Implementation of e-recruitment Enablers and success indicators from the ...

Handlogten, Carolien (2009) Implementation of e-recruitment Enablers and success indicators from the ...

Abstract:Recruitment is important for organisations since it performs the essential function of drawing an important resource into the organisation. It has a strategic aim as it focuses on the need to attract high-quality people in order to gain a competitive advantage (Parry & Tyson, 2008; Malinowski et al, 2005). A new development in this domain is the use of the internet to attract potential employees to an organisation, and is referred to as e-recruitment. Yet, in previous research it appeared that only 25% of the organisations indicated achieving strong success with e-recruitment (Chapman & Webster, 2003). In addition, e-recruitment success seems to be established by its implementation (Chapman & Webster, 2003; Galanaki, 2002; Pin et al, 2001; Singh and Finn, 2003). Simultaneously, the 000 00000 00000 00000000 is one of these organisations that report achieving only limited success with their e-recruitment technology. Although it is known that e-recruitment success can be established by a successful e-recruitment implementation, further results regarding e-recruitment implementation are unknown. However, it is necessary to understand whereof e-recruitment implementation comprises, because e-recruitment implementation is a matter of today (Parry & Tyson, 2008). Therefore, the research goal of this thesis is to analyse e-recruitment implementation at the 000. The research question is: Which enablers and success indicators can be derived from e-recruitment implementation at the 000 00000 00000 00000000? In comparison to other research, e-recruitment is, in this research, approached from the corporate perspective instead of the applicant view or interest. Based on a literature study, a theoretical framework is constructed to approach e-recruitment implementation. E-recruitment implementation consists of two groups of enablers, which are defined as e-recruitment system strength and e-recruitment management strength. The outcomes of e-recruitment are included as well, and referred to as success indicators. Based on this, three sub-questions are formulated: What are the characteristics of e-recruitment system strengths? What are the characteristics of e-recruitment management support strength? What are the characteristics of e-recruitment success indicators? Based on document analysis and 26 interviews, these sub-questions are explored at 000. It becomes clear that 000 gains less success with their e-recruitment technology than expected. Success indicators like e-recruitment productivity and e-recruitment quality are perceived to be low. This cannot be grounded on factual data because of the missing tool, management reports. The technology turns out to contribute neither to time nor cost savings, and is perceived by users to be unfriendly. In addition, users pointed out that they find it even worse that the technology is applicant unfriendly. As these success indicators pointed out to be less positive, the technology seemed to be used in an appropriated manner. Returning to the assumption made in the beginning, there might be implied that the implementation at 000 was less-than successful, since a successful implementation should result in a system that delivers the desired outcomes. Implementation of e-recruitment 7 Exploring the enablers is done by looking at two components: e-recruitment system strength and e-recruitment management support strength. Technology quality is part of e-recruitment system strength. When relating SAP E-recruiting 3.0 to its predecessor WISE, the technology offers more tools and captures a wider part of the recruitment process. Nevertheless, when looked at separately, the technology quality is perceived less positively. In general, this is due to its design, which causes the technology to become time-consuming and cumbersome. The other enabler of e-recruitment system strength is service quality. This is determined sufficient by users, based on the responsiveness and completeness of the system. One important dimension found from this research is the clarity of the service procedure for its users. The other component refers to e-recruitment management support strength. This is the most notable component of e-recruitment implementation at 000, as these enablers influenced the technology design and, consequently, the success indicators. The project lacked steering and control stemming from the steering board and project leaders. Different issues like changing project members, skills, and time- and budget pressures contributed to this situation. In addition, the composition of the steering board and unclear roles and responsibilities reinforced the situation and created confusion among project members. The second enabler is the existence and content of plans regarding the project. Although plans and documents existed, project members experienced these as falling short in their extensiveness and completeness. As a result, it was hard to use these documents as tools to guide the project along. Another issue concerned the commitment to these plans. Due dates were postponed and goals were not maintained. A third enabler is defined as the HRM and IT collaboration. A notable aspect concerns the lack of knowledge during the project. In addition, different understandings and a lack of guidance caused HRM and IT to misunderstand each other. The collaboration influenced the approach of the project. As a result, the functionality of the modern technology was adapted to the traditional recruitment process of the 000, and lost its modern tools like management reports and a talent pool. The accumulation of issues caused project members to become tired of the project, yet project members are praised for the large amount of effort they put in. Finally, there was also the issue of provided learning opportunities. Mainly, training was provided in the form of hands-on training, and, to a lesser extent, application area training. Users perceived this training as sufficient. Nonetheless, doubts existed as to whether users received enough training to use the system in the correct manner, and if orientation was needed as well. In addition, training was not secured in the available documents. Next to the explored constructs derived from theory, three additional enablers were found from this research. These are new to theory. Firstly, this research found that e-recruitment implementation is not a standalone project. The project can be influenced by different developments as happened at 000. This caused the timeline of the project to become extensive. Secondly, Recruitment Services needed a business change along with implementing the technology. Changing the mindset of employees and guiding the transition of the changing HR role of Recruitment Services is important. Finally, no overall e-HRM strategy existed, which e-recruitment was part of. This restrains 000 from profiting from the mutual reinforcement of different e-practices. Next to theoretical contribution at construct level, this paper adds several dimensions to the before-mentioned and already-existing constructs. These concern, for example, clarity of service procedure, the level of executed control, the extensiveness of and commitment to the available plans, the level of understanding and familiarity with each other’s processes regarding to HRM and IT collaboration, and applicant friendliness. In regard to these findings, this research assumes that management support Implementation of e-recruitment 8 enablers especially contributed to the successfulness of the system. Due to this, the technology was designed ineffectively and influences its success indicators. This assumption supports the statements made in previous research that implementing e-recruitment requires a greater organisational change (Parry & Tyson, 2008; Ruël, Bondarouk & Looise, 2004). Derived from the findings, recommendations are given to each challenge found. In addition four general practical implications are derived. These are: Establishing a proper project organisation; creating the correct composition of the steering board and project groups, and establishing a solid initial phase based on clear documents and role descriptions. Using the right approach; starting the project from the view of the technology. A technology is purchased because of its modern tools, and the traditional process needs to be adapted to this. This is reinforced by a ‘linking pin’ to facilitate proper collaboration between HR and IT, and advising what is the best to do regarding the technology design. Transition support for role and mindset change; reassuring and removing fear for existence among employees by providing enough and correct information. Subsequently, instigate change by making clear the benefits of the system and possibilities of the role change. Securing knowledge; be thoughtful about involving parties and people. Past experiences do not guarantee the right taken choice in the future. In addition, develop criteria to monitor this process and, if necessary, to adjust.
Item Type:Essay (Master)
Faculty:BMS: Behavioural, Management and Social Sciences
Subject:85 business administration, organizational science
Programme:Business Administration MSc (60644)
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