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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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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

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.

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.

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.

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.

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.

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.

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.

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.

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.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Researchers identified seven core talent management functions. They were talent planning, talent identification, talent attraction, talent acquisition, talent development, talent deployment and talent retention. The authors found that they influenced each other and operated together to identify, formulate and achieve organizational goals

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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.

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

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.

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.

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.

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.

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.

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.

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

The primary purpose of this study was to identify and conceptualize talent management (TM) functions by combining management and human resources functions, based on a rigorous, in-depth literature review. The secondary purpose was to identify the most common TM strategies and classify them in terms of TM functions to provide a more systematic foundation for the concept of TM.

A systematic literature review supported by qualitative content analysis was used to determine the main TM strategies in the current literature and to classify them under basic TM functions.

This study identified seven core TM functions that were previously addressed in the TM literature but not labeled and conceptualized as TM functions. These seven core functions (talent planning, talent identification, talent attraction, talent acquisition, talent development, talent deployment and talent retention) structure the TM system, influence each other and operate as a cycle through their respective strategies in identifying, formulating and achieving business objectives (e.g. enhanced firm performance and sustainable competitive advantage). The findings also indicate that talent retention strategies were the most discussed topic within this field between 2006 and July 2022, followed by talent planning and talent development strategies.

TM is still a young and developing field that needs more conceptual work for its development and recognition as a discipline. To the best of the authors’ knowledge, this unique study is one of the first attempts to comprehensively define TM functions and offer a framework for the detailed and systematic classification of TM strategies under seven core TM functions. This framework makes clear the multidimensional concept and system of TM and reveals, through the notion of TM functions, the main lines and structural factors necessary to implement the strategies effectively. Based on the strategies presented in this study, TM is an important source of ideas for organizations that want to implement TM and provides a bench-marking tool for organizations that are currently implementing TM.

The study aims to develop a construct to measure talent management (TM) in an organization.

The study adopts a fourfold approach to develop the construct. Data were collected through close-ended questionnaires by conducting surveys from human resource professionals. Exploratory factor analysis and confirmatory factor analysis techniques were employed to analyze the data and develop the construct.

Results of the study indicate that TM practices are crucial in changing business dynamics. A final 26 items under 5 factors (identification of critical positions, talent acquisition, talent development, talent engagement, and talent retention) were found significant and integrated TM strategies in uncertain economic environments.

This research focuses on the entire process of the TM cycle and develops an integrated construct of TM; thus, the study will provide an in-depth understanding of TM strategies to practitioners and researchers, facilitate researchers for the effective conduct of empirical research work on TM, whereas, for practitioners, this work will support in designing of TM strategies leading to organizational performance.

This is the first research study that has been done in the context of South Asia. It will help build up TM strategies to the necessity of a business environment.

This study aims to examine the role of talent management (TM) in improving organizational sustainability (OS). The study also investigates employees’ sustainable behaviour (SB) in achieving three-dimensional sustainability goals (i.e. economic, social and environmental).

This study focused on medium and large-scale manufacturing firms, whereas the sample size was 196 firms. Data was collected through close-ended questionnaires using the cluster sampling technique. The partial least square-structural equation modelling was used to estimate the modelled relationships.

Results show a significant direct impact of TM on OS. Likewise, the results also show a substantial impact of all three dimensions of TM (acquisition, development and retention) on OS. Results confirm that employees’ SB positively mediates between TM and OS.

The study focuses on the manufacturing sector of Pakistan. The study’s findings imply that TM strategies are an indispensable source of sustainability to attract, develop and retain talented employees in the situation of talent shortage. Moreover, sustainable employees’ behaviour is also depicted as a positive role between TM and OS because sustainable success is not only required the expertize of employees, but it also needs the dedication of employees.

This study enhances the understanding of TM’s role in improving the OS. The findings imply that a firm should consider TM as the apex strategy for elevating the performance. Findings also reveal the need to adopt a comprehensive strategy or system to manage the talent of an organization.

Linking the TM with OS and SB is the novelty of the study.