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Purpose: The purpose of this article is to identify the expectations of IT employees towards the relationship with the recruiter in the selection process. We intended to establish their preferences in terms of selection methods and communication with the person leading the process.
Design/methodology/approach: The research focused on external recruitment. A survey method was used, in which most questions were closed questions. A five-point Likert scale was used in the responses. The research group is extensive but does not meet the condition of representativeness. Therefore, the research can be described as pilot studies. They do, however, provide an interesting insight into the recruitment process in the IT industry from the point of view of contact with the recruiter.
Findings: Job candidates place a high value on the relationship with the recruiter. They indicate that the recruiter is exceptionally well prepared to conduct the interview. However, it seems that there are still reserves and opportunities to improve the recruiter's knowledge. At the same time, our research indicate that the most desirable form of recruitment is the video interview further tests and tasks verifying the candidate's competencies.
Research limitations/implications: Research indicates an increasing role for the recruiter in the hiring process. A significant proportion of candidates prefer contact via video interview with the recruiter, which implies that recruiters have 'soft' skills. The research was carried out among employees in the IT industry, which is characterised by a significant differentiation and dominance of the employee position.
Practical implications: The aim of the article, from the perspective of the practical application of the survey results, is to identify good practices from the responses obtained that can be applied by recruiters and Hiring Managers to guide candidates positively through the recruitment process.
Originality/value: Our article draws attention to the need to analyse the recruitment process from the perspective of the candidate and his/her relationship with the recruiter. We show that recruitment, as a communication process, can be a deterrent for candidates to decide to change jobs, despite the real (objective) attractiveness of employment and working conditions in a specific company. In this context, our findings may be useful for recruiters - those making the first contact with a potential candidate.(original abstract)
Design/methodology/approach: The research focused on external recruitment. A survey method was used, in which most questions were closed questions. A five-point Likert scale was used in the responses. The research group is extensive but does not meet the condition of representativeness. Therefore, the research can be described as pilot studies. They do, however, provide an interesting insight into the recruitment process in the IT industry from the point of view of contact with the recruiter.
Findings: Job candidates place a high value on the relationship with the recruiter. They indicate that the recruiter is exceptionally well prepared to conduct the interview. However, it seems that there are still reserves and opportunities to improve the recruiter's knowledge. At the same time, our research indicate that the most desirable form of recruitment is the video interview further tests and tasks verifying the candidate's competencies.
Research limitations/implications: Research indicates an increasing role for the recruiter in the hiring process. A significant proportion of candidates prefer contact via video interview with the recruiter, which implies that recruiters have 'soft' skills. The research was carried out among employees in the IT industry, which is characterised by a significant differentiation and dominance of the employee position.
Practical implications: The aim of the article, from the perspective of the practical application of the survey results, is to identify good practices from the responses obtained that can be applied by recruiters and Hiring Managers to guide candidates positively through the recruitment process.
Originality/value: Our article draws attention to the need to analyse the recruitment process from the perspective of the candidate and his/her relationship with the recruiter. We show that recruitment, as a communication process, can be a deterrent for candidates to decide to change jobs, despite the real (objective) attractiveness of employment and working conditions in a specific company. In this context, our findings may be useful for recruiters - those making the first contact with a potential candidate.(original abstract)
Rocznik
Strony
163--175
Opis fizyczny
Twórcy
autor
- Wrocław University of Economics
autor
- Wrocław University of Economics, Poland
autor
Bibliografia
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- 2. Basch, J.M., Melchers, K.G., Kegelmann, J., Lieb, L. (2020). Smile for the camera! The role of social presence and impression management in perceptions of technology- mediated interviews. Journal of Managerial Psychology, Vol. 35, No. 4, pp. 285-299. Retrieved from https://doi.org/10.1108/JMP-09-2018-0398.
- 3. Bieniak, A. (2015). Candidate experience czyli doświadczenia kandydatów związane z procesem rekrutacji. Personel i Zarządzanie, No. 1, pp. 60-63.
- 4. Carpenter, L. (2013). Improving the candidate experience. Strategic HR Review, Vol. 12, No. 4, pp. 203-208. Retrieved from: https://doi.org/10.1108/SHR-03-2013-0017.
- 5. Chawla, N. Gabriel, A.S., da Motta Veiga, S.P., Slaughter, J.E. (2019). Does feedback matter for job search self-regulation? It depends on feedback quality. Personnel Psychology, Vol. 72, Iss. 4, pp. 513-541.
- 6. Ciećwierz, A. (2021). Rekrutacja oparta na kompetencjach. Gliwice: Helion S.A.
- 7. Daniecki, W. (2015). Talenty w firmie. Czyli jak rekrutować i motywować najlepszych. Warszawa: PWN.
- 8. Dolot, A. (2014). Rola procesu rekrutacji pracowników w kształtowaniu wizerunku przedsiębiorstw. Przedsiębiorczość-Edukacja, Vol. 10, pp. 59-70.
- 9. Finn, A. (2017). Reputation management 101: consider candidate experience. Strategic HR Review, Vol. 16, No. 5, pp. 239-240. Retrieved from: https://doi.org/10.1108/SHR-07- 2017-0044, 7.07.2022.
- 10. Giannantonio, C.M., Hurley-Hanson, A.E., Segrest, S.L., Perrewé, P.L., Ferris, G.R. (2019). Effects of recruiter friendliness and job attribute information on recruitment outcomes. Personnel Review, Vol. 48, No. 6, pp. 1491-1506. Retrieved from: https://doi.org/10.1108/PR-01-2018-0037.
- 11. Ingram, T. (2014). Przydatność nowoczesnych metod selekcji z perspektywy programów zarządzania talentami. In: H. Bieniok (Eds.), Innowacyjność współczesnych organizacji. Koncepcje i modele. Cześć I (pp. 97-105). Katowice: Uniwersytet Ekonomiczny w Katowicach.
- 12. Kim, J.-Y., Heo, W. (2022). Artificial intelligence video interviewing for employment: perspectives from applicants, companies, developer and academicians. Information Technology & People, Vol. 35, No. 3, pp. 861-878. Retrieved from: https://doi.org/10.1108/ITP-04-2019-0173.
- 13. Kowalczyk, E. (2008). Kompetencje negocjacyjne w procesie doboru kadr. In: S.A. Witkowski, T. Listwan (Eds.), Kompetencje a sukces zarządzania organizacją (pp. 295-303). Warszawa: Difin.
- 14. Ławicka, M. (2012). Employerbranding a działania rekrutacyjne prowadzone w firmach. In: A. Stankiewicz-Mróz, J.P. Lendzion (Eds.), Jakość zarządzania zasobami ludzkimi we współczesnych organizacjach (pp. 139-162). Łódź: Politechnika Łódzka.
- 15. Mahjoub, A., Kruyen, P.M. (2021). Efficient recruitment with effective job advertisement: an exploratory literature review and research agenda. International Journal of Organization Theory & Behavior, Vol. 24, No. 2, pp. 107-125. Retrieved from: https://doi.org/10.1108/IJOTB-04-2020-0052, 7.07.2022.
- 16. Pawlak-Dobrzańska, M. (2018). Candidate i employee experience: czy i dlaczego warto je mierzyć? Personel i Zarządzanie, No. 4(337), pp. 24-28.
- 17. Pillai, R., Sivathanu, B. (2020). Adoption of artificial intelligence (AI) for talent acquisition in IT/ITeS organizations. Benchmarking: An International Journal, Vol. 27, No. 9, pp. 2599-2629. Retrieved from: https://doi.org/10.1108/BIJ-04-2020-0186.
- 18. Raport Pracuj.pl (2022). Rynek pracy specjalistów H1 2022. Retrieved from: https://media.pracuj.pl/presskits/rynek-pracy-specjalistow-h1-2022, 14.07.2022.
- 19. Ryan, A., M., Ali, A.A., Hauer, T., French-Vitet, J. (2017). Timeliness is Key to the Candidate Experience. Personnel Assessment and Decisions, No. 3, Iss. 1, pp. 37-50, doi: https://doi.org/10.25035/pad.2017.004. Retrieved from: https://scholarworks.bgsu.edu/ pad/vol3/iss1/4, 7.07.2022.
- 20. Sobocka-Szczapa, H. (2014). Dobór pracowników - decyzja strategiczna firmy. Zeszyty Naukowe Politechniki Śląskiej. Organizacja i Zarządzanie, No. 68, pp. 103-115.
- 21. Szyjewski, Z., Szyjewski, G. (2017). Wiarygodność metod badawczych. Informatyka Ekonomiczna, No. 2(44), pp. 118-130, doi: 10.15611/ie.2017.2.10.
- 22. van Esch, P., Black, J.S., Arli, D. (2021). Job candidates' reactions to AI-Enabled job application processes. AI Ethics, Iss. 1, pp. 119-130. Retrieved from: https://doi.org/10.1007/s43681-020-00025-0, 14.07.2022.
- 23. van Esch, P., Black, J.S., Ferolie, J. (2019). Marketing AI recruitment: The next phase in job application and selection. Computers in Human Behavior, Vol. 90, pp. 215-222. Retrieved from: https://doi.org/10.1016/j.chb.2018.09.009, 14.07.2022.
- 24. Walford-Wright, G., Scott-Jackson, W. (2018). Talent Rising; people analytics and technology driving talent acquisition strategy. Strategic HR Review, Vol. 17, No. 5, pp. 226- 233. Retrieved from: https://doi.org/10.1108/SHR-08-2018-0071.
- 25. Wieczorek, D. (2012). Skuteczna rekrutacja. Gliwice: Helion.
- 26. Wojtaszczyk, K. (2012). Employer branding czyli zarządzanie marką pracodawcy. Uwarunkowania, procesy, pomiar. Łódź: Wydawnictwo Uniwersytetu Łódzkiego.
- 27. Woźniak, J. (2019). Akceptacja różnych form narzędzi selekcyjnych - przegląd literatury i wstępne wyniki badań. HRM [ZZL], Vol. 1, No. 5, pp. 11-37.
Typ dokumentu
Bibliografia
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