Talent Acquisition And Management Challenges: Strategies For Effective Planning And Implementation

The Six Key Elements of an Effective Talent Acquisition Process

The purpose of this report is to recognise a human resource management challenges the company is facing and how to overcome that by effective planning and implementation process. The main criteria that facilitates the talent acquisition process is facilitating a communication between the hiring manager and recruiters to the candidates. Using a proper application facilities are part of this acquisition process. The right talent fit is a dire need of the organisation and stimulates the requisition and built of the employee pool. The talent encourages and accepts the candidates after the hiring process is submerged (Gallardo-Gallardo et al., 2015). The centre of talent is employees. As bad hire can purposefully affect the process of hiring and affects profitability of the company, the right hiring can eliminate this and bring the strategy aligned with the company’s goal. The following report analyses the ABC’s Pvt Ltd’s analysis of the company’s talent management and learning and development strategies.

Talent acquisition and talent management has become a rather challenging situation for the organisation’s human resource management and thus it affects the human resource management programs. The main process of talent acquisition process and how it affects the learning and development programs is highlighted in the discussion below. 

The six key elements of an effective talent acquisition process are

1. Conducting a perfect plan of workforce – this strategy is one of the main criteria as the company goals should be conducted properly and every step of workforce planning should be accessed properly. Every strategic decision should be consistent with the business plan as well as the talent associated with the organisation. The budgetary process is one of the most important factor of contribution in decision making process. The four main steps of this element is to check the supply analysis, demand of the company’s product or services and workforce needed to be associated with it. The demand and gap analysis of the company is known to be complementary of each other. The solution of the strategic plan should be analysed too in the process.
2. Building the employer brand is one of the most important factor that should be incorporated in the company’s talent management strategy. The employees are reviewed to get more satisfaction if they have great brand value and job candidates today especially characterises and identifies if the organisations are associated with brands (Collings 2014). The job candidates must be engaged with the employers. The relevancy and transparency of the manner should be given emphasis in increasing the brand value. The employer brands must convey the message of culture benefits and growth opportunities are more in a branded organisation (Collings 2014). The key component of the branding strategy should be discovered. Uniqueness related to the identity should also be designed in the online and other content of the should be around this identity. To create a fan base of the company’s employees should have integrated in the talent strategy plan. Moreover, to be competitive in the country it also incorporates and measures the competition in the industry. Tracking the employer’s performance is also part of building an employer’s brand. A career page is essential part of building a brand identity (Cooke, Saini & Wang, 2014). To sell the products of the organisation the company first must sell the organisation itself as well as reveal the brand identity. Focus should be given to the media presence. The social media presence should be given emphasis. The social media’s career site and recruitment and development advertising and marketing should be part of the plan.
3. Recruiting the job candidates is an advantage in the process of talent management that the human resource manager should consider. The internal candidates should be emphasised and taken majorly into consideration in candidate sourcing process. The average cost spent in the recruitment process and job posting should be part of this process. Succession planning is a major part of talent acquisitions. This dire need of the company is known is critical to business future goals (Morley et al., 2015). The leadership need of the business must identify the incumbents to move people in the proper roles. According to the job seeker category, the information job seekers should be a complete overview of the company’s need of roles, responsibilities (Pobst, 2014). The passive and semi passive job seekers are part of this and how the company should approach the process should also be given emphasis in talent management strategy.
4. Leveraging recruitment strategy should also be given emphasis in the talent management process. Optimising the job careers website and job posting in the online recruitment portals and process of mobile application is a recent trend in the sites. As the numbers suggests that the trend of using mobile and its application is regarded more among the millennials it should be included in the new strategy for talent management (Armstrong & Taylor, 2014). Tech savviness and robust automation in the process can be leveraged in the process. The configurable work flow is speeded in the leveraging function. The mechanism to predict the right person in the job can be commonly outsourced and automatically performed through the applicants.
5. An effective on boarding program gives the employees tools to ensure high retention. The program to recruit the new employee, the on boarding program should be given emphasis. High retention comes from the core of strategy of the company and should be productive in nature (Al Ariss, 2014). The success in the assimilation of the employee structure and higher employee engagement should be part of effective on boarding programs.
6. Utilisation of data analytics – data analytics should be used in this process and 45% of the companies utilises the talent analytics and talent management strategies (Festing & Schäfer, 2014). To rate the workforce and maintain quality of the important metric seems to contribute to the quality. The social and professional networks that utilises the scope of analytics in the talent management should be given emphasis in the process (Gallardo-Gallardo et al., 2015). Quality of hire depends upon the effectiveness of talent acquisition strategy. The turnover rates, job performance, culture fit, employee engagement all interconnected in an organisation. 

Position description should be specific to the database and information for the description is part of communicating the overview of the daily work that will be conducted by the candidate. The details should be chosen carefully as this would ensure the attraction of the post to the prospective candidates, who will be interested in the matter. The main criteria of this thing is to check the document or the wall of the posted job. The requisition process should have some necessary approvals. Interviewing the candidates are very important part of talent acquisition process (Festing & Schäfer, 2014). The target candidate selection and job related questions should be standardised. The interview process should also be faired. The use of the standardised part of the interview should be scheduled properly based on the amount of candidates. The references should be checked from the previous employment work related personnel. The internal candidates must be considered before hiring an external candidate. This is equally important in the process (Cooke, Saini & Wang, 2014). The supervisors must provide and extend a contingent offer for hiring purposes. The offer process is part of consultation of hiring manager. The background check is one of the most important part of talent acquisition process. The pre-employment criminal background check is a part of contingency plan in the company (Deery & Jago, 2015). External contingency plan of the final candidates should receive the notification from the hiring candidates. 

The Problem with the Talent Acquisition Process at ABC Pvt Ltd

The problem that the company ABC pvt ltd is facing is in the effectiveness of the talent acquisition process. The human resource manager goes through a certain number of activities in everyday people management process. It includes organisation’s departmental planning, performance management, organisational development, and building, keeping and maintaining employee regulations and organisational standards and concerns of each of the employee’s. Moreover, facilitating communication and policy development and communication and space planning and facilitating in administration of the people in the organisation (Budworth, Latham & Manroop, 2015). The responsibilities of the human resource management department. The human resource management plan should also include the overall objective of the organisation. The HR objective should be aligned with the company goals (Deery & Jago, 2015). Thus the development process will give an effective result to perform efficiently. The talent need of an organisation is also one of the challenging process that is identified in this company. However, they also need proper learning and development process parallels.

• The challenges the company is facing lies in the human resource acquisition process. The practices that the organisation goes through, should be given emphasis in planning out a recruitment strategy. The business outcomes are favourable if the talent utilisation planning is optimised and effective (Deery & Jago, 2015). The main problem in the human resource that have been recognised inn the company lies in the recruitment and sourcing.
• The main challenge is in sourcing the key skills. As the company is highly dependent on the human talent and less on the mechanical sources, a right talent fit is needed to overcome the problem (Collings, 2014). The talent seeking from a multiple sources based on the seniority level and geography, and what kind of job they are planning to recruit for. The long term plan must be included and for a better practice.
• Background screening process in the recognised company is on a basic level, where there is no in-depth screening included in the process. The talent’s background, previous work experience and family background of the candidate is not processed and information are not judged in the proper way (Al Ariss, 2014). Thus the quality of the talent is compromised in avoiding the process. The strategies for screening should be utilised for candidates who are from the technological backgrounds.  
• As with the increase in the consumerism, employees are more drawn to a personalised job posts and applications. Therefore, ABC does not shows any mobile and personalised talent acquisition process. It is basically dependent upon the consulting agency and have no personalised touch to their recruitment process.
• Video interviewing process is not embraced in the organisation, which limits the number of people they can reach (Cooke, Saini & Wang, 2014). At the same time, it also shows that the candidates cannot be interviewed who comes from a distance and would prefer to be interviewed to be an employee in the company (Cappelli & Keller, 2014). The essential part of the video conferencing is accessing the people who are unable to approach the company. It also reduces the cost of sourcing an employee.
• The learning and development program of the company is not developed in the process. The main criteria of learning and development is taking initiative of the process to change in the present situation (Budworth, Latham & Manroop, 2015). The employees of the company are not developed which is needed to be done keeping in mind the goal of the company. If the change is not consistent the power to learning and development program reduces (Collings, 2014). The virtual training needs of the company if not aligned with the operational goals of the company, then it may lead to not synchronised plans of the company (Budworth, Latham & Manroop, 2015).
• Tracking changes in the skills is one of the most important factor of in learning and development process. The challenging part of training and development program is sustainability factor. If the skills learned from any kind of training program are not applied in the real work environment, then it can lead to unprofitable outcome of the company.
• The quantifying the training effectiveness is also not part of the training program in ABC. As the employees goes through a proper development program they are not assessed based on the problems. Quantifying the L&D of the employees through feedbacks is not part of their program, which affects in the investments outcome of the company (Budworth, Latham & Manroop, 2015). The future goals of ABC are not aligned with the present training program in the company.
• Learning effectiveness is inducing value to the leadership and thus it guides the potential people in the company. Most of all as the ABC is millennials oriented company, that majorly deals with youth. Therefore, ABC do not consider that in their company, which is a major drawback. The technology proficiency must be incorporated in their programs and 

The format content of job description and recommendation for challenges are very essential part of the process in this system. Therefore, it can be recommended that the human resource manager should prepare a proper job description template for the hiring prospect of the company. Sourcing the key skills can be done by utilising the websites that are optimised as well as LinkedIn, Facebook, Twitter, Google plus, Instagram, Pinterest as well as the online recruitment portal. The talent can be prospectively sourced through Job boards, Intern programs, College campus recruiting, job fairs, Boolean searches, organisation’s career page. The mobile applications should the considered in the future goals with the change of budget in the company. Video conferencing should be given emphasis in ABC and thus the recruitment processed can be smoothened. The candidates must be treated as internal customers and thus they can be used. Increasing the brand value through sponsoring events and alleviate their corporate social responsibility should be given considered. The main criteria of improving of learning and development is to change the performance evaluation criteria of the company. The performance indicators should be analysed. To recognise the right talent fit the company should also analyse the critical roles of the company. The requirements of the company should also be given emphasis to fit the strategy of talent acquisition.

The steps that can be followed by the company is given

• Identify the vision mission strategy of the company and core objectives. The main criteria are also to check how the growth strategy aligns with the needs of the talent of the company.
• Demand and supply analysis is required before hunting for talent to recruit. To implement a proper mobile application for sourcing the recruitments, it can be said that the internal and external analysis of the talent should be given emphasis.
• Analysing the talent supply and external hires, the trend in the supply of talent should be given emphasis. Historical data to identify the trend should also be analysed in the process. The external hires are recruitment process should be followed by training and retention strategy.
• The implementation of the plan must be monitored by the higher and mid-level manager. Implementing remediate gaps are also part of the action plan.
• The measurement of the roles and responsibilities should be communicated to the respective employees of ABC ltd.
• Proper vestibule training should be incorporated to meet the gap that have been identified in the company.
• Not only implementation evaluating through keeping proper records in the Human Resource Database
• The HR consultancies should be properly communicated to the people as they are credible business partner in the system. Recruiting, administration, training and HR navigator and tools should be used in the demonstrate. This contributes to the business value. 

References

Al Ariss, A. (Ed.). (2014). Global talent management: Challenges, strategies, and opportunities. Springer Science & Business.

Al Ariss, A., Cascio, W. F., & Paauwe, J. (2014). Talent management: Current theories and future research directions. Journal of World Business, 49(2), 173-179.

Beamond, M. T., Farndale, E., & Härtel, C. E. (2016). MNE translation of corporate talent management strategies to subsidiaries in emerging economies. Journal of World Business, 51(4), 499-510.

Budworth, M. H., Latham, G. P., & Manroop, L. (2015). Looking forward to performance improvement: A field test of the feedforward interview for performance management. Human Resource Management, 54(1), 45-54.

Cappelli, P., & Keller, J. R. (2014). Talent management: Conceptual approaches and practical challenges. Annu. Rev. Organ. Psychol. Organ. Behav., 1(1), 305-331.

Cerdin, J. L., & Brewster, C. (2014). Talent management and expatriation: Bridging two streams of research and practice. Journal of World Business, 49(2), 245-252.

Collings, D. G. (2014). Toward mature talent management: Beyond shareholder value. Human Resource Development Quarterly, 25(3), 301-319.

Cooke, F. L., Saini, D. S., & Wang, J. (2014). Talent management in China and India: A comparison of management perceptions and human resource practices. Journal of World Business, 49(2), 225-235.

Deery, M., & Jago, L. (2015). Revisiting talent management, work-life balance and retention strategies. International Journal of Contemporary Hospitality Management, 27(3), 453-472.

Festing, M., & Schäfer, L. (2014). Generational challenges to talent management: A framework for talent retention based on the psychological-contract perspective. Journal of World Business, 49(2), 262-271.

Gallardo-Gallardo, E., Nijs, S., Dries, N., & Gallo, P. (2015). Towards an understanding of talent management as a phenomenon-driven field using bibliometric and content analysis. Human Resource Management Review, 25(3), 264-279.

Morley, M. J., Scullion, H., Collings, D. G., & Schuler, R. S. (2015). Talent management: A capital question. European Journal of International Management, 9(1), 1-8.

Oladapo, V. (2014). The impact of talent management on retention. Journal of business studies quarterly, 5(3), 19.

Pobst, G. F. (2014). Meeting the challenge of knowledge worker shortages with strategic talent management. American Journal of Management, 14(1/2), 62.

Rudhumbu, N., & Maphosa, C. (2015). Implementation of talent management strategies in higher education: evidence from Botswana. J Hum Ecol, 19(1-2), 21-32