Many organizations across the globe face the challenge of selecting the best talent from a pool of job applicants. Sometimes it is hard to identify the most relevant talent that fits a particular company. With many applicants, companies have to come up with ways in which talent identification is made easier. According to O’Neil (2010), choosing appropriate talents involves different departments of an organization. First, employee referral is one of the commonly used by many organizations. This is whereby an employee such as a manager or CEO of a different company refers a talented employee to another organization. Referral also occurs when the current employees suggest to the company the people to hire (Silzer & Dowell, 2010). This is normally effective since the current employees value their reputations a lot and may refer candidates best fitted for the job. Besides, referrals from the current employees are usually effective ways of bringing job openings to the attention of skilled individuals who are not actively searching for jobs (Pace, 2010).
The other mostly used method is the college recruitment (Silzer & Dowell, 2010). This requires companies to have the knowledge of the courses and the methods of teaching used in a particular college. In this case, organizations collaborate with college management to help them identify the appropriate candidates for the vacant positions. The process also involves proper and well-organized student internship programs. Some companies choose candidates in unusual ways such as inviting all applicants for an interview and doing a selection based on the applicant’s interpersonal behaviors (Davenport, Harris & Shapiro 2010). This method has been used by many companies that involve sales and other types of communication based jobs. Most human resource departments in many organizations find this kind of talent searching somehow unusual and unprofessional though it has worked effectively for many companies.
- Davenport, T. H., Harris, J., & Shapiro, J. (2010). Competing on talent analytics. Harvard Business Review, 88(10), 52-58. Retrieved from Business Source Complete database.
- O’Neill, H. (2010). New potential in reach for succession technology. Workforce Management, 89(8), 8. Retrieved from Business Source Complete database.
- Pace, A. (2010). Talent management gaining inches? T+D, 64(8), 18. Retrieved from Business Source Complete database.
- Silzer, R. F., & Dowell, B. E. (2010). Strategy-driven talent management: A leadership Imperative. San Francisco: Jossey-Bass.