Talent Acquisition: Bringing Aboard New

Talent Acquisition:

Bringing aboard new personnel is a process which must be instructed by an intercession of characteristics specific to the organization and expectations held for the prospective candidate. An important part of this process is screening, which navigates the information contained in resumes, cover letters and other contacts of potential job candidates in order to determine which are most suited to be invited in for an interview. This spares the organization the time of interviewing unsuitable candidates. Naturally, the interview provides a significant insight as well, with the behavioral interview in particular basing significant interpretation of the individual candidate's strengths and weaknesses on demeanor and personality as much as on the answer's provided to questions. Performance or job-related tests are also useful in ensuring that the candidate does indeed possess the skills which he or she has claimed to possess. Similarly, background checks and reference checks ensure that the candidate has the experience which he or she has claimed, as well as the positive referral of those with whom he or she has already worked. These can be very instructive in proceeding with the interview, with assurance that it is being conducted under true pretenses.

Talent Retention:

One of the reasons that these tools can be crucial to the process of talent acquisition is that there is a real cost to training and preparing a candidate for the uptake of responsibilities. The wrong candidate can result in either short-term turnover or an even more costly long-term recognition that the selected candidate is not suited for the path of advancement intended. Thus, it is important to consider selection and recruitment as indicative of how retention will proceed. If this aspect of the job is conducted correctly, retention should be a natural offshoot of bringing aboard candidates with the proper personal makeup, experience and skill set.

Talent Development:

Training and development cost money and time, the latter of which could be used to begin the new hire down the path of functional familiarity. Therefore, it could be detrimental to the advancement of this process to retain a possible candidate to be retrained in areas where knowledge and skill have already been claimed. Therefore, the effective organization will consider the various skills sought and claimed during the selection process. If a candidate has expressed an expert level familiarity with a certain type of software or networking system, money and time could be spared in the training process by skipping these steps. Individualizing training and development can be worth the added specificity given the potential for saving both time and money, as well as by sparing the new candidate the tedium of training in such areas where familiarity has already been established.