Results and findings on Effect of Talent Acquisition on Employee Performance

Results and findings on Effect of Talent Acquisition on Employee Performance

BUSI 240-Organizational Behavior 1

Liberty University

Effect of Talent Acquisition on Employee Performance

The study sought to establish the effect of talent acquisition on employee performance. The

summary statistics are given in Table 4.15. The summaries presented shows that the

majority, 68(45.64%) of the study respondents, strongly disagreed that talent acquisition

affects employee performance. According to the study, only a few 3(2.01%) of the study

and SD of 1.22, implying low talent development practices. Mokaya, Chisese and

Njuguna (2013) in their study sought to establish the effects of recruitment practices on

employee performance in the cooperative sector in Kenya. The researcher found that the

study respondents agreed that employee performance is determined by the kind of staff

recruited in the organization by mean of 4.18 and SD of 0.716. The study result also

concurs with that of HireRight, (2016), that nearly two-thirds (63%) of companies consider

hiring, retaining and developing talent as one of their most significant business challenges.

Talent acquisition is, however, a key driver of employee performance in every

organisation.

The study result on job placement and deployment presented in Table 4.15 shows that the

The result concurs with the views of Gummer and Stuchtecy (2014) in their study on civil

security and private security in German policy, who found that 64% of the private security

companies noted they have difficulties in finding suitably qualified candidates. Poddar

(2016) found a correlation between talent acquisition techniques and subsequent

performance to be: Work samples 0.54; Cognitive Ability Tests 0.51; Structured Interviews

0.51; Job Knowledge Tests 0.48; Integrity Tests 0.41; Personality Tests 0.31 and

Reference Checks at 0.26.

Table 4.15: Talent Acquisition and employee performance

Talent acquisition

SA

Hiring Technique 149 30.87 10.74 2.01 10.07 45.64 2.74 1.82

system, 44(29.5%) indicated that they got their job through friends and relatives and

32(21.26%) indicated that they got their job through walk-ins. The study results concurs

with of Omolo (2015) who found that 188(35.21%) of the study respondents got their jobs

through direct search, 213(39.89%) found jobs through friends and relatives and

94(17.60%) found jobs through job adverts.

In addition, Deloitte (2017) report indicated that a company’s own employees deliver the

highest-quality candidates with over half( 51%) of surveyed organizations citing employee

referrals as one of the top three talent acquisition channels followed by professional

networking sites at 42% and internal candidates at 40%. The study results and that of

Deloitte (2017) shows that referral system is the mostly adopted job search method in

hiring.

study respondents indicated that talent acquisition enhances employee performance,

27(18.49%) indicated that talent acquisition promotes quality service delivery and

24(16.44%) indicated that talent acquisition promotes creativity and innovation. In

addition, 23(15.75%) of the study respondents indicated that talent acquisition enhances job

satisfaction, and 13(8.90%) indicated that talent acquisition promotes sharing of ideas.

Hence, talent acquisition enhances employee performance.

The study results concurs with the views of Cook (2017) who noted that because hiring the

right people for the right role is so important, quality of hires stands out as a metric that

organizations care deeply about. Cook (2017) further explained that the average cost of

poor hiring decision can be equal to 30 per cent of the individuals first – year potential