خبراء ادارة الرعاية الصحية في مصر والسعودية . لدينا المشاريع الادارية الخاصة بالحوكمة والسياسات واللوائح وادارة الموارد البشرية واستراتيجيات التسويق وتحليل الاداء المالي وادارة الاصول وسلاسل الامداد وادارة التشغيل المتميز والتخطيط الجيد ومهارة اتخاذ القرار. ومحترفى الكتابة و التحرير الطبي والابحاث العلمية ومراجعة المشاريع وكتابة المقالات.
Talent acquisition in our institute is
the process of planning, sourcing, selecting, hiring, and on-boarding of
qualified and talented individuals into appropriate positions in the organization.
It is an important function within HR, responsible for recruiting high quality people
through various sources for given job positions under stringent deadlines and cost constraints.
Talent acquisition means thinking about a
company’s hiring needs for the months and
years ahead. It is premeditated. It is important because top talent doesn’t wait
around, they’re in demand, and your competitors move fast. This needs to plan your
company’s future workforce and stay competitive becomes clearer when you understand the impressions, you’re making on
your target audience.
Talent acquisition at our institute is a
strategic approach includes the activities as the following;
Talent Acquisition Planning & Strategy
Ensures our organization strategy goals
alignment, examines workforce plans, requires an understanding of the labor markets, and looks at global considerations.
Workforce Planning is the first critical strategy in employee acquisition is the existence
of a formal written human resources plan
based on the strategic business plan of the
Our institute suggests that organizations that
Integrate strategy with HR planning and recruitment have an HR competitive advantage.
In our institute it is do yearly proactive depending on the driven data from the workflow system regarding all employees. Then
gap analysis is done researching to the solutions by supplying plan that could cover the
future demand.
Recruiting is actually considered a subset of
talent acquisition, and includes the activities
of sourcing, screening, interviewing, assessing, selecting, and hiring.
sourcing channels and models
Brand’s storytelling through the right channels is a very powerful tool. All factors that
can attract potential hires needed.
The five most common channels of recruiting
at our institute are:
Direct Applicants – company website and
job boards.
Employee Referrals.
Direct Sourcing – in-house recruiter or
strategic networking.
External Solutions - agencies and Recruitment Process Outsourcing (RPO)
Talent Communities – social media, network.
Quality of our selection
Our approach to selection has been to use the
(classic trio) of application form, references
and interview for most vacancies. Cognitive
ability tests, personality questionnaires,
structured and, unstructured interviews.
The interviews are the most widely used personnel selection procedure. Can range from
an unstructured, non-directive approach to a
defined, structured approach. Highly structured and job-related interviews could be
measuring cognitive factors such as cognitive
ability, tacit knowledge or job knowledge,
while unstructured interviews maybe measuring social skills and aspects of personality.
The principal value of references lies in
checking the factual employment claims of
the applicant and following up any issues of
concern outstanding from interview.
Cognitive ability and personality tests can
also be used as a screening tool for sifting out
Traits in job candidates that an employer
wants to avoid.
A number of validation strategies exist to
guarantee long-term impact on performance
and productivity is very substantial and may
easily outweigh.
The rapid growth of the internet and its increasing accessibility has in organizations recruiting and selecting applicants for jobs
online. In addition, job seekers are increasingly expecting to find work through the internet rather than more traditional means.
Quality of selection tools can be customized
to meet talents required competencies at our
current organization.
Matching the candidate with the vacancy
In our institute three components can be distinguished in the matching are the job analysis, the recruitment strategy, and the applicants ‘abilities and traits in order to assess the
degree of success and compatibility of the individual in the organization.
Job offers
It is the stage preceding the hiring contain the
initial letters of the agreement between the
organization and the potential employee contain the job description and responsibilities in
brief, as well as the employee's awards.
Hiring process
It is the last process in recruitment including
the signs on the contract which contain the
terms of the partnership between the employee and the company in detail, preserving
the rights of both parties.
Then, Orientation has been done for the new
employee about everything it means in the
vicinity of his currency.
Impaction of Talent Acquisition
Talert strategic plans are aligned with
the organization ‘s long term strategy
and goals which is identified as a best
practice.
Best practices identified in the literature on
talent acquisition were following a policy of
internal recruiting; encouraging employee referrals to enhance the quality of applicants attracted; and conducting formal recruitment
source analysis to determine the most appropriate recruitment methods.
Actually, the importance of talent acquisition
in the overall successful operations and
growth of our organization in both aspect
short-term impaction by encouraging the current employees to improve their performance
to become candidates for jobs of a higher category, so that this will be reflected on the
overall performance of the institution.in addition to long-term impaction as the future
leaders of the organization will be the product
of a good talent acquisition performance.in
the other words the talent acquisition led to
high quality of candidates and employees
which led to tomorrow’s performance and
leadership capabilities. Better Talent acquisition strategies result in improved organizational outcome.
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