Fundamentals of Talent Acquisition PDF

X-Learning Series
“Fundamentals of Talent Acquisition”
Copyright © 2019 VisionX Technologies, LLC | PackageX Inc. All rights reserved.
Agenda
0 Introduction to the People Function
1 The Hiring Process
2 Hiring Process - stage 1. PREPARE
3 Hiring Process - stage 2. ATTRACT
4 Hiring Process - stage 3. ASSESS

This part includes: Attributes, Evaluation Guidelines
5 Hiring Process - Stage 4. DECIDE

This part includes: Feedback example, what happens after the decisions has been made
6 Additional Tips
Copyright © 2019 VisionX Technologies, LLC | PackageX Inc. All rights reserved. 2
People Org Design
Affan Aijaz
People Manager
Asad Rizwani People Business

People Business Partner - USA
Partner -PK
Shiza Khan Asim Hussain Sidra Shoaib

HR Specialist Talent Acquisition HR Specialist Lahore Community
Partner Associate
Existing Employees Open Positions Future Hiring

NEED TO HIRE A NEW EMPLOYEE?
Call your Recruiter and make sure you have the HC (FTE + Contractual + Contractor)
HC Approval
DO NOT call any recruitment agencies or accept any CVs sent by them. All agency usage must be
approved by HR/Recruitment with a strong business case
Kick off Reach out to the recruiter in charge of your organization. Discuss the job requirements in detail and
Meeting share your key requirements
Recruitment
Follow the process as described further
Process
THE X- TALENT ACQUISITION FRAMEWORK
HM sends a hiring After the Approval

Kick-off meeting b/w HM will share the JD TAP will review the JD
request to Requisition request will
HM and TAP with TAP and advertise it
MD/COO/CEO come to HR
Within 48 hours of
application, Recruiter Panel Interviews (HR
Longlisting / Shortlisting HR Phone Screening Final Interview with MD
will move candidate and HM)
within the pipeline
Approval on Comp from

Final Interview with
Pre-employment TAP will prepare the PM or MD or DF or CEO
COO & CEO (Only for N- Finalize Candidate
Documentation Comp sheet (depending on the level
2 roles)
of role)
If offer is accepted
Place the verbal offer prepare the contract
Close the hiring case in Share the documents
followed by a written and if not inform the Process the onboarding
ATS or tracker with BC vendor for BC
offer HM and follow the
process
WHY ARE YOU HERE TODAY?
Collaborative approach to Hiring
• Everyone's participation is important
• Ask yourself why are you here today?
• You can impact candidate’s experience and help grow

the company with great people
NO DISCRIMINATION
Age
National Origin
Sexual Orientation
Gender
Race
Caste
Disability
Pregnancy status
Religion
Not Sure?
Askyourself2 questions:
1. Is this question necessary in determining the candidate’s ability orcompetenceto do the job?
2. Is this question fair to all candidates?
7
ONE TEAM COMMUNICATION
Not enough candidates in the funnel
Volume &
Speed
Not moving candidates quickly through the hiring process
Lack of communications around pipeline, sourcing strategy, and where candidates are in the process
Tracking &
Communication
Inconsistent approaches across recruiters
Timeline & New role communicated a week ago, no candidates presented

Expectations
Follow up with the recruiter
Sourcing & Screening
SOURCING CANDIDATES
Minimum Agency Usage

We do use agencies and Sourcing Strategy - Essential first
headhunters etc. all candidates are stage for recruiters
sourced through advertisements
and other sourcing channels
Recruiter Sourcing - Applicants, HRM Sourcing - Personal/ Team

Referrals, LinkedIn, Lever and other networks (internal/external),
digital tools, Events Referrals, LinkedIn
WHAT TO LOOK FOR IN A CV?
Examining the details of a CV is a great test of a candidate's attention to detail. The CV should
only be detailed where details are required. The CV should be tailored according to the job
requirements, showing that the candidate has gone through the JD and is serious about
applying
Quantifiable impact, contributions, or accomplishments such as increases in sales, patents

filed, or academic awards, etc. Measured, definitive experiences are key
A clear timeline of employment and education i.e. knowing all the jobs and experiences a
candidate has had is useful, but gaps in employment history shouldn’t be a deal breaker.
Research suggests that individuals may unfairly stigmatize candidates who have been jobless
for a time, no matter how briefly
The CV should be organized chronologically in the correct order i.e. latest to oldest
Correct formatting is very important as it shows how much time the candidate has invested in
the creation of the CV and how eager they are to impress those who go through their CVs, it
also shows seriousness of the candidate in pursuing a career
4 BEST PRACTICES FOR HIRING
1 Invest Time Up Front
2 Recruiter and Hiring Manager strategize together on

Sourcing Strategy
3 Be proactive - this is YOUR hire - take ownership
4 Communicate Feedback and meet deadlines
Interviews & Assessment
INTERVIEW EXAMPLE
14
INTERVIEW PROCESS
Prepare
•Make sure you know the profile that needs to be hired and the attributes that you will cover
•You should be thorough with the Job Description
•Prepare questions in order to evaluate the needed attributes
Interview
•Ask 2 - 3 questions per assigned attribute (the same questions to all candidates for the same role)
•Take notes on candidate’s response
Assess
•Fill the interview assessment form

•Write specific example(s) from the candidate’s response to prove your assessment
Decide
•HR and line will decide on the final candidate
Note: Remember that interviewers drive the candidate experience, make sure that the interview experience is good as that would generate positive word of mouth for VisionX and
attract more potential talent
A GREAT CANDIDATE EXPERIENCE
7min 5min
5min 10min
15min
14min
23min
5min
10min 30min
8min
3min
30min Interview 45min Interview 60min Interview
Questions
Introductions Candidate Questions Thank & Wrap up
●Open with a behavioral question ● Highlight the reasons you like working
●Show up on time ● Be humble
●Keep the interview at VisionX
●Introduce yourself and your team ● Give honest answers and give the
conversational
●Preface your note-taking behavior candidate a sense of the role/team ● Discuss how their skills and
● Be flexible about probing, moving on, or
● Explain the role (HM or 1st ● Make sure to “sell” the role / interests would fit in well at VisionX
switching topics
interviewer) company ● Thank the candidate for their time
● Be aware of your time
● Engage by making eye contact & nodding
RECOMMENDED QUESTION TYPES
Behavioral
• Past-focused
• Often begin with - “Tell me about a time
when…”
• Useful as an icebreaker to put candidate at
ease
Note: Behavioral questions are valid predictors of future performance and both past-focused and future-focused should be used in interviews.
HOW TO INTERVIEW
Thedo’s
The do’s and
and don’ts
don’ts Question development
✖✖Brainteaser
Brainteaser : “You
: “You have
have a 3-gallon bucket,
a 3 gallon a 5-gallon
bucket, bucket,
a 5 gallon When developing or revising an interview question, ask an
and needand
bucket, to measure
need toout exactly out
measure 4 gallons of water.
exactly Howofdo
4 gallons you
water.
open-ended initial prompt to present the topic of the
do it?”do you do it?”
How
response.
✖✖Leading
Leading : “How
: “How strong
strong would
would youyou say your
say your analytical
analytical skills ● Open-ended initial prompt
skills are?”
are?” ● Follow-up questions
✖✖Random
Random : “What
: “What would
would youyou
do ifdosomeone
if someone
gavegave you an
you an ● Probe as needed
elephant?”
elephant?”
✔✔Revise toto
Revise : “Think
: “Think of aoftime at work
a time whenwhen
at work you were taskedtasked
you were with
.…”
with .…”
EXAMPLE – IMPROVE THE QUESTIONS YOU ASK
✖ Closed(factual):
“What are your weaknesses?”
✔ Revise to : “What do you think are your areas of improvement?” – follow up question “How do you plan on improving these areas?”
✖ Closed (“yes / no”):

“Do you think withholding information is a lie?"
✔ Revise to : “Can you give me an example of a situation when you were asked to disclose information that was confidential?”
Use follow-up questions:
● What was the situation
● How did you handle the situation?
● What was the outcome?
WHAT SHOULD YOU AVOID ASKING DURING INTERVIEW?
Please do not ask the candidate about the following:
1) Marital Status
2) Cast
3) Religion/ Sect
4) Expected Salary
5) Personal Reasons for leaving a job
6) Substance Abuse
7) Physical Disability
8) Criminal Record
9) Age
ATTRIBUTES – WHY THESE ATTRIBUTES ARE IMPORTANT?
We need people to solve challenging problems with

ease, using data, reason & logic and no politics. We also
need people who are able to work together without
much handholding. The speed and scale of our projects We are looking for people who are masters
require people with strong analytical & leadership skills attheir corejobs,but who also have an
across all levels of the organization. People we hire aptitude to do well in a diverse teams and
need to be able to step up, take ownership and roles
influence others toachieve ourcommon goals.
Analytical
Role
Related CustomerCentric, Excellence in all you do, Take Ownership, Spark
We are looking for people who will be able to Growth& Innovation,Teamwork
inspire positive changes in those who follow.
Knowledge We are looking for people who will be able to thrive in
We need people who are generally chaos, deal with ambiguity and uncertainty, produce new
enthusiastic, energetic, and passionate. ideas, take risk and challenge the status quo. Ideal
Further, who are concerned and involved in candidate should have a bias for action, ambition,
the process and are also focused on helping Leadership X-Culture passion, drive, and to be able to work collaboratively.
each member of the organization to succeed
well.
X- COMPETENCIES
Business
Customer Focus Growth Mindset
Acumen
Experimentation Strategic Collaborative

Thinking Working
Leading Virtual Emotional

Integrity & Ethics
& Diverse Teams Intelligence
EVALUATION GUIDELINES
This person is an outstanding candidate with demonstrated evidence of their match for the role. I have
Awesome Strong no substantial concerns.
Hire
I support hiring this candidate for the role. I have minor or coachable concerns.
Good Hire
I am on the fence about this candidate’s match for the role. I’ve documented my concerns and pros
Borderline / cons in my interview feedback. I can be convinced.
No Hire
Based on my interview, I do not support hiring this person and can discuss this with the recruiter or
No Strong hiring manager, if necessary.
No Hire
I don’t have enough information to evaluate this candidate.

N/A
HR & THE BUSINESS
Invest the time up front, it will pay off over time and allow you to move faster
Kick Off Meetings Interviewing Panel Panel Guidelines

•Choosing your Interviewing Panel carefully •Assign Attributes •Must be made up of Calibrated Interviewers
•Attributes assessment •Ask well-constructed questions •No more than 4 onsite interviews
•Interviewing questions (Behavioral only) •Avoid duplication •Test on all 4 attributes
•Set feedback expectations (submit within 48
hours)
DECIDING THE PANEL FOR PANEL INTERVIEW
Be sure to assess the following attributes in the interview
1 Role related knowledge Assessed by Hiring Manager or by the first

panel
2 Leadership skills Second line manager – Second Round
3 Analytical skills Second line manager – Second Round
4 X- Culture HR/Cross functional – Final Round
Be sure to ask behavioral based questions only
After the interview, the interviewers are to share their feedback and document it with HR
SAMPLE QUESTIONS FOR EACH ATTRIBUTE
Analytical Skills
Describe a time you used metrics and statistics to address a complex business challenge. (Follow-ups: What was the
challenge you were facing? What did you learn from this experience?
Role – Related knowledge
Tell me about a partnership accomplishment that you are most proud of so far in your career? (Follow-ups: How did
you source/find it? What were the critical activities that made it possible? What were the programs/incentives
required to replicate or scale it?)
Leadership Skills
What's one major accomplishment you've achieved outside of work? (Follow-ups: What motivated you to pursue this endeavor?
What steps did you take to ensure you accomplished these? What type of impact did this have on you and others involved?)
X- Culture
Tell me about a goal that you believed in so strongly that you didn't take "no" for an answer. (Follow-ups: Why did you feel so
strongly about this goal? Who or where did you encounter resistance from, and why? How did you eventually convince others
to let your project go forward? Did you encounter other obstacles along the way? What was the eventual outcome? What did
you learn from this experience?)
BEST PRACTICES FOR A RECRUITER / HIRING MANAGER TO SPEED UP THE PROCESS OF THE ASSESS
STAGE
27
Decision & Offer
UNCONSCIOUS INTERVIEWING BIAS
Primacy Effect
• We make quick judgements and stick to our first impressions
Group Bias
• We prefer people who are members of our own groups because we identify with them
Priming Effect
• We allow things like reputation and familiarity to color our judgements
Decoy Effect
• We compare people to each other, rather than to an ideal or standard
Recency Bias
• We most clearly remember what happened most recently
HOW TO AVOID BIAS
Use all the interview time to make your decision
Reflect on the entire interview when making a rating - Decide in advance what you
consider poor, borderline, solid, and outstanding responses to your questions
Hold each candidate to the same standard and avoid - comparing candidates to
each other when assessing and selecting
Question what you and others mean by “fit”
Keep opportunities open for candidates from all backgrounds
Share your impressions of the candidate after all interviews are completed
POST-HIRE CHECKLIST
•Copy of his/her passport/CNIC

Candidate will provide the following •Details about their current compensation package
•Package expectations, anticipated start date
Offer •Being constructed and extended by People Function
•Communication with the candidate is done only by People Function

Negotiation (if applicable) •The Business can not make any offers/promises to candidates, the
business should also not mention any monetary amounts or next steps
to candidates
Useful Information
KEEP IN MIND
Before the Interview
●Get to know your recruiter, invest time in a kick off, explaining him/her the role and the team, agreeing in a search
strategy & panel
● Make sure your calendar is up to date
● Avoid rescheduling
- 60%+ of interviews are rescheduled causing a decrease in candidate experience and increasing costs
- If you really need to, talk to the hiring manager, find a replacement in your team and let the RC know
After the Interview
● Be responsive to recruiters if they ask for your initial thoughts

● Submit your feedback
● Participate in the hiring decision
MAKE A DIFFERENCE
USE ATS FOR ALL RECRUITMENT ACTIVITIES
Thank you!

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X-Learning Series

“Fundamentals of Talent Acquisition”

0 Introduction to the People Function

1 The Hiring Process

2 Hiring Process - stage 1. PREPARE

3 Hiring Process - stage 2. ATTRACT

4 Hiring Process - stage 3. ASSESS

5 Hiring Process - Stage 4. DECIDE

Asad Rizwani People Business

Shiza Khan Asim Hussain Sidra Shoaib

Existing Employees Open Positions Future Hiring

HM sends a hiring After the Approval

Approval on Comp from

Collaborative approach to Hiring

• Everyone's participation is important

• Ask yourself why are you here today?

• You can impact candidate’s experience and help grow

Timeline & New role communicated a week ago, no candidates presented

Minimum Agency Usage

Recruiter Sourcing - Applicants, HRM Sourcing - Personal/ Team

Quantifiable impact, contributions, or accomplishments such as increases in sales, patents

1 Invest Time Up Front

2 Recruiter and Hiring Manager strategize together on

3 Be proactive - this is YOUR hire - take ownership

4 Communicate Feedback and meet deadlines

•Fill the interview assessment form

•HR and line will decide on the final candidate

30min Interview 45min Interview 60min Interview

“What are your weaknesses?”

✖ Closed (“yes / no”):

● What was the situation

● How did you handle the situation?

● What was the outcome?

Please do not ask the candidate about the following:

We need people to solve challenging problems with

Experimentation Strategic Collaborative

Leading Virtual Emotional

I don’t have enough information to evaluate this candidate.

Kick Off Meetings Interviewing Panel Panel Guidelines

Be sure to assess the following attributes in the interview

1 Role related knowledge Assessed by Hiring Manager or by the first

3 Analytical skills Second line manager – Second Round

4 X- Culture HR/Cross functional – Final Round

Be sure to ask behavioral based questions only

Role – Related knowledge

Use all the interview time to make your decision

Question what you and others mean by “fit”

Keep opportunities open for candidates from all backgrounds

•Copy of his/her passport/CNIC

Offer •Being constructed and extended by People Function

•Communication with the candidate is done only by People Function

After the Interview

● Be responsive to recruiters if they ask for your initial thoughts

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