Transforming the Traditional Way of Recruitment into Online System
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Traditional and newer models for recruitment and selection includes; past
experience, matching attributes (‘selection paradigm’), one to one interviews, task
orientated matching, competency and cultural fit (London
Metropolitan University, 2018).
Moving to a different era should be applicable for the recruitment industry itself in implanting new technologies to attract new talented generation Y into the organization. Many recruiters focus their efforts on filling advertised positions with people who have expressed an interest by applying. Some recruiters take a different approach such as headhunting within the industry or organizing career fairs which at the end would only create more effort on analyzing the resume’s one by one. Even applicants try their best to look for a vacancy by going to the career fair and depositing the resume everywhere they could to get a suitable job.
Video 1 - Alternatives to Traditional Recruitment Methods
Loganesh Sivabalan et al
(2014), proposes the following system to simplify the recruitment and selection process when filtering for the best candidates and to fulfill the basic requirement which is language proficiency, interpersonal skill, and confidence.
The proposed research could save
time, cost of the organizations, introducing a new trend to the recruitment
industry and emphasizing on a more systematic approach to the recruitment
process. The online-based recruitment system with the added value of video
uploading, it would be something innovative to the world which would ease the
recruiter to get the perfect applicant that suit the particular job
requirements.
A
study carried out by Tilburg University sheds some light upon this question. This
study showed a likeness of transactional HR activities (recruitment, assessment, and selection) decreasing in the future as a consequence of the implementation
of new recruitment and selection technologies. Daisy Bax et al (2018), emphasized that and that HR professionals will spend more time on transformational
activities or traditional activities. She concludes that due to the changing
HR activities, other HR traits are requested like being proactive, analytical,
critical, pragmatic, and strategical,
which in turn has the potential to improve organizational performance and
applicant experience. The most important finding is that the interviewed
applicants and HR professionals indicate that a good balance between technology
and personal contact must be found.
References
Bax,
D, Freese, C., van den Groenendaal, S,M. (2018), Recruitment and
selection in the digital age. Tilburg University. Available at:
http://arno.uvt.nl/show.cgi?fid=146454. (Accessed 16 October 2020).
Chapman, D. S., Webster, J.
(2003). ‘The Use of Technologies in the Recruiting, Screening, and Selection
Processes for Job Candidates’ International Journal of Selection and
Assessment. Volume 11, (Number 2/3, June/September 2003). Available
at: https://www.researchgate.net/publication/228254240_The_Use_of_Technologies_in_the_Recruiting_Screening_and_Selection_Processes_for_Job_Candidates.
. (Accessed 16 November 2020).
London
Metropolitan University, (2018). ‘Employee Resourcing’, Lecture 4/5: Strategic
Employee Resourcing and Talent Management.
Sivabalan1, L., Yazdanifard, R.,
Ismail, N.H. (2014). ‘How to Transform the Traditional Way of Recruitment into
Online System’. International Business Research. Volume 7,
(Number 3, 2003). Available at:
https://www.researchgate.net/publication/268747592_How_to_Transform_the_Traditional_Way_of_Recruitment_into_Online_System. (Accessed
30 October 2020).
Hi Mihiran, using information economics and synthesis theory, we explore the nature and consequences of an employer's brand. In-depth interviews reveal that job seekers evaluate employers' attractiveness with the employer or based on previous direct work experience in the field; Evaluate the clarity, reliability, and compliance of future employers' brand codes; Employers' understanding of brand investing; And an understanding of employers' product or service brand portfolios (Ralf et al, 2010).
Hi Eranga. Thanks for your input. Having reviewed the reported empirical findings up to date, and theoretical explanations, building on social identity theory and job signaling theory, Weerawardane et al (2018) concluded that, employer branding does significantly impact on employee recruitment. Further, it is found that the congruence between organizational identity and individual identity (person-organization-fit) plays a critical role in building the employer brand which in turn has a significant effect on employee recruitment. However, across the literature the type and the level of employer brand, and the gravity of the branding process is not clearly depicted and consistent. So that, it remains yet to be studied further in future research in the same domain with more empirical support.
While agreeing with your statement, it is further to mention that, according to Truesdell and Kelly (2017) discussed attracting candidates to the selection process, technology is playing an increasingly important role in recruiting. Electronic technology has also been used to reduce the number of potential candidates. In particular, using online recruiting can mean that employers receive a large number of applications from inappropriate candidates, so using technology to help manage the application form can also be helpful.
Thanks Sohan for your supportive input. Moreover, careful planning prior to implementing the technologies is also important. Failing to anticipate issues such as compatibility with existing systems and practices, training of staff, upgrading and maintenance costs, security, handling applicant volumes, unreliable vendors, applicant cheating, and possible negative applicant reactions could generate more problems than solutions (Chapman et al, 2003).
Online or e-recruitment uses the internet to advertise/post vacancies which provides information about the job opening and the organization and enables e-mail communications to take place between employers and candidates. (Armstrong, 2014). According to Armstrong (2014) the advantages of E-recruitment are Cost effective as it's generally free and minimizes labor cost, Reaches bigger audience as the user can target a far wider audience without having to pay extra, User friendly, enables dynamic content making users adds more appealing to job seekers, Shortens hiring process and Immediacy as most posts and replies appear in real time.
Hi Tilini, thanks for the supporting comments. On the other hand, a research conducted by Chapman et al, (2003), showed that many organizations reported that they had a goal of reaching a larger applicant pool with their technologies, their experiences showed that while the size of their applicant pool increased, the average quality of applicants did not change or was lowered, leaving them flooded with applicants from under-qualified or ineligible applicants.
Organizations, such as Home Depot, BI-LO, JCPenny and the US Department of Defense, use a variety of technologies for screening and selection, such as the telephone IVR, and computer adaptive testing. Commercial applications designed to screen resumes for keywords are also widely available to organizations (Chapman, 2003).
While this being true, Chapman et al (2003) also mentions in his conclusion that, future studies should investigate why larger organizations report less success in adopting these technologies. The results of the research they conducted suggests that, integration with large existing systems that are difficult and expensive to modify maybe one contributing factor.
Agree with you Mihiran, thought to add something more to your content, Du Plessis & Fredrick, H (2012 ) states that the use of e-recruitment methods has advanced so much that in the future, companies will have to have automated resume screening and searching equipment to remain competitive in their respective industries. For a rapid changing environment like retail industry, e-recruitment method will find more time rather than traditional methods.
Thank you Kanishka for the valuable input. Also, benefits of e-recruiting can differ between organizations, because every organization has its own strategy, and recruitment objectives should support that strategy (Sołek-Borowska and Wilczewska,2018).
Mihirani Dissanayake et al (2020) from Survey Research Lanka, a full-service independent marketing and social research. Consultancy Company and First established Media Research Unit in the country highlighted that ‘Though supermarket retailing is relatively smaller in size than general trading retailers, the sector has witnessed an exponential growth which is steady and sustainable in the foreseeable future in Sri Lanka. Though the bigger revenue maker is the general trade for businesses, the future is undoubtedly supermarket retailers’. In addition, Wanninayake and Randiwela (2007) expounding on the expansion states that the supermarkets initially started in the 1980s see an expansion after the year 2000, and today, the supermarket industry is at the industry’s growing life cycle stage. In contrast, Oxford Business Group (2016) also provides supporting data from their research, ‘Sri Lanka’s modern supermarket-hypermarket segment is among the fastest-growing sectors, with supermarket
Brands and Employees A brand is “essentially a seller’s promise to consistently deliver a specific set of features, benefits, and services to the buyers [and …] is intended to identify the goods and services of one seller […] and differentiate them from those of competitors (Kotler 1997, p. 443)”. However, in the context of employer marketing, the employer brand is to be understood as the set of distinctive images of a prospective employer which are manifest in the minds of the target groups- potential employees (Meffert, Burmann & Koers 2002; Petkovic 2004). The difficult task for any organization is to manage the multiple brands it presents to its various stakeholders (e.g. consumer brands, company brand, employer brand). Important in this context is the link between the human resource management function and marketing (Martin et al. 2005). Both marketers and HR specialists need to be aware of the impact of their actions on each other’s branding objectives, and as much as possi
Hi Mihiran, using information economics and synthesis theory, we explore the nature and consequences of an employer's brand. In-depth interviews reveal that job seekers evaluate employers' attractiveness with the employer or based on previous direct work experience in the field; Evaluate the clarity, reliability, and compliance of future employers' brand codes; Employers' understanding of brand investing; And an understanding of employers' product or service brand portfolios (Ralf et al, 2010).
ReplyDeleteHi Eranga. Thanks for your input. Having reviewed the reported empirical findings up to date, and theoretical explanations, building on social identity theory and job signaling theory, Weerawardane et al (2018) concluded that, employer branding does significantly impact on employee recruitment. Further, it is found that the congruence between organizational identity and individual identity (person-organization-fit) plays a critical role in building the employer brand which in turn has a significant effect on employee recruitment. However, across the literature the type and the level of employer brand, and the gravity of the branding process is not clearly depicted and consistent. So that, it remains yet to be studied further in future research in the same domain with more empirical support.
DeleteWhile agreeing with your statement, it is further to mention that, according to Truesdell and Kelly (2017) discussed attracting candidates to the selection process, technology is playing an increasingly important role in recruiting. Electronic technology has also been used to reduce the number of potential candidates. In particular, using online recruiting can mean that employers receive a large number of applications from inappropriate candidates, so using technology to help manage the application form can also be helpful.
ReplyDeleteThanks Sohan for your supportive input. Moreover, careful planning prior to implementing the technologies is also important. Failing to anticipate issues such as compatibility with existing systems and practices, training of staff, upgrading and maintenance costs, security, handling applicant volumes, unreliable vendors, applicant cheating, and possible negative applicant reactions could generate more problems than solutions (Chapman et al, 2003).
DeleteOnline or e-recruitment uses the internet to advertise/post vacancies which provides information about the job opening and the organization and enables e-mail communications to take place between employers and candidates. (Armstrong, 2014). According to Armstrong (2014) the advantages of E-recruitment are Cost effective as it's generally free and minimizes labor cost, Reaches bigger audience as the user can target a far wider audience without having to pay extra, User friendly, enables dynamic content making users adds more appealing to job seekers, Shortens hiring process and Immediacy as most posts and replies appear in real time.
ReplyDeleteHi Tilini, thanks for the supporting comments. On the other hand, a research conducted by Chapman et al, (2003), showed that many organizations reported that they had a goal of reaching a larger applicant pool with their technologies, their experiences showed that while the size of their applicant pool increased, the average quality of applicants did not change or was lowered, leaving them flooded with applicants from under-qualified or ineligible applicants.
DeleteOrganizations, such as Home Depot, BI-LO, JCPenny and the US Department of Defense, use a variety of technologies for screening and selection, such as the telephone IVR, and computer adaptive testing. Commercial applications designed to screen resumes for keywords are also widely available to organizations (Chapman, 2003).
ReplyDeleteWhile this being true, Chapman et al (2003) also mentions in his conclusion that, future studies should investigate why larger organizations report less success in adopting these technologies. The results of the research they conducted suggests that, integration with large existing systems that are difficult and expensive to modify maybe one contributing factor.
DeleteAgree with you Mihiran, thought to add something more to your content, Du Plessis & Fredrick, H (2012 ) states that the use of e-recruitment methods has advanced so much that in the future, companies will have to have automated resume screening and searching equipment to remain competitive in their respective industries. For a rapid changing environment like retail industry, e-recruitment method will find more time rather than traditional methods.
ReplyDeleteThank you Kanishka for the valuable input. Also, benefits of e-recruiting can differ between organizations, because every organization has its own strategy, and recruitment objectives should support that strategy (Sołek-Borowska and Wilczewska,2018).
Delete