TA- THE SCENARIO

23-09-2021 1
TA has a cost
Talent acquisition is one of the greatest expenses of any
corporation, representing between 60 and 70 percent of
an employee’s salary.

Hybrid workspace model and leveraging the right

technology to acquire the best available talent in the
market.

The solution rests in leveraging technology-based

solutions to innovate strategies that can aid in better
business outcomes by bringing in the best talent
available in the market. 23-09-2021 2
What is the current challenge with
respect to Strategic TA
► A recruiter may spend days going through countless resumes before even making his or
her first call to a qualified candidate to talk about availability for a given engagement…
► How to cut through this???
► What if we cut through all of that?
► Answer is….
► What an AI algorithm search engine does is find suitable candidates based on a number
of criteria, such as recent experience, that we can’t process through naked eyes alone.
AI automation helps you find the top five to ten most suitable candidates for the job in a
fraction of a minute. Once you have these top candidates, you can pick up the phone
and spend more time with them to actually build a relationship.

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…contd

► The biggest challenge today are the dropouts.

► The most qualified talent is the most in-demand, so engagement is critical.
► If you have the best technology, you can find the top candidates more
quickly and therefore engage more quickly. This gives you the time you need
to build the relationships and trust you need to make placements.

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People Analytics in TM
► Without technology, it's very hard to drive volume.
► Identification of the candidate’s perspective through technology
► 99% of the time, recruiters look into the candidate's skills, but what about
fit?
► For example, has the candidate worked in this kind of environment before?
► The people side of the data is also very important, particularly in terms of
long-term retention.
► One must know a candidate will fit well given team dynamics and product
managers.
► That’s where people analytics comes into play.

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Timing is another challenge

► Finding the talent they want when they want.

► The second greatest challenge these firms face is compliance.
► Finally, there’s candidate engagement and workforce management.
► Candidates are not a commodity that can be shipped overnight by Amazon.
This is one reason the entire talent management lifecycle must be
considered.
► By leveraging AI-driven staffing technology, one can evaluate top performers
and expand the talent pipeline by finding similar talent that’s well matched
to your team fit and organizational requirements – all while meeting
compliance requirements too.

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New World of Work

► In today’s hybrid workforce, there are two sides of the coin to consider.
► One is that teams are more productive working from home – perhaps because they’re more
motivated.
► However, the other consideration to keep in mind is that they’re not necessarily as
innovative, because there’s no collaboration or engagement at the level there was in the
office.
► So, how do we balance these two things? How do we encourage flexibility and also create a
virtual space for thinking outside the box?
► CEIPAL, opened a 30,000 square foot space that’s colorful, inviting, and hopefully hip –
right in the middle of Hyderabad to ensure innovation continues through journey together
to the other side of the pandemic.
► The Co wants people to come to the office, be excited about it and work through our
biggest challenges as a team.
► it's good to keep your eyes on productivity, but we must never lose sight of innovation.
Ultimately, that’s what drives us forward and defines progress – even in the face of
adversity.
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Hiring with Confidence: TA
 Effective hiring
involves predicting
the performance of
people
you don’t know.

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Objectives
• Outline the hiring process
• Develop interview questions that lead to a
successful hire
• Identify what questions you can and cannot ask
• Evaluate the applicant
• Provide tools to hire the best candidate
Stage one: Recruiting

Identifying the Recruiting Process

Partnering with your HR Talent Acquisition Specialist
(TAS)
Determining Recruitment Sources

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Understanding the Recruitment Process:
The Position Posting Process
Step Action

One Position is created and maintained in SAP

Two Position goes through Workflow (approval process)

Thre Position is received in HR

e
Four Talent Acquisition Specialist (TAS) works with hiring
manager to develop posting and discusses
recruitment strategy

Five Position is posted on HR Careers website

Six Hiring manager will receive notification that the

position is posted

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The Hiring Process

Step Action
One Applicants apply
TAS reviews and forwards resumes to hiring
Two
manager
Thre
Interviews Candidate
e
Four Reference Checks completed
Five HR extends the offer and does background checks
Six Applicant is hired and onboarding begins
Once your position has been posted to the website, you will receive a
SilkRoad Recruiting login account.
Login = BU login
Password will be sent from OpenHire

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BU Recruitment Sources
• BU HR website
• HERC (Higher Education Recruiting Consortium)
• Higher Ed Jobs
• Inside Higher Education
• Linked In (by request of manager or upon
recommendation of TAS)
• Most jobs are pulled automatically to Indeed,
Simply Hired and Glassdoor, as well as, some
other aggregate sites
• Other sites or publications are discussed with
hiring manager. Payment for these sites is by
the department
• Terrier Temps
Maximizing Posting Descriptions
• Use conventional job titles
• Keep abbreviations in mind
• Write job responsibilities using action verbs
• Include time and travel requirements
• Differentiate the requirements i.e. preferred
skills, required skills
• Consider the length of the job description
STAGE TWO: INTERVIEWING
Establishing job competencies (skills, behaviors and attitudes)
Reviewing candidate materials
Preparing questions
Interviewing the candidate

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Establishing Job Competencies
• Outcomes
- What do you want this person to accomplish?
• Skills
- What actual skills and knowledge must a person
possess to achieve the desired outcomes?
• Experience
- What experience is necessary?
- What experience is helpful, but not absolutely
necessary?
• Organizational Alignment
- What does the specific environment of this position
require?
- What personal characteristics are helpful in being
successful in this position?
What to Look for in a Resume
• Signs of achievement
• Specific results
• Transferable skills and experiences
• Appropriate education and work background
• Continuity and duration of employment
• Gaps in time
• Unclear, incomplete or conflicting information
• Large numbers of relocation
• Job changes that do not indicate advancement
• Accuracy in spelling, grammar and format
Lawful or Unlawful
Questions
Lawful/Unlawful
• Gender
• Sexual Orientation or Sexual
Identity
• Genetic Information
• Race
• Color
• National Origin
• Religion
• Age
• Disability
• Convictions
• Status in Military
• Marital or Parental Status
Types of Interview Questions
• Behavioral
• Situational
• Rapport Building
• Open-ended
• Closed
• Contrary evidence
 Behavioral interviewing

The single best predictor

of future behavior
is past behavior!

Ask for specific examples which show what the candidate has done in the past and what
he/she would do in the future.
Behavioral Interviewing
• A person’s past performance
• A person’s motivations, thought process,
decision making process, assessment of
situations, problem-solving skills, analytical
skills and action taken
• Application of prior experience to future
job-related situations
Example 1

Question Answer
What are your strengths? I think I’m a hard worker.

Behavioral
Tell me about a project that required you to put in
some extra effort to meet a deadline.

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 ASK BEHAVIORAL
QUESTIONS

“Tell me about a time when . . .”

you demonstrated the job criteria
we’re interested in.
How to Start the Questions
• Tell me about a time when you exhibited ……
• Give me an example of a time when you had to ….
• Describe a situation in which….
• Describe a time when you had a particular difficult
situation with a customer and what you did to
handle that
• Tell me about a work situation where you had
to….. and what you did to do that
• Have you ever had to….? Tell me about…and how
you handled it
• Let’s say you encounter the following
situation….how would you deal with it?
Use STAR to Ask a Behavioral Question

ST
Situation/Task = The background or
context in which the person acted

Action = What the person did in

A
the situation

R
Result = The effects of the person’s
actions
Situational Interviewing Questions
• This is when the candidate may not have the
actual experience you are looking for
• You want to “see”:
- How the candidate would assess the situation
- Their thought process in resolving the situation

• If you were to develop a program for our

department, what would you do?
• You have multiple tasks to accomplish. How
would you prioritize the tasks?
Effective Questioning Techniques
• Rapport building questions
- Do you think it will ever stop raining?
• Open-ended questions
- What do you like about your current job?
• Closed questions
- How many years have you worked in healthcare?
Effective Questioning Techniques
• Contrary evidence questions
- You mentioned you work hard to build your
customer service team. Can you tell me about a
time when it didn’t work?
• Silence
- It’s okay. Take some time to think about it
before you answer.
Interview Agenda
• Greet candidate • Give candidate
• Establish rapport opportunity to ask
• Set agenda for the day Questions
• Announce note-taking • Describe job &
• Prepare questions organization
• Probe to clarify • Ask for references that
understanding verify job performance
• Describe interview
process (& highlight next
steps)
• Escort candidate out
• Private Location, free
from interruptions

* Adopted from “Selection Process: Sample How To’s and Tools for Success” by HR Consultant
Donna Angelico
Take Notes
• Inform the candidate that you will take notes
• Write down positives and negatives
• Use key words and phrases to remember
• Code key facts with *
• After interview - evaluate behaviors
• Make sure your conclusions have supporting
examples
The Do’s of Interviewing
Do ask all candidates the same questions
Do use the Interview Guide
Do find out type of work
environment/management style candidate prefers
Do engage multiple members of current staff for
interviewing

What questions can you ask in an interview?

1. Would I ask all candidates this question?
2. Is it relevant to the job they will be
performing?
3. Does it have the effect of being
discriminatory?
At the End of the Interview
• Review notes to see if you need any more
information
• Provide an overview of position and role in
organization
• DO NOT provide feedback that could be
interpreted as an implied promise of employment
• Verify that candidate is interested in position
• Elicit questions and provide answers
• Explain interview process and next steps
• Thank the candidate for coming
• Escort the candidate to the next interviewer
 STAGE THREE: SELECTION

✔ Evaluating objectively
✔ Checking References
✔ Making the contingent job offer
✔ Conducting the Background Check

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Evaluate Candidates
• Understand selection criteria in advance
• Complete assessment while interview is fresh in
mind
• Assess candidate’s responses in all selection
areas
• Compare to skill proficiency levels
• Base conclusions on facts, examples and
observations
• Identify strengths and limitations in each area
• Note areas of weakness or weak data for
discussion
• Participate in interview team discussion
* Adopted from “Selection Process: Sample How To’s and Tools for
Success”
by HR Consultant Donna Angelico
Staying Objective in Evaluating Candidates
• Central tendency
• Evaluator consistency
• First impressions
• Halo/Horn effect
• Leniency/severity
• Similar-to-me
 The Selection Process
Component Steps

Prepare the • Notify Talent Acquisition Specialist when approaching a

job offer finalist(s)
• If external candidate, Talent Acquisition will reach out to
schedule HR Interview
• Discuss details of the offer with your TAS and if
applicable with Business/Finance office i.e. salary
expectations, start date, etc.
• Manager needs to complete the Position Offer Detail
Form
Check • Reference checks can be done by manager or TAS; part of
References TAS Service Level Agreement
• Complete at least two external references
• If internal finalist, the finalist’s direct Supervisor must
supply you with a written reference, which should then
be forwarded to your Talent Acquisition Specialist
• Use Reference Check Form – a written summary must be
sent to HR 23-09-2021 38
The Selection Process

Component Steps

Make the • Only Human Resources can extend an offer of

contingent job employment
offer • The Contingent Offer is pending Background Check
• HR will submit the Background Check

Conduct • Background checks must be conducted for all employees

Background - may take up to 2 weeks
Check • Certain positions may require CORI/SORI checks
• Plan accordingly!
• Finalist cannot start in the position until the background
check is completed and approved by HR

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If Candidate Doesn’t Accept the Position
Determine with Talent Acquisition Specialist:
• To offer the position to your #2 candidate
• Reassess the candidate pool and invite new
people in for interviews
• Reassess the job description
If Candidate Accepts the Position
• Notify in person interview candidates that they
were not selected
• Send your Talent Acquisition Specialist:
• List of candidates you personally notified to
prevent duplicate communications
• EEO information for the position (gender and
race) of all those who were interviewed
• Contact new hire to welcome and confirm start
date
• Prepare Onboarding process
- Communications: inform staff of the employee’s
arrival
- Logistics: work space, office supplies, computer
equipment
- Plan or Schedule: training, first day activities
Stage four: onboarding
✔ Preparing before the employee starts
✔ Orientation
✔ Department orientation

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Why is Onboarding Important?
Providing a welcoming, collegial, and professional
environment, as well as, the tools and resources is
necessary to ensure a new hire’s success at BU.

• Provides information about the university’s culture

• Covers compliance items such as policies and
required new hire paperwork
• Gives clarity to the position and performance
expectations
• Ensures a connection between colleagues, the
department and the university
Stages of Onboarding
• Prior to employee’s arrival
• Inform staff of the employee’s arrival
• Set up and clean the new employee’s office space
• Work with IT to obtain and set up computer equipment
• Day One
• New Hire Orientation
• Tour of the building/office/facilities
• Check in with new hire to review work schedule, dress
code, office protocol
• Week One
• Introduce the new employee to staff
• Establish access to appropriate computing resources,
electronic files, copier, fax machines
• Review the position description

Resource: Onboarding on www.bu.edu

http://www.bu.edu/hr/manager-resources/onboarding/orienting-your
-new-employee/
Onboarding System – Red Carpet

New Hire
New Hire New Hire sets receives
receives up BU login access to
invitation, name & Onboarding
once hired Kerberos portal for task
into SAP password list, policies &
forms

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Thank you