Dominant Factors for an Effective Selection System: An Australian Education Sector Perspective

Rozario, Sophia Diana; Venkatraman, Sitalakshmi; Chu, Mei-Tai; Abbas, Adil

doi:10.3390/systems7040050

Cited by 4 publications

(1 citation statement)

References 28 publications

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“…This research aims at continuing work from existing works of literature and explore further along the same lines to understand the selection decisions in the interview process from an Australian context [7]. As the second part of this research, further investigation is carried out to study if there is any potential to increase the objective elements in selection decisions while retaining the necessary elements of subjective hiring decisions as obtained from the first part of this study [8]. This second part of the research aims to explore further the consistent use of a decision model that incorporates the emerging mixed method that involves components of the objective and subjective methods of the hiring process.…”

Section: Introduction and Theoretical Frameworkmentioning

confidence: 99%

Enabling Corporate Sustainability from a Talent Acquisition Perspective

2020

J Sustain Res

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The first three pillars of sustainability relating to economic, social and, environmental domains are being investigated extensively with regards to corporate sustainability with a focus on reporting methods and corporate responsibilities that contribute to the overall corporate strategy. However, there is a lack of research pertaining to the human domain which is the fourth pillar of sustainability, especially from a talent acquisition perspective in improving human capital. The objective of this paper is related to addressing this paucity in research by adopting an exploratory study on the existing employee selection processes in practice using a mixed-method approach. This paper focuses predominantly on the qualitative data from various key stakeholders and uses thematic analysis to study the interview processes. The objective is to present the findings that could contribute towards shared values related to corporate sustainability through reinforcement of the best practices in talent acquisition as well as the establishment of maximum transparency in the process. The findings from this paper are rooted on the grounds of a social initiative that provides a conceptual decision model called DSRVG approach to enhance transparency and improve structure and consistency during the employee selection interview which in turn can contribute towards enhancing corporate sustainability.

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Section: Introduction and Theoretical Frameworkmentioning

confidence: 99%

Enabling Corporate Sustainability from a Talent Acquisition Perspective

2020

J Sustain Res

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Creating Smart Cities: A Review for Holistic Approach

Rozario

Venkatraman²,

Marimuthu

et al. 2021

ASI

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With the rapid proliferation of Internet of Things (IoT) into urban people’s everyday walk of life, the functions of smart cities are fast approaching to be embedded in every step of people’s life. Despite the concept of smart cities founded in the late 1990s, there has been limited growth until recent popularity due to the advancements of IoTs. However, there are many challenges, predominantly people-centric, that require attention for the realisation of smart cities and expected real-life success. In this paper, we intend to investigate the state-of-the-art focus of smart cities from three angles: infrastructure engineering, information technology and people-centric management. We adopt a mixed-methods analysis of currently published literature on the topic of smart cities. Our study attempts to draw attention to the need for developing smart cities with a holistic approach involving multiple perspectives rather than a siloed emphasis on technology alone. We highlight that the fields of specialisations such as information technology and infrastructure engineering in contributing to smart cities need a cross-domain holistic approach of managing people-centric service requirements for improving consumer satisfaction and sustainability.

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The Digital Transformation of the Talent Management Process: A Spanish Business Case

et al. 2021

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The digital transformation means that companies are redefining the process of talent management. Previous models involved functions, practices and processes that ensured a correct flow of employees towards key positions or a generic talent management view. The digital breakthrough, together with the growing panorama of competition for talent in the market, requires a different focus to enable well-grounded and agile decision-making processes in a sustainable world. The current research considers the functions that applied research has established as the limits of talent management, and that are the key topics in an employee life cycle, namely, talent attraction and acquisition, training, evaluation, and development. In addition, new tools such as employee advocacy and/or brand ambassadors have been added towards to draw conclusions about the future trends of talent management. This article examines the employee life cycle of talent attraction, and acquisition, training, evaluation, and development in the study of the main digital tools utilized in the Spanish market, by both national and multinational corporations. The results indicate that future investments are needed to correlate the digital tools and take advantage of a better employee life cycle management. The main results show a rapid increase in the number and variety of tools used in the talent acquisition process, an expanded use of social networks to enhance the scope of those processes, and conversely, a minor use of digital tools for both talent development and talent retention processes.

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Dominant Factors for an Effective Selection System: An Australian Education Sector Perspective

Cited by 4 publications

References 28 publications

Enabling Corporate Sustainability from a Talent Acquisition Perspective

Enabling Corporate Sustainability from a Talent Acquisition Perspective

Creating Smart Cities: A Review for Holistic Approach

The Digital Transformation of the Talent Management Process: A Spanish Business Case

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