ELMELYN C.

POLANCOS
MASTER IN PUBLIC ADMINISTRATION
FATHER SATURNINO URIOS UNIVERSITY
PA-502A

TOPIC 2: ACQUIRING THE RIGHT PEOPLE

In today's rapidly evolving business landscape, the strategic acquisition of talent is not just an HR function,

rather, it is a critical driver of organizational success and competitive advantage. At the heart of this strategic

process is the Human Resource Management (HRM), a discipline that focuses on the systematic planning,

development, and management of an organization's workforce to optimize productivity, culture, and

employee satisfaction. Human Resource Management has a wide range of functions, including talent

acquisition, training and development of an organization’s employee, performance management,

compensation and benefits, and employee relations. The essence of HRM lies in its ability to attract,

develop, and retain talent that is aligned with the company's goals, ensuring that the important asset of an

organization, which is its people, contributes effectively to achieving organization objectives.

The process of selecting the right people, equipped with the necessary skills that are aligned with the

company's culture and values, is crucial to achieving excellence and sustaining innovation. This paper aims

to discuss the various process of talent acquisition, from the initial stages of competency-based systems

and HR planning to the concluding phases of hiring, induction, and orientation. By exploring each

component—competency-based systems, HR planning, job analysis, talent acquisition (recruitment),

screening, selection, hiring, and induction and orientation—this paper seeks to shed light on the different

strategies, practices, and theories that underpin effective human resource management.

Competency-Based Systems

Competency-based systems are an integral part of strategic human resource management, focusing on

identifying and defining the specific skills, knowledge, abilities, and behaviors required to perform job roles

effectively within an organization. Unlike traditional approaches that may prioritize academic qualifications

or years of experience, competency-based systems assess an individual's ability to apply their skills and

knowledge in practical situations. According to Spencer and Spencer's work, "Competence at Work" (1993),
ELMELYN C. POLANCOS
MASTER IN PUBLIC ADMINISTRATION
FATHER SATURNINO URIOS UNIVERSITY
PA-502A

competencies are "underlying characteristics of an individual that are related to effective or superior

performance in a job." This approach is crucial for effective HR planning as it aligns employee development

and recruitment strategies with the organization's strategic objectives, ensuring that the workforce

possesses the competencies necessary to achieve organizational goals.

The implementation of competency-based systems impacts HR practices, particularly in job analysis, talent

acquisition, and selection processes. In job analysis, competencies serve as the foundation for developing

job descriptions and specifications. They provide a clear framework for what is expected from potential

candidates and help in creating targeted recruitment strategies.

In talent acquisition, competency-based systems guide the development of assessment tools and

techniques, such as behavioral interviews and psychometric tests, which are designed to evaluate and

assess candidates' competencies relevant to the job roles. For example, a competency-based interview

might test a candidate's problem-solving skills or ability to work in a team by asking them to describe

situations where they have demonstrated these competencies in the past.

When it comes to selection, these systems enable HR professionals to make more informed decisions by

focusing on the match between a candidate's demonstrated competencies and those required for the job.

This approach not only improves the quality of hired personnel but also contributes to better job

performance and employee retention rates, as employees are more likely to grow and be satisfied in roles

that fits them.

HR Planning and Job Analysis

Strategic Human Resource Planning involves aligning human resource management strategies with the

overall goals of the organization to ensure that there is the right number of people with the right skills at the

right time to execute the organization's mission. This process requires a deep understanding of the
ELMELYN C. POLANCOS
MASTER IN PUBLIC ADMINISTRATION
FATHER SATURNINO URIOS UNIVERSITY
PA-502A

organization's strategic direction, an analysis of the current status of workforce, and forecasting future HR

needs based on the growth or changes within the organization. Michael Armstrong's work, "Armstrong's

Handbook of Human Resource Management Practice" (2020), emphasizes that strategic HR planning is

not just about filling immediate gaps but about forecasting future needs and developing a workforce that

can adapt to changing business environments. It involves succession planning, talent management, and

workforce analytics to predict and prepare for future challenges.

Job analysis is a systematic process of gathering, documenting, and analyzing information about the

content, context, and requirements of the job. It involves determining the tasks, duties, and responsibilities

of a job as well as the skills, knowledge, and abilities needed to perform it effectively. Job analysis is

fundamental to various HR activities, including recruitment, selection, training, performance appraisal, and

compensation management. According to Milton Jack, a writer from The Human Capital Hub website, job

analysis “helps the organization better understand the skills that are required for every job and the training

that is needed to teach those skills to new employees who want to do the job. It also helps the organization

better understand the weaknesses of the current job descriptions and the strengths of a new job description

that is being considered for the organization.”

Through comprehensive job analysis, HR professionals can develop job descriptions that serve as a

cornerstone for recruitment, clearly outlining the roles and responsibilities associated with a position. This

clarity helps in attracting the right candidates, thereby streamlining the recruitment process. Moreover, job

analysis plays a crucial role in establishing performance standards against which employee performance

can be evaluated, linking directly to the competency-based systems discussed earlier.

Talent Acquisition (Recruitment)

The aspect of talent acquisition has undergone significant transformation with the advent of digital platforms

and social media channels. Platforms like LinkedIn, Zoho Recruit, and Glassdoor have become pivotal in
ELMELYN C. POLANCOS
MASTER IN PUBLIC ADMINISTRATION
FATHER SATURNINO URIOS UNIVERSITY
PA-502A

modern recruitment strategies, offering access to a global talent pool and enabling employers to reach

potential candidates more effectively than traditional methods ever allowed. Breaugh (2013) emphasizes

the strategic advantage of leveraging diverse recruitment channels to enhance job visibility and attract a

broad spectrum of candidates, suggesting that success in recruitment is increasingly dependent on an

employer's ability to navigate the digital landscape. Thus, the more digitally visible the organization is, the

more candidates they attract, making their options wider.

Another key component of successful talent acquisition is the development of a strong employer brand.

Companies that effectively communicate their values, culture, and employee benefits are more likely to

attract top talent. Google is often cited as a prime example of this practice, known for its innovative culture

and extensive perks, which make it highly attractive to job seekers globally. Alongside employer branding,

the adoption of Applicant Tracking Systems (ATS) and recruitment software streamlines the hiring process,

from job posting to candidate selection, by automating and optimizing each step based on predefined

criteria. Google’s ability to hire people wherever they are adding leverage to the attraction of interested

applicants since it provides flexibility.

Google's recruitment approach compared to that of a small tech startup illustrates the adaptability of talent

acquisition strategies to different organizational contexts. Google, with its vast resources and strong

employer brand, can attract a high volume of applicants through its reputation and use of analytics in

recruitment. In contrast, a small tech startup may focus on more targeted strategies such as social media

campaigns, employee referrals, and networking events, emphasizing a close-knit community and the

opportunity for significant individual impact. The screening and selection phase of talent acquisition is

crucial for identifying candidates who not only possess the required skills and competencies but also align

with the organization's culture and values. This part of the talent acquisition process ensures that the

investment in recruitment yields the best possible hires through meticulous evaluation and assessment

techniques.
ELMELYN C. POLANCOS
MASTER IN PUBLIC ADMINISTRATION
FATHER SATURNINO URIOS UNIVERSITY
PA-502A

Screening and Selection

Screening is the first critical step in narrowing down the applicant pool to those most likely to succeed in

the role. Modern screening methods have evolved beyond simple resume analysis to include sophisticated

online assessments and software that can parse large volumes of applications to identify the most

promising candidates. In addition to software, organizations increasingly rely on online assessments to

gauge candidates' abilities in specific areas such as logical reasoning, technical skills, and even cultural fit.

These assessments provide objective data that can be used to make informed decisions about which

candidates should proceed to the next stage of the selection process.

The selection process involves a deeper evaluation through interviews and assessments. Interviews, are

an essential step for understanding a candidate's experiences, motivations, and fit with organizational

values. In this part, the hiring person or company may ask candidates to provide examples of past behavior

as indicators of their future performance in similar situations, based on the common belief that past behavior

is the best predictor of future behavior.

Assessments offer a more comprehensive method for evaluating candidates, typically involving a series of

exercises that simulate real job tasks and environments. These can include hands-on or on-the-job activities

or tasks, group discussions, presentations, and role-playing exercises designed to assess a wide range of

competencies and personality attributes in a controlled setting.

Hiring and Induction

The final stages of the talent acquisition process, hiring, and induction, are critical in ensuring that the effort

invested in identifying and selecting the right candidate would result into a successful long-term employment

relationship. This phase not only involves making a compelling job offer but also effectively integrating the

new hire into the organization through thoughtful induction and orientation programs.
ELMELYN C. POLANCOS
MASTER IN PUBLIC ADMINISTRATION
FATHER SATURNINO URIOS UNIVERSITY
PA-502A

The job offer letter serves as the formal invitation for the candidate to join the organization. It should clearly

articulate the position's role, responsibilities, compensation package (including salary, benefits, and any

bonuses), start date, and any other pertinent details such as confidentiality agreements or contingencies

related to the offer such as background checks and medical tests. It's crucial that the offer letter conveys

excitement about adding the candidate to the team, reinforcing the value they bring to the organization.

Often, the initial offer is the starting point for negotiations. Candidates may seek adjustments to salary,

benefits, work arrangements, or other conditions of employment. Effective negotiation is about finding a

balance that satisfies both the candidate's needs and the organization's capabilities and constraints,

meeting halfway. Transparency and openness during negotiations help build trust and can be a decisive

factor in the candidate's decision to accept the offer.

A published article entitled “Human Resource Management” from the online library of the University of

Minnesota discussed some pointers on how to make an offer to a selected candidate. According to Paul

Falcone, vice president for human resources at the Fortune 500 company Time Warner, detailed

information should be asked of the candidate before the offer is even made (Falcone, 2011). He says that

as soon as the offer is made to the candidate, power is shifted to the candidate. He suggested some

questions that can be asked during the interview to have an initial idea on the candidate’s salary

expectations such as:

1. “If we were to make a job offer today, when would you be in a position to accept or reject the offer?”

If the candidate answers “right now,” this indicates they do not have other job offers other than your company

or if they do, you are their first choice.

2. “At what point, money wise, would you accept our job offer and at what point, money wise would you

reject the offer?” This question would help the company have an idea of the expectation of the candidate.

If the candidate won’t respond right away, you can further clarify by asking, “I am asking this question because

I would like to gauge your interest level. Share with me the ideal salary offer versus at what point you would

be willing to walk away from this opportunity.”

ELMELYN C. POLANCOS
MASTER IN PUBLIC ADMINISTRATION
FATHER SATURNINO URIOS UNIVERSITY
PA-502A

Once the candidate accepts the job offer, Induction and Orientation phase comes after. This phase is

designed to welcome new employees and familiarize them with the organizational culture, values, policies,

and their specific roles within the company. This phase is crucial for ensuring a smooth transition, building

a strong foundation for the new hire's relationship with the organization, and accelerating their path to

productivity. Orientations often include a mix of informational sessions, workshops, and mentoring or buddy

systems to support the new employee through their initial period in the organization.

These Human Resource practices that are involved in acquiring the right people reveals the relationship

between theoretical frameworks and practical applications in the field of Human Resource Management. It

highlights the importance of a strategic, competency-based approach to talent acquisition, which is critical

for building a workforce capable of meeting the current and future challenges of the organization.

As technology continues to evolve, so too will the strategies and tools available for talent acquisition and

management. Artificial intelligence (AI), internet, machine learning, and analytics are expected to play

increasingly significant roles in enhancing the efficiency and effectiveness of recruitment processes, from

identifying potential candidates to predicting job performance. Furthermore, the growing emphasis on

diversity, equity, and inclusion in recruitment strategies highlights the need for HR practices to evolve in

response to societal changes and expectations.

ELMELYN C. POLANCOS
MASTER IN PUBLIC ADMINISTRATION
FATHER SATURNINO URIOS UNIVERSITY
PA-502A

REFERENCES:

 Spencer, L. M., & Spencer, S. M. (1993). Competence at Work: Models for Superior Performance.

John Wiley & Sons, Inc

 Armstrong, M. (2020). Armstrong's Handbook of Human Resource Management Practice. Kogan

Page.

 Breaugh, J. A. (2013). Employee Recruitment. In Kozlowski, S. W. J. (Ed.), The Oxford Handbook

of Organizational Psychology, Vol. 1. Oxford University Press.

 Falcone, P., “The New Hire: Five Questions to Ask before Making the Job Offer,”

 https://www.thehumancapitalhub.com/articles/the-importance-of-job-analysis

 https://open.lib.umn.edu/humanresourcemanagement/chapter/5-5-making-the-offer

 https://resources.bayt.com/5-ways-you-can-convince-candidate-to-accept-offer

 https://hiring.monster.com/resources/recruiting-strategies/talent-acquisition/making-a-job-offer/