A strong talent acquisition strategy enables your organization to grow sustainably. Rather than filling vacancies ad hoc, it focuses on systematically attracting the right people with the necessary skills and mindset. Starcheck guides organizations in developing and implementing a talent acquisition strategy that is future-proof, evidence-based, and people-oriented.
Talent Acquisition (TA) is a strategic, long-term approach to identifying, attracting, and retaining talent that aligns with both current and future business goals.
Where traditional recruitment focuses on quickly filling open positions, talent acquisition focuses on structurally building talent pipelines, developing a distinctive employer brand, and leveraging data, psychology, and AI to identify skills gaps in a timely manner.
You can’t solve scarcity as an employer, distinctiveness can
A Starcheck talent acquisition program is customized. We go through all the steps necessary to establish a robust strategy and translate it into execution:
Strategic analysis: what business goals require new talent and what skills are missing? Setting up the TA roadmap.
Employer branding: developing an authentic employer story and Employee Value Proposition.
Target groups and personas: get a sharp sense of who you’re looking for, including latent job seekers.
Candidate journey: the design of all touchpoints and skill-based hiring frameworks; from initial introduction to onboarding.
Selection woven into the journey: evidence-based assessments as a backbone for objective decisions and to reduce bias.
Program management: implementation, training of hiring managers and securing in processes.
What you offer
Activities in what sequence
Information, training, instruction and assistance
Filling talent pools
At Intermax, Starcheck helped management reshape the recruitment of IT professionals. Through interviews, personas, a new worksite, and structured selection, a complete talent acquisition program was developed. The consultancy focused on positioning, training, process, and support. The result: a distinctive employer brand, an improved candidate journey, and a recruitment funnel that structurally produces more and better candidates.
The job market is transitioning from a focus on specific functions to one that prioritizes skills. Organizations are increasingly faced with new technologies, evolving customer needs, and faster innovation cycles. Relying solely on candidates’ diplomas and work experience can lead to knowledge becoming quickly outdated.
Traditional selection by resume or education hardly predicts performance (validity 0.18-0.38). Multi-method assessments (combining cognitive ability, personality, drives, and simulations) increase the predictive value to 0.65.
Skill-based hiring means looking not only at the current set of skills, but also the capacity and willingness to learn new skills or deepen existing ones.
An authentic Employee Value Proposition strengthens your attractiveness, both externally and internally, fostering employee pride and turning them into ambassadors.
Every interaction counts. A professional, respectful journey makes candidates feel seen. A bad experience permanently damages your employer brand and makes acquisition increasingly difficult.
Executive management, hiring managers, recruiters; talent acquisition is an activity of the entire organization. Education, change, interview, and selection skills; everyone must be equipped for a new program.
AI and automation take over repetitive tasks (screening, planning, communicating). This shortens time-to-hire, reduces bias, and improves the candidate experience.
AI takes over repetitive tasks, from resume screening to digital communication to interview scheduling. This makes selection more objective. This shifts the specialist’s role to that of a strategic advisor: designing skill-based hiring frameworks, analyzing talent data, and guiding management in decision-making. So technology is not replacing the TA professional, but enhancing their strategic value
In skills-based organizations, the focus is not the job title but the skills and development potential of employees. For TA, this means:
Candidates expect personal, transparent and inclusive journeys, supported by digital technology. Consider:
Want to structurally attract better talent, prevent mismatches and future-proof your organization? Work with us to develop a TA program that works.
This fact sheet provides an overview of the most commonly used (psychological) selection methods, both classical and modern. The figures are based on meta-analyses and dominant scientific literature.
| Method | Predictive validity (r) | Typical reliability |
|---|---|---|
| Cognitive ability (GMA test) | .51 | High (.85-.95) |
| Work test | .54 | High (inter-rater ≥.70) |
| Structured interview | .51 | Medium-high (.60-.75) |
| Unstructured interview | .18-.38 | Low-medium (.40-.55) |
| Integrity test | .41 | High (α ≥.80) |
| Conscientiousness (Big Five) | .31 | Medium-high (α ~.75-.85) |
| Job knowledge test | .48 | High (≥.80) |
| Years of service | .18 | Not applicable |
| Video/asynchronous interview (incl. AI) | .30-.40 | Good at structuring; algorithmically variable |
| Machine learning / algorithmic models | .20-.50 | Depends on dataset; generalizability limited |
| Serious games / game-based work samples | .35-.50 | High on objective metrics |
| Social media screening | .00-.20 | Low and variable |
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