BS ISO 30405:2016 pdf download – Human resource management – Guidelines on recruitment
4.2 Potential talent pool The purpose of identifying a potential talent pool is to create awareness about the organization (employer brand) and to attract the interest of potential applicants. This stage of the recruitment process does not typically identify characteristics of specific vacancies or open positions. Employer branding reflects an organization’s past , current and desired future reputation as a place to work , as well as the image it projects. The goal of these activities is to assist in moving potential talent to the talent poo l. A key activity is to articulate and communicate relevant information to current employees and prospective applicants , and to ensure that it is consistent to both. Employer brand refers to the perceptions people have about an organization as an employer. The employer brand affects an organization’s ability to attract people and engage and retain current employees. Communications about the employer brand can indude (but are not limited to) the following: a description of the organization’s purpose , strategy , culture and values; a description of the tangible and intangible rewards employees receive in return for their contributions. For more information on the employer brand , see
4.3 Talent pool
4.3.1 General The talent poo l consists ofpeople who possess the knowledge , skills , abilities and other characteristics for a specific job. The goal of the recruitment activities pertaining to the talent pool include: al erting current employees to job opportunities within an organization; informing non-employees that jobs are available. This clause provides guidance on activities and necessary decisions to move people from the talent pool to the applicant poo l.
NOTE The talent pool is sometimes referred to as the external supply oflabour , e. g. ali engineering graduates or ali individuals who possess a degree in nursing and are licensed to practice.
4.3.2 andj or confirm characteristics of the vacancy j opening Th e objective at this stage is to identify andjor confirm the purpose , functions and characteristics of the job for which they are recruiting. People with knowledge of the position should be consulted to ensure information is current and accurate. If the open position is a replacement , the job description should be checked and updated if necessary. A job descr i ption needs to be created if none exists. The following items should be included:
a)date of vacancy;
b) job title;
c)job description (including travel/mobility requirements);
d)reporting lines;
frequired person specifications;
g)desired, but not required, person specifications (specific skills, aptitudes and abilities);
h) managerialjteam relationships (reporting , networking or collaboration required for the position);
i) working hours and shifts;
j) salary and other benefits (including having a balance of tangible and intangible rewards);
k) number of opening(s) with cJ assifications (if any) (e.g. diversity cJ assifications);
4.3.3 Create recruitment plan
Using the information gathered a recruitment plan should be created , which can include the following:
a) reviews of results and stakeholder feedback from previous searches for similar positions;
b) budget allocation;
c) identification of talent pool;
d) identification of market conditions (e.g. unemployment rate , market rate of pay);
e) determining staff involved;
4.3.4 Internal talent pool
The steps for identification of the internal talent pool are:
a) identification of the person responsible (e.g. the organization’s recruiter , human resource generalist , reporting recruitment process outsourcing);
b) se lecti on of a sourcing option , based on organizational and job requirements:
1 ) internal postings;
2) succession plans;
3) internal employee career-database search.
4.3.5 External talent pool
The steps for identification of the external talent pool are:
a) identification of the people responsible,which can include any or all of the following in-house
functions/staff, as applicable:
– sourcing;
– recruitment/resourcing;
– human resources;
– purchasing/procurement;
– administration/back office support;
– other person(s) responsible for acquiring talent;
b) identification of external stakeholder(s)/organizations to be involved, which can include any or all
of the following:
-sourcing agents;
– recruitment/staffing companies;-preferred supplier lists;
– executive search firms;
-recruitment process outsourcing;
– human resource outsourcing;
– talent mapping function/service;BS ISO 30405 pdf download.