There is only scarce research about the transformation of e-HRM in general, and of the e-recruiting function in particular. Further, there is not much known of the…
There is only scarce research about the transformation of e-HRM in general, and of the e-recruiting function in particular. Further, there is not much known of the transformational implications for the related people, process, and information technology (IT). The paper aims to discuss these issues.
To analyze the transformation of e-recruiting caused by external influences outside of the organization, the authors report the results of an eight-year case with a media corporation in order to derive and describe five consecutive steps of an e-recruiting transformation model.
The paper comes up with five stages (transformation of tools, transformation of systems, transformation of workflows, transformation of tasks, and transformation of communication), each influenced by external developments and market tendencies (War for Talent, increasing number of applications, job market switch, globalization of job market, changing communication behavior).
This research contributes to literature by explaining the drivers of an e-HRM transformation and the different stages of this transformation process differentiated by the affected people, processes, and IT. However, it only observes the transformation in one company, hence the transformation of further e-HRM functions in other companies might differ.
The paper highlights both the transformation of e-recruiting and for the related people, processes, and IT, so companies could observe their current status of e-recruiting transformation.
This paper represents the first longitudinal approach observing the transformation of e-recruiting by describing different stages and external influences.
The purpose of this paper is to enhance the understanding of business process standardization and how it contributes to generating business value. This research is a step…
The purpose of this paper is to enhance the understanding of business process standardization and how it contributes to generating business value. This research is a step towards a solid theoretical framework around business process standardization.
A single case study conducted in a global operating company is completed. Standardization of a certain business process (in this case the recruiting process) is shown to contribute to business value.
By standardizing its recruiting process, the company was able to reduce the “time‐to‐hire” from 92 to 69 days and the overall costs of the recruiting process by about 30 percent. The quality of the applicant data has clearly improved. Clarity and transparency of the recruiting process could be increased, while the administrative expense within the human resources (HR) departments in the distinct business locations could be reduced significantly.
As with every case study, the generalizability of these findings is limited because the results are based on a single case only and because the focus has been solely on one process – the recruiting process – and did not include other business processes.
The case study can be useful for any company that intends to standardize its recruiting process. Clear indications of how to achieve business value out of process standardization are given.
The paper provides a clear definition of what business process standardization is and how it can lead to increased business value. Clear indications of how to achieve increased business value by business process standardization are provided for practitioners.