Inclusion in Digital Recruitment: Building both Internal and External Human Capital Resources

Abstract

Drawing on strategic human capital theory, this study focused on the digital recruitment of human capital. It explored external human capital i.e., job applicant, experiences with digital recruitment tools and their perceived inclusion. Two studies were conducted. Study 1 adopted a qualitative method, interviewing 25 active job seekers. Findings highlighted the importance of digital recruitment tool ease-of-use and personalisation to suit job applicant needs. Study 2 adopted a quantitative method, surveying graduates in a top Irish business school. Using path analysis, a mediation model was tested for the ease-of-use and personalisation linked to job applicant satisfaction and positive experience with the employer via perceived inclusion. These results bolstered support for the importance of job applicants’ perceived inclusion and the drivers enabling inclusion during digital recruitment. This study extends strategical human capital and human resource management research by adding digital and inclusive management elements. Implications for research and practice are discussed.