人才获取计划(TalentAcquisitionPlanning-ALeadingITCompany)
人力资源术语
人力资源术语人力资源术语是指人力资源管理领域中常见的术语、词汇和表达方式等，涉及到人力资源的各个方面，包括人才招聘、薪酬福利、员工培训发展、绩效管理、离职制度以及企业文化等。
下面就人力资源常用术语做一个详细介绍。
一、Talent Acquisition（人才招聘）这是指企业为寻找并吸引合适的员工而采取的一系列措施。
企业通过制定薪资体系、岗位需求分析、人才搜索等方式，将自己的人才需求传达给外部候选人，并采用多种渠道吸引合适的人才加入企业。
二、Compensation and Benefits（薪酬福利）薪酬福利是人力资源管理中最为关键的部分之一，它涉及到员工的薪资、奖金、津贴、保险、退休金等方面。
目的是为了满足员工的收入和福利需求，并激励员工积极工作，增强企业的凝聚力、竞争力。
三、Training and Development（培训发展）企业为了提高员工技能、知识和能力而开展的各方面活动。
此项活动在员工培训、知识传递、企业文化建设、培养产业顶尖人才方面，具有重要意义。
四、Performance Management（绩效管理）为了对员工在工作中所表现出的能力、技能和效率等方面进行合理评估和管理。
通过考核制度和绩效评估，推动员工获得培育、进阶和提升的机会，同时有助于提高企业的工作效率与运营效益。
五、Leaves of Absence（休假）休假常常是员工因个人原因而需要离开工作岗位的时间。
企业需要管理和记录员工在不同类型的休假中所占用的天数和时间，以便确定员工的福利或督促员工按照规定的休假时间进行请假。
六、Organizational Culture（组织文化）组织文化是企业创建和培育的一个全球性的概念，它由组织的价值观、行为准则、政策规范、语言、传统地位等构成。
组织文化被认为是一个强大的工具，可以影响员工的行为、价值观和意识形态。
七、Employee Relations（员工关系）员工关系是企业与其员工之间重要的联系和沟通，涉及到员工工作时所需的交流、反馈和支持等方面。
talent acquisition 岗位 -回复
talent acquisition 岗位-回复什么是人才招聘（talent acquisition）？人才招聘（talent acquisition）是指寻找、吸引和选择符合组织需要、具有潜力和能力的人才，以满足组织的人力资源需求。
随着全球市场竞争的加剧和经济的发展，人才成为了企业最重要的资源之一。
因此，人才招聘变得尤为重要，它不仅仅是填充岗位空缺，更是为企业创造核心竞争力的机会。
为什么人才招聘对企业重要？人才是企业发展的核心驱动力。
拥有合适的人才可以帮助企业提高业绩、发展创新和保持竞争力。
通过人才招聘，企业可以选择那些具有相关技能和经验的人员，他们可以为企业创造价值和帮助公司实现目标。
合适的人才还可以提供新的思维和创新，推动企业迈向更高的水平。
此外，招聘合适的人才还可以降低培训和人员流失的成本。
因此，人才招聘对企业来说非常重要，它直接影响着企业的成功和发展。
人才招聘的流程是什么？人才招聘过程是一个系统化和持续的活动，涉及多个步骤和决策。
下面将详细解释人才招聘的流程：1. 需求分析：首先，企业需要明确自己的人力资源需求，并准确描述所需要的岗位职责、资格要求和期望的技能。
这个步骤涉及与相关部门和团队进行沟通，确保招聘与企业战略和目标相一致。
2. 员工提供渠道策划：企业需要确定合适的渠道来吸引人才。
这可以包括发布招聘广告、利用社交媒体、与招聘机构合作以及内部推荐等。
不同的渠道可以吸引到不同类型的人才，因此企业需要根据自身需求来选择合适的渠道。
3. 筛选和评估：一旦收到应聘者的简历和申请，企业需要对他们进行筛选和评估。
这可以包括电话面试、在线测试以及面对面的面试等。
企业需要根据预先设定的标准来评估应聘者的技能、经验和适应能力，以便找到最合适的人选。
4. 背景调查：在最终确定候选人之前，企业需要进行背景调查。
这可以包括检查候选人的教育背景、工作经历、参考人以及其他相关信息。
背景调查可以帮助企业确认候选人的真实性，并确保他们符合企业的价值观和文化。
社招人才获取计划流程
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TALENT RECRUITMENT PLAN
人才招聘计划
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C ATA L O G
01 公司介绍
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TALENT RECRUITMENT PLAN
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talentaquizition人才获取
talentaquizition⼈才获取TALENT ACQUISITION:A CHALLENGE FOR HUMAN RESOURCEPROFESSIONALSMrs. Rashmi MathurStudent MBA Semester IV, Department of Management StudiesLachoo Memorial College of Science and Technology, JodhpurABSTRACTTalent is an individual's natural ability aptitude or capacity; it is a "human capital" for the organization. In general there are various types of talent namely, directly productive talent, academic talent and talent in social and cultural sectors. In the coming decades, the demand for talented people will far exceed the availability of skilled workers - at all levels, and in all industries. Getting the best talent, and keeping the talent we have is becoming intensely competitive. Most corporate sectors say that the biggest constraint to pursuing growth opportunities is talent. Therefore, the human resource professionals are adopting talent acquisition approach. The core concept of talent Acquisition is to tap into the 'top performers'. Taking the long term strategic approach to talent Acquisition will have a huge impact on how an approach is made to a candidate, if approach is strategic in nature the intent of the call is to go much further, and the conversation becomes more relationship building. Talent Acquisition is similar to the Acquisition of Customers. Thus by doing proper staffing, Recruiting, managing talent within organization and identification of top performers for further development will help in meeting the challenge of acquiring talent.. Hence the key to talent acquisition is not finding talent but also increasingly, about developing it.“I believe Talent is like electricity. We don’t understand electricity, we use it. You can plug in to it and light up a lamp.”Maya Angelov INTRODUCTIONTalent is considered to be an innate, personal gift possessed by relatively few people. In essence, someone with talent has an aptitude to do certain things. Each and every individual has some talent but in organizational term talent is more related to job profile or vacancy. Talent is an attribute of high mental and artistic ability with special aptitude. A talent seems rare and precious thing, bestowed on special, far-away people. They are different. Talent can be referred as an individual’s natural ability, aptitude or capacity. It does not only mean just those individuals in the organization with the extraordinary high intellect.LACHOO MANAGEMENT JOURNAL, Volume 1, Number 1, July – December 2010 103Oxford English Dictionary (eleventh edition) defines talent as a noun, means nature aptitude or skill. People possessing aptitude or skill in their work and show their ability to the company.The term "gifted and talented" when used in respect to students, children, or youth means students, children, or youth who give evidence of high performance capability in areas such as intellectual, creative, artistic, or leadership capacity, or in specific academic fields, and who require services or activities not ordinarily provided by the school in order to fully develop such capabilities but for organizations there are various types of Talents.Most of the treatments of brain drain and talent mobility in the literature consider an aggregate of “human capital”. This analytical simplification masks a reality in which there is a variety of different types of talent with different motivations to move and with varied development impact.(i) Directly productive talent:This includes the mobility of entrepreneurs, engineers and other technical talent, technology innovators and business creators. These are people who engaged directly in activities that lead to the actual production of goods and services.(ii) Academic talent: This includes the mobility of scientists, scholars and international students. These are individuals that often work or study in universities, research centers and think-tanks and are devoted to the production and/or Acquisition of scientific and scholarly knowledge that may be eventually translated in commercially valuable products and inputs.(iii) Talent in social and cultural sectors:This encompasses the mobility of medical doctors and nurses in the health sectors. This talent is engaged directly in the provision of critical social service such as health. In turn, “cultural workers” such as writers, painters, musicians and other people are engaged in artistic and cultural creative activities that have a value of aesthetic enjoyment and personal development. These are people who write books, produce movies, paintings, handicraftand other cultural goods.A CHALLENGEIn the coming decades, the demand for talented people will far exceed the availability of skilled workers - at all levels, and in all industries. Before proceeding further, let’s have a look at the following figures:It is estimated that at least 1/3 of business failures are due to poor hiring decisions and inability to attract and retain the right talent.The average cost of replacing a manager or professional is 1.5 to 3 times salary. The cost of working around an under-performer can run as high as six figuresThe cost of consistently failing to attract and retain good talent – including declining productivity, morale, culture and reputation - is inestimable.104 LACHOO MANAGEMENT JOURNAL, Volume 1, Number 1, July – December 2010Each vacant position costs your organization Rs. 60,000 on average. For some management positions, it can easily run into six figures.Getting the best talent, and keeping the talent you have is becoming intensely competitive. Most corporate officers say that the biggest constraint to pursuing growth opportunities is talent.So we mean by the term Talent Acquisition similar as Customer Acquisition which describes the overall strategic process around identifying market sectors, targeting client prospects, running direct marketing campaigns, selling and receiving the order (i.e. acquiring a new customer), so Talent Acquisition involves all the sub-processes around finding, attracting and engaging highly talented individuals into the organization.Concept of Talent Acquisition ArrayNow a days the traditional recruitment is re-emerging as a broader 'talent acquisition' concept - An approach that is becoming more and more critical in the 'War for Talent'. Talent Acquisition forms a part of a much broader strategic approach in the corporate quest to gain and sustain a competitive advantage in today's marketplace. Otheraspects include talent development, retention and transition, these are primarilyinward facing, while the former is outward looking.LACHOO MANAGEMENT JOURNAL, Volume 1, Number 1, July – December 2010 105The core concept of talent Acquisition is to get away from the 'fill in the box' thinking to one that is more pro-active and much closer to building the skill sets required to achieve business success. Traditionally, a recruitment need occurs when an individual either leaves or is promoted to another function. That's when panic can set in, especially if no suitable internal solution is found, a situation that is becoming known as - "under the bus syndrome". Strong relationship building or networking skills are important here. The key to success in talent Acquisition is the unique way that we are able to tap into the 'top performers' who are not really looking for another job. They never read the traditional job ads or go to the job boards on the Internet.Educating line managers that talent Acquisition must also be an everyday duty is also a success criterion. Most managers, rightly so, look at hiring only when there is a 'box' vacant on a purely transactional basis. Today's top talent has a very short shelf life; therefore we must have a sense of urgency in bringing them aboard, a job opening. This tactic is considered very risky by some managers, but at the end of the day not making an offer of the day a 'top' performer comes to the job market, we will most certainly loose them.Money is of course essential in the talent acquisition quest, but it's not the only element. Many corporations are using traditional job classification and job grading systems in order to remain competitive in the 'cash compensation' side. Being able to mould an opportunity and make it exciting will also attract top performers, the notion of "a la carte" job descriptions is becoming more and more adopted as a way of finding the "hot button", and excite people enough to make the move. Benefits and perks are at the fore here with long-term incentives such as stock options, being widely used. The work/life concept will also have an impact, a lot of corporations talk about this element but not many have fully embraced it. Some may even look at it from an investment banker perspective and view potential 'top performers' as they would any targeted acquisition. STRATEGIC TALENT ACQUISITION“Strategic Talent Acquisition takes a long-term view of not only filling positions today, but also using the candidates thatcome out of a recruiting campaign as a means to fill similar positions in the future.”These future positions may be identifiable today by looking at the succession management plan, or by analyzing the history of attrition for certain positions. This makes it easy to predict that specific openings will occur at a pre-determined period in time.In the most enlightened cases of Strategic Talent Acquisition, clients will recruit today for positions that do not even exist today but are expected to become available in the future.106 LACHOO MANAGEMENT JOURNAL, Volume 1, Number 1, July – December 2010Taking the long term strategic approach to talent Acquisition has a huge impact on how an approach is made to a candidate. If the approach is purely tactical in nature, all we ask of the prospective candidate is "Are you qualified and interested?" However, if the approach is more strategic in nature, the intent of the call is to go much further, and the conversation becomes more relationship building. The candidate has an opportunity to explain his/her future career aspirations, and the recruiter gathers enough information to determine if there is a potential fit in the client organization. If during a strategic recruiting call the candidate declares that they are both qualified and interested, then the tactical nature of the call has been automatically fulfilled. If, however, the candidate lacks sufficient experience, or the timing for a career move is not propitious, then they become candidates for the future, and all the recruiter has to do is keep in touch until either they become available, or a position with the client organization opens up.Most of the money spent on Strategic Talent Acquisition would have been spent in a tactical recruiting mandate anyway. The only additional cost is in collecting data on high-potential candidates and then keeping in touch with them until hire is made. The additional cost becomes insignificant compared to the value of hiring top competitive talent over time.Strategic Talent Acquisition allows us access to a pool of competitive talent that would otherwise have been missed or even worse, ignored.Clearly the business case for acquiring talent strategically is far more compelling than simply paying to fill positions today. What we are doing is adding a small incremental effort, in exchange for a huge potential reward.TALENT ACQUISITION - AS A STRATEGYHistorically organizations have not treated the recruitment process as one of strategic importance, but latterly many are now waking up to the reality that the world has changed dramatically. No more can the organization pick and choose between several great candidates for one position. Several changes in our connected world have tipped the scales in favor of the highly talented individual looking for a new opportunity. Firstly, of course, there is the Internet. Never before in the history of humankind, has there been such an enabling technology. Candidates can now advertise their desire to change jobs within minutes of making the decision and receive enquires about their talents within hours.Potentially, it is feasible that a high quality employee of yours, having received the final 'straw which broke the camel’s back' (bad appraisal, inappropriate negative response from boss, extra workload stress etc.) can post their CV/Resume up on a particular jobs board at midday today, receive three interested requests for contact with third party recruiters or headhunters within hours, be interviewed for an outstanding role (at one of your competitors) tomorrow, receive an offer in writing the following day and resign that afternoon (within 2 days). Scary, isn't it? But if the LACHOO MANAGEMENT JOURNAL, Volume 1, Number 1, July – December 2010 107Internet has enabled this process for candidates, it has also brought significant advantages for organizations.To meet the challenge here are some of the things we would be doing as Staffing, Recruiting, talent Management and as human resources professionals:We would work harder than we do at identifying high performers:Together with high performers themselves, we could establish some indicators of success or of high performance for each position we recruit for. These could be the number of sales they have made in a month, the number of reports they have written that resulted in consulting assignments, the amount of revenue their group has generated, and so forth. This is hard work though. There aren't a lot of benchmarks to go by, but we all know more or less who contributes the most to our organizations. Our task is to quantify those contributions. We would work with managers to develop profiles of high performers in each group: We would try to find commonalities and things we could identify during the screening process that might predict success. These could be competencies, activities high performers engage in, work methods, or processes. There are many firms that can help us determine what these "critical success factors" are and even help us develop tests to identify them in candidates.We would find out where potential high performers like to go and what they like to do:This step allows us to target our advertising toward high performers and decide which events are worth attending so that we can get at the kinds of people weseek. Doing this well requires a focus on competitive intelligence. We can also gather information from competitors and from vendors and suppliers about where good people may be located. We can certainly use our employee referral program for the same purpose.We would do a better job of collecting and capturing critical information about candidates: The knowledge we gradually accumulate is valuable and should be put into some sort of database where it can be shared with other recruiters. A BLOG can form the basis on an internal or external community of recruiters where this kind of information can be exchanged. This is a form of knowledge sharing and transfers that, when properly done, can save thousands of hours of work and bunches of money. After all, headhunters rely on their own human knowledge management systems (i.e. their brains) to do this all the time. Our challenge is to make this more broadly accessible and to keep it current.Finally, we would recognize the importance of developing people so that they can become high performers: The recruiting function has to move toward becoming more like a talent agency - something it has not been historically. Talent agencies not only recognize talent but also develop it for strategic purposes. We as recruiters need to take our knowledge of what talent looks like and offer people who have "it" a chance to acquire the skills they need to perform the jobs we have.108 LACHOO MANAGEMENT JOURNAL, Volume 1, Number 1, July – December 2010The key to talent acquisition is not only about finding talent, but also, increasingly, about developing it. If we are to move our profession upwards and start making real contributions to the bottom line, we should face the challenge and exquisite talent within the organization.REFERENCES1. Accenture (2007) Skills for future, Accenture high performance work force study,Accenture research report.2. Amit, R., and P. Schoemaker, “Strategic assets and organizational rent”, Strategicmanagement journal, 14, (1993): 33-46.3. Bernthal, P. R. and wellins, R. S. (2005) : Leadership forecast 2005-2006 : Bestpractice for tomorrows global leader.4. Capppelli, P. (2008). Talent management for the 21 st cetuary. Harward BusinessReview, March, 74-81.5. Executive Development Associates (EDA), (2005). The leadership bench strengthchallenge: Building integrated talent management system. New York.6. Lev, B. (20001). Intangibles: Management, measurements, and reporting. Brookingsinstitution press.7. Polyhart, R. E. (2006). Staffing in the 21st century: New challenges and strategicopportunities. Journal of management, 32(6), 868-897.8. Society for Industrial and Organizational Psychological (2003). Principles for thevalidations of personnel selection procedure, 4th edition, 103-106.LACHOO MANAGEMENT JOURNAL, Volume 1, Number 1, July – December 2010 109。
人才引进计划 英语
人才引进计划英语English:The talent introduction program is a vital initiative aimed at attracting and recruiting highly skilled individuals from around the world to contribute their expertise and knowledge to our organization. In today's fast-paced and competitive global economy, it has become increasingly important for companies and institutions to have access to top talent and ensure they remain at the forefront of innovation and development. The talent introduction program serves as a means to address this need by providing opportunities for individuals with exceptional skills and qualifications to join our team. Through this program, we aim to foster creativity, collaboration, and diversity within our organization, as well as enhance our overall performance and competitiveness in the global market. We recognize that the success of our organization depends on the quality and capabilities of our workforce, and the talent introduction program is a strategic tool that allows us to attract and retain the best and brightest individuals from various fields and backgrounds. By leveraging their unique expertise and perspectives, we believe that we can drive innovation, improve productivity, andachieve sustainable growth. Additionally, the talent introduction program also serves as a platform to promote international cooperation and cultural exchange, as it enables individuals from different countries and regions to work together and learn from one another. In conclusion, the talent introduction program is a crucial component of our organization's strategy to build a highly skilledand diverse workforce that can effectively tackle the challenges and opportunities of the global marketplace.中文翻译：人才引进计划是一项重要的举措，旨在吸引并招募来自世界各地的高技能人才，为我们的组织贡献其专业知识和经验。
人才培养计划英语
人才培养计划英语1. Talent development program -人才培养计划2. Education -教育3. Training -培训4. Mentorship -指导5. Skills acquisition -技能获取6. Leadership development -领导力培养7. Performance evaluation -绩效评估8. Career advancement -职业发展9. Talent identification -人才识别10. Succession planning -人才继任计划11. Professional development -专业发展12. Personal growth -个人成长13. Recruitment -招聘14. Retention -留任15. Onboarding -入职16. Job rotation -岗位轮岗17. Cross-training -跨部门培训18. Performance management -绩效管理19. Continuous learning -持续学习20. Talent pipeline -人才储备21. Talent retention strategies -人才留存策略22. Talent development budget -人才发展预算23. Talent management software -人才管理软件24. Talent development goals -人才发展目标25. Employee engagement -员工参与度26. Workforce planning -劳动力规划27. Reward and recognition -奖励与认可28. Performance improvement -绩效提升29. Employee development plan -员工发展计划1. Our company has implemented a talent development program to nurture the skills and potential of our employees.我们公司已经实施了一个人才培养计划，培养员工的技能和潜力。
talent acquisition岗位职责
talent acquisition岗位职责
Talent acquisition岗位职责包括：
1. 根据企业的招聘需求，收集和分析招聘需求信息。
2. 确定招聘目标和策略，并制定招聘计划。
3. 使用多种渠道，如招聘网站、社交媒体、校园招聘和推荐等，寻找和吸引合适的候选人。
4. 通过简历筛选、电话面试和面对面面试等环节，评估候选人的技能和资历。
5. 组织和参与候选人的评估和测试，以确保候选人的能力和适应性。
6. 与部门经理和团队成员合作，以了解招聘需求，并提供候选人的建议和意见。
7. 协调安排候选人的面试日程和会议。
8. 提供招聘活动的报告和统计数据，以供分析和改进。
9. 维护候选人的信息和招聘记录，并确保招聘程序的合规性。
10. 建立和维护与外部招聘机构和大学等合作伙伴的关系，以
获取更多的招聘资源和机会。
11. 参与组织和参与招聘项目和活动，如校园招聘、招聘会议
和招聘培训等。
这些职责需要一个人具备良好的沟通、组织和协调能力，以及较强的人际关系技巧和面试技巧。
此外，熟悉各种招聘工具和技术，如应聘者追踪系统（ATS）和人力资源信息系统（HRIS），也是一个有利的条件。
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Why TAP Matters?
Business Expectation Hiring talents whenever and wherever needed Quickly fill the opening Quality of Hire “I wanted to hire this employee yesterday”
Report Out
In Summary…
Talent Acquisition Planning is not a ‘cookbook’ or just a template to be completed… It is a dynamic process that helps staffing and the business comprehend hiring demand, needs, key staffing requirements and relevant sourcing plans The TAP Process is meant to be a collaborative effort between the business and the staffing/HR team; The TAP process is managed through an account team, the business and recruiters/HR
Low cost per hire Talent Market Intelligence
Why TAP Matters
Recruiting Challenges Complexity of business portfolio Limited right talent pool Hard-to-find skills Hiring budget constraints
Scalability
Why TAP Matters
Potential Benefits Proactive vs Reactive Living document to engage with the business Right influence on the business decision Resources allocation
Talent Acquisition Planning (TAP)
Agenda
A view of Talent Acquisition Plan (TAP) Group Discussion & Report Out Wrap Up
A View of Talent Acquisition Plan
Projection MI Assessment 1
Monitor progress Headcount update 3
Engage Business Develop Forecast & Plan 2
An Operation Process -- 6 Steps
Monitor progress Build the plan Create the forecast Engage with Business Understand the market Provide a hiring projectges do you see or encounter in developing and executing a TAP? How could we use TAP to help the business and HR manage the time of uncertainty?