Short answer
Talent acquisition is running a fair hiring process that identifies candidates against defined job needs. It rates process quality and evidence of fit, not charm or volume of offers.
About Talent acquisition
Runs fair, evidence-based hiring processes that identify candidates against defined job needs. Strong practice compares evidence to the role, keeps candidates informed, and records decisions another reviewer could follow.
Use this competency for
- People roles that source, screen, interview, or coordinate hiring decisions.
- Functions accountable for filling defined roles with a documented, comparable process.
Do not use this competency for
- Do not use it to rate likability, alumni networks, or how quickly someone says yes to a candidate.
Important distinctions
Workforce planning
Workforce planning forecasts the roles and capacity needed. Talent acquisition runs the process that fills an already defined need.
Expectations by level
IC1
Runs defined hiring steps with guidance
Completes well-defined hiring steps with guidance, compares candidates to the posted criteria, and keeps records complete enough for the next interviewer.
Observable behaviors
- Screens against the written role criteria rather than unstated preferences.
- Keeps candidates informed of the next step and timing.
- Records interview evidence against the agreed questions.
Examples
- Flagged a candidate who lacked a required skill on the role profile instead of advancing on general enthusiasm.
- Sent the interview panel the scorecard and job criteria before the conversation.
IC2
Owns a full hiring process independently
Independently runs a hiring process for a team-owned role, repairs unclear criteria, and produces a decision record a hiring manager can defend.
Observable behaviors
- Clarifies must-have criteria with the hiring manager before sourcing starts.
- Balances pipeline quality and pace without skipping required steps.
- Debriefs interviewers on evidence, not on personal chemistry.
Examples
- Stopped a search to rewrite a vague requirement after screeners scored different things.
- Prepared a comparison of three finalists against the same criteria before the offer meeting.
IC3
Improves hiring quality across teams
Sets hiring practice for complex or repeated searches across teams and changes shared process when evidence shows unfair or slow decisions.
Observable behaviors
- Defines reusable scorecards and interview loops for a role family.
- Reviews drop-off or inconsistent ratings and changes the process.
- Coaches hiring managers on evidence-based decisions without taking over the hire.
Examples
- Introduced a shared interview loop after two teams used incompatible criteria for similar roles.
- Changed a late-stage step after candidates repeatedly waited without an owner.