Lesson Talent Sourcing

Question 1

Talent acquisition process

Answer 1

Process
Responsibilities

Question 2

Talent acquisition

Answer 2

Strategic process to build a future talent, pool, defines employer brands, and employee value proposition to attract and retain talent, builds internal external relationships to support recruitment strategies, uses metrics and analytics to make better decisions and improve workforce readiness

Question 3

Talent acquisition process

Answer 3

1. Employer branding. – Promoting unique employer, traits and employee value proposition, sharing the unique value of working for the employer, talent, sourcing building and sustaining a pipeline of quality candidates, candidate experience, defining positive job seeking experiences, recruiting attracting applicants to fill vacancies with qualified candidates.

Question 4

Talent sourcing versus recruiting

Answer 4

Talent sourcing -> finding candidates, building a pipeline, achieving long-term goals

Vs.

Recruiting -> attracting applicants, filling, open positions, achieving short-term goals

Question 5

Talent acquisition professionals – sample, talent, sorcerer, job profile

Answer 5

Combines the skills of marketing, public relations, procurement, and human resource management in the search for talent. Build powerful employment brand, translates business objectives into staffing needs, deploys, effective sourcing strategies, ensures overall positive candidate experience, leverages analytics and metrics to measure effectiveness.

Question 6

Employer branding

Answer 6

Resonates with the employee experience for the business, positions, the business as an employer of choice in a labor market, aligns with the businesses public image to attract and retain employees

Question 7

Building an employer brand

Answer 7

Communicates the cultures, values and objectives.
Provides an honest picture of the work environment
Uses the same corporate, marketing tools

Question 8

Communicating employer brand

Answer 8

Begins long before initial
Perceived identity to potential candidates
Alliance to the businesses, values and behavior
Often spread by word-of-mouth and social media

Question 9

Employee value proposition

Answer 9

Identify the differentiating factors of why an individual would want to work for an employer
May be based on total compensation, employer, values, work, life, balance, opportunity to develop new skills, unique for each employer

Question 10

Employees priorities

Answer 10

Total rewards – compensation, fairness and timelines, salary increases, health, and welfare, retirement, time off, flexibility

Development – training, promotions, career, development, growth, diversity, evaluation, and feedback

Job design – role and responsibilities, reporting structure, autonomy, span of control, specialization, recognition, challenges

Culture – organizational goals, and objectives, social, responsibility, relationships, support, team, spirit, trust

Question 11

Delivering an employee value proposition

Answer 11

Identify your brand – what kind of employer are you? What do you wanna be known for? Promote your market position or what you stand for.

Target candidate sources – identify most likely sources, target sources with qualified candidates, consider unexpected sources.

Work with key sources – cultivate relationships with target organizations, give them tours and introduce them to the team stress mutually dependent goals

Prepare your pitch – sell the benefits of working for the business. Rewards, benefits, development, job, design, environment, working conditions, culture.

Question 12

Sustaining the value

Answer 12

Attract me, get me started, develop me, incentivize me, engage and motivate me, recognize me, wish me farewell

Question 13

Talent sourcing

Answer 13

Locate suitable talent, sources, identify potential candidates, research candidates, generate referrals, network with prospects.

Convert qualified individuals to applicants

Question 14

Talent sourcing process
4 step

Answer 14

Plan strategy, create job documentation, source talent, assess pipeline

Question 15

Job documentation
Clear and concise for candidate interactions

Answer 15

Job profile – high level of review of the key job responsibilities, helped to determine fit.

Candidate persona – characteristics of the idea of candidate, traits aligned with brand, culture, and values

Question 16

Elements of talent, sourcing

Answer 16

Identify candidates
Research candidates
Generate referrals
Network with prospects

Question 17

Creating a sourcing strategy

Answer 17

Identify goals
Determined talent, forcing and recruiting needs
Define talent targets
Research the idea, talent sources
Conduct analysis at intervals

Question 18

Identify goals

Answer 18

• determined, talent, sourcing, and recruiting needs
  -define talent, target
• Research, ideal, talent sources
• Conduct analysis at intervals

Question 19

Candidate sourcing

Answer 19

• proactively, searching and engaging with qualified talent to fill current or future openings
• actively taking control of talent pipeline, and finding candidates to match desired profiles
• introducing individuals to the businesses and opportunities that would otherwise go unnoticed

Question 20

Talent sourcing pipeline strategies

Answer 20

Create a solid sales pitch
Identify talent based on growth needs
Try new strategies often
Source the right talent pools
Tap into the employee base

Question 21

Building sourcing relationships

Answer 21

Remember, passive leads
Connect personally with lead
Respect people’s times
Ask for a referral from everyone

Question 22

Candidate experience

Answer 22

Represents how candidates feel about the talent acquisition process
Directly influences their decision
Application and or acceptance of offer
Feedback shared with others
Perception of the brand

Question 23

Types of candidate experience

Answer 23

Positive
Good, better
Negative
Bad, poor

Question 24

Measuring discontentment

Answer 24

75% never heard back
60% went for interview and never heard back
42% will not apply for a position at the company again
22% will tell others not to apply to the company
9% will ask others to boycott products

Question 25

Beneficial candidate experiences
Kelly services survey

Answer 25

95% apply again
97% refer others
88% increase purchase with the company
55% tell social networks about positive experience

Question 26

Tips to improve candidate experience

Answer 26

– Develop clear job profiles – make it easy for candidates to apply – recruit to fill a real need – share with candidates what to expect during the process – communicate with candidate store in each step – give candidates full attention during interviews – let candidates know when they are no longer being considered – keep good candidates for future needs – be open to giving and receiving feedback

Question 27

Common types of discrimination

Answer 27

Sex, discrimination, religious discrimination, reverse, discrimination

Question 28

Sex discrimination – the civil rights act prohibit sex discrimination regarding any employment condition

Answer 28

Firing – hiring – promotion – transfer – compensation – admission to a training program

Question 29

Religious discrimination

Answer 29

– Employers are not allowed to hire train, promote compensate, discipline, layoff, or terminate on the basis of an individual religious belief or observances
- Accommodations for religious observance should not be required by employers
- sacrifice the rights of other workers to accommodate another
- Breach a collective bargaining agreement to provide benefits or special needs that would not be equally enjoyed by others
- Require a loss and work unit efficiency to accommodate
- Require employer to pay overtime for another worker for a replacement worker

Question 30

Reverse discrimination

Answer 30

Title seven allows gender based and raised based preferences in employment where
- a manifest imbalance and traditionally segregated job categories exists
- the rights of non-minorities are not necessarily trammeled
- the preference is of limited duration to attain, not maintain, racial or gender balance
- It does not apply to harassment or constructive discharge

Question 31

Unlawful behaviors

Answer 31

• disparate treatment
• disparate impact

Question 32

Disparate impact

Answer 32

Usually involved unintentional discrimination
- Some employment practices, such as testing, discrimination against a particular race or gender, even through the practices are facially neutral
- Occurs if it significantly reduces the numbers of minorities or females who are employed in any job category
Greg versus Duke power company 1971
- Not necessarily to establish a discriminatory motive

Question 33

Workplace harassment

Answer 33

Individual is subject to annoying behavior at work, individual does not have to advise of the issue as that person may feel further harassed in doing so

Question 34

Types of harassment

Answer 34

1 physical
- Physical harm, destroying property
2. Sexual.
- Comments, gestures, unwanted, physical contact of sexual nature
3. Social /emotional
- rumors, blackmailing, racial/cultural slurs, deliberately exclusion from a group = emotional intimidation
4. Verbal.
- Name-calling, teasing, phone calls, spreading rumors
5. Written.
Threatening notes, emails, graffiti, text messages

Question 35

Sexual harassment

Answer 35

Unwelcome sexual advancements
Conduct has the purpose or effect of unreasonably interfering with an individuals work performance or creating an intimidating, hostile, or offensive working environment

Question 36

Forms of sexual harassment

Answer 36

1. Quid pro quo.
   - Tangible employment decision is based on some form of unwitting sexual conduct. When one person offers another person, something and exchange for a sexual favor, pay increase, promotion, continued employment.
2. Hostile environment.
   - Reasonable persons fund a harassing behavior unreasonably interferes with his or her work performance. Creating an intimidating, hostile, offensive work environment.

Question 37

Racial harassment

Answer 37

Employers are liable for the harassing conduct committed by supervisors, coworkers, customers, and clients and are expected to exercise reasonable care to prevent racial harassment

*Racial epithets, derogatory comments. Verbal harassment. Graffiti. Racist jokes. Name-calling. Degrading and belittle in conduct.

Question 38

Vicarious liability

Answer 38

1. Employees must harassment through intervention or discipline.
2. Employee should utilize prevention and corrective action opportunities.
3. Employers are liable for discriminatory actions by their employees.

Question 39

Policy and prevention

Answer 39

Create a written policy with clear definitions and statement of no tolerance
Establish a complaint procedure
Provide training and education
Investigate every complaint
Discipline if necessary
Communicate through a variety of methods

Question 40

Executive order 11246
Affirmative action (1965)

Answer 40

prohibits employment, discrimination by federal contractors and subcontractors and requires affirmative action plans

All employers who have contract or subcontract to provide goods and services to federal departments or agencies of the executive branch are subject to this requirement if their contract exceeds or likely Dixie $10,000 per year. Banks other financial institution that are depositories of federal funds are also subject to this order.

Question 41

Affirmative action requirements

Answer 41

Forced the action of the employer, community and all federal contracting to implement the new law
Process by which employers Identify a historical ballot in their workforce make efforts to increase the presence of women minorities covered veterans disabled individuals in the workplace and take positive steps to correct their under utilization

Question 42

Selected government employers that were impacted by the program

Answer 42

FDA, GSA, EPA, USDA, NASA

Question 43

Good and services contract

Answer 43

Employees, full-time part-time casual or temporary on the payroll and has contracts valued at $50,000 or more they are affirmative action obligations that must be met. They’re also other obligations under the federal acquisition regulations far far obligations are managed by the accounting department and affirmative action obligations are usually managed by human resources FAR

Question 44

Construction contract
16 point program

Answer 44

They apply to any contractor or subcontractor with a federally assisted construction contract in excess of $10,000 the construction affirmative action plan requirements focus on the craft and labor jobs with specific numerical target for minorities based on the location of the job

Question 45

Office of Federal contract compliance program

Answer 45

By executive order 11 246 as an agency within the United States Department of labor, this agency is responsible for monitoring the affirmative action plan of federal contractors and subcontractors as required by three regulations executive order 11 to 46 Vietnam era, veterans readjustment assistance act and rehabilitation act section 503 it shares ADA enforcement authority with the equal employment opportunity commission EOC

Question 46

Eeoc works for how long?

Answer 46

5 years