Human Resources

Management

BUSM 2115 / HRMG 3105

Chapter 5: Talent Acquisi@on

Instructor:
Ritu Vinluan, BBA, MPA, CPHR

https://mashable.com/2018/03/26/the-office-characters-as-cartoons/#QzSQV_NHhaqy
How businesses enable its people to work to their full poten3al; thereby
successfully achieving the organiza3on’s goals.

Staffing

Health &
Compensation
Safety

Human
Resources

HR Advisory &
Organizational
Development
Labour
Relations
Chapter 5: Talent Acquisition
Talent Acquisition
• an emerging HRM programming concept focused
on finding, acquiring, assessing, and hiring job
candidates.
The Recruitment & Selection Process

Plan the Hiring Conduct the Interview Make the Offer

Leader consultation re Develop interview tools Salary Placement and
vacancies and forecast Testing negotiation
Job Analysis Pre-screening interviews Relocation consultation
Job Description Number of stages Immigration consultation
Job Posting Select panel Debrief
Advertise Check references
Applicant Database
Pre-screening resumes
Recruitment

• The process of searching out and attracting qualified job applicants,

which begins with the identification of a position that requires staffing
and is completed when résumés and/or completed application forms
are received from an adequate number of applicants
Recruiter
• A specialist in recruitment, whose job it is to find and attract capable
candidates
 Willow Tech Industries is seeking a Talent Acquisition Specialist to develop
and leverage diverse candidate channels to connect with top talent in the
national and international telecommunications sectors, as well as in
postsecondary educational hubs in leading-edge technology programming.
Working with the Director, the Talent Acquisition Specialist will develop
workforce planning and sourcing strategies that reflect Willow Tech’s brand,
its dynamic culture, and a results-based orientation to service and design
quality. This specialist role will use superior communications skills to

Sample Job establish external talent pipelines and a market presence in our service
areas across Canada and in key international operation centres.
The Talent Acquisition Specialist will advise and collaborate with HR

Summary
Business Partners and hiring managers on all matters related to successful
recruiting and staffing strategies. This will include designing contemporary,
tech-based applicant screening methods; short-listing candidates for
submission to hiring managers; guiding reference and background check
processes consistent with legal and human rights parameters; and lending
support to HR Business Partners in coordinating the offer process.
Willow Tech seeks a strong internal and external communicator, whose
professionalism and networking abilities have earned the respect of
business leaders and colleagues. Postsecondary credentials in business,
human resources, or marketing, and related talent acquisition experience in
telecommunications are key to the desired candidate’s profile. Our ideal
Figure 5.1 Sample Job applicant will have demonstrated the ability to “attract candidates that
stick!”
Summary Developed by Gary L. Gannon
August 15, 2017
 the image of an organization
based on the benefits of being
employed by that organization

includes experiences a candidate

Employer goes through during the
recruitment process, including:
Branding • their experience with the company’s
website
• acknowledgement thanking candidate for
their interest and résumé
• initial greeting by the receptionist
• ability of the interviewer to articulate
organization’s values and culture
Advantages
rewarding competence enhances commitment, morale and performance
insiders may be more committed to goals and less likely to leave
managers have longer-term perspective when making business decisions
more accurate assessment of candidate’s skills and performance level
require less orientation
Disadvantages
discontent of unsuccessful candidates
time consuming to post and interview all candidates if one is already preferred
employee dissatisfaction with insider as new boss
possibility of “inbreeding”

Recruiting Internally
 a larger pool of qualified candidates

availability of a more diverse

applicant pool
Recruiting
from acquisition of new skills, knowledge,
Outside: and ideas

Advantages elimination of employee rivalry and

competition for transfers and
promotions

hiring individuals who already have

necessary skills reduces training costs
 External Recruitment Methods

educational open houses, job

networking employee referrals former employees
institutions fairs

Human Resources
Career fairs, co-op
professional and labour and Skills
military personnel placements,
trade associations organizations Development
internships
Canada (HRSDC)

private
executive search walk-ins and write- online networking
employment print advertising
firms ins sites
agencies
 Recruiting Non-Permanent Staff

Temporary Help Agencies Contract Workers

provide relief for employees who are ill, work directly for the employer
on vacation, taking a leave of absence, specific type of work or period of time
etc.
benefits:
benefits:
• coverage for seasonal or unplanned
• cost less than permanent employees peaks in business
• immediate replacement of an • specialized work or projects
unsuitable temporary worker
• reduced layoffs during downturns
• workers are often highly motivated
 Recruiting a More Diverse Workforce

Younger
High energy, enthusiasm, physical strength
Employees

Workers at or beyond retirement age

Older
Workers Typically have high job satisfaction, strong sense of
loyalty and work ethic, good people skills

Designated
Group Assists in goal of employment equity
Members
Selection
specify musts and
develop selection
wants and weigh
criteria
the wants

develop interview
develop an
questions (for all
evaluation form
candidates)

develop
candidate-specific
questions
Acquiring Employees and the Law
ensure that all selection criteria and strategies are based on the job description and the job
specifications.

do not ask questions that would violate human rights legislation, either directly or
indirectly.

obtain written authorization for reference checking from prospective employees, and check
references carefully.

save all records and information obtained about the applicant during each stage of the
selection process.

reject applicants who make false statements on their applica=on forms or résumés.

treat all applicants in the same manner regardless of personal factors.

Step 1: Preliminary Applicant
Screening
initial screening is performed by HR department

applica5on forms and résumés are reviewed

candidates not meeting selection criteria are eliminated

remaining candidates matching the job specifications are given further

consideration

use of technology is becoming increasingly popular

Step 2: Selection Testing
• screening device used by approximately two thirds of Canadian organiza:ons
• assesses specific job-related skills, general intelligence, personality characteris:cs, mental
abili:es, interests, and preferences
Types of Tests
• Cogni:ve Abili:es
• intelligence tests
• emo:onal intelligence tests
• specific cogni:ve abili:es
• Motor/Physical Abili:es
• Personality and Interests
• Achievement Tests
• Work Sampling
• Management Assessment Centres
• Situa:onal Tes:ng
• Micro-assessments
• Physical Examina:on, Substance Abuse Tes:ng, Polygraphs
Physical Examination
• only permitted after a written offer of employment
• reasons for inclusion in the selection process

Polygraph Test
• Often referred as a lie detector test
• widely rejected in most jurisdictions
• unable to produce valid and reliable results but validated tests of honesty
or integrity are more useful

Substance Abuse Testing

• in Canada, employers are not permitted to screen candidates for
substance abuse
• substance addiction is considered a disability which cannot be
discriminated against during the selection process
• elsewhere, pre-employment substance abuse testing may be used to avoid
hiring employees who would pose unnecessary risks to themselves or
others or perform below expectations
Step 3: The Selection Interview

Interviewer Objectives: Applicant Objectives:

• assess qualifications • present positive image
• observe behaviour • sell their skills and
attributes
• predict future performance
• gather information about
• communicate information job and organization
about job, promote
organization
• determine how well
applicant would fit in
 Degree of
Structure unstructured, structured, or
mixed/semi-structured

Content
Situational vs behavioural
Types of questions
Interviews
Administering
the Interview one-on-one or panel
sequentially or all at once
face-to-face or technology
enabled
 • planning the interview
Conduc'ng • establishing rapport
an Effec've • asking questions
Interview • closing the interview
• evaluating the candidate
 Structured Interview Questions
Figure 5.11 Sample Structured Interview Questions

1. Describe for me one previous job responsibility that challenged you to improve your
problem solving ability.
2. Tell us about a time when you contributed to a team-based activity.
3. Our company values “giving back to our community.” Tell me why you think this is
important.
4. In one of your previous jobs, tell us about a situation when you needed to seek advice
from a colleague or supervisor in handling a difficult situation.
5. Share an example from your experience that demonstrates your leadership skills.
6. Imagine you receive a phone call late on a Friday afternoon from an angry customer
who is dissatisfied with a recent encounter with your company. How would you attempt
to satisfy that caller?
7. If one of your staff expressed frustration with her job, describe what steps you would
take to help resolve her concerns.
8. In what way does this advertised role support your career plans?
Common Interviewing Mistakes
• poor planning
• snap judgments
• negative emphasis
• halo effect
• poor job knowledge
• contrast error
• influence of nonverbal behaviour
• leading
• too much/too little talking
• similar-to-me bias
Step 4: Background Checking
Verify accuracy of informa.on provided
• criminal record check
• verifica0on of educa0onal qualifica0ons
• verifica0on of previous employment
• performance-related references from past supervisors
• credit check may also be included

Considera.ons:
• obtain wri;en permission
• possible public sources (e.g. Facebook)
• qualified privilege
• negligent misrepresenta0on
• providing references
Common Lies on Résumés
Figure 5.12 Top Seven Résumé Lies

1. Dates of employment
2. Job title (inflated rank)
3. Salary level
4. Criminal records
5. Education (bogus degrees,
diploma mills)
6. Professional licence (MD, RN,
etc.)
7. “Ghost” company (self-owned
business)
Behavioural vs Situational