The review of talent acquisition tools and techniques used in South Africa is not widely available in literature. To implement and utilise appropriate tools and techniques to foster talent acquisition and maintain competitive advantage in this regard, organisations need to keep their finger on the pulse. Therefore, the subsequent research aimed to provide greater insight. The purpose of the dissertation was to review current literature on global trends of talent acquisition tools and techniques, thereafter provide insight on the trending tools and techniques used in the South African context. Along with the reported trends, their impacts and best practice were reviewed. Due to the dire need for South African context-based research on talent acquisition tools and techniques used, this study reports on empirical results as informed by some of South Africa’s largest insurers. The empirical results were obtained by using a qualitative research method with an interpretative approach. Qualitative surveys in the form of semi-structured interviews were used as the data collection tool to extract the relevant information from the three participating organisations. Thematic analysis was used to thoroughly analyse and structure the raw data. The main findings reflected that each organisation makes use of talent acquisition mechanisms as they see fit with a steady incline in the use of digital and online tools and techniques. The impacts and best practices and policies applied are further discussed although the consensus leans towards reasonable accommodation and emphasis on diversity and inclusion. The dissertation contributed to talent acquisition practices as the empirical findings reflected practices which are relatable and representative of similar organisations’ current way of work. More so, the literature reviewed is current and informative. / Dissertation (MCom)--University of Pretoria, 2019. / Human Resource Management / MCom / Unrestricted

The trend of changing technology has affected different sectors including human resources in the process of recruitment and selection. Different technology solutions offer various benefit for recruitment practices especially in terms of efficiency outcome while it seems to overlook the relationship outcomes. Whether or not to have a balance approach depends on how a firm views their own recruitment process. The purpose of this study is to understand firm’s orientation towards its approach in performing recruiting practices. The analysis and discussion is articulated through the phenomenon of AI in recruiting with the interplay of different views especially from human resources and operations management. This study follows an inductive qualitative single case study that involves 11 HR professionals to participate in semi-structured interviews. The data analysis is performed with thematic analysis to develop grounded theory which is based on approach introduced by Gioia (see Corley and Gioia, 2004; Gioia et al., 2013). The findings proposed by this study is TOP framework which covers competitive advantage through operations, redefining customer orientation, and process enhancement through collaboration.

Purpose:                            To explore how firms attract and develop newly graduated business students and review the different marketing strategies that firms use to promote different career paths to newly graduated business students. Additionally, the paper aims to examine the soft skills that hiring firms consider important and explore the perceptions of recent business graduates regarding soft skills and employability. Method:                             The research takes on a deductive approach to explore the two research questions and uses qualitative primary data in the form of interviews as the main data collection method. Other complementary methods included looking at job descriptions to identify the most desirable soft skills and also the use of secondary data sources. The sampling methods included convenience, purposive and snowball sampling. The method of analysis was implemented using thematic analysis by colour coding based on the different themes presented in the theoretical framework.  Conclusion:                       The firms attract talent by refining their job descriptions (e.g., using neutral language), campus recruitment, attending career fairs, employing those with similar values, etc. They also offer a variety of career development opportunities, and each person’s career path depends more on their interest and drive. Regarding the soft skills important for employment, achievement orientation and communication skills were among those mainly emphasised by both firms and graduates.

Employees with the right skills give competitive advantages. It is therefore important to retain existing staff with the right skills but also to attract new talent. In the IT industry, there is currently lack of competence and the need will increase in the future. Companies that create a strong employer brand will perform better when it comes to the war of the talents. With the lack of competence in the labor market, the younger, more technologically skilled generation has developed an unfair attitude towards employers who desperately try to persuade competent people to choose their company through generous job offers. The employers must work on their employer brand to seem more attractive to employees and potential employees in order to attract, retain, develop and motivate them to choose or stay at the company. The purpose of this paper is to create an understanding of motivation, talent acquisition and employee retention in markets where there is a lack of specialized personnel. Motivation is achieved through internal and external attributes, where internal motivation is created by work satisfaction while external motivation is fulfilled by monetary and material motivational factors. Talent acquisition involves a clear recruitment strategy where the company's brand is used as an attraction channel of a certain skill and personality. It also applies to retaining talent within the company through employee retention where a stimulating and evolving employment experience is maintained by the company. The essay shows that young people in the IT industry are well aware of the lack of competence and make their demands accordingly. They want a high level of workplace flexibility to balance jobs and private life, as well as independence in the way they solve tasks. Furthermore, they want the freedom to choose work equipment as this is central to their daily work. Development opportunities such as attending conferences are valued as one of the crucial factors in choosing employers. If the younger generation's personal values as well as sustainability and ethical views do not match the company's actions, it will most likely lead them to leave the company in the long term. / Anställda med rätt kompetens ger konkurrensfördelar. Det är därför viktigt att behålla befintlig personal med hög kompetens men också att attrahera nya talanger. Inom IT-branschen råder det i dagsläget brist på kompetens och behovet kommer öka i framtiden. Företag som skapar starka arbetsgivarvarumärken kommer klara sig bättre än företag med ett svagt när det kommer till kriget om talangerna. Den yngre mer teknologiskt skickliga generationen har i och med kompetensbristen utvecklat en mer illojal attityd mot arbetsgivare som desperat försöker övertala kompetenta personer att välja deras företag genom generösa anställningserbjudanden. Arbetsgivaren måste marknadsföra sig till medarbetare och potentiella anställda för att attrahera, behålla, utveckla och motivera dem att välja eller stanna kvar på företaget. Syftet med uppsatsen är att skapa förståelse för motivation, talent acquisition och employee retention på marknader där det råder brist på specialiserad personal. Motivation uppnås genom inre och yttre attribut, där inre attribut är det som skapas av en personlig arbetsglädje medan yttre attribut innebär monetära och materiella motivationsfaktorer. Talent acquisition innebär en tydlig rekryteringsstrategi där företagets varumärke utnyttjas som attraktionskanal av en viss kompetens och personlighet. Det gäller även att behålla talang inom företaget genom employee retention där en stimulerande och utvecklande anställningsupplevelse ska upprätthållas av företaget. Uppsatsen visar att unga inom IT-branschen är väl medvetna om kompetensbristen och ställer sina krav utefter detta. De vill ha en hög flexibilitet i sitt arbetsschema för att kunna balansera jobb och privatliv, samt självständighet i sättet de löser arbetsuppgifter. Vidare vill de ha friheten att välja arbetsutrustning då detta är centralt för deras dagliga arbete. Utvecklingsmöjligheter som exempelvis att få delta vid konferenser värderas som en av de avgörande faktorerna vid val av arbetsgivare. Om den yngre generationens personliga värderingar samt hållbarhets- och etiska synpunkter inte stämmer överens med företagets agerande kommer det med stor sannolikhet leda till att de lämnar företaget på sikt.

Syfte: Byråkratiska entreprenadorganisationer vill attrahera ung topptalang men anses inte attraktiva arbetsgivare för generation Z. Det beror på att dessa organisationer saknar tydliga arbetssätt för hur och på vilket sätt man ska nå ut till denna målgrupp. Syftet med studien är därför att utveckla arbetssätt för hur entreprenadorganisationer ska gå tillväga för att anses attraktiva samt hur de ska gå tillväga för att rekrytera generation Z. Metod: En explorativ fallstudie genomfördes med ett entreprenad- och generation Z-perspektiv. Totalt genomfördes 30 intervjuer med individer inom 17 olika organisationer. Respondenterna utgjordes av tre kategorier: (1) interna respondenter från case-organisationen, (2) traineer, individer med erfarenhet av traineeprogram och (3) experter med erfarenhet av rekryteringsarbete.  Resultat: Baserat på inhämtad data har ett ramverk utvecklats för hur organisationer kan attrahera topptalang. De olika faserna i ramverket är: identifiera målgrupp, marknadsföra tjänster, aktiv rekrytering, anställning och utvärdering. Dessutom tillkom kontinuerliga aktiviteter som är en process som sker löpande genom hela rekryteringsprocessen. Samtliga stegen beskriver hur organisationer bör gå tillväga för att maximera sin attraktionskraft och genomföra en effektiv rekryteringsprocess. Teoretiskt och praktiskt bidrag: Studien tillhandahåller ett ramverk över hur entreprenadorganisationer kan optimera rekryteringsprocessen för att attrahera topptalang. Detta stärker den existerande litteraturen genom att studien identifierar specifika arbetsgivarkrav hos generation Z. Den har även fastställt strategier för att utveckla attraktionskraften hos byråkratiska organisationer. Vidare betonar studien vikten av att organisationer arbetar med employer branding för att locka topptalang. Slutligen belyser studien vikten av organisationers förmåga att anpassa sig och arbeta med dynamic capabilities för att vara mottagliga för ny arbetskraft och dess krav.  Begränsningar och framtida studier: Studien antar ett fallstudieperspektiv som begränsar generaliserbarheten. Studien tar inte studien i beaktning tidigare anställda, vilket påverkar praktiserbarheten negativt. Vidare har studien begränsad till att enbart undersöka rekryteringsprocessen fram till anställning. Det lämnar utrymme att undersöka senare delar av anställningar och bibehållning av talang till framtida studier. Det kan även kompletteras med att undersöka lönsamheten i de olika delarna av rekryteringsprocessen och olika initiativ. / Purpose: Bureaucratic organizations aim to attract top talent but are considered unattractive employers for Generation Z. There is a lack of clear approaches for organizations to reach the target group. Therefore, the study aims to investigate how organizations should develop approaches to be considered attractive and how they should recruit Generation Z. Method: An exploratory case study was conducted with an entrepreneurial and Generation Z perspective. A total of 30 interviews were conducted with individuals from 17 different organizations. Respondents consisted of three categories: (1) internal respondents from the case organization, (2) trainees, individuals with experience of trainee programs, and (3) experts with experience in recruitment. Findings: Based on the collected data, a framework has been developed for how organizations can attract top talent. The different phases in the framework are: identify target group, branding, active recruitment, hiring, and evaluation. In addition, continuous activities are included, which are a process that occurs continuously throughout the recruitment process. All steps describe how organizations should work to maximize their attractiveness and conduct an effective recruitment process. Theoretical and practical contribution: The study provides a framework for how entrepreneurial organizations can optimize the recruitment process to attract top talent. This strengthens existing literature by identifying specific employer requirements of Generation Z. It has also established strategies to develop the attractiveness of bureaucratic organizations. Furthermore, the study emphasizes the importance of organizations' ability to utilize employer branding to attract top talent. Finally, the study highlights the importance of organizations' ability to adapt and work with dynamic capabilities to be receptive to new workforce and their demands. Limitations and future research: The study was conducted as a single case study which limits generalizability. It does not take into account previous employees, which affects practicability negatively. Furthermore, the study is limited to only examining the recruitment process up to hiring. This leaves room to investigate later parts of employment and talent retention for future studies. It can also be complemented by examining the profitability of the different parts of the recruitment process and various initiatives.

This diploma thesis presents the current knowledge on the use of internet for the purpose of talent acquisition. Its main objective is to determine to what extent organizations emphasize this knowledge in practice. For this purpose the first chapter refers to the academic compilation of talent management concept. The aim is to define the term of talent within the talent management concept as well as within the personal management. The second charter presents the academic compilation in the field of recruitment focused on specifics in talented individuals acquiring. The third chapter presents current knowledge of internet recruitment. Next chapters focus on recruitment in practice by analyzing the online recruitment documentation of three specific organizations. Based on this analysis, it is apparent, that the surveyed organizations accentuate current trends to a large extent. Key words: talent management, talent acquisition, internet, e-recruitment, career website, job board site, social network, social recruiting.

<p>This study examined the relationship of talent management practices to employee job-related outcomes in the Indian manufacturing setting. Talent management practices included talent acquisition, talent development, talent engagement, and talent retention. Employee job-related outcomes of this study included intent to stay, job engagement, affective commitment, job satisfaction, and employee competency. This study used the social exchange theory and resource based view as the theoretical underpinning for the proposed TM model. The role of organizational culture as a moderator was also examined in the study.</p> <p>The sample of the study consisted of 992 full time employees working in one of largest textiles and paper manufacturing organization of India with facilities located in two Indian states. Data is collected online through a questionnaire composed of several existing survey instruments. Response rate for the survey was high (62.98 percent). The primary method of data analysis was structural equation modeling.</p> <p>Overall, the findings of the analysis showed a number of significant relationships among talent management practices and employee job-related outcomes. There were strong positive relationships between talent acquisition and affective commitment, talent engagement and job satisfaction, talent engagement and affective commitment, and talent retention and employee competency. The findings showed that organizational culture is significantly related to talent management and employee job-related outcomes. However, the organizational culture does moderate the relationship of talent management and employee job-related outcomes. The overall relationship between talent management and employee job-related outcome was found significant and positive.</p> <p>The findings of this study identified a number of implications for the Indian manufacturing organizations. The study also provides a framework of talent management practices for future research.</p>

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