The document discusses talent acquisition and recruitment, outlining factors that influence human resource planning and the recruitment process, which includes job analysis, internal and external recruitment strategies, and screening and selecting candidates. It also provides details on designing job descriptions, conducting interviews, and negotiating salaries for different levels of positions within an organization.

1. Talent Acquisition
(Recruitment)
By
Mr Muzammil .T

2. HRP & Factors contributing HRP
 Organizational Objectives
 Organizational growth phase
 Finance-Budgeting
 Information Processing
 Organizational HR
 Production- Demand & Supply
 Marketing & Sales
 Legal
 Political
 Social
 Economic
 Technological
 Environmental
HRP
Internal ExternalHRP is a process of forecasting an organization's future, by ensuring that it has the
right number, right kind of people, at the right place, at the right time, capable of
effectively and efficiently completing the tasks that help achieving the organization's
objectives
• Competition
• Stock market
• Price variations- Bullion, Oil, Exchange
rates
• Recession
• Infrastructural development
•Climatic conditions

3. RECRUITMENT
Is a process of Finding & attracting capable applicants for employment. The process begins
when new recruits are sought and ends when their applications are submitted. The result
is the pool of applicants from which new employees are selected.
In simple – A process of searching applicants for a particular job and selecting the right
prospective Employees from that pool.

4. Factors governing Recruitment
 Demand & Supply
 Unemployment Rate
 Labour Market
 Political & Legal Considerations
 Image of the company
 Recruitment Policy
 Human resource Planning
 Size of the firm
 Cost
 Growth & Expansion
Recruitment
Internal FactorsExternal Factors
Refers to the demand & supply of specific skill-
sets in the labour market.
If the demand for a particular skill is high, then
extra effort on recruitment may be needed.
Eg: Demand for Java developers
When unemployment rate is high, the pool of
recruits will be more which would attract qualified
applicants and the recruitment effort would also be
less.
Labour market in particular area.
Eg: For Lower & middle management local pool would be
sufficient, but for Higher management state-wide or nation-
wide search would help
• Reservations
• Child labour (Prohibition & Regulation) Act
•Employment Exchange (Compulsory
notification of Vacancies) Act
• Minimum wages Act
•Sons of Soil
Established & reputed firm will attract more
applicants
• Internal or External
recruitment
• Temporary/Part time or Full
time
Cost of Recruiting – Budgeting-
Advertising, Interview process
etc
Requirement of Manpower based on
Present and future growth of the
organisation

5. Recruitment Process
5 Stages
Planning
Strategy Development
Searching
Screening
Evaluation & Control
Job Analysis:
1. Job Description – Number of positions/
Vacancies, Job title, Location…
2. Job Specifications – Qualifications, Education,
training, Initiativeness, Skill sets – Physical,
mental, communicational…
1. ‘Make’ or ‘Buy’ employees – ‘Who’
2. Technological assistance – ‘How’
3. Geographical distribution – ‘Where’
4. Sources of Recruitment – ‘What’
5. Sequencing of recruitment process – ‘When’
1. Evaluation of cost in terms of time, effort
spent on advertising, application collection
and database management, administrative
expenses, cost of recruitment process
2. Return rate of the applicants with respect to
the application sort

6. Recruitment Process
Requirement / Requisition
Resources
Sourcing
Screening
Interviews
Feedbacks
Selections
Joining & Documentations
Designing Job Descriptions
Releasing Offer Letters

7. Requirements of Different Organizations
Manufacturing
IT
Service Industry
Corporate
BPO
Hospitality Industry
PAN India
Logistics
NBFC -Microfinance

8. Assignment
To Be Contd…

10. ‘Different Levels @ the organizations’
 Lower Level
 Middle Level
 Upper level

11.  Structured Interview
 Preplanned, Standardized, Patterned, Directed
 Unstructured Interview
 Not preplanned, Not designed.
 Group Interview
 Saves Time of an Interviewer
 Exit Interview
 Reason behind leaving the
 Panel Interview
 Depth Interview
 Semi-structured interview
 The interviewer must have a good understanding of
Types of Interview

12.  Individual Interview
 One to One
 Formal Interview
 Formal atmosphere.
 Pre-planned questions.
 Informal Interview
 Stress Interview
Types of Interview

13. Lower Level –Associates/Executive Line

26.  Tell us something about yourself.
 Why do you consider yourself a suitable
candidate for this position?
 Will you be happy to work in night shifts or over
the weekends?
 Are you a good team Player?
 Can you sell this product to me?
 Selling skills, Convincing skills, Strategy framing
etc.

27.  Salary…?
 Designation…?
 Location…?
 Timings…?
 Accommodation & food.
 Strengths & Weakness
 Many More…!!!
‘Questions from the Interviewee’

28. ‘Middle Level-Frontline Managers’

29.  Can you take me through your profile.?
 Don’t you think, you are overqualified for
this position?
 I see, there’s some gap in your work
history. Why?
 Can you tell us something about your
previous Company/boss?
‘Middle Level-Frontline Managers’

30. -Professional Growth
-New challenges
-Change in profile
-Planning to relocate (if applicable)
-I am not actively looking for a job change but, I saw this
opening and it looked interesting.
Why are you leaving your previous job?

31.  How long can you commit to work with us?
 What is your expected salary?
 You have stayed in your current job for quite a
long time, why?
 Would you like to ask us anything?
-Career Growth.
 If you were hiring for this position, what
qualities would you look for in a potential
candidate?

32.  A Formal Discussion.
 The interviewer should analyze the abilities.
 Win- Win situation.
 Views & Perception.
 Negotiation.
 Position.
‘Upper Level-Recruitment’

33.  Will you be happy to re-locate, if required?
 Discuss the most stressful situation you came
across in your previous job.
 For how long do you expect to stay with our
organization?
‘Upper Level-Recruitment’

34.  Package
 Perks
 Accommodation with family.
 Compensation Benefits.
 News Paper bills
 Petrol, etc.
 Medical
 Insurance
 Vehicle
 Telephone
‘Upper Level-Recruitment’

35. ‘Salary Negotiation’

36. Salary Negotiation
 Do make sure you've done your research on the salary you should
expect for the position you're seeking.
 Don't bring up salary before the employer does. And do delay
salary negotiation for as long as possible.
 Do be aware of your strengths and achievements. And do be sure
to demonstrate the value you'll bring to the employer.
 Do let the employer make the first salary offer. And do, if asked,
say you expect a salary that is competitive with the market -- or
give a salary range that you find acceptable.
 Don't inflate your current earnings just to get a higher salary offer.
 Don't feel obligated to accept the first salary offer.
And do negotiate salary if the offer made is inadequate.
Do's and Don'ts for Job-Seekers-Negotiation carries
risk.

37. Salary Negotiation
 Do thank the employer for the offer when it is made, but don't try
to negotiate right after the offer is made. Do take the time to
consider all factors before making any job offer decisions.
 Don't get overly aggressive in negotiating the salary you want.
 Don't just focus on salary. Do look at the entire compensation package.
 Don't accept the first acceptable salary offer you receive if you're not sure
about the job or the company.
 Do get offer in writing or else into digital media for documentation.
Do's and Don'ts for Job-Seekers-Negotiation carries
risk.

38.  Get in the right mindset.
 “friendly but assertive”
 Taking control of your financial future
 If you are at the final Stage of an interview-
The company has already invested lots of time and mental
energy in you and a little negotiation is not going to make
them rescind their offer.
Salary Negotiation
How to Prepare Negotiation Checklist

39.  Research a salary range.
 Before you negotiate your salary, you need to have an objective
measurement of what you’re worth on the open market.
 “I think I’m worth…” with “Someone in my position
 Remember to research comparable job titles and companies. One
company’s “community manager” is another’s “customer service
associate.”
Salary Negotiation

40.  Show your accomplishments.
 Highlight ways you made and saved the company
money.
Salary Negotiation

41.  Come ready to discuss more than money.
 Numbers are only one side of the equation.
 You may offer a salary range and discover that the company
can’t budge.
 Accelerated review schedule
 Additional vacation
 Relocation fees
 An altered bonus structure.
Salary Negotiation

42.  Remember a few key phrases.
 Budget- Applicable only for Middle & upper
level(Experienced).
 Non Monetary Benefits.
 Commitments/Agreements
 Formal/Informal
 Stay constant for the things you have committed.
Salary Negotiation

43. Assignment
 Design an Interview Questionnaire for all
three levels.

44.  Decide who will create the
template. Typically,
organizations use their human
resources or personnel
department to create job
description templates. In some
cases however, a
departmental group, a
manager, or another individual
(usually the direct supervisor
of a position) might be
responsible for creating
one.[3] In any case, make sure
Designing Job Description

45.  Write a description
of your company
or organization.
This overview will be
included with all job
descriptions, to give a
sense of your
workplace. Thus, it
can be written ahead
of time so that it can
be inserted into the
template when you
prepare it.
Company Description

46.  Prepare job summaries, if
relevant. You can use the job
description template you use for
each position that you advertise by
filling in the template with the
information that is relevant to that
position. However, if you do (or
expect to do) a lot of hiring of a
particular position, you might
make a special template that
includes a summary of that
job.[4] This will save you some
time. For instance, a school might
have a general template for all
Job Summary

47. Creating the Template

48.  Begin with the position title.
 The specific job title is important because it differentiates
one position from another. You will want to leave a space
at the beginning of your job description template for the
position title. Think about including a job title that is
specific enough to differentiate the position, and help
individual understand its duties, yet also broad enough to
cover all potential duties of the position.
 For instance, “Teacher” might be too broad of a job title,
while “Mathematics Teacher for Seventh Grade” might
actually be too specific if the position might also
occasionally need to teach math to sixth- or eighth-
graders. Instead, “Middle Grades Mathematics Teacher”
might be both specific and broad enough.
Creating the Template

49. Creating the Template
 Leave room to specify
the department (if
relevant).
If your company or
organization is divided
into multiple sections,
then a job description
should mention which
department or other unit
that particular position
reports to. When creating
a job description
template, it is important to
leave a place for listing

50. Creating the Template

51. Creating the Template
 Define the supervisor
You may find it useful to leave a section on your template to
be used for detailing the supervision of a particular position,
and/or the extent to which it is supervised. This can help an
individual understand who he or she would report to while
performing a particular position, and the role of the position
within the hierarchy of a company or organization. You may
also leave a section to discuss the supervisory roles of a
particular position (if relevant), if it involves managing other
people.
Including a section on supervision within a job description
can also be a useful record when determining how to handle

52. Creating the Template

53. Creating the Template
 Provide a job summary section
Think of this as describing the purpose of the position, and
its role within your company or organization as a whole. A job
summary will briefly acknowledge the fundamentals of the
position, so leave space on your job description template to
answer:
 What do you want the job to achieve?
 What is its purpose?
 What is the primary duty of the person working in this
position?

54. Creating the Template

55. Creating the Template
 Create a space to describe essential duties and
responsibilities.
These might also be called “major functions” or “essential
functions. Whatever you call it, this section of a job
description should provide a list of those duties that are
associated with the position, no matter who fills it.

56. Creating the Template
 Create a space to describe essential duties and
responsibilities.
List the duties in order of importance, using a bulleted list or other
clear formatting.
 Keep in mind the following model to effectively write about the
essential duties of a job: action word + subject + specific
activities. For example, you might list one specific duty of a
workplace safety compliance officer as “Prepare monthly safety
reports by collecting, verifying, and summarizing workplace
safety data.”
 You may also wish to include percentages describing the
amount of time a position spends doing particular duties. For
instance, a job description template for teachers could be used
to indicate that perhaps 75% of the position is devoted to

57. Creating the Template
 Consider leaving a
space for “other” duties
 If the exact duties of some
positions at your company
or organization depend
upon the individuals filling
them, then you might want
to leave a space stating
“Other duties may
include….” This will give
you flexibility to
incorporate other duties
and responsibilities based
on a candidate’s
experience or abilities.

58. Creating the Template

59. Creating the Template
 Create a required skills section.
Identifying a particular set of skills that are required to perform in
a particular job can help individuals understand if they have the
abilities and knowledge to complete its basic duties.Examples of
skills include things like “Ability to use spreadsheet software
proficiently” and “Effectively manage team of 5-6 interns”
 Remember that skills may be “hard” (teachable skills, such as
working with a particular tool, knowledge of a specific software
program, or the ability to create a certain type of document or
object) or “soft” (often called “people skills,” these refer to your
ability to interact with others and to use emotional intelligence).
Your job description template may want to reflect this by making
a specific place for one, or the other, or both.

60. Creating the Template

61. Creating the Template
 Set aside a space to list required qualifications
The qualifications section of a job description template is used to
list any education, specific training, or certification that is require
to perform the job.
 Qualifications might include: degrees earned; specific number of
years of experience doing a particular kind of work; experience
using specific equipment, software, etc.; and certifications
required by law or other regulations in order to complete the
duties of the job.
 You may also consider including a space on your template for
minimum qualifications as well as desired qualifications. For
instance, a particular position may require the knowledge and
experience of a bachelor’s degree to perform its essential

62. Creating the Template
 Make room to
describe any special
physical or mental
effort the job may
require.
For instance, you may
want a space on your job
description template to
describe whether or not
a particular position
requires things like lifting
heavy objects, sitting for
extended periods,
performing repetitive

63. Creating the Template

64. Creating the Template
 Leave a section to characterize working conditions
For some positions, it is relevant to disclose working conditions.
For example, some positions require working with or around
things like toxic materials, potentially dangerous equipment,
excessive noise, or extreme weather. If this is relevant for your
workplace (or may be relevant for some positions), include a
section for it in your job description template. If a particular
position that you later use the template for does not have any
hazardous or otherwise notable working conditions, you can write
something like “normal office environment” in this section, or
simply delete it from the template.

65. Creating the Template
 Make a space to detail
the salary, benefits, or
funding.
 If the job description
template you are creating
will or may be used for
advertising open positions
and recruiting candidates,
you may also decide to
include financial
information. You may
leave a place to identify a
particular salary or salary
range, a description of
benefits available at your

66. Reviewing the Template

Distribute a draft of
your template to
managers and
supervisors.
 Anyone who will need
to use the template to
create job
descriptions should
have an opportunity
to review the
template, provide
feedback on it, and
work together to
make any

67. Reviewing the Template
 Use the template to
input a few job
descriptions that
are already written.
 This will help you
determine if you left
anything out, or need
to broaden the
template. If you do
not already have a
job description written
out, use the template
to practice writing
one, then review it
together with any

68. Reviewing the Template
 Save the template.
Keep the template in a
place that is easily
accessible. If many
different people will
need to access the
template in order to
write job descriptions, it
needs to be readily
available. For example,
put the final template
on a company intranet,
if you have one.
Otherwise, save it in a
shared folder or cloud

69. Reviewing the Template
 Review and update
the job description
template on a
regular basis.
As a company or
organization changes
and grows, its job
descriptions will as well.
Make a periodic
(annual, biennial, etc.)
review of the template a
calendar item in your
human resources and
management meetings

70. Reviewing the Template
 Review and update
the job description
template on a
regular basis.
As a company or
organization changes
and grows, its job
descriptions will as well.
Make a periodic
(annual, biennial, etc.)
review of the template a
calendar item in your
human resources and
management meetings

71. Assignments