TALENT BASED HIRING PROCESS

A Study On The Impact Of Implementing A Talent Based Hiring Process And Its Impact On Employee Satisfaction Within A Healthcare Organization

A Study On The Impact Of Implementing A Talent Based Hiring Process And Its Impact On Employee Satisfaction Within A Healthcare Organization

Employee selection and hiring involves two processes. Recruitment is the process of attracting prospective employees and building a qualified applicant pool. The key element in recruitment is that all employer activities are directed to influence decisions made by the prospective employee, first to apply for the job, and eventually to accept an offer of employment. Employee selection is focused on decision making by the employer. Selection activities are all directed toward making “hire/no hire” decisions. Although in practice both of these processes occur simultaneously, it is important to recognize the important distinctions between the two.

RECRUITMENT

Generally recruitment has two purposes. First, recruitment is performed to attract or increase a qualified applicant pool while maintaining a reasonable cost to the employer. Usually a large applicant pool is desirable, because it allows for more selectivity in the selection process. Nevertheless, recruiting unqualified applicants only increases selection and recruitment costs without resulting in any real gain or potential gain for an employer. Focusing recruitment on sources appropriate for the job is much more effective than indiscriminate recruiting.

A second purpose of recruitment is to meet the social and legal obligations of the organization. Focused recruitment that tends to limit the number of applicants from protected demographic groups such as African Americans or women may cause problems when responding to affirmative action goals and timetables. Equal employment law prohibits using recruitment techniques that may limit equal access to employment on the basis of race, color, religion, national origin, or sex.

Numerous decisions are required of employers during the recruitment process. Principal among these decisions is the issue of source. Recruitment for jobs other than entry level can be strictly internal to the organization or may also involve seeking applicants from outside the organization. Promotion from within is a general policy for many organizations, whereas other organizations prefer seeking “new blood” for many positions. Whenever external recruitment is involved, decisions must be made regarding what external sources to use. Some of the common sources for external applicants include colleges and schools; professional or trade organizations; employee referral programs; walk-in applicants; direct advertising through newspapers, journals, the Internet, and other media; employment agencies; and Internet-based recruiting services. Often the choice of source is associated with the nature or level of the job. Care must be exercised when choosing sources, because different demographic groups use different sources at different rates. Using a very limited source or sources may result in unintended adverse impact on a group of prospective applicants.

Gender, age, and ethnicity can all affect applicants' perceptions of an organization, so care should be exercised regarding who performs recruitment tasks. Similarly, the apparent care and timeliness exercised by a company during the recruitment and selection process can influence applicant reactions and consequently can affect the overall ...