Question Description
Read the following passage carefully and answer the questions given below it. Certain words are given in Underline to help you locate them while answering some of the questions.With highly-skilled candidates making intentional job choices, carefully evaluating organizations, the war for software-engineering talent has never been as fierce as it is now. Too many jobs are competing for a very limited supply of in-demand talent. This is a challenge for companies of all sizes — FANGs and startups alike. While seeking critical talent, the challenge before any company is to have a recruitment process that offers a higher chance of closing the candidate quickly. Given the race to close quickly, recruitment teams might reduce steps in the interviewing process, or deploy various techniques to optimize the process. No harm there, but it’s critical that, in doing so, these teams retain a personalized path for the candidate that could lead to a moreempatheticinterview process. Now, ‘Adaptive Recruiting’ is a model that isagileand personalizes the experience for the candidate.Adaptive Recruiting begins with understanding the candidate's motivation, as soon as a lead becomes a candidate. Organizations have a window to identify the top three things the candidate cares about or wants to know about, which can inform the recruitment process. Why would someone pick up the phone to talk to a start-up? What is theirintrinsicmotivation? As a first step, assess what really matters to your candidate. Tap into the candidate’s individual drivers. These could vary from identifying with your company’s mission to solving problems of scale and technical complexity or wanting to learn. Candidates are at a stage in their careers where they are looking to make a more direct impact as part of a much smaller cohort. They seek ownership and autonomy, which a start-up could provide. Spotify for example, has an agile structure that groups employees into small, lean squads that run like individual startups, making their own decisions. For some candidates, it is about the users halfway across the world whose lives they can touch. Others want to build out the tech engineering processes or drive the technical vision at a company. But beyond their career aspirations, understanding where a candidate’s personal drivers or life stage intersects their work, is as important to map their needs and build out a personalized path for the candidate. The motivation and profile you arrive at through the interview process, then funnel to what you can offer — customized mapping or threading based on an informed assessment of what the candidate is looking for.Adaptive recruiting relies on completing the jigsaw of what a candidate wants, with real-time sharing of these motivating factors between the many participants in the interview process. Adapting traditional progression, where feedback and comments are typically viewed at the end of the process, requires a delicate balance. Whether it is the hiring manager, a peer or the head of the business unit, each participant needs to piece together and share what motivates the candidate through an interview process that is dynamic and adaptive. An interviewer should inform the next person in the process on what the candidate is really looking for. However, tread carefully to keep unconscious bias out and not influence each other’s reasoning. Benimbleto share information for probing and selling across the pipeline, but reserve feedback for the end to maintain the integrity of the process.A recurring theme through recruitment conversations right now, is how to better understand and shape a candidate’s experience. Hays picked “Recruitment remodeled to Find & Engage” as its Number One recruitment trend for 2018. Digital technology and data science powers the “find” element. The “engage” element understands a candidate’s personal priorities and aspirations for a successful outcome. With smart tools, adaptive recruiting can personalize candidates’ experience at scale, while improving future hiring effectiveness too. In a session at LinkedIn’s 2017 Talent Connect, on how Artificial Intelligence is disrupting talent management, Przemek Berendt, Luxoft’s Vice President of Global Marketing, offered a glimpse of how candidate outreach could be personalized using technology. Imagine if instead of a single version of your Employee Value Proposition (EVP), you could analyze data to understand different personas and build multiple ways to convey your EVP. This would enable organizations to personalise the valuepropositionfor candidates, tailoring it to their individual aspirations and what they value most. The one thing that matters to every software developer is the kind of work they do — the hard problems they solve, the impact they make, the products they build. “It’s not thinking about yourself as an individual just trying to maximize your revenue,” behavioral economist Dan Ariely once said in an interview. There is clearly no substitute for doing what you love, which brings you to work each day.Q. According to the author, what must the recruiting process for the top talent be centered around?a)Manner in which the employee handles resulting customer's concernsb)How much a candidate can generate the service outputc)Around the candidates personal priorities and aspirationsd)Candidate’s seeking to abide by the unavoidable external circumstancese)All of theseCorrect answer is option 'C'. Can you explain this answer? for Banking Exams 2024 is part of Banking Exams preparation. The Question and answers have been prepared according to the Banking Exams exam syllabus. Information about Read the following passage carefully and answer the questions given below it. Certain words are given in Underline to help you locate them while answering some of the questions.With highly-skilled candidates making intentional job choices, carefully evaluating organizations, the war for software-engineering talent has never been as fierce as it is now. Too many jobs are competing for a very limited supply of in-demand talent. This is a challenge for companies of all sizes — FANGs and startups alike. While seeking critical talent, the challenge before any company is to have a recruitment process that offers a higher chance of closing the candidate quickly. Given the race to close quickly, recruitment teams might reduce steps in the interviewing process, or deploy various techniques to optimize the process. No harm there, but it’s critical that, in doing so, these teams retain a personalized path for the candidate that could lead to a moreempatheticinterview process. Now, ‘Adaptive Recruiting’ is a model that isagileand personalizes the experience for the candidate.Adaptive Recruiting begins with understanding the candidate's motivation, as soon as a lead becomes a candidate. Organizations have a window to identify the top three things the candidate cares about or wants to know about, which can inform the recruitment process. Why would someone pick up the phone to talk to a start-up? What is theirintrinsicmotivation? As a first step, assess what really matters to your candidate. Tap into the candidate’s individual drivers. These could vary from identifying with your company’s mission to solving problems of scale and technical complexity or wanting to learn. Candidates are at a stage in their careers where they are looking to make a more direct impact as part of a much smaller cohort. They seek ownership and autonomy, which a start-up could provide. Spotify for example, has an agile structure that groups employees into small, lean squads that run like individual startups, making their own decisions. For some candidates, it is about the users halfway across the world whose lives they can touch. Others want to build out the tech engineering processes or drive the technical vision at a company. But beyond their career aspirations, understanding where a candidate’s personal drivers or life stage intersects their work, is as important to map their needs and build out a personalized path for the candidate. The motivation and profile you arrive at through the interview process, then funnel to what you can offer — customized mapping or threading based on an informed assessment of what the candidate is looking for.Adaptive recruiting relies on completing the jigsaw of what a candidate wants, with real-time sharing of these motivating factors between the many participants in the interview process. Adapting traditional progression, where feedback and comments are typically viewed at the end of the process, requires a delicate balance. Whether it is the hiring manager, a peer or the head of the business unit, each participant needs to piece together and share what motivates the candidate through an interview process that is dynamic and adaptive. An interviewer should inform the next person in the process on what the candidate is really looking for. However, tread carefully to keep unconscious bias out and not influence each other’s reasoning. Benimbleto share information for probing and selling across the pipeline, but reserve feedback for the end to maintain the integrity of the process.A recurring theme through recruitment conversations right now, is how to better understand and shape a candidate’s experience. Hays picked “Recruitment remodeled to Find & Engage” as its Number One recruitment trend for 2018. Digital technology and data science powers the “find” element. The “engage” element understands a candidate’s personal priorities and aspirations for a successful outcome. With smart tools, adaptive recruiting can personalize candidates’ experience at scale, while improving future hiring effectiveness too. In a session at LinkedIn’s 2017 Talent Connect, on how Artificial Intelligence is disrupting talent management, Przemek Berendt, Luxoft’s Vice President of Global Marketing, offered a glimpse of how candidate outreach could be personalized using technology. Imagine if instead of a single version of your Employee Value Proposition (EVP), you could analyze data to understand different personas and build multiple ways to convey your EVP. This would enable organizations to personalise the valuepropositionfor candidates, tailoring it to their individual aspirations and what they value most. The one thing that matters to every software developer is the kind of work they do — the hard problems they solve, the impact they make, the products they build. “It’s not thinking about yourself as an individual just trying to maximize your revenue,” behavioral economist Dan Ariely once said in an interview. There is clearly no substitute for doing what you love, which brings you to work each day.Q. According to the author, what must the recruiting process for the top talent be centered around?a)Manner in which the employee handles resulting customer's concernsb)How much a candidate can generate the service outputc)Around the candidates personal priorities and aspirationsd)Candidate’s seeking to abide by the unavoidable external circumstancese)All of theseCorrect answer is option 'C'. Can you explain this answer? covers all topics & solutions for Banking Exams 2024 Exam. Find important definitions, questions, meanings, examples, exercises and tests below for Read the following passage carefully and answer the questions given below it. Certain words are given in Underline to help you locate them while answering some of the questions.With highly-skilled candidates making intentional job choices, carefully evaluating organizations, the war for software-engineering talent has never been as fierce as it is now. Too many jobs are competing for a very limited supply of in-demand talent. This is a challenge for companies of all sizes — FANGs and startups alike. While seeking critical talent, the challenge before any company is to have a recruitment process that offers a higher chance of closing the candidate quickly. Given the race to close quickly, recruitment teams might reduce steps in the interviewing process, or deploy various techniques to optimize the process. No harm there, but it’s critical that, in doing so, these teams retain a personalized path for the candidate that could lead to a moreempatheticinterview process. Now, ‘Adaptive Recruiting’ is a model that isagileand personalizes the experience for the candidate.Adaptive Recruiting begins with understanding the candidate's motivation, as soon as a lead becomes a candidate. Organizations have a window to identify the top three things the candidate cares about or wants to know about, which can inform the recruitment process. Why would someone pick up the phone to talk to a start-up? What is theirintrinsicmotivation? As a first step, assess what really matters to your candidate. Tap into the candidate’s individual drivers. These could vary from identifying with your company’s mission to solving problems of scale and technical complexity or wanting to learn. Candidates are at a stage in their careers where they are looking to make a more direct impact as part of a much smaller cohort. They seek ownership and autonomy, which a start-up could provide. Spotify for example, has an agile structure that groups employees into small, lean squads that run like individual startups, making their own decisions. For some candidates, it is about the users halfway across the world whose lives they can touch. Others want to build out the tech engineering processes or drive the technical vision at a company. But beyond their career aspirations, understanding where a candidate’s personal drivers or life stage intersects their work, is as important to map their needs and build out a personalized path for the candidate. The motivation and profile you arrive at through the interview process, then funnel to what you can offer — customized mapping or threading based on an informed assessment of what the candidate is looking for.Adaptive recruiting relies on completing the jigsaw of what a candidate wants, with real-time sharing of these motivating factors between the many participants in the interview process. Adapting traditional progression, where feedback and comments are typically viewed at the end of the process, requires a delicate balance. Whether it is the hiring manager, a peer or the head of the business unit, each participant needs to piece together and share what motivates the candidate through an interview process that is dynamic and adaptive. An interviewer should inform the next person in the process on what the candidate is really looking for. However, tread carefully to keep unconscious bias out and not influence each other’s reasoning. Benimbleto share information for probing and selling across the pipeline, but reserve feedback for the end to maintain the integrity of the process.A recurring theme through recruitment conversations right now, is how to better understand and shape a candidate’s experience. Hays picked “Recruitment remodeled to Find & Engage” as its Number One recruitment trend for 2018. Digital technology and data science powers the “find” element. The “engage” element understands a candidate’s personal priorities and aspirations for a successful outcome. With smart tools, adaptive recruiting can personalize candidates’ experience at scale, while improving future hiring effectiveness too. In a session at LinkedIn’s 2017 Talent Connect, on how Artificial Intelligence is disrupting talent management, Przemek Berendt, Luxoft’s Vice President of Global Marketing, offered a glimpse of how candidate outreach could be personalized using technology. Imagine if instead of a single version of your Employee Value Proposition (EVP), you could analyze data to understand different personas and build multiple ways to convey your EVP. This would enable organizations to personalise the valuepropositionfor candidates, tailoring it to their individual aspirations and what they value most. The one thing that matters to every software developer is the kind of work they do — the hard problems they solve, the impact they make, the products they build. “It’s not thinking about yourself as an individual just trying to maximize your revenue,” behavioral economist Dan Ariely once said in an interview. There is clearly no substitute for doing what you love, which brings you to work each day.Q. According to the author, what must the recruiting process for the top talent be centered around?a)Manner in which the employee handles resulting customer's concernsb)How much a candidate can generate the service outputc)Around the candidates personal priorities and aspirationsd)Candidate’s seeking to abide by the unavoidable external circumstancese)All of theseCorrect answer is option 'C'. Can you explain this answer?.

Solutions for Read the following passage carefully and answer the questions given below it. Certain words are given in Underline to help you locate them while answering some of the questions.With highly-skilled candidates making intentional job choices, carefully evaluating organizations, the war for software-engineering talent has never been as fierce as it is now. Too many jobs are competing for a very limited supply of in-demand talent. This is a challenge for companies of all sizes — FANGs and startups alike. While seeking critical talent, the challenge before any company is to have a recruitment process that offers a higher chance of closing the candidate quickly. Given the race to close quickly, recruitment teams might reduce steps in the interviewing process, or deploy various techniques to optimize the process. No harm there, but it’s critical that, in doing so, these teams retain a personalized path for the candidate that could lead to a moreempatheticinterview process. Now, ‘Adaptive Recruiting’ is a model that isagileand personalizes the experience for the candidate.Adaptive Recruiting begins with understanding the candidate's motivation, as soon as a lead becomes a candidate. Organizations have a window to identify the top three things the candidate cares about or wants to know about, which can inform the recruitment process. Why would someone pick up the phone to talk to a start-up? What is theirintrinsicmotivation? As a first step, assess what really matters to your candidate. Tap into the candidate’s individual drivers. These could vary from identifying with your company’s mission to solving problems of scale and technical complexity or wanting to learn. Candidates are at a stage in their careers where they are looking to make a more direct impact as part of a much smaller cohort. They seek ownership and autonomy, which a start-up could provide. Spotify for example, has an agile structure that groups employees into small, lean squads that run like individual startups, making their own decisions. For some candidates, it is about the users halfway across the world whose lives they can touch. Others want to build out the tech engineering processes or drive the technical vision at a company. But beyond their career aspirations, understanding where a candidate’s personal drivers or life stage intersects their work, is as important to map their needs and build out a personalized path for the candidate. The motivation and profile you arrive at through the interview process, then funnel to what you can offer — customized mapping or threading based on an informed assessment of what the candidate is looking for.Adaptive recruiting relies on completing the jigsaw of what a candidate wants, with real-time sharing of these motivating factors between the many participants in the interview process. Adapting traditional progression, where feedback and comments are typically viewed at the end of the process, requires a delicate balance. Whether it is the hiring manager, a peer or the head of the business unit, each participant needs to piece together and share what motivates the candidate through an interview process that is dynamic and adaptive. An interviewer should inform the next person in the process on what the candidate is really looking for. However, tread carefully to keep unconscious bias out and not influence each other’s reasoning. Benimbleto share information for probing and selling across the pipeline, but reserve feedback for the end to maintain the integrity of the process.A recurring theme through recruitment conversations right now, is how to better understand and shape a candidate’s experience. Hays picked “Recruitment remodeled to Find & Engage” as its Number One recruitment trend for 2018. Digital technology and data science powers the “find” element. The “engage” element understands a candidate’s personal priorities and aspirations for a successful outcome. With smart tools, adaptive recruiting can personalize candidates’ experience at scale, while improving future hiring effectiveness too. In a session at LinkedIn’s 2017 Talent Connect, on how Artificial Intelligence is disrupting talent management, Przemek Berendt, Luxoft’s Vice President of Global Marketing, offered a glimpse of how candidate outreach could be personalized using technology. Imagine if instead of a single version of your Employee Value Proposition (EVP), you could analyze data to understand different personas and build multiple ways to convey your EVP. This would enable organizations to personalise the valuepropositionfor candidates, tailoring it to their individual aspirations and what they value most. The one thing that matters to every software developer is the kind of work they do — the hard problems they solve, the impact they make, the products they build. “It’s not thinking about yourself as an individual just trying to maximize your revenue,” behavioral economist Dan Ariely once said in an interview. There is clearly no substitute for doing what you love, which brings you to work each day.Q. According to the author, what must the recruiting process for the top talent be centered around?a)Manner in which the employee handles resulting customer's concernsb)How much a candidate can generate the service outputc)Around the candidates personal priorities and aspirationsd)Candidate’s seeking to abide by the unavoidable external circumstancese)All of theseCorrect answer is option 'C'. Can you explain this answer? in English & in Hindi are available as part of our courses for Banking Exams. 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Here you can find the meaning of Read the following passage carefully and answer the questions given below it. Certain words are given in Underline to help you locate them while answering some of the questions.With highly-skilled candidates making intentional job choices, carefully evaluating organizations, the war for software-engineering talent has never been as fierce as it is now. Too many jobs are competing for a very limited supply of in-demand talent. This is a challenge for companies of all sizes — FANGs and startups alike. While seeking critical talent, the challenge before any company is to have a recruitment process that offers a higher chance of closing the candidate quickly. Given the race to close quickly, recruitment teams might reduce steps in the interviewing process, or deploy various techniques to optimize the process. No harm there, but it’s critical that, in doing so, these teams retain a personalized path for the candidate that could lead to a moreempatheticinterview process. Now, ‘Adaptive Recruiting’ is a model that isagileand personalizes the experience for the candidate.Adaptive Recruiting begins with understanding the candidate's motivation, as soon as a lead becomes a candidate. Organizations have a window to identify the top three things the candidate cares about or wants to know about, which can inform the recruitment process. Why would someone pick up the phone to talk to a start-up? What is theirintrinsicmotivation? As a first step, assess what really matters to your candidate. Tap into the candidate’s individual drivers. These could vary from identifying with your company’s mission to solving problems of scale and technical complexity or wanting to learn. Candidates are at a stage in their careers where they are looking to make a more direct impact as part of a much smaller cohort. They seek ownership and autonomy, which a start-up could provide. Spotify for example, has an agile structure that groups employees into small, lean squads that run like individual startups, making their own decisions. For some candidates, it is about the users halfway across the world whose lives they can touch. Others want to build out the tech engineering processes or drive the technical vision at a company. But beyond their career aspirations, understanding where a candidate’s personal drivers or life stage intersects their work, is as important to map their needs and build out a personalized path for the candidate. The motivation and profile you arrive at through the interview process, then funnel to what you can offer — customized mapping or threading based on an informed assessment of what the candidate is looking for.Adaptive recruiting relies on completing the jigsaw of what a candidate wants, with real-time sharing of these motivating factors between the many participants in the interview process. Adapting traditional progression, where feedback and comments are typically viewed at the end of the process, requires a delicate balance. Whether it is the hiring manager, a peer or the head of the business unit, each participant needs to piece together and share what motivates the candidate through an interview process that is dynamic and adaptive. An interviewer should inform the next person in the process on what the candidate is really looking for. However, tread carefully to keep unconscious bias out and not influence each other’s reasoning. Benimbleto share information for probing and selling across the pipeline, but reserve feedback for the end to maintain the integrity of the process.A recurring theme through recruitment conversations right now, is how to better understand and shape a candidate’s experience. Hays picked “Recruitment remodeled to Find & Engage” as its Number One recruitment trend for 2018. Digital technology and data science powers the “find” element. The “engage” element understands a candidate’s personal priorities and aspirations for a successful outcome. With smart tools, adaptive recruiting can personalize candidates’ experience at scale, while improving future hiring effectiveness too. In a session at LinkedIn’s 2017 Talent Connect, on how Artificial Intelligence is disrupting talent management, Przemek Berendt, Luxoft’s Vice President of Global Marketing, offered a glimpse of how candidate outreach could be personalized using technology. Imagine if instead of a single version of your Employee Value Proposition (EVP), you could analyze data to understand different personas and build multiple ways to convey your EVP. This would enable organizations to personalise the valuepropositionfor candidates, tailoring it to their individual aspirations and what they value most. The one thing that matters to every software developer is the kind of work they do — the hard problems they solve, the impact they make, the products they build. “It’s not thinking about yourself as an individual just trying to maximize your revenue,” behavioral economist Dan Ariely once said in an interview. There is clearly no substitute for doing what you love, which brings you to work each day.Q. According to the author, what must the recruiting process for the top talent be centered around?a)Manner in which the employee handles resulting customer's concernsb)How much a candidate can generate the service outputc)Around the candidates personal priorities and aspirationsd)Candidate’s seeking to abide by the unavoidable external circumstancese)All of theseCorrect answer is option 'C'. Can you explain this answer? defined & explained in the simplest way possible. Besides giving the explanation of Read the following passage carefully and answer the questions given below it. Certain words are given in Underline to help you locate them while answering some of the questions.With highly-skilled candidates making intentional job choices, carefully evaluating organizations, the war for software-engineering talent has never been as fierce as it is now. Too many jobs are competing for a very limited supply of in-demand talent. This is a challenge for companies of all sizes — FANGs and startups alike. While seeking critical talent, the challenge before any company is to have a recruitment process that offers a higher chance of closing the candidate quickly. Given the race to close quickly, recruitment teams might reduce steps in the interviewing process, or deploy various techniques to optimize the process. No harm there, but it’s critical that, in doing so, these teams retain a personalized path for the candidate that could lead to a moreempatheticinterview process. Now, ‘Adaptive Recruiting’ is a model that isagileand personalizes the experience for the candidate.Adaptive Recruiting begins with understanding the candidate's motivation, as soon as a lead becomes a candidate. Organizations have a window to identify the top three things the candidate cares about or wants to know about, which can inform the recruitment process. Why would someone pick up the phone to talk to a start-up? What is theirintrinsicmotivation? As a first step, assess what really matters to your candidate. Tap into the candidate’s individual drivers. These could vary from identifying with your company’s mission to solving problems of scale and technical complexity or wanting to learn. Candidates are at a stage in their careers where they are looking to make a more direct impact as part of a much smaller cohort. They seek ownership and autonomy, which a start-up could provide. Spotify for example, has an agile structure that groups employees into small, lean squads that run like individual startups, making their own decisions. For some candidates, it is about the users halfway across the world whose lives they can touch. Others want to build out the tech engineering processes or drive the technical vision at a company. But beyond their career aspirations, understanding where a candidate’s personal drivers or life stage intersects their work, is as important to map their needs and build out a personalized path for the candidate. The motivation and profile you arrive at through the interview process, then funnel to what you can offer — customized mapping or threading based on an informed assessment of what the candidate is looking for.Adaptive recruiting relies on completing the jigsaw of what a candidate wants, with real-time sharing of these motivating factors between the many participants in the interview process. Adapting traditional progression, where feedback and comments are typically viewed at the end of the process, requires a delicate balance. Whether it is the hiring manager, a peer or the head of the business unit, each participant needs to piece together and share what motivates the candidate through an interview process that is dynamic and adaptive. An interviewer should inform the next person in the process on what the candidate is really looking for. However, tread carefully to keep unconscious bias out and not influence each other’s reasoning. Benimbleto share information for probing and selling across the pipeline, but reserve feedback for the end to maintain the integrity of the process.A recurring theme through recruitment conversations right now, is how to better understand and shape a candidate’s experience. Hays picked “Recruitment remodeled to Find & Engage” as its Number One recruitment trend for 2018. Digital technology and data science powers the “find” element. The “engage” element understands a candidate’s personal priorities and aspirations for a successful outcome. With smart tools, adaptive recruiting can personalize candidates’ experience at scale, while improving future hiring effectiveness too. In a session at LinkedIn’s 2017 Talent Connect, on how Artificial Intelligence is disrupting talent management, Przemek Berendt, Luxoft’s Vice President of Global Marketing, offered a glimpse of how candidate outreach could be personalized using technology. Imagine if instead of a single version of your Employee Value Proposition (EVP), you could analyze data to understand different personas and build multiple ways to convey your EVP. This would enable organizations to personalise the valuepropositionfor candidates, tailoring it to their individual aspirations and what they value most. The one thing that matters to every software developer is the kind of work they do — the hard problems they solve, the impact they make, the products they build. “It’s not thinking about yourself as an individual just trying to maximize your revenue,” behavioral economist Dan Ariely once said in an interview. There is clearly no substitute for doing what you love, which brings you to work each day.Q. According to the author, what must the recruiting process for the top talent be centered around?a)Manner in which the employee handles resulting customer's concernsb)How much a candidate can generate the service outputc)Around the candidates personal priorities and aspirationsd)Candidate’s seeking to abide by the unavoidable external circumstancese)All of theseCorrect answer is option 'C'. Can you explain this answer?, a detailed solution for Read the following passage carefully and answer the questions given below it. Certain words are given in Underline to help you locate them while answering some of the questions.With highly-skilled candidates making intentional job choices, carefully evaluating organizations, the war for software-engineering talent has never been as fierce as it is now. Too many jobs are competing for a very limited supply of in-demand talent. This is a challenge for companies of all sizes — FANGs and startups alike. While seeking critical talent, the challenge before any company is to have a recruitment process that offers a higher chance of closing the candidate quickly. Given the race to close quickly, recruitment teams might reduce steps in the interviewing process, or deploy various techniques to optimize the process. No harm there, but it’s critical that, in doing so, these teams retain a personalized path for the candidate that could lead to a moreempatheticinterview process. Now, ‘Adaptive Recruiting’ is a model that isagileand personalizes the experience for the candidate.Adaptive Recruiting begins with understanding the candidate's motivation, as soon as a lead becomes a candidate. Organizations have a window to identify the top three things the candidate cares about or wants to know about, which can inform the recruitment process. Why would someone pick up the phone to talk to a start-up? What is theirintrinsicmotivation? As a first step, assess what really matters to your candidate. Tap into the candidate’s individual drivers. These could vary from identifying with your company’s mission to solving problems of scale and technical complexity or wanting to learn. Candidates are at a stage in their careers where they are looking to make a more direct impact as part of a much smaller cohort. They seek ownership and autonomy, which a start-up could provide. Spotify for example, has an agile structure that groups employees into small, lean squads that run like individual startups, making their own decisions. For some candidates, it is about the users halfway across the world whose lives they can touch. Others want to build out the tech engineering processes or drive the technical vision at a company. But beyond their career aspirations, understanding where a candidate’s personal drivers or life stage intersects their work, is as important to map their needs and build out a personalized path for the candidate. The motivation and profile you arrive at through the interview process, then funnel to what you can offer — customized mapping or threading based on an informed assessment of what the candidate is looking for.Adaptive recruiting relies on completing the jigsaw of what a candidate wants, with real-time sharing of these motivating factors between the many participants in the interview process. Adapting traditional progression, where feedback and comments are typically viewed at the end of the process, requires a delicate balance. Whether it is the hiring manager, a peer or the head of the business unit, each participant needs to piece together and share what motivates the candidate through an interview process that is dynamic and adaptive. An interviewer should inform the next person in the process on what the candidate is really looking for. However, tread carefully to keep unconscious bias out and not influence each other’s reasoning. Benimbleto share information for probing and selling across the pipeline, but reserve feedback for the end to maintain the integrity of the process.A recurring theme through recruitment conversations right now, is how to better understand and shape a candidate’s experience. Hays picked “Recruitment remodeled to Find & Engage” as its Number One recruitment trend for 2018. Digital technology and data science powers the “find” element. The “engage” element understands a candidate’s personal priorities and aspirations for a successful outcome. With smart tools, adaptive recruiting can personalize candidates’ experience at scale, while improving future hiring effectiveness too. In a session at LinkedIn’s 2017 Talent Connect, on how Artificial Intelligence is disrupting talent management, Przemek Berendt, Luxoft’s Vice President of Global Marketing, offered a glimpse of how candidate outreach could be personalized using technology. Imagine if instead of a single version of your Employee Value Proposition (EVP), you could analyze data to understand different personas and build multiple ways to convey your EVP. This would enable organizations to personalise the valuepropositionfor candidates, tailoring it to their individual aspirations and what they value most. The one thing that matters to every software developer is the kind of work they do — the hard problems they solve, the impact they make, the products they build. “It’s not thinking about yourself as an individual just trying to maximize your revenue,” behavioral economist Dan Ariely once said in an interview. There is clearly no substitute for doing what you love, which brings you to work each day.Q. According to the author, what must the recruiting process for the top talent be centered around?a)Manner in which the employee handles resulting customer's concernsb)How much a candidate can generate the service outputc)Around the candidates personal priorities and aspirationsd)Candidate’s seeking to abide by the unavoidable external circumstancese)All of theseCorrect answer is option 'C'. Can you explain this answer? has been provided alongside types of Read the following passage carefully and answer the questions given below it. Certain words are given in Underline to help you locate them while answering some of the questions.With highly-skilled candidates making intentional job choices, carefully evaluating organizations, the war for software-engineering talent has never been as fierce as it is now. Too many jobs are competing for a very limited supply of in-demand talent. This is a challenge for companies of all sizes — FANGs and startups alike. While seeking critical talent, the challenge before any company is to have a recruitment process that offers a higher chance of closing the candidate quickly. Given the race to close quickly, recruitment teams might reduce steps in the interviewing process, or deploy various techniques to optimize the process. No harm there, but it’s critical that, in doing so, these teams retain a personalized path for the candidate that could lead to a moreempatheticinterview process. Now, ‘Adaptive Recruiting’ is a model that isagileand personalizes the experience for the candidate.Adaptive Recruiting begins with understanding the candidate's motivation, as soon as a lead becomes a candidate. Organizations have a window to identify the top three things the candidate cares about or wants to know about, which can inform the recruitment process. Why would someone pick up the phone to talk to a start-up? What is theirintrinsicmotivation? As a first step, assess what really matters to your candidate. Tap into the candidate’s individual drivers. These could vary from identifying with your company’s mission to solving problems of scale and technical complexity or wanting to learn. Candidates are at a stage in their careers where they are looking to make a more direct impact as part of a much smaller cohort. They seek ownership and autonomy, which a start-up could provide. Spotify for example, has an agile structure that groups employees into small, lean squads that run like individual startups, making their own decisions. For some candidates, it is about the users halfway across the world whose lives they can touch. Others want to build out the tech engineering processes or drive the technical vision at a company. But beyond their career aspirations, understanding where a candidate’s personal drivers or life stage intersects their work, is as important to map their needs and build out a personalized path for the candidate. The motivation and profile you arrive at through the interview process, then funnel to what you can offer — customized mapping or threading based on an informed assessment of what the candidate is looking for.Adaptive recruiting relies on completing the jigsaw of what a candidate wants, with real-time sharing of these motivating factors between the many participants in the interview process. Adapting traditional progression, where feedback and comments are typically viewed at the end of the process, requires a delicate balance. Whether it is the hiring manager, a peer or the head of the business unit, each participant needs to piece together and share what motivates the candidate through an interview process that is dynamic and adaptive. An interviewer should inform the next person in the process on what the candidate is really looking for. However, tread carefully to keep unconscious bias out and not influence each other’s reasoning. Benimbleto share information for probing and selling across the pipeline, but reserve feedback for the end to maintain the integrity of the process.A recurring theme through recruitment conversations right now, is how to better understand and shape a candidate’s experience. Hays picked “Recruitment remodeled to Find & Engage” as its Number One recruitment trend for 2018. Digital technology and data science powers the “find” element. The “engage” element understands a candidate’s personal priorities and aspirations for a successful outcome. With smart tools, adaptive recruiting can personalize candidates’ experience at scale, while improving future hiring effectiveness too. In a session at LinkedIn’s 2017 Talent Connect, on how Artificial Intelligence is disrupting talent management, Przemek Berendt, Luxoft’s Vice President of Global Marketing, offered a glimpse of how candidate outreach could be personalized using technology. Imagine if instead of a single version of your Employee Value Proposition (EVP), you could analyze data to understand different personas and build multiple ways to convey your EVP. This would enable organizations to personalise the valuepropositionfor candidates, tailoring it to their individual aspirations and what they value most. The one thing that matters to every software developer is the kind of work they do — the hard problems they solve, the impact they make, the products they build. “It’s not thinking about yourself as an individual just trying to maximize your revenue,” behavioral economist Dan Ariely once said in an interview. There is clearly no substitute for doing what you love, which brings you to work each day.Q. According to the author, what must the recruiting process for the top talent be centered around?a)Manner in which the employee handles resulting customer's concernsb)How much a candidate can generate the service outputc)Around the candidates personal priorities and aspirationsd)Candidate’s seeking to abide by the unavoidable external circumstancese)All of theseCorrect answer is option 'C'. Can you explain this answer? theory, EduRev gives you an ample number of questions to practice Read the following passage carefully and answer the questions given below it. Certain words are given in Underline to help you locate them while answering some of the questions.With highly-skilled candidates making intentional job choices, carefully evaluating organizations, the war for software-engineering talent has never been as fierce as it is now. Too many jobs are competing for a very limited supply of in-demand talent. This is a challenge for companies of all sizes — FANGs and startups alike. While seeking critical talent, the challenge before any company is to have a recruitment process that offers a higher chance of closing the candidate quickly. Given the race to close quickly, recruitment teams might reduce steps in the interviewing process, or deploy various techniques to optimize the process. No harm there, but it’s critical that, in doing so, these teams retain a personalized path for the candidate that could lead to a moreempatheticinterview process. Now, ‘Adaptive Recruiting’ is a model that isagileand personalizes the experience for the candidate.Adaptive Recruiting begins with understanding the candidate's motivation, as soon as a lead becomes a candidate. Organizations have a window to identify the top three things the candidate cares about or wants to know about, which can inform the recruitment process. Why would someone pick up the phone to talk to a start-up? What is theirintrinsicmotivation? As a first step, assess what really matters to your candidate. Tap into the candidate’s individual drivers. These could vary from identifying with your company’s mission to solving problems of scale and technical complexity or wanting to learn. Candidates are at a stage in their careers where they are looking to make a more direct impact as part of a much smaller cohort. They seek ownership and autonomy, which a start-up could provide. Spotify for example, has an agile structure that groups employees into small, lean squads that run like individual startups, making their own decisions. For some candidates, it is about the users halfway across the world whose lives they can touch. Others want to build out the tech engineering processes or drive the technical vision at a company. But beyond their career aspirations, understanding where a candidate’s personal drivers or life stage intersects their work, is as important to map their needs and build out a personalized path for the candidate. The motivation and profile you arrive at through the interview process, then funnel to what you can offer — customized mapping or threading based on an informed assessment of what the candidate is looking for.Adaptive recruiting relies on completing the jigsaw of what a candidate wants, with real-time sharing of these motivating factors between the many participants in the interview process. Adapting traditional progression, where feedback and comments are typically viewed at the end of the process, requires a delicate balance. Whether it is the hiring manager, a peer or the head of the business unit, each participant needs to piece together and share what motivates the candidate through an interview process that is dynamic and adaptive. An interviewer should inform the next person in the process on what the candidate is really looking for. However, tread carefully to keep unconscious bias out and not influence each other’s reasoning. Benimbleto share information for probing and selling across the pipeline, but reserve feedback for the end to maintain the integrity of the process.A recurring theme through recruitment conversations right now, is how to better understand and shape a candidate’s experience. Hays picked “Recruitment remodeled to Find & Engage” as its Number One recruitment trend for 2018. Digital technology and data science powers the “find” element. The “engage” element understands a candidate’s personal priorities and aspirations for a successful outcome. With smart tools, adaptive recruiting can personalize candidates’ experience at scale, while improving future hiring effectiveness too. In a session at LinkedIn’s 2017 Talent Connect, on how Artificial Intelligence is disrupting talent management, Przemek Berendt, Luxoft’s Vice President of Global Marketing, offered a glimpse of how candidate outreach could be personalized using technology. Imagine if instead of a single version of your Employee Value Proposition (EVP), you could analyze data to understand different personas and build multiple ways to convey your EVP. This would enable organizations to personalise the valuepropositionfor candidates, tailoring it to their individual aspirations and what they value most. The one thing that matters to every software developer is the kind of work they do — the hard problems they solve, the impact they make, the products they build. “It’s not thinking about yourself as an individual just trying to maximize your revenue,” behavioral economist Dan Ariely once said in an interview. There is clearly no substitute for doing what you love, which brings you to work each day.Q. According to the author, what must the recruiting process for the top talent be centered around?a)Manner in which the employee handles resulting customer's concernsb)How much a candidate can generate the service outputc)Around the candidates personal priorities and aspirationsd)Candidate’s seeking to abide by the unavoidable external circumstancese)All of theseCorrect answer is option 'C'. Can you explain this answer? tests, examples and also practice Banking Exams tests.