Certified Talent Acquisition Professional Course in Saudi Arabia

The program develops skills that extend beyond vacancy management and day-to-day recruitment administration. Participants learn how different parts of the talent acquisition function connect, from workforce planning and job analysis to sourcing, employer branding, retention, and recruitment analytics. The training also introduces recruitment technology and AI applications, allowing professionals to understand how these tools can support hiring workflows without replacing human judgement.

Key areas covered include:

• Workforce planning: Forecasting talent demand and supply, segmenting the workforce and identifying talent gaps.
• Job analysis: Developing job descriptions and specifications and applying job evaluation approaches.
• Talent sourcing: Using LinkedIn Boolean search, InMail, social recruitment, and multi-channel sourcing.
• Employer branding: Developing candidate personas, conducting brand audits and creating EVP frameworks.
• Compensation: Examining market benchmarking, total rewards, incentives, and internal equity.
• Employee experience: Reviewing pre-boarding, onboarding, engagement, and retention practices.
• Recruitment analytics: Working with hiring KPIs, sourcing effectiveness, funnel conversion, and recruitment dashboards.
• Recruitment technology: Exploring ATS workflows, automation, AI-assisted sourcing, resume parsing, and recruitment analytics.

Yes. The program can help professionals broaden their responsibilities from candidate sourcing and recruitment administration to strategic talent acquisition. Rather than focusing only on filling current vacancies, the training examines how hiring decisions relate to business plans, workforce requirements, and longer-term talent needs.

Participants are introduced to demand and supply forecasting, talent gap analysis, proactive sourcing, employer value propositions, and recruitment data. The Industry Simulation also requires participants to make hiring decisions across different business units, giving them an opportunity to connect individual recruitment activities with wider workforce priorities.

The course should not be considered a Saudi employment-law, Saudisation, or localisation compliance program. Its focus is talent acquisition capability rather than teaching the procedures or legal requirements associated with specific Saudi localisation initiatives.

The training can nevertheless support professionals whose work involves workforce and recruitment planning by developing skills such as:

• Workforce demand and supply forecasting
• Talent gap identification
• Strategic hiring planning
• Candidate sourcing and pipeline development
• Recruitment performance measurement
• Retention and engagement planning

As Saudi localisation requirements can differ by occupation, sector, and applicable regulatory update, professionals should refer to current official Saudi requirements when making compliance decisions.

The program approaches sourcing as a structured pipeline-building activity rather than relying on job advertisements alone. Participants work with internal and external sourcing, social media recruitment, LinkedIn Boolean search, and InMail, alongside practical scenarios involving hard-to-fill positions.

The sourcing exercises include:

• Building Boolean search strings for specific candidate requirements
• Using LinkedIn InMail for targeted outreach
• Developing multi-channel sourcing plans
• Combining internal referrals with external recruitment channels
• Planning approaches for niche and hard-to-fill roles
• Exploring AI-powered candidate sourcing and matching
• Using generative AI to support recruitment communication

This gives recruiters an opportunity to consider which sourcing method fits a particular role and talent market, rather than applying the same approach to every vacancy.

Yes. Recruitment analytics is covered as a practical part of the program. The aim is not simply to introduce a list of recruitment metrics, but to show how hiring data can be calculated, interpreted, and presented to support recruitment decisions.

Participants work with simulated recruitment information to examine areas such as time-to-fill, cost-per-hire, quality-of-hire, source effectiveness, sourcing ROI, and hiring-funnel performance. The training also includes a recruitment dashboard exercise, where findings are presented in a format suitable for discussion with HR leadership.

The training incorporates practical activities across the talent acquisition lifecycle, allowing participants to apply concepts rather than only study them. Exercises cover workforce planning, job documentation, sourcing, employer branding, compensation, retention, and analytics.

The program includes practical work such as:

• Workforce planning scenarios involving demand, supply, and talent gaps
• Job analysis exercises leading to job descriptions and specifications
• Job evaluation activities using structured evaluation approaches
• LinkedIn sourcing exercises involving Boolean search and hard-to-fill roles
• EVP and employer branding activities using candidate personas and brand audits
• Compensation exercises covering benchmarking and total rewards
• Retention case work involving turnover costs and early-tenure attrition
• Employee journey mapping covering pre-boarding and onboarding
• Recruitment dashboard exercises using hiring KPIs and sourcing data
• An Industry Simulation involving strategic hiring decisions across three business units
• An Automation Sandbox covering ATS workflows, chatbots, AI resume parsing, matching, and recruitment analytics

The program treats AI as a recruitment support tool rather than a replacement for professional judgement. Participants explore AI-assisted sourcing, resume parsing, matching, recruitment communication, workflow automation, and analytics, while also considering the risks associated with automated recruitment decisions.

The responsible-AI component covers bias, fairness, transparency, compliance, and human oversight. A practical role-play also requires participants to examine an AI screening tool for potential bias, helping them consider not only what an automated system can do, but also when its output needs to be reviewed by a human decision-maker.

No. Although the program follows the Vskills Certified Talent Acquisition Professional framework and includes certification preparation, the training is not limited to examination theory. Learners Point combines the certification framework with practical exercises, case-based activities, simulations, and technology-focused practice.

The practical elements include:

• Talent planning and forecasting exercises
• Job analysis and job evaluation activities
• LinkedIn sourcing and recruitment scenarios
• Employer branding and EVP development
• Compensation and market benchmarking exercises
• Employee retention and experience cases
• Recruitment KPI and dashboard activities
• An end-to-end Industry Simulation
• An Automation Sandbox covering recruitment technology and AI applications
• A 50-question timed mock examination for certification preparation

This combination allows participants to work through recruitment situations while also preparing around the Vskills framework.

The program treats retention as part of the wider talent lifecycle rather than something that begins only after employees decide to leave. Participants examine the relationship between employee churn, engagement, employee experience, and recruitment outcomes, including the cost implications of turnover.

The training also considers how organizations can identify early-tenure issues, understand engagement drivers, and develop structured retention responses. This gives talent acquisition professionals a broader view of the hiring process, particularly where the quality of the employee journey after joining can influence longer-term workforce stability.

The Industry Simulation brings several parts of the program together through a strategic hiring scenario. Participants work with a high-growth organization operating across three business units, where different roles have varying levels of criticality, budget constraints, and talent-market conditions.

Rather than using one recruitment strategy for every vacancy, participants have to consider business growth, workforce gaps, sourcing channels, employer positioning, compensation, early-tenure attrition, and recruitment performance when developing their recommendations. The exercise concludes with a presentation of the proposed recruitment strategy to a simulated HR leadership panel.

Yes. The program is intended for professionals who have basic awareness of HR or recruitment processes and want to develop broader talent acquisition capability. It can therefore suit professionals who already have some exposure to recruitment but want to understand the strategic and analytical aspects of the function.

The intended audience includes Talent Acquisition Executives, Recruiters, HR Business Partners and Sourcing Specialists. The course can also be relevant to professionals whose responsibilities are expanding into workforce planning, employer branding, recruitment analytics, or recruitment technology.

The Vskills pathway gives participants an opportunity to work towards a professional certification in Talent Acquisition while developing practical knowledge across the recruitment lifecycle. The program covers the Vskills framework through structured learning, applied exercises, and certification-focused preparation.

Participants can expect exposure to talent acquisition strategy, workforce planning, job analysis, sourcing, employer branding, compensation, employee experience, recruitment analytics, and recruitment technology. The course concludes with framework review and a 50-question timed mock examination, helping participants assess their readiness before pursuing the certification.