Reinventing HR functions with SMAC technologies- an exploratory study

Sengupta, A. S.; Lalwani, Shweta; Goswami, Shubham; Srivastava, Prateek

doi:10.1016/j.matpr.2020.10.875

Cited by 12 publications

(15 citation statements)

References 6 publications

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“…H3-H5 investigated whether the use of SMART leads to SMART outcomes such as cost, time, and recruitment quality. The results corroborate support for these hypotheses like previous literature (Alsultanny and Alotaibi, 2015;Manuaba and Darma, 2021;Sengupta et al, 2021) because the use of SMART significantly predicted SMART outcomes such as cost, time, and recruitment quality. The literature on the use of SMART has suggested that aligning and devising a suitable recruitment process is similar to achieving recruitment goals (Breaugh, 2008).…”

Section: Discussionsupporting

confidence: 90%

“…Other than the more extended period taken by the usual hiring process, authenticating the information provided by the candidates is also one of the biggest challenges for the recruiters (Ullah and Rehman, 2018). To improve the time required for the hiring process, organizations shifted toward online recruitment channels, and nowadays the best form is hiring through SNWs (Jin et al, 2016;Sengupta et al, 2021). The way organizations hire employees is changing quickly, and the tools developed for this purpose have evolved rapidly (Claus, 2019).…”

Section: Use Of Social Media Recruiting Technology and Social Media R...mentioning

confidence: 99%

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Talent acquisition and technology: A step towards sustainable development

Rehman

Ullah²,

Naseem³

et al. 2022

Front. Psychol.

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PurposeThe purpose of the research is to highlight the use of social media and information technology in employee recruitment by providing a conceptual recruitment model in the aspects of theoretical foundations and empirical evidence on the factors and outcomes leading to the use of social media recruiting technology (SMART).Design/methodology/approachA total of 4,481 organizations are listed as the population of the study, and a total of 589 responses are used in the study for data analysis. Selection of the sample is done based on the simple random sampling technique. Appropriateness of sample size is confirmed with the help of G*Power (3.1.9.2) software, which calculated a sample size of 326 with 99% power, a multiple correlation (R) of 0.30, and at a significance level of 0.05.FindingsThe paper provides empirical insights into the elements of the extended unified theory of acceptance and use of technology; i.e., performance expectancy, effort expectancy, social influence, facilitating conditions, hedonic motivation, habit, and price value have positive relations with the intention to adopt social media recruiting technology, and the intention impacts use of social media recruiting technology. Furthermore, the use of social media recruiting technology impacts outcome variables, i.e., social media recruiting time, cost, and recruitment quality, which establish the extension of the recruitment model with all factors and outcomes.OriginalityThis study provides a model of employee recruitment to win the battle of acquiring human capital using social media recruiting technology as a step toward sustainable development, which has been conceptually defined and empirically tested. The comprehensiveness of the model has never been discussed in earlier studies.Practical implicationsThrough this research, organizations will get an opportunity to experience enhancement in the scope of recruitment as a whole instead of considering recruitment as a traditional procedure, and the use of information technology can be expanded for progressive measures for future purposes and pandemic situations.

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Section: Discussionsupporting

confidence: 90%

Section: Use Of Social Media Recruiting Technology and Social Media R...mentioning

confidence: 99%

Talent acquisition and technology: A step towards sustainable development

Rehman

Ullah²,

Naseem³

et al. 2022

Front. Psychol.

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“…The 21st century is a period of innovative technologies and digitization. The transformation of HRM by means of digital tools puts an external pressure on changes in human behaviour, skills and competencies in organizations [2]. Technological development enables streamlining of production processes and brings changes in human labour, which might threaten employee wellbeing and challenge their existing skills and knowledge [3].…”

Section: Literary Researchmentioning

confidence: 99%

Digital Transformation in HR

Chán

Balková

2022

SHS Web Conf.

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The onset of the fourth industrial revolution and lack of human capital puts pressure on the development of own staff in terms of improving their qualifications. In the last four years, there has thus been introduced new methods in the management of staff development. The paper builds on the available texts in the area of theory and digital transformation of talent management and recruiting and puts them into the context of requirements arising from the principles of the fourth industrial revolution. Using matrix analysis, it examines the degree of compliance with the available implementation possibilities. The analysis performed leads to the conclusion that the requirements are best met by the method of exact description of partial tasks in the working process including its critical features and their subsequent assignment to workers according to the degree of compliance with their skills by means of combinatorics. This method thus also enables the management of worker development by assigning appropriate tasks.

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“…The growing demand for digital skills is discussed in the study [11], where it is noted that the increase in digital competencies of personnel is one of the reasons for the subsequent explosive growth of the company.However, defining the digital competencies of the staff is not enough for effective management. There is a need for a comprehensive assessment of the results of the digitization of personnel management as well as the effectiveness of changes [12,13].…”

Section: Introductionmentioning

confidence: 99%

Diagnostics of the depth of digitalization of HR management

et al. 2021

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The purpose of the article is to develop a methodology which assesses the level of digitalization of HR management, to identify the reasons for the gap between the actual achieved level and the desired one, and to justify management decisions related to the introduction of digital technologies. The methodology involves diagnostics of the level of digitization of HR-management in three aspects: digital competence of personnel, digital workplace, digital management system. A combined method has been proposed for the diagnosis of staff digital competences: self-diagnostic and manager's assessment on a single scale, followed by a comparison of the results. A coefficient method is proposed for estimating a digital workplace and a digital control system. The resulting conclusion on the level of digitization of an organization’s HR management is based on the benchmarking method. The implementation of measures to increase the level of digitalization of HR management, adopted on the basis of the conducted diagnostics, will allow the organization to maintain and to increase its competitive advantages by developing the necessary professional qualities of employees, the best organization of personnel management in the conditions of digitalization.

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Reinventing HR functions with SMAC technologies- an exploratory study

Cited by 12 publications

References 6 publications

Talent acquisition and technology: A step towards sustainable development

Talent acquisition and technology: A step towards sustainable development

Digital Transformation in HR

Diagnostics of the depth of digitalization of HR management

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