Talent Acquisition HRM

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Talent Acquisition

Talent acquisition is the process of finding, sourcing and acquiring skilled manpower fit for the specific job needs of an organization. The team for talent acquisition needs to assess the goals of the company and align the requirements of the job accordingly. The team is responsible for finding, acquiring, assessing and hiring candidates who will be an ideal fit for the company. It also needs to assess the growth potential of the employee and the position itself, so as to maintain the required level of motivation for the employee.

It is imperative to understand that talent acquisition goes beyond than just filling up vacancies. It creates a talent pool in order to help the organization grow, career development of the employee and retention of the skilled labour force. Creating and maintaining a talent pipeline can help the organizations gain a competitive advantage over their rival organizations. The process of talent acquisition can be divided into 5 distinct phases, with each phase output feeding into another as input, as shown below:


1. Job Benchmarking Phase: Job benchmarking should be done on the basis of an ideal employee for that position. Many companies fall into the trap of benchmarking a job based on their top performers. By doing so, they seriously limit the quality of hires and the growth potential through the hiring process. The benchmarking process itself can be divided into some sub-processes:

a. Identify the job to be benchmarked

b. Identify the in-house subject matter experts (SME) c. Define and weigh key accountabilities

2. Success Profile Documentation Phase: This involves collecting and reviewing job assessment data from each SME. Each of them should complete an assessment of the requirements for top performers in the new position. This will, in turn, help in understanding the specific needs and job tasks a new hire would have to complete.

3. Talent Acquisition Strategy Phase: Workforce planning comes as the

biggest challenge for a company as they identify quality talent and seek to build a sustainable talent pipeline at the same time. These 2 strategic actions are very closely intertwined. Companies also rely on Applicant Tracking Systems (ATS) & Social Media to screen and identify top talent required to suit their needs.

4. Interviewing and Selection Phase: Companies traditionally have been using tests and psychographic assessments to screen the candidates before they progress to the hiring manager for final interview. This greatly helps the hiring manager to speed up the process as all the shortlisted candidates are pre-assessed. Also, companies involve the


services of a third party to carry out a background check of candidates before final offer is rolled out.

5. Training On-boarding Phase: All new hires look forward to a smooth on-boarding process in a new company. From the employer’s perspective, it would pay rich dividends if there is a team which solely looks for smooth transition of employees to the new environment. Traditionally, new hires used to receive some form of training, structured and unstructured, during the initial days of employment. These days, this process has moved more towards sharing content, connections and other pre-joining activities from the day the offer is accepted. These activities help the new hire acclimatize quickly to the new environment and hit the ground running from day 1.


Talent Management is a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees. The goal of talent management is to create a high-performance, sustainable organization that meets its strategic and operational goals and objectives.

Key aspects of talent management •360 deg. assessments •Leadership development •Total Rewards •Recognition programs •Onboarding •Strategic plan/goal alignment •Performance management •Recruitment •Workforce planning •Succession management Source Align Learn and Develo p Reward


Key Talent Management Processes

SOURCE Recruiting Workforce planning Succession management ALIGN Onboarding

Strategic plan/goal alignment

Performance management


360° assessments

Leadership development

Professional development

Career pathing/Career development



Recognition programs




HPCL-Mittal Energy Limited (HMEL) is a joint venture between Hindustan Petroleum Corporation Limited (HPCL) and Mittal Energy Investment Pte Ltd, Singapore, a Lakshmi N Mittal Company. Both the JV partners hold a stake of

49% each in the company and the remaining 2% is held by financial institutions. HMEL operates the Guru Gobind Singh Refinery of 9 MMTPA at Bathinda in Punjab.


HIRING PROCESS •Hired External

consultant – ABC consultants for Executive •Written and Interviews(conducted by consultant) •Selected candidates •Technical Interview •HR interview by HMEL •Final Round with Director

Level Executive •`Hiring from Oman ;

Saudi Arabia for Control Rooms & Switchyards •Engineers from NIT’s •MBA from Foreign


JOB DESCRIPTION •Executive Level – Job description developed by HR personnel's •Vetted by Technical Staff •Handed over to HR

consultant to find suitable candidate •Work Experience rated

Highly in the industry •Expatriates -

•Gulf- relevant experience and remuneration a major factor

•Engg. – Job profile a major criteria

TALENT ENTRY STRATEGY •Entry Level Engineers •Specialised Roles –

Foreign Hiring •MBA – PS to Directors –

Foreign Universities •Hire and Fire Policy •5 % Firing each year •Low Performing People

asked to leave

SUCESSION PLANNING •Identification of critical

responsibilities •Leadership Training &

Specialised Workshops organised

•Employee sent for Specific knowledge enhancement courses – MDP’s in foreign Universities

•Top performers identified by review policy and grommed for higher management •Middle level trainings

given to people with 9 +yrs experience

REVIEW POLICY •Executive Grade • Three Levels of Review • 360 degree of

evaluation. 2 rating providers at all levels •E-Map – Moving ahead

with performance – Scorecard approach •Interview cum Future

planning with DRO •Supervisor Grade •E-Map – Scorecard


•Confidential report from Direct reporting Officer





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