Talent Acquisition Research Articles

The skills dimension in the talent acquisition processes of Greek private schools

This paper explores the processes involved in talent acquisition practices, including recruitment, selection, and professional development within the context of private schools in Greece. Unlike the standardized recruitment and selection processes observed in the Greek public educational sector, which assess formal qualifications alongside social criteria, the private sector in Greece adopts a talent acquisition approach primarily based on job-matching theory. The theoretical section of the paper examines the divergence in talent acquisition processes between the Greek public and private educational sectors. In the empirical research section, the study presents findings from qualitative research conducted through semi-structured interviews with 15 managers from private schools in Northern Greece. Thematic analysis was employed for data analysis, with convenience sampling utilized as the sampling method. The research aims to capture managers' perspectives on selection methods, training practices, and professional development initiatives for educational staff. The findings highlight the emphasis placed on soft skills during the recruitment process, the diverse blend of skills and qualifications that form the occupational profile demanded and the significant role of managers in facilitating the professional growth of educational staff.

Rethinking Culture Fit in Talent Acquisition

This article argues that organizations should move away from primarily hiring for "culture fit" and instead focus on acquiring a diversity of talent. The explores how overemphasizing cultural similarity in hiring can undermine efforts to build inclusive workplaces. Citing research, the article posits that prioritizing culture fit disproportionately excludes women and minorities, and results in a homogenous workforce that lacks the diverse perspectives needed for innovation. Alternatives are presented such as evaluating fit and unique contributions, and changes to embedding inclusion throughout the hiring process like name-blind screening and inclusive leadership training. Practical strategies tailored to industries like tech, non-profit and healthcare are also shared. The article concludes that moving beyond culture fit as the sole criterion in hiring yields benefits but requires sustained leadership and an ongoing commitment to diversity, equity and inclusion.

Talent identification, management and development: Basis for talent acquisition framework in universities and colleges

Talent identification, management and development: Basis for talent acquisition framework in universities and colleges

Employee relations, enterprise culture, and employer branding in Chinese technology companies: Basis for innovative talent acquisition framework

Employee relations, enterprise culture, and employer branding in Chinese technology companies: Basis for innovative talent acquisition framework

Challenges in Human Resource Management for Employee Retention in Private Companies: Case Study of the Private Sector in the Republic of Kosovo, Pristina

Objective: This study aimed to investigate the challenges faced by private companies in Pristina, Republic of Kosovo, in managing their human resources and retaining employees between 2014 and 2023. The research focused on understanding the influence of HR technology and the financial implications associated with employee turnover, particularly in relation to human resource management practices that impact employee retention. Theoretical Framework: The study was based on contemporary HRM theories, focusing on the evolving HR landscape due to demographic shifts, the "war for talent," and the COVID-19 pandemic. It also examined how HR technology enhances employee engagement and supports data-driven decision-making. Method: A mixed-methods research design was employed, involving structured surveys distributed to employees from various private companies in Pristina using probability sampling. The study collected quantitative data on job satisfaction and employee engagement, offering a comprehensive view of the multifaceted challenges faced by these companies. Results and Discussion: The findings showed a significant negative correlation between job satisfaction and turnover, and a positive correlation between engagement and intention to stay, highlighting the importance of both for employee retention. Research Implications: The study highlights the need for private companies in Pristina to enhance job satisfaction and employee engagement to reduce turnover. It recommends implementing customized HR policies and regular monitoring to tackle these issues effectively. Originality/Value: This study enriches the literature by analyzing HRM in Pristina's private sector. It underscores the need to adapt to demographic shifts, tackle talent acquisition issues, and use HR technology to boost employee retention.

Bottleneck to Success: Case Study on Scaling Up Issues of Indian Start-ups

The dynamic growth of start-up companies in India has significantly disrupted the business landscape. However, many start-ups encounter substantial setbacks during the scaling-up stage. This qualitative study explores the challenges faced by Indian start-ups as they scale their businesses. The findings reveal that the primary obstacles include the non-availability of financial resources, difficulties in acquiring the right talent, and challenges in achieving product acceptance. According to the Department for Promotion of Industry and Internal Trade (DPIIT), India is home to over 50,000 start-ups as of 2023, with a yearly growth rate of approximately 12-15%. Despite this robust growth, data shows that about 90% of Indian start-ups fail within the first five years, primarily due to scaling issues. This study highlights that limited access to financial resources remains a critical barrier, with start-ups often struggling to secure funding beyond the initial stages. Talent acquisition is another major hurdle, as start-ups compete with established companies for skilled professionals. Furthermore, gaining market acceptance for new products poses significant challenges due to high competition and market saturation. By developing a comprehensive model, the study demonstrates that government intervention can play a crucial role in addressing these challenges. Initiatives like the Startup India program, which offers tax benefits, easier compliance, and funding support, are steps in the right direction. Additionally, the results underscore the importance of clearly defining problem statements, exercising patience, and possessing a risk-taking ability as essential factors for the success of start-up companies.

Innovative Recruitment Strategies: Beyond Traditional Methods in Talent Acquisition

Innovative Recruitment Strategies: Beyond Traditional Methods in Talent Acquisition

Impact of AI in Recruitment and Talent Acquisition

Impact of AI in Recruitment and Talent Acquisition

Interrelationship Between Motivation with Job Satisfaction and Productivity Parameter by Talent Acquisition Team: A Case Study

Job satisfaction, dedication, and employee motivation play an important role in the steady growth of an organization which becomes very evident especially after the pandemic. The present study aims to know the efficacy of the talent acquisition (TA) team is to understand how elements like motivation, job satisfaction and employee productivity, interact to enhance organizational performance, by identifying the factors that drive motivation among employees, the team aims to design strategies that foster job satisfaction, which in turn can lead to higher productivity levels. Here, exploratory research is used along with a statistical analysis intervention. Structured questionnaire data sourced from Durgapur Steel Plant (DSP) helped to meet the analytical conclusion. The results show that organizations need to follow a clear TA and management policy by which motivational factors and the working environment have a positive impact on the productivity of the employees. In today’s time the working environment of the organizations is global, complex, highly competitive, agile, and fast result-oriented. Expectantly, this integrative framework may guide or value further academic research on parameters of functions of TA team and might also inform the work of talent management professionals for enhancing productivity and growth of the talent pool.

Artificial Intelligence (AI) for Talent Acquisition

The present study's aim is to investigate the intention to use and actual use of a artificial intelligence (AI) for talent acquisition in Bangladesh. The authors used deductive reasoning approach in a positive paradigm. The study finally collected 243 responses through self-administered questionnaire and used the PLS-based structural equation modeling to analyze the data. The findings of this study revealed that each of the predictors is significantly associated with the intention to use and actual use of AI for recruiting talents, excepting the influence of facilitation conditions on actual use of AI. The influence of age demonstrated that there is no moderating effect of the influence of users' intention to use on actual use of AI for talent acquisition. This study also advances knowledge in AI adoption for recruiting talents, and enhances literature in the fields of AI adoption for recruiting talents by providing insights for the policy makers in a developing country's context. Furthermore, the study also provides insightful directions for future researchers.

Enhancing Talent Recruitment in Business Intelligence Systems: A Comparative Analysis of Machine Learning Models

In the competitive field of business intelligence, optimizing talent recruitment through data-driven methodologies is crucial for better decision-making. This study compares the effectiveness of various machine learning models to improve recruitment accuracy and efficiency. Using the recruitment data from a major Yemeni organization (2019–2022), we evaluated models including K-Nearest Neighbors, Logistic Regression, Support Vector Machine, Naive Bayes, Decision Trees, Random Forest, Gradient Boosting Classifier, AdaBoost Classifier, and Neural Networks. Hyperparameter tuning and cross-validation were used for optimization. The Random Forest model achieved the highest accuracy (92.8%), followed by Neural Networks (92.6%) and Gradient Boosting Classifier (92.5%). These results suggest that advanced machine learning models, particularly Random Forest and Neural Networks, can significantly enhance the recruitment processes in business intelligence systems. This study provides valuable insights for recruiters, advocating for the integration of sophisticated machine learning techniques in talent acquisition strategies.

AI Revolution in Banking Recruitment: Enhancing Efficiency and Objectivity

This paper examines the profound impact of Artificial Intelligence (AI) on recruitment and selection processes within the banking sector. Through the integration of AI technologies, traditional practices are undergoing a paradigm shift, resulting in heightened efficiency, objectivity, and effectiveness in talent acquisition. The utilization of AI facilitates automated resume screening, precise candidate matching, predictive analytics, and bias reduction, while also incorporating innovative tools such as chatbots for initial engagement. Furthermore, AI enables comprehensive analyses of employee retention and skills gap, empowering organizations to optimize workforce management strategies. This abstract highlight the transformative role of AI in reshaping recruitment practices within the dynamic landscape of the banking sector.

Adopting ISO 9001:2015 & ISO 21001:2018 EOMS to the Sri Lankan Higher Educational Institutions: A Review of Literature

Higher education is the critical economic sector that is eventually followed by all other major service sectors in an economy such as financial services, healthcare, telecommunication, aviation, transportation etc. Today, higher educational institutions all over the world operate in a fast-dynamic environment with high competition for reputation, talent acquisition, and student attraction. Following the basis of that high competition that is leading to a significant focus on quality. It is not easy to define the quality in terms of higher education since due to the complexity in relationships of higher education to students and the different roles played by a student in the higher education process. Addressing the issue, International Organization for Standards (ISO) has recently published a new quality framework for higher educational institutions; ISO 21001:2018 EOMS and most of the institutions adopted ISO 9001 standard series until the publication of the new ISO standard for higher education. This study employs an evidence-based approach and systematically evaluates the existing literature on ISO QMS implementation in higher education institutions in different countries with the intention of elaborating on the necessity of adopting it in the Sri Lankan context. Further, it attempts to summarize the key benefits, challenges, and critical success factors of ISO implementation considering Sri Lanka. According to the findings, the key benefits of ISO adoption by higher education institutions are cost reduction, consistent customer satisfaction, risk management, international recognition, adopting rapid changes, attracting grants/ funds, and strengthening international linkages and relationships. In addition, the challenges and critical success factors which were extracted from the literature are also stated for easy implication. Thus, the study highly recommends implementing ISO-standardized quality management systems in all higher education institutions in Sri Lanka to mitigate the serious limitations while achieving international recognition for all educational programmes to finally generate a quality workforce for the economy.

Artificial intelligence in talent acquisition: exploring organisational and operational dimensions

PurposeWith the recent proliferation of AI, organisations are transforming not only their organisational design but also the input and output operational processes of the hiring process. The purpose of this paper is to explore the organisational and operational dimensions resulting from the deployment of AI during talent acquisition process.Design/methodology/approachThe authors conducted semi-structured interviews and meetings with human resources (HRs) professionals, recruiters and AI hiring platform providers in Sweden. Using an inductive data analysis rooted in the principles of grounded theory, the study uncovered four aggregate dimensions critical to understanding the role of AI in talent acquisition.FindingsWith insights from algorithmic management and ambidexterity theory, the study presents a comprehensive theoretical framework that highlights four aggregate dimensions describing AI’s transformative role in talent recruitment. The results provide a cautionary perspective, advising against an excessive emphasis on operational performance driven solely by algorithmic management.Research limitations/implicationsThe study is limited in scope and subject to several constraints. Firstly, the sample size and diversity are restricted, as the findings are based on a limited number of semi-structured interviews and meetings with HRs professionals, recruiters, and AI hiring platform providers. Secondly, the rapid evolution of AI technologies means that the study’s findings may quickly become outdated as new advancements and applications emerge.Practical implicationsThe results provide managers with actionable information that can lead to more precise and strategic management practices, ultimately contributing to improved organizational performance and outcomes. Plus, enhancing their ability to make informed decisions, optimize processes and address challenges effectively.Social implicationsThe results signal both positive and negative impacts on employment opportunities. On the positive side, AI can streamline recruitment processes, making it easier for qualified candidates to be identified and hired quickly. However, AI systems can also perpetuate existing biases present in the data they are trained on, leading to unfair hiring practices where certain groups are systematically disadvantaged.Originality/valueBy examining the balance between transactional efficiency and relational engagement, the research addresses a crucial trade-off that organizations face when implementing AI in recruitment. The originality lies in its critique of the prevailing emphasis on e-recruiting.

Chemistry’s image is harming talent acquisition

Chemistry’s image is harming talent acquisition

Unraveling the internal drivers of pharmaceutical company performance in Europe: A DEMATEL analysis

Research background: Internal business factors are vital to how a company achieves its goals. The present study of internal drivers of pharmaceutical company performance is very insightful, as it has the potential to boost further competitiveness, it may allow health authority personnel to have guidelines to make strategic decisions, as well as inspire investor confidence, ensure regulatory compliance and performance benchmarking, and support talent acquisition and retention. In addition, it can identify the important internal factors that need to receive more priority. Purpose of the article: The European pharmaceutical industry is currently facing multiple challenges. This paper aims to map the relative relationships among the internal factors that influence the business performance of pharmaceutical companies in Europe by using the DEMATEL approach. Method: There are two phases of the present study, an extensive literature review and the use of the decision-making trial and evaluation laboratory (DEMATEL) technique. To identify the key internal drivers and their cause-and-effect relationship with pharmaceutical company performance in Europe, data from experts were obtained using the predesigned DEMATEL questionnaire. Findings & value added: The extensive literature review from the Web of Science and Scopus databases found that seven internal factors are very demanding in the case of European pharmaceutical business performance. The main elements that have the highest impact on pharmaceutical business performance in Europe are human resources competencies, the information system, technological competitiveness, and the patent system. However, financial profitability, research and development competencies, alliances with other companies, and supply chain management are the factors that are affected more by other factors. The study is the first attempt to identify the internal business performance of the pharmaceutical sector in Europe by working with pragmatic and perceptive decisions from pharmaceutical stakeholders in Europe.

Human Resources System Irregularities Impacting Work Scope in Small Mental Health Organizations: Performance Management and Talent Acquisition

This study investigates the impact of human resource (HR) system irregularities on the effectiveness of job scope allocation in small organizations, focusing specifically on performance management and talent acquisition. Using a qualitative approach, data were collected from a small organization providing adolescent mental health services. The findings reveal that role ambiguity, uneven workload distribution, lack of structured feedback, and undefined recruitment processes are key challenges affecting job scope effectiveness. The study underscores the importance of implementing structured HR practices to improve operational efficiency and employee satisfaction in small organizations. These improvements can enhance short-term performance and support long-term sustainability and growth.

Tackling Talent Acquisition Challenges in Nigerian IT Sector: Problems and Prospects

The Information Technology industry in Nigeria is experiencing rapid growth and development yet faces significant challenges in talent acquisition. This article explores the key problems and prospects associated with attracting and retaining skilled IT professionals in Nigeria. Through a comprehensive review of data from the Nigerian Bureau of Statistics and industry case studies, this study identifies several critical issues, including a shortage of skilled professionals, intense competition for talent, inadequate infrastructure, and limited career development opportunities. Using case studies of System Specs Nigeria, BOK TECH- Addressing Turnover Through Flexible Work Arrangements, and D_Market Seller - Leveraging Diversity for Innovation to examine how they navigated the IT talent acquisition challenges in Nigeria. Using the Human Capital Theory, the article examines potential solutions and prospects for addressing these challenges, such as improved leadership and management, advocating for positive government policies, enhanced collaboration among stakeholders, and effective crisis management. The study recommended effective recruitment strategies leveraging social media and partnering with universities and professional organizations to identify and recruit skilled professionals. Adopting strong Career Path Development and Professional Development Opportunities will attract prospective employees and the utilization of emerging technology to streamline recruitment, onboarding, and performance management processes, making it easier to manage talent. By addressing these challenges, Nigeria’s IT sector can better position itself for sustained growth and competitiveness in the global market.

Information Systems and Performance of Insurance Firms in Nairobi County, Kenya

Purpose: The goal of the study was to ascertain how information systems influenced the insurance industry's performance in Nairobi County, Kenya. Methodology: This study employed a descriptive research design. The respondents were drawn from all 58 insurance firms in Kenya as listed by Insurance Regulatory Authority (2023). The study sample comprised of five senior management officer from each of the target population of 58 insurance companies in Kenya. Stratified sampling procedure was applied to select the subjects of study based on geographical location in Nairobi County. Data collection was done using structured questionnaires. The questionnaire had both open-ended and closed-ended questions. Descriptive and inferential statistics were employed in the study to analyze the data. The coding and analysis were performed using SPSS version 21, and the results were shown as tables. Findings: The study concludes that technical factors have a positive and significant impact on Nairobi County insurance businesses' performance. The study discovered that the performance of insurance companies in Nairobi County is influenced by information system compatibility, confidentiality, ease of use, and reliability. the study comes to the conclusion that Nairobi County's environmental features significantly and favorably affect the performance of insurance companies. The study found that the performance of insurance companies in Nairobi County is influenced by competition, industry size, and pressure from suppliers and customers. Additionally, the study concludes that organizational factors have a positive and significant impact on Nairobi County insurance companies' performance. The study discovered that supplier and consumer pressure, industry size, and competition all had an impact on Nairobi County's insurance companies' performance. Resources factors encompassing availability of financial, human, and technological resources were established as the most influential component of the information systems with regard to performance of the insurance firms. Unique Contribution to Theory, Practice and Policy: The study was ancored on Technology Acceptance Model (TAM). The study also recommends that management should allocate financial resources strategically, focusing on areas that directly contribute to business growth, such as marketing, technology upgrades, and talent acquisition. In addition, management should ensure efficient use of financial, human and technology resources by closely monitoring expenses, avoiding unnecessary costs, and seeking opportunities for cost-saving measures.

TALENT MANAGEMENT IN DIGITAL AGE

In the rapidly evolving landscape of the digital age, talent management has emerged as a critical focal point for organizations seeking to thrive amidst technological disruption and intense market competition. This abstract provides an overview of the challenges and opportunities presented by talent management in the digital era. The digital age has ushered in unprecedented changes in how businesses operate, demanding a workforce equipped with advanced digital skills and adaptability to navigate complex technological environments. As such, talent management strategies must evolve to attract, develop, and retain individuals capable of driving innovation and sustaining competitive advantage. Key challenges in talent management in the digital age include identifying and assessing digital skills, fostering a culture of continuous learning and upskilling, and leveraging technology to optimize recruitment, performance management, and employee engagement processes. Moreover, organizations must contend with the rise of remote work and the gig economy, which require new approaches to talent acquisition and retention. Despite these challenges, the digital age also presents unique opportunities for talent management. Advances in data analytics enable organizations to gain insights into workforce trends and performance metrics, facilitating informed decision-making and personalized employee development strategies. Furthermore, digital platforms and collaboration tools empower employees to connect and collaborate across geographical boundaries, fostering innovation and knowledge sharing. To capitalize on these opportunities, organizations must adopt a holistic approach to talent management that integrates digital technologies with human-centric practices. This involves aligning talent strategies with business objectives, cultivating a supportive learning culture, and nurturing a diverse and inclusive workforce that reflects the evolving needs of the digital economy. In conclusion, talent management in the digital age requires a proactive and adaptive approach that embraces innovation, collaboration, and continuous learning. By addressing the challenges and seizing the opportunities presented by digitalization, organizations can build a dynamic and resilient workforce capable of driving sustainable growth in an increasingly competitive global market.