Talent Acquisition Research Articles

Factors affecting artificial intelligence (AI) adoption in the talent acquisition process: the case of Vietnam’s medium-sized firms

Factors affecting artificial intelligence (AI) adoption in the talent acquisition process: the case of Vietnam’s medium-sized firms

A Study on the Impact of Talent Introduction Policies on Urban Mobility - A Literature Review

China is currently in a period of profound economic transformation, where the role of human resources in regional economic and social development has become increasingly pivotal. As the economy shifts towards a more innovative and knowledge-intensive model, the demand for high-skilled talent has risen sharply. In response to this trend, local governments have implemented various talent introduction policies aimed at attracting and retaining talent to promote high-quality economic development. This paper reveals the relationship between the implementation of talent acquisition policies and the mobility of high-skilled and low-skilled populations through a literature review of research on talent acquisition policies and population mobility. As an important and widely used regional development policy by local governments, the talent introduction policy has created a strong attraction to the mobility of labor, increasing the talent concentration of labor and knowledge overflow. The above conclusions are useful for the government to optimize the talent admission policy and the strategy of strengthening the country with talent.

A Study of Cultural Diversity and Ethical Climate towards Employee Selection in Higher Education Institutions

This study investigates the critical role of employee selection processes in organisational success, focusing on the impact of cultural diversity (CD) and ethical climate (EC) within Higher Education Institutions (HEIs) in Northern Malaysia. Employing a quantitative methodology and a descriptive research design, data were collected from academic staff through a structured questionnaire. The analysis using SPSS software reveals strong positive correlations among employee selection, CD, and EC. The Kaiser-Meyer-Olkin (KMO) measure and Bartlett’s Test of Sphericity confirm the data's suitability for factor analysis, while Cronbach’s alpha coefficients indicate robust internal consistency. The findings underscore the importance of aligning employee selection processes with organisational strategies and values to attract competent employees. Additionally, effective management of CD enhances financial performance, competitive advantage, and profitability. An EC significantly promotes ethical behaviour, job satisfaction, and organisational performance. The study highlights practical implications for integrating diversity and ethical considerations into selection strategies, providing valuable insights for human resource management and organisational behaviour. The research emphasises the need for a holistic approach to talent acquisition by demonstrating how selection practices influence organisational outcomes. This approach fosters inclusivity and ethical leadership, ultimately contributing to long-term organisational success. These findings comprehensively understand employee selection, CD, and EC dynamics in enhancing institutional effectiveness and achieving strategic goals in HEI settings.

Digital Disruption in Indian Retail: Trends, Opportunities, And Challenges

This research paper examines the significant growth and transformation of the Indian Retail Industry, now ranked as the fifth-largest globally. This expansion is driven by rising incomes, shifting middle-class lifestyles, and improved digital connectivity. In this competitive environment, Indian consumers increasingly demand personalized and exceptional services. Digital transformation is identified as a key success factor, enabling retailers to adapt to changing customer behaviors. The surge in online shopping, propelled by smartphone usage, has reshaped the consumer-retailer dynamic, necessitating robust online presences and investments in data analytics for better customer insights. Transparency in supply chains and real-time inventory management have become essential for effective retail operations. The paper highlights key digital transformation trends, such as digitized in-store experiences and workforce empowerment, while acknowledging challenges like change management, skill shortages, and data security risks. Retailers are advised to implement change management strategies, develop talent acquisition plans, and invest in cybersecurity to ensure sustainable growth.

Leveraging Business Analytics for Enhanced Decision-Making Navigating Challenges and Exploiting Opportunities

Business analytics (BA) is revolutionizing how businesses use data to gain a competitive advantage. It offers opportunities for deeper customer insights, targeted marketing campaigns, improved customer satisfaction, new product and service opportunities, and optimized business processes. However, challenges like data quality, talent acquisition, and ethical considerations exist. This study reviews BA literature and discusses the challenges faced by organizations in implementing business analytics, including data availability, quality, skills and training, and technology infrastructure considerations. We conducted a study on 133 analytics professionals in Lahore, Pakistan. Data availability and quality, skills and training, and technology infrastructure all had a positive and significant impact on business analytics challenges and opportunities. The findings aim to contribute to a better understanding of business analytics, implementation challenges, and opportunities.

Research on Recruitment Management Innovation of Chinese Budget Hotel Chain Enterprises under the Big Data Environment

Abstract: This study delves into the transformative impacts of big data on recruitment management within China's economy hotel chains, emphasizing the urgency and relevance of this research theme in light of the swift digitization witnessed in the hospitality sector. By scrutinizing the current scenario of China's economy hotel industry, the paper underscores the infusion of big data to enhance recruitment processes, thereby addressing prevalent challenges such as inefficiencies and skill mismatches. A thorough analysis reveals that the prevailing recruitment framework within economy hotel chains fails to adequately align with evolving market dynamics and technological progressions. Consequently, innovative strategies leveraging big data analytics and artificial intelligence are proposed to refine recruitment practices, aiming for heightened precision in talent acquisition and process optimization. The research concludes by highlighting the substantial business value and societal ramifications associated with the adoption of big data in recruitment, emphasizing enhancements in operational efficiency, competitive positioning, and contributions to the broader economic landscape of China's hospitality industry.

Research on Digital Transformation Strategy of Multinational Company Sales Based on Big Data and AI

Abstract: In the wake of the COVID-19 pandemic, the digital transformation of industries has become paramount, with multinational corporations (MNCs) recognizing the pivotal role of sales digitization in their development trajectory. This study delves into the multifaceted impact of sales digitization on MNCs, elucidating both its benefits and the formidable challenges it presents. Notably, the integration of big data and artificial intelligence (AI) has revolutionized the collection and analysis of sales data, offering MNCs unprecedented insights into consumer behavior and market dynamics. By leveraging big data and AI technologies, MNCs can optimize their operations and substantially reduce the costs associated with data collection, particularly in diverse and segmented markets. This transformative synergy plays a pivotal role across various domains, including market analysis, predictive modeling, customer relationship management, and the formulation of agile marketing strategies. Despite these advancements, research reveals that MNCs continue to grapple with significant barriers and complexities in the process of sales digitization. This article aims to bridge this research-practice gap by offering pragmatic solutions and actionable strategies tailored to address the identified challenges. By emphasizing the importance of organizational agility, talent acquisition, and strategic partnerships, MNCs can effectively navigate the complexities of sales digitization and unlock its full potential. Ultimately, this study seeks to provide a comprehensive understanding of the evolving landscape of digital sales in MNCs, culminating in a nuanced conclusion that underscores the imperative of adaptability and innovation in an increasingly digitized global economy.

Digitalizations Enhancement in HR Practices: The Impact of Incorporating AI in the Process of Recruitment and Selection

Many organizations desires to attract the most value-adding talent has pushed their increased adoption of artificial intelligence in the processes of recruitment and selection. As AI can be generated into tools to conduct an analysis of applicants and provide an overview, it reduces the recruiters time allocation on administrative tasks to focus on making more advanced decisions to execute the businesss desired strategic directions and developments. This paper mainly examines the impact of AI in the talent acquisition processes on the three aspects of practical, ethical, and strategic impacts. The practical approach can improve the efficiency in recruitment and selection to find the best-fit candidate through AI algorithms for certain roles. The ethical approach of AI can ensure a fair talent acquisition process that reduces bias and discrimination to support final decision-making. The strategic approach allows organizations to use AI in conducting recruitment and selection practices with considerations on the future growth of the business, prospecting the required talents to achieve such growth. The attraction of using AI in the hiring process can lead to a more digitalized and trendy employer branding, making organizations appeal and expand to innovative pools of candidates. However, there are downsides to all approaches, including the lack of human involvement, the risks of data security and breaches, and the consistency of employer branding in utilizing AI technology. In exploring the benefits and limitations of AIs impact on talent acquisition, there should be a more structured approach to unleashing this technology in the HR practice.

The Double Empathy Problem and Person‐Environment Fit: Mutual Understanding and Bidirectional Adjustment in Autistic Talent Acquisition

ABSTRACTOrganizations are starting to actively invest in hiring initiatives aimed at recruiting autistic talent. However, given many of these initiatives are in their infancy, knowledge of autism and how best to assess and support autistic employees is low. Building on person‐environment fit (P‐E fit) theory and the double empathy problem, we examine how neurodiversity employment programs build mutual understanding and construct fit between autistic employees and their hiring organizations. We further explore the role of third‐party neurodivergent talent consultants (NTCs) in aiding these efforts during the birth stage of the cycle of talent. In Study 1, we use action research involving in‐depth structured interviews of participants (managers, coaches, and autistic employees) in a neurodiversity employment program at a major corporation in the financial services industry, supplemented with additional interviews of hiring managers and coaches with similar roles in other organizational settings. In Study 2, we collect qualitative survey data from autistic adults participating in other neurodiversity employment programs. Using these data, we explicate the practices that remove barriers to autistic employment and processes of ongoing coaching and support from NTCs that build and manage the double empathy problem by enhancing mutual understanding and increasing the perceptions of fit. We find that NTCs facilitate the acquisition of autistic talent through revised job search and recruitment (e.g., tailored job descriptions), alternative screening procedures (e.g., hands‐on assessments), and supported socialization and onboarding (e.g., communication, networking).

Digital Transformation in Talent Acquisition: An Investigation into the Integration of Big Data Analytics and Management Information Systems for Optimal Hiring Strategies

The primary goal was to empirically investigate the relationships amongst Big Data Analytics (BDA), Management Information System (MIS), optimal hiring strategies, leadership support, and talent acquisition process. This research aimed to fill crucial gaps in the literature by examining how technology adoption and leadership support influence the formulation and effectiveness of optimal hiring strategies, finally impacting talent acquisition results in the Chinese business landscape. Quantitative research was employed, targeting experts and decision-makers in human resource departments across numerous industries in China. The research used a random sampling approach to acquire facts through an online questionnaire, examining responses from 168 participants. Regression and mediation analyses, facilitated by SPSS, were applied to discover the relationships and mechanisms among BDA, MIS, optimal hiring strategies, leadership support, and talent acquisition success. The results discovered a significant and positive relationship between BDA and MIS with the optimal hiring techniques. Moreover, optimal hiring techniques have proven an advantageous association with talent acquisition success. The research similarly showed the mediating role of optimal hiring strategies in translating the advantages of BDA and MIS into talent acquisition success. Leadership support emerged as a moderator, amplifying the relationship between optimum hiring techniques and talent acquisition success. This study contributes empirical proof to the underexplored intersection of leadership support, technology, and talent hiring strategies. The findings offer practical insights for companies aiming to navigate the complexities of recruitment, emphasizing the significance of strategic decision-making, technology integration, and management endorsement in achieving talent acquisition success.

Workforce Optimization for Quick Commerce Dark Stores: Talent Sourcing and Workforce Modelling Strategies

Quick commerce (Q-commerce) has transformed the retail and e-commerce sectors by enabling ultra-fast delivery of goods through hyper-local logistics and dark stores. The operational success of this model hinges on a structured workforce strategy that supports efficient scaling and agility. This paper explores innovative workforce optimization techniques that focus on organizational design, talent sourcing, and workforce modelling, referencing industry leaders like Flipkart, Zepto, Instamart, and Blinkit. The study identifies the vital roles within dark stores and the approaches to talent acquisition, emphasizing localized recruitment, employee retention, and technology integration. It further presents best practices for scalable workforce modelling to accommodate seasonal demands, high attrition rates, and hyper-growth environments, ensuring sustainable development in the Q-commerce industry. Keywords: Quick Commerce, Workforce Strategy, Talent Sourcing, Dark Stores, Organizational Design, Hyper-Local Delivery, Workforce Modelling

Revitalizing Colleague‐Specific Human Capital: Boomerang and Pipeline‐Based Hiring in a 41‐Year Multilevel Study of Employee Mobility

ABSTRACTAmidst the decline of permanent employment contracts and the rapid shortening of career cycles, organizations often face challenges in fully capitalizing on employee mobility. This study adopts a multilevel perspective to explore how mobility impacts both individual and team performance, focusing on acquiring colleague‐specific human capital through two talent acquisition strategies: boomerang hiring and pipeline‐based hiring. Using a unique Major League Baseball database spanning 41 years, including 19,927 player‐year records and 1156 team‐year records, our analysis reveals that individuals engaged in boomerang and pipeline‐based hiring and possessing higher levels of individual colleague‐specific human capital, experience greater benefits from mobility in terms of individual performance. Moreover, these hiring strategies allow organizations to effectively harness colleague‐specific human capital. Specifically, team performance is positively influenced by a greater proportion of boomerang hiring through team colleague‐specific human capital resources. Similarly, a higher ratio of pipeline‐based hiring, alongside other recurrent hiring practices, positively impacts team performance through team colleague‐specific human capital resources. Our findings provide valuable insights for organizations aiming to rejuvenate their colleague‐specific human capital resources through strategic hiring practices to achieve sustained success.

Unravelling Smart HRM 4.0: A Narrative Review of Progressive 4.0 Technology Integration in Human Resource Management

The integration of progressive 4.0 technology into human resource management (HRM) represents a significant shift in how organizations optimize and enhance workforce capabilities. This review explores the origins, applications, benefits, challenges and future prospects surrounding smart HRM 4.0. By reviewing existing literature, this paper examines the utilization of Artificial Intelligence (AI), Big Data analytics, machine learning (ML) and the Internet of Things (IoT) in HRM, specifically in talent acquisition, training, performance management, and rewards. Additionally, it addresses the implementation challenges including data quality assurance, skill shortages, and cultural resistance. The paper also emphasizes the importance of ethical considerations. In terms of future research, it highlights the necessity for ethically deploying Industry 4.0 and establishing robust AI governance frameworks. By combining technological innovation with ethical values, organizations can navigate the complexities of this integration, leading to a future characterized by workplace efficiency, accountability, and fairness.

Talent Management in the Age of Digital Disruption: Challenges and Opportunities

The rise of digital disruption has fundamentally transformed the landscape of talent management, presenting both challenges and opportunities for organizations. This article examines how businesses are adapting their talent management strategies to cope with the rapid advancements in technology, such as artificial intelligence, automation, and the growing prominence of remote work. The study explores the challenges posed by digital disruption, including the widening skills gap, the need for continuous reskilling, and the increasing competition for top talent in a globalized workforce. On the other hand, digital tools also offer opportunities for organizations to enhance their talent acquisition, development, and retention processes. The use of data analytics and AI-powered recruitment tools, for instance, allows for more efficient and data-driven decision-making in hiring and workforce planning. Furthermore, the integration of learning management systems and virtual collaboration tools facilitates employee development and enables organizations to foster a more agile and adaptable workforce. The article presents case studies from various industries, demonstrating how companies are leveraging digital solutions to overcome talent management challenges while embracing opportunities for growth and innovation. The findings suggest that organizations that prioritize digital transformation and align their talent management strategies with technological advancements are better positioned to thrive in an increasingly competitive and digital-first world.

How to Hire Top Talent

This article provides guidance to organizations on developing an effective hiring process to attract and recruit top talent. It outlines six key phases of the hiring lifecycle: crafting job postings, sourcing candidates, screening applicants, conducting interviews, making a final selection, and onboarding new hires. For each phase, research-backed best practices are presented to help motivate top performers and identify the right cultural fit. The article stresses understanding what factors drive high-potential candidates like meaningful work, career growth, autonomy, competitive compensation, and strong company culture. It then provides tips for each step, from promoting these motivators in postings to assessing cultural fit thoroughly during interviews to ensuring new hires are set up for long-term success through customized onboarding plans. Overall, the article aims to help companies optimize their talent acquisition strategy.

Bridging the Talent Divide: An Empirical Analysis of Certification Programs as a Tool for Strategic Workforce Development

In the face of persistent talent shortages in high-demand fields, organizations are increasingly turning to certification programs as a strategic tool for talent acquisition and development. This article investigates the efficacy of such programs in addressing critical skill gaps, focusing on their design, implementation, and measurable impact on workforce dynamics. Through a mixed-methods approach combining case studies from three industry-leading organizations and a large-scale survey of HR professionals (n=500), we analyze the key components of successful certification initiatives and their effects on recruitment metrics, including time-to-hire, quality of new hires, and long-term retention. Our findings reveal that well-designed certification programs can significantly reduce recruitment costs by up to 35% while improving the quality of new hires by 28% compared to traditional recruitment methods. Moreover, we identify best practices in program design, including the integration of cutting-edge learning technologies and alignment with organizational needs. This article contributes to the growing body of literature on strategic talent management by providing empirical evidence of the value of certification programs and offering a framework for their effective implementation in addressing skill shortages in rapidly evolving industries

The Gig Economy and its Implications for Human Resource Management in Jambi: A Preliminary Investigation

The gig economy, characterized by temporary and flexible work arrangements, is rapidly expanding globally. However, its implications for human resource management (HRM) in developing regions like Jambi, Indonesia, remain largely unexplored. This study aims to provide a preliminary investigation into the gig economy's impact on HRM practices in Jambi. A mixed-methods approach was employed, involving a survey of 150 gig workers and 50 traditional employees in Jambi, along with in-depth interviews with 10 HRM professionals from various industries. The survey data was analyzed using descriptive statistics and comparative analysis, while the interview data was analyzed thematically. The study found that gig workers in Jambi face challenges related to job insecurity, lack of benefits, and social isolation. HRM professionals reported difficulties in recruiting, managing, and retaining gig workers due to the lack of formal employment contracts and the need for flexible work arrangements. The findings also suggest that the gig economy is creating new opportunities for HRM practices, such as the use of technology for talent acquisition and performance management. In conclusion, gig economy is transforming the nature of work in Jambi, posing challenges and opportunities for HRM. This study highlights the need for HRM professionals to adapt their practices to the changing landscape of work. Further research is needed to explore the long-term implications of the gig economy for HRM in Jambi and other developing regions.

Exploring the Role of HR Analytics in Enhancing Talent Acquisition Strategies

Hiring and selecting the right candidate is a critical business process in today’s cutthroat competition. HR Analytics, also known as Human Resource Analytics, provides unique insights into talent acquisition and helps organisations to improve their strategies based on fact. This research paper aims to establish the use of the HR Analytics in improving the talent acquisition practices since this will help in identifying the different candidates sourcing, screening, selection, and onboarding processes. In doing so, the work employs the study of different techniques of HR Analytics including but not limited to the predictive analytics, data mining, and talent market analysis with the main view of understanding how different techniques can be used to give the organizations competitive advantage in talent management and attraction. The research will focus on a few real-world solutions such as the use of HR Analytics for social media talent acquisition, the use of prediction models for screening and the use of data analytics for selection. Also, the paper will discuss the problems and drawbacks that may be encountered while adopting HR Analytics in recruiting. In it, we will highlight the data quality issue, the privacy issue, and the need that HR professionals must have skills and knowledge to use the HR Analytics tools. Lastly, this research aims at contributing to the existing body of knowledge that seeks to help organizations that aim at increasing on their Strategic Human Resources Management Talent Acquisition approach based on the design and use of HR Analytics. Day by day organizations are becoming more rational and by using this technique organizations can arrive to better decisions about employer branding and, consequently, about attracting and retaining the best talent in today’s job market.

Prioritizing Success Factors for Start-ups in Indonesia Using the Best Worst Method (BWM)

The rapid growth of Indonesia’s start-up ecosystem presents both opportunities and challenges for new ventures striving for sustainability and competitiveness. This study applies the Best Worst Method (BWM) to prioritize key success factors for start-ups in Indonesia, providing a structured framework for decision-making. Six critical factors were evaluated: access to funding, innovation capability, market competition, regulatory environment, talent acquisition, and scalability potential. Through pairwise comparisons, this research identifies access to funding as the most critical factor, while scalability potential is considered the least influential in determining start-up success. The findings offer valuable insights for entrepreneurs, investors, and policy-makers, highlighting areas where targeted support can enhance the growth and sustainability of start-ups. This study contributes to the ongoing discourse on start-up development in emerging economies by providing a decision-making tool to guide strategic priorities within Indonesia’s dynamic entrepreneurial landscape.

Examining Digital Talent Acquisition and Recruitment Strategies to Enhance Economic Sustainable Development Goals (SDGS) Of SME’S in China's Internet Industry

Objective: This paper aims to study the impact of digital recruitment tools on the economic and sustainable development goals (SDGs) of SMEs in China. Theoretical Framework: Based on human resource management theory, innovation diffusion theory and resource-based theory, experiments are designed to verify the proposed hypothesis. Method: We select Chinese Internet SMEs with similar backgrounds as experimental subjects, and collect key information through online questionnaires. Then, multiple linear regression equations are used for data analysis. Recruitment cost, recruitment cycle and new employee performance are set as dependent variables respectively, and the relationship between independent variables: whether an enterprise uses digital recruitment tools, and the number of digital recruitment tools used is explored. Results and Discussion: The results show that the three groups of regression models all show a significant correlation between the independent variable and the dependent variable. The use of digital recruitment software in recruitment will significantly reduce the recruitment cost and cycle, and the performance of new employees will be significantly improved, and the more digital recruitment software is used, the more obvious the effect will be. Originality\Value: This finding provides empirical support for small and medium-sized enterprises in China's Internet industry to use digital tools for human resource management and has important practical significance. The research suggests that businesses should use digital hiring tools for enhanced talent acquisition and a competitive edge boost.