Search results

1 – 10 of over 7000
To view the access options for this content please click here
Article
Publication date: 17 August 2020

Rajasshrie Pillai and Brijesh Sivathanu

Human resource managers are adopting AI technology for conducting various tasks of human resource management, starting from manpower planning till employee exit. AI…

Downloads
2570

Abstract

Purpose

Human resource managers are adopting AI technology for conducting various tasks of human resource management, starting from manpower planning till employee exit. AI technology is prominently used for talent acquisition in organizations. This research investigates the adoption of AI technology for talent acquisition.

Design/methodology/approach

This study employs Technology-Organization-Environment (TOE) and Task-Technology-Fit (TTF) framework and proposes a model to explore the adoption of AI technology for talent acquisition. The survey was conducted among the 562 human resource managers and talent acquisition managers with a structured questionnaire. The analysis of data was completed using PLS-SEM.

Findings

This research reveals that cost-effectiveness, relative advantage, top management support, HR readiness, competitive pressure and support from AI vendors positively affect AI technology adoption for talent acquisition. Security and privacy issues negatively influence the adoption of AI technology. It is found that task and technology characteristics influence the task technology fit of AI technology for talent acquisition. Adoption and task technology fit of AI technology influence the actual usage of AI technology for talent acquisition. It is revealed that stickiness to traditional talent acquisition methods negatively moderates the association between adoption and actual usage of AI technology for talent acquisition. The proposed model was empirically validated and revealed the predictors of adoption and actual usage of AI technology for talent acquisition.

Practical implications

This paper provides the predictors of the adoption of AI technology for talent acquisition, which is emerging extensively in the human resource domain. It provides vital insights to the human resource managers to benchmark AI technology required for talent acquisition. Marketers can develop their marketing plan considering the factors of adoption. It would help designers to understand the factors of adoption and design the AI technology algorithms and applications for talent acquisition. It contributes to advance the literature of technology adoption by interweaving it with the human resource domain literature on talent acquisition.

Originality/value

This research uniquely validates the model for the adoption of AI technology for talent acquisition using the TOE and TTF framework. It reveals the factors influencing the adoption and actual usage of AI technology for talent acquisition.

Details

Benchmarking: An International Journal, vol. 27 no. 9
Type: Research Article
ISSN: 1463-5771

Keywords

To view the access options for this content please click here
Article
Publication date: 12 November 2018

Gavin Walford-Wright and William Scott-Jackson

This paper aims to study the opportunities that have been created through technological advancement in the talent acquisition industry and how this links to strategic HR…

Downloads
3271

Abstract

Purpose

This paper aims to study the opportunities that have been created through technological advancement in the talent acquisition industry and how this links to strategic HR management (SHRM) and business strategy. It focuses on how an organisation can embrace the world’s leading technology and compose a unique technology stack to overcome its challenges in talent acquisition.

Design/methodology/approach

This paper opted for a blend of qualitative and quantitative data gathered through interviews, online questionnaires and the literature review of relevant secondary data. The justification of the primary research methodology was to gather valid and reliable data to inform decisions and address the research question.

Findings

The analysis of the data shows a significant improvement in all the key metrics related to the talent acquisition process after the implementation of “Talent Rising” model. The role of a recruiter and the talent acquisition team has radically changed and has now become an internal strategic partner with aligned interest, an advisor to the organisation. There is an increase in the use of new media/technology to attract candidates and with the increase in millennial candidates entering the workforce, social media will be increasingly important in talent branding and attraction; the digital by default generation is already here.

Research limitations/implications

The “Talent Rising” model has been specifically created and designed to be used by others: organisations, academics and policy makers. It is a “plug and play” tech stack model which can be used like an a la carte menu dependent on the actual requirements (and investment appetite) for each organisation.

Practical implications

This paper includes implications for the creation of a people analytics and talent technology framework to reduce cost per hire, reduce time to hire and increase quality of hire.

Originality/value

This paper fulfils an identified need to study how people analytics and technology can drive talent acquisition strategy.

Details

Strategic HR Review, vol. 17 no. 5
Type: Research Article
ISSN: 1475-4398

Keywords

To view the access options for this content please click here
Article
Publication date: 25 January 2021

Kumar Mukul and Gordhan K. Saini

The purpose of this paper is to explore the talent acquisition practices adopted by startups and understand how small entrepreneurs leverage social capital to address the…

Abstract

Purpose

The purpose of this paper is to explore the talent acquisition practices adopted by startups and understand how small entrepreneurs leverage social capital to address the talent acquisition challenges faced by them, and; identify some of the unique parameters adopted by startups in talent acquisition.

Design/methodology/approach

This study uses a multiple case study method to explore the talent acquisition practices in startups in India. The study included six case studies on startups in Hubli city of North Karnataka in India.

Findings

This paper finds that startups (especially in smaller cities) face challenges such as lower quality of talent pool, absence of a brand name, inability to provide competitive salary and other benefits as per industry standards and locational disadvantages in talent acquisition. Thus, entrepreneurs leverage their social capital for talent acquisition by handpicking talent on the basis of familiarity or credible networks and recommendations. Incubation centres provide institutionalized sources of social capital to help them attract good talent. This study finds that employee-culture fit and trust play important role in acquiring talent in startups.

Practical implications

The study has implications for startup entrepreneurs, recruitment service providers, incubation centres, trainers, policymakers, etc. The study provides useful insights to the startups with regard to their recruitment practices.

Originality/value

This study contributes to the literature in the domains of talent acquisition, startups and social capital by describing hiring challenges faced by startups and exploring the mechanisms used by them in overcoming such challenges.

Details

Journal of Entrepreneurship in Emerging Economies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2053-4604

Keywords

Content available
Book part
Publication date: 22 May 2017

Jürgen Deters

Abstract

Details

Global Leadership Talent Management
Type: Book
ISBN: 978-1-78714-543-6

To view the access options for this content please click here
Article
Publication date: 3 June 2014

Pradeep Sahay

The purpose of this article is to examine the applicability of design thinking to the strategic role of talent acquisition in organizations. While design thinking has…

Downloads
2115

Abstract

Purpose

The purpose of this article is to examine the applicability of design thinking to the strategic role of talent acquisition in organizations. While design thinking has become part of popular lexicon in contemporary design and engineering practice, as well as business and management, its principles can be seamlessly applied across multiple disciplines and industries. The premise is that by knowing about the process and the methods that designers use to ideate, and by understanding how designers approach problem solving, individuals and businesses will be better able to connect with and invigorate their ideation processes to take innovation to a higher level.

Design/methodology/approach

The methodology used was based on empirical research drawn from the authors > 20 years of experience in the industry as also secondary research, which has been appropriately referenced in the attached article.

Findings

The process of developing talent relationships forces managers to develop a more outward-looking view, staying on top of cutting-edge trends, building their company’s image and staying in sync with customer expectations. This is but the essence of the design thinking methodology – taking insights from people at the various stages, touch points of the process and build from the outside-in rather than from the inside-out.

Originality/value

The article is an attempt to articulate the challenges that confront organizations today as they compete for talent in the changing talent marketplace. Hopefully, the document will elevate some awareness and discourse on the subject and finally concretize on a roadmap that turns its talent acquisition into a strategic advantage with visible impact on the bottom-line. In essence, the article is about creating innovative efficiencies within the recruiting function.

Details

Strategic HR Review, vol. 13 no. 4/5
Type: Research Article
ISSN: 1475-4398

Keywords

To view the access options for this content please click here
Book part
Publication date: 26 November 2018

Jürgen Deters

Based on the tasks and responsibilities of global leaders, the benefits of a holistic view in global leadership talent acquisition are identified. The main areas of this…

Abstract

Based on the tasks and responsibilities of global leaders, the benefits of a holistic view in global leadership talent acquisition are identified. The main areas of this integrating process, such as succession planning, attracting, and mobilizing talents, selection, training and development, and retaining global leadership talents, are described. The success factors and principles of a global talent acquisition process are presented and explained. Furthermore, this chapter shows that a proactive step for global organizations is to build an in-house global leadership talent pool to ensure having the right global leaders in the right places at the right time.

To view the access options for this content please click here

Abstract

Details

Global Leadership Talent Management
Type: Book
ISBN: 978-1-78714-543-6

To view the access options for this content please click here

Abstract

Details

Global Leadership Talent Management
Type: Book
ISBN: 978-1-78714-543-6

To view the access options for this content please click here
Article
Publication date: 31 December 2019

Lynette Yarger, Fay Cobb Payton and Bikalpa Neupane

The purpose of this paper is to offer a critical analysis of talent acquisition software and its potential for fostering equity in the hiring process for underrepresented…

Downloads
1259

Abstract

Purpose

The purpose of this paper is to offer a critical analysis of talent acquisition software and its potential for fostering equity in the hiring process for underrepresented IT professionals. The under-representation of women, African-American and Latinx professionals in the IT workforce is a longstanding issue that contributes to and is impacted by algorithmic bias.

Design/methodology/approach

Sources of algorithmic bias in talent acquisition software are presented. Feminist design thinking is presented as a theoretical lens for mitigating algorithmic bias.

Findings

Data are just one tool for recruiters to use; human expertise is still necessary. Even well-intentioned algorithms are not neutral and should be audited for morally and legally unacceptable decisions. Feminist design thinking provides a theoretical framework for considering equity in the hiring decisions made by talent acquisition systems and their users.

Social implications

This research implies that algorithms may serve to codify deep-seated biases, making IT work environments just as homogeneous as they are currently. If bias exists in talent acquisition software, the potential for propagating inequity and harm is far more significant and widespread due to the homogeneity of the specialists creating artificial intelligence (AI) systems.

Originality/value

This work uses equity as a central concept for considering algorithmic bias in talent acquisition. Feminist design thinking provides a framework for fostering a richer understanding of what fairness means and evaluating how AI software might impact marginalized populations.

Details

Online Information Review, vol. 44 no. 2
Type: Research Article
ISSN: 1468-4527

Keywords

To view the access options for this content please click here
Article
Publication date: 13 April 2015

Pradeep Sahay

The purpose of this paper is to examine how “Lean” principles from the manufacturing world can be adapted to create a best-in-class recruiting function and demonstrate the…

Downloads
1997

Abstract

Purpose

The purpose of this paper is to examine how “Lean” principles from the manufacturing world can be adapted to create a best-in-class recruiting function and demonstrate the causal connection between the “value-added” recruiting activity and positive business results.

Design/methodology/approach

This concept paper is based on practitioner experience in leveraging Lean Six Sigma tools in improving the efficiency and effectiveness of the talent acquisition process.

Findings

Talent acquisition today is an activity fraught with risks – Did we hire the right person, the right skills the right fit? – and has the maximum impact on an organization bottom line. It is more than just posting a requisition and making an offer, but a series of sourcing activities, branding efforts, assessment processes and on-boarding activities and more – all designed to help an organization answer these key questions and find talent relevant to its business context. Appraising some of the evolving best practices in talent acquisition within the larger ambit of talent management issues facing organizations at large underscores the need for a new way of thinking about talent management.

Originality/value

Being more innovative in sourcing and recruiting can give organizations a sustainable competitive advantage with visible impact on the bottom line.

Details

Strategic HR Review, vol. 14 no. 1/2
Type: Research Article
ISSN: 1475-4398

Keywords

1 – 10 of over 7000