Lesson Talent Sourcing Flashcards
Talent acquisition process
Process
Responsibilities
Talent acquisition
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
Talent acquisition process
- 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.
Talent sourcing versus recruiting
Talent sourcing -> finding candidates, building a pipeline, achieving long-term goals
Vs.
Recruiting -> attracting applicants, filling, open positions, achieving short-term goals
Talent acquisition professionals – sample, talent, sorcerer, job profile
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.
Employer branding
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
Building an employer brand
Communicates the cultures, values and objectives.
Provides an honest picture of the work environment
Uses the same corporate, marketing tools
Communicating employer brand
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
Employee value proposition
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
Employees priorities
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
Delivering an employee value proposition
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.
Sustaining the value
Attract me, get me started, develop me, incentivize me, engage and motivate me, recognize me, wish me farewell
Talent sourcing
Locate suitable talent, sources, identify potential candidates, research candidates, generate referrals, network with prospects.
Convert qualified individuals to applicants
Talent sourcing process
4 step
Plan strategy, create job documentation, source talent, assess pipeline
Job documentation
Clear and concise for candidate interactions
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
Elements of talent, sourcing
Identify candidates
Research candidates
Generate referrals
Network with prospects
Creating a sourcing strategy
Identify goals
Determined talent, forcing and recruiting needs
Define talent targets
Research the idea, talent sources
Conduct analysis at intervals
Identify goals
- determined, talent, sourcing, and recruiting needs
-define talent, target - Research, ideal, talent sources
- Conduct analysis at intervals
Candidate sourcing
- 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
Talent sourcing pipeline strategies
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
Building sourcing relationships
Remember, passive leads
Connect personally with lead
Respect people’s times
Ask for a referral from everyone
Candidate experience
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
Types of candidate experience
Positive
Good, better
Negative
Bad, poor
Measuring discontentment
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
Beneficial candidate experiences
Kelly services survey
95% apply again
97% refer others
88% increase purchase with the company
55% tell social networks about positive experience
Tips to improve candidate experience
– 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
Common types of discrimination
Sex, discrimination, religious discrimination, reverse, discrimination
Sex discrimination – the civil rights act prohibit sex discrimination regarding any employment condition
Firing – hiring – promotion – transfer – compensation – admission to a training program
Religious discrimination
– 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
Reverse discrimination
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
Unlawful behaviors
- disparate treatment
- disparate impact
Disparate impact
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
Workplace harassment
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
Types of harassment
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
Sexual harassment
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
Forms of sexual harassment
- 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. - Hostile environment.
- Reasonable persons fund a harassing behavior unreasonably interferes with his or her work performance. Creating an intimidating, hostile, offensive work environment.
Racial harassment
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.
Vicarious liability
- Employees must harassment through intervention or discipline.
- Employee should utilize prevention and corrective action opportunities.
- Employers are liable for discriminatory actions by their employees.
Policy and prevention
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
Executive order 11246
Affirmative action (1965)
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.
Affirmative action requirements
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
Selected government employers that were impacted by the program
FDA, GSA, EPA, USDA, NASA
Good and services contract
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
Construction contract
16 point program
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
Office of Federal contract compliance program
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
Eeoc works for how long?
5 years
