Improving the Decision-making Processes of the Talent Acquisition Lifecycle



Bias is continuing to plague firms in the recruitment and selection process. The elimination of any intentional bias has been the subject of much debate in both the public and private sectors. However, though much attention has been paid to the reduction and elimination of intentional bias in the talent acquisition process literature has been void of emphasis on unintentional bias. There are many examples of unintentional bias, but many talent acquisition professionals lack awareness of these unintentional biases. This article will discuss how some of these effects manifest themselves in the talent acquisition process and will present several remedies based on a mixture of scholarly evidence and professional experience.


This article was originally published by the Journal of Corporate Recruiting Leadership.

To cite, use:

Shaheen, Joseph (2010) . Improving the Decision-making Processes of the Talent Acquisition Lifecycle. Journal of Corporate Recruiting Leadership, Volume 6, Issue 4, pp. 3-9


The recruiting leader is faced with many tough decisions throughout the life cycle of the talent acquisition process. She is faced with decisions such as where to source, how and who to screen, who to select for a given position, and how to align and implement organizational strategy to meet core goals and objectives. These decisions are the principal decisions that ensure an excellent performance of an organization’s recruiting department.

Even with a clear value proposition, many decision-making processes are subject to much delay, inaccurate information, and misaligned processes that can create undesirable and inefficient results. To combat the hurdles that are inherent in decision-making, the leaders of the recruiting profession must adopt a more sophisticated, highly strategic system of decision-making to ensure that the right decisions are made on time and under budget, all the while retaining the most accurate information. This is especially true when making good decisions is highly significant to the overall progress of the organization.

Recruiting departments are faced with two types of decision-making challenges: Content-based decision-making systems and process-based decision making systems. Content decision challenges are rooted in making quality decisions based on accurate information, data, and corporate support. They are embedded in quality, accuracy, and precision. Process decision challenges revolve around the structure of decision-making, involvement of stakeholders, as well as efficiency and timeliness of decision-making. To illustrate their uses, I will discuss these two types of decision-making challenges in the context of some of the more important phases of the talent acquisition lifecycle. Reading this article will provide you with insight on how to make better decisions with better processes.

Keywords: recruiting, talent acquisition, process design, strategy, organizational development


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