Talent Acquisition - Strategy Flashcards
Primary Concerns for HR on Talent Acquisition
3 Key Concerns
- Assimilating planning and employment
- Addressing short term and longer needs
- Hiring for cultural fit
Workforce Planning
Identifies the workforce that can implement the org’s goals and strategies now and in future
Staffing
An HR function that acts on human capital needs.
That identifies through workforce planning to supply qualified candidates.
Growth Strategies and Talent Acquisition
What changes cause a need for talent acquisition?
Talent acquisition is directly impacted:
- How an organization decides to expand, either within or across national borders.
- Overall complexion of the organization’s talent pool changes with new acquisitions or locations.
Talent Acquisition Impliations
During a Merger/Acquisition
Talent Acquisition Implications
- Retention of key talent is a major issue.
- New talent resources become part of the organization.
- It is critical to have HR practitioners play a major role in due diligence to ensure that all potential costs are identified beforehand.
Talent Acquisition Implications - Joint Venture
Talent Acquisition Implications
The type of joint venture, what the partnership agrees to, and the people the partner contributes (e.g., number of employees, skill sets) all influence talent acquisition.
Talent Acquisition Implications - Greenfield Operation
- A new site needs all new staff.
- Due diligence is important to understand local laws and employment regulations.
- This can be a huge effort, especially when the local labor market is underdeveloped.
Talent Acquisition Implications - Strategic Alliance
- Depending on the type of alliance, this could have no or considerable staffing impact.
- In many strategic alliances, employees remain with their own companies.
- If a new venture is formed in the alliance, then talent acquisition plans are directly affected.
Calvin Reynolds Changing Staffing Pattern
Expatriates are used for initial staffing, perhaps of a greenfield operation, because local talent is not yet ready. Then, as the local labor force becomes more skilled, the percentage of local nationals increases significantly. Over time, local nationals can be sent to other locations to fill specific staffing needs, just as employees from headquarters did before them.
This exact pattern may not pertain to all locations. Some organizations, for example, have strategies that keep international assignments (expatriate levels) high. In some regions, country or local policies may restrict the number of international assignees and place a cap on them that is proportional to local hires. However, Reynolds’s findings are instructive for any national business entity going global and offer yet another key variable to understand in designing and developing global talent acquisition plans.”
Excerpt From: Society for Human Resource Management. “People.” Apple Books.
Expatriates
Used for initial staffing, perhaps of a greenfield operation, because local talent is not yet ready.
Employment Branding
Process of positioning an organization as an “employer of choice”. It is the value an organization promises about the total employment experience.
Longer-term
Employment Branding - What it should do
- Create a positive, compelling image of the organization
- (e.g., social responsibility, conduct, ethics, reputation).
- Clear and consistent message about what it is like to work at the organization
- (e.g., commitment to diversity and inclusion, innovation, teamwork, work/life balance, total rewards, opportunities for growth).
- Encourage the best potential candidates to apply for jobs.
- Reinforce the public’s image of the organization.
Employee Value Proposition (EVP)
Foundation of employment branding
Must be aligned with the organziational strategic plan, vision, mission, and values
- Answer’s the two-part question
- Why would a talented person want to start working for an organization
- Why would they want to continue to work for the organization?
Inconsistencies in the work environment can erode the credibility of a branding strategy.
Must bee congruent with the organization’s external brand.
Why EVP matters?
(Employee Value Proposition)
Ppl want to feel that their work has meaning and is worthwhile; they want to work for an organization that “makes them proud.”
Positive recruitment outcomes result from a strong employment brand
- Being known as an employer of choice with well-defined values.
- Generating a greater number of qualified candidates.
- Promoting diversity as a value proposition.
- Seeing an increase in the number of employee referrals of qualified candidates.
- Facilitating the creation of critical talent pipelines in the employment market.
- Increased candidate acceptance rates
- More rapidly filled positions.
