Do you believe that you require talent to identify the talent of a candidate?

Some persons fail in the interview and maybe they couldn't explain their experiences through the conversation in the interview. But some of them, they can only success when they apply their experiences in the actual work

If the interviewee is unable to perform in interview that means he can't work under pressure later on. If there was any mitigating factor which created problem in interview, the interviewer must has skill to judge the interviewee. As far as the talent is concerned, it is obvious that if you don't know a language then how can you select an interpretor for that language?

A recruiter is a human being like all of us. Well he has to rely on the knowldge, Experience, and information he possess to identify the right candidate for the right job, sometimes he might make mistake as all of us do but he is a professional and expert in his field.

I can say that there is a telent in every one but all that matters is the right  time, right place and the opportunity that truly elaborates his talent.

Yes indeed although "Talent" is god-gifted and skills, competencies, capabilities, abilities are self-developed.  To excel one has to be in the same or closest possible  field in which he has talent or aptitude.  For example if someone has talent for painting, he can succeed in other fields but has to spend more time and effort to develop whereas in painting he will have to use comparatively less time and effort to achieve the same level of excellence.  Alternatively, the candidate with talent in painting can go into graphic design and other similar profession.  However, human nature and behaviour is a very complex and immeasurable, semi-predictable and "unquantifiable".  The HR person or the person interviewing the candidate has to have an eye for talent for which he naturally needs to develop certain capabilities. This can be developed by broading the horizon of one's knowledge or capabilities by studying the behaviour of people in real life, relevant material, case studies and so on.  On several occasions, while interviewing candidates for one position, I have recommended to them to join another opening which to me appear more suitable for them due to their aptitude.  In not all but majority of cases, the individual had more job satisfaction and grew within the organization.

However, it is not possible for any HR person to know each and everything about the particular business of the company.  It is therefore always better to have the relevant department head interview the candidate to assess his technical suitability and assess his abilities as his team member.  The HR person can assess the candidate from HR perspective like personality traits, organizational behaviour, whether the candidate aims for a long-term association, how he will respond to pressure and challenges, etc. 

In an ideal world, when you have a vacancy the people you would want to fill the position would be actively job hunting and ready to step into the role immediately. In reality it's likely they won't be in the market when you want them, and when they are, you're not on the lookout for any new employees.

Talent pools are a database of people who could effectively fill the boots of any of your current employees should they decide that it's time to move on. It's your contingency plan and an essential method of reducing the cost and time to hire and ensuring your businesses productivity is not affected too much by resource and skill shortages.

Finding fish for your pool So where are the best places to start looking for the people who will shape the future of your organisation?

• Previous applicants — Remember those people who got to the final round of interviews but were just pipped to the post by a more suitable candidate? You probably thanked them for their time and promised to be in touch in future if any suitable roles came up, but you've now deleted their details or have their CV stuffed at the back of a draw.
• CV databases — These are a library of current candidates and you should look to subscribe to alerts based on the various roles within your company. Don't think about what you currently have available, think about what may become available in the future.
• Industry media — Read industry magazines and websites to find out who's creating a stir within your sector. If there are projects you are interested in you should be able to pick up on the people involved from the press, and then take your research a bit further by scanning search engines for more information about the individuals.
• Work experience schemes — Many companies don't have the capabilities to run an extensive graduate scheme with the required investment in training and development. However, work experience schemes give you the chance to give young students their first taste of the business world and you can identify the shining stars who may help your company in the future.
• Networking — Using industry conferences, professional associations or just chance meetings, you should always be on the look out for people who could help your business grow. Don't go in all guns blazing with a pitch about how great your company is to work for. Find out about them, what they are up to and what they are interested in.
• Online networking — LinkedIn, Facebook, MySpace and the hundreds of other social networking sites on the Internet make it easy to keep in touch with what people are up to. The vast majority of these suites aren't generally used for business purposes so don't be offended if your connection requests are snubbed.

Yes this is true and being in HR and being in recruiter role, it is the key quality of recruiter to spot the talent. To have a successful hiring is more than matching the job description and specification, a true HR professional must learn the art of assessing the applicant based on his experience, qualification, abilities, skills and organization and cultural fit. The2nd part of your query which asked about providing an opportunity, I would like to share my live example, last year, I have been asked to provide a candidate for marketing with similar experience and we didn’t find a suitable candidate. Then I suggest the concern head to give a chance to similar qualification candidate with sales experience, anyhow convicted him and agreed to meet him. That candidate impress him a lot and then through his skills, ability and determination and passion for marketing and within a month after discussing the case with head of HR and Marketing we inducted him as Assistant Manager and MashaAllah that hiring is doing wonderful working and  found both the parties happy and committed with each other.

My core outcome from this case is that, “we need to learn the business first and then spot the candidate and based on his ability, education and passion, give them a chance” Some time talent are not on the right path or with related employer. We(HR) must proved them at least a chance for an initial interview with technical head and yes for spotting the talent HR must itself educate with business, their own filed and human psychology.