances under which the job is performed to enable a qualified individual with a disability to be considered for the job and perform its essential functions
- - - - Formal
        
        Structured
        
        Involving HR, supervisors, and colleagues
        
        Tailored to the type of position --> Employee know role in terms of tasks and socialization, integrate to org's culture and norm, build relationship
        
        Personalize to the individual --> see what a new one bring to org
        
        Provides a strategy for an employee to succeed
      - Informal:
        
        Employee learns by themselves
      - Benefit
        
        improve employee productivity and performance
        
        helps to boost employee engagement and retention
        
        reduction in employee turnover rates
        
        help employees feel comfortable in a position sooner