Stage One: Planning
The first stage of the cyclical nature of the talent acquisition process is thorough planning and identifying the organization’s needs and priorities. To hire an appropriate and talented person, it is essential to understand what tasks they should perform and how they will benefit the organization. In other words, the new worker should be suitable for the entire working mechanism of the company. Therefore, the first step requires a concrete plan to fulfill a specific purpose through hiring new talent.
Stage Two: Sourcing
After creating a plan, the process of sourcing begins to find possible candidates. To accomplish this goal, HR managers can utilize various tools, including social media platforms such as Facebook and specialized applications like LinkedIn, as well as review advertisements for job applications. Notably, it is essential to utilize as many sources as possible to identify the most suitable and talented candidates in the market. It is essential not to prioritize specific sources, as the ideal candidate for the position may not have a specific social media account or be registered on another online platform.
Stage Three: Screening
One of the most necessary stages that should be conducted qualitatively is the screening of the identified candidates. At this stage, managers should thoroughly research all the resumes and materials regarding potential candidates. It is crucial to be rational and unbiased when choosing the right person for a job position.
Additionally, the screening should be conducted using specific approaches. For example, according to Chun and Evans (2023), “the external talent acquisition process requires aggressive and creative recruitment practices to address underrepresentation, anticipate workforce needs…” (p. 12). In other words, at this stage, the company should be highly attentive, creative, and unbiased as it observes dozens of potential candidates.
Stage Four: Interviewing
After selecting the most appropriate candidates and narrowing down the number, it is necessary to conduct qualitative interviews with them. Here, the plan created at the beginning of the process should be implemented in the process. It is essential to do this because it helps align the potential candidate’s skills and knowledge with the organization’s needs and concerns. The manager should assess the candidate’s skills, experience, and knowledge that are most suitable for the job position. Notably, at this stage, the manager should also position the company from the best perspective and create a welcoming atmosphere for the potential candidate.
Stage Five: Selection
While conducting the fifth stage, the manager should select the appropriate person for the job position by narrowing possible candidates. During this process, one of the key factors that the HR specialist should consider is aligning the candidate’s skills and knowledge with the company’s needs. Moreover, aspects such as the person’s communicational skills, their experience in similar or the same positions, and other factors should be taken into account.
Stage Six. Onboarding
Once the new employee has been chosen and the contract has been signed, it is essential to introduce the new working space and colleagues to the new worker respectfully and appropriately. Notably, the authors Chun and Evans (2023) in their book state that successful hiring is only half the way (Chun & Evans, 2023). The second crucial part is to integrate the new worker into the collective and ensure that the atmosphere is welcoming and sincere. As Chun and Evans (2023) state, “organizations must provide a welcoming climate characterized by inclusive workplace practices and a supportive infrastructure” (p. 12). It is essential to create qualitative opportunities for new talent to retain them within the company and leverage their talents and skills.
References
Chun, E., & Evans, A. (2023). The new talent acquisition frontier: Integrating HR and diversity strategy in the private and public sectors and higher education. Taylor & Francis.