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Transition to an Automated Online Talent Acquisition System in an IT Project-Based Organization: A Case Study

 

CASE STUDY

Dr. Debashish Sengupta
Alliance School of Business & Program Director
Alliance Ascent College, Alliance University, Bangalore, India

Prof. Ray Titus
Professor of Marketing and Strategy
Alliance School of Business, Alliance University, Bangalore, India

Subhashish Sengupta
PMP Pro & Project Manager
Bangalore, India

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Evolution of Talent Acquisition

The evolution of recruitment as a function has been fascinating. The traditional recruitment involved recruiting over long timelines and use of print advertising (post, spray and pray). Process superseded end-result and the idea was to ensure right headcount. Later recruitment saw the shift to online and e-recruitment. The offline post-spray-pray of recruitment advertisements was complimented with online post-spray-pray of attracting candidates. The traditional recruitment and online recruitment existed side-by-side. The next version of recruitment was a considerable advancement over the previous versions. While the older forms of recruitment focused on the active job seekers and aimed at attracting them, the newer version of recruitment focused also on the passive job seekers. The passive job seekers are those who are not actively looking for a change of job but are precious talent who can be converted. The newer version of recruitment also saw the recruitment going social or in other words, social media recruitment. The use of social networking platforms like LinkedIn, Twitter saw recruiters connecting to professionals over social networks and attracting talent. The focus shifted from process to end-result. No more headcount is enough. Talent acquisition was the need of the hour.

Today all these versions interestingly co-exist, although there is increasing shift towards talent hiring. Employer branding has become all the more important. The next shift of recruitment is even more transformational and aims for the very first time to convert recruitment from a cost centre into a profit centre. What many times is dubbed as the fourth version of recruitment or recruitment 4.0 believes in the power of the network. It involves crowdsourcing and Gamification. The traditional job boards and job agencies lose significance. The recruitment also looks beyond recruiting traditional employees to recruiting talent over the network who connect, do the job and disconnect. The process follows an open call format i.e. being open to virtually anyone in the world. The volunteering workers join, connect over the network and do the job. This is known as crowdsourcing. ‘This depends on building and nurturing a “qualitative” community, a strong employment brand, vibrant social networks, mapped competitors, and putting in place a predictable talent pipeline for key hiring channels’ (Jeffery, 2011) (Foxall, 2013) (McClure, 2011) (Haterd, 2011). ‘Simply defined, crowdsourcing represents the act of a company or institution taking a function once performed by employees and outsourcing it to an undefined (and generally large) network of people in the form of an open call. This can take the form of peer-production (when the job is performed collaboratively), but is also often undertaken by sole individuals. The crucial prerequisite is the use of the open call format and the large network of potential laborers’ (Howe, 2006).

Technology continues to impact hiring in a big way. The war for talent on one hand makes it imminent for companies to find newer and better ways of acquiring talent. On the other hand there is a continuous pressure to reduce cost and improve the ROI on recruitment. In short, can technology help to improve the rigour and effectiveness of hiring and help in acquiring better talent at a lower cost? The more a company can do that, the greater advantage it has over its competitors. Better talent at a lower cost means even more in knowledge intensive and tech-skills intensive industry like Information Technology. IT Project-based organizations are increasingly transitioning to fully automate hiring using automation and artificial intelligence. The possibility of reducing human involvement and let machines take over the hiring initially in screening resumes and then in conducting selection tests and then even in scheduling interviews and finally conducting interviews and making offers (Nagy, 2013) (Paesani, 2013) (Jibe, 2015) (Rosenblum, 2015) (Faliagka, et al., 2012).

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About the Authors

pmwj41-Dec2015-Sengupta-DEBNASHDr. Debashish Sengupta

Professor, Organizational Leadership & Strategy
Alliance School of Business, Program Director
Alliance University, Bangalore, India

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Dr. Debashish Sengupta
currently works as a Professor in Organizational Leadership & Strategy Area with Alliance School of Business, Alliance University, Bangalore (India). Dr. Debashish Sengupta is the author of a Crossword bestseller book – ‘Employee Engagement’ (Wiley India, 2011). The book has been cited by KPMG in its report ‘Post Merger People Integration’ (2011). He has also authored four other books – ‘Business Drama’ (Zorba, 2014), ‘Human Resource Management’ (Wiley India, 2012) ‘You Can Beat Your Stress’ (Excel Books, 2007) and ‘FMI’ (Excel Books, 2010). He has been a book reviewer for the prestigious Emerald Group Publishing, London (U.K.). He is an avid researcher and has won best paper awards and best young researcher award for his research works. He occasionally writes columns, articles and case studies for reputed business publications. He writes a professional blog on people engagement – http://www.peopleengagement.blogspot.in/ Dr. Sengupta is a much sought speaker at various business forums and a resource person in several MDPs, corporate training programs. His invited talk on ‘Engaging Gen Y’ for the entire HR fraternity of Tata Consultancy Services, Bangalore was contributory in design of a Gen Y policy of the company. Email: [email protected] Twitter: @d_sengupta @employeeengage1

 

pmwj41-Dec2015-Sengupta-TITUSProf Ray Titus

Professor of Marketing and Strategy
Alliance School of Business
Alliance University, Bangalore, India

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Ray Titus
is the Professor and Marketing & Strategy at the Alliance School of Business, Alliance University, located at Bangalore, India. Ray’s entry into academia followed a decade long stint in the Industry where he served in Operations, Marketing, and Project roles. As an Industry Professional he’s overseen strategic growth infinitives that included product and category expansions and the launch of an independent strategic business unit.

Prof. Ray publishes his professional blog ‘Buyer Behaviour’ which is listed among the ‘Top 100 academic Blogs every professional investor must read’ by Currency Trading and ‘15 Must Read Indian Blogs about Investing & Business’ by INForum India. Ray is also a business columnist whose expert opinion features in leading business newspapers and magazines. email: [email protected];     Blog: http://www.buyerbehaviour.org/ Twitter handle: https://twitter.com/buyerbehaviour

 

pmwj41-Dec2015-Sengupta-SubhashishSubhashish Sengupta, PMP

PMP Pro & Project Manager
Bangalore, India

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Subhashish Sengupta
is a certified Project Management Professional (PMP®). He has over 15 years of work experience in the IT industry and his key strengths are in Project Development & Management, Delivery management, Project Analysis & Design. He currently works as Project Manager. He has played a leading role in coming-up with recommendations on implementing Agile in the Indian IT scenario. He has received several awards in his career and was awarded the ‘Star performer of the Year’ award for his professional contributions. Besides his present role, Subhashish also has interests in practice-oriented research, especially in the area of Project Management. Email: [email protected]