E-Recruitment Data Quality in the Hiring Process

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Job satisfaction is an important factor in assessing the effectiveness of recruiting methods. Jha and Bhattacharyya (2012) conducted a study among 352 Information Technology (IT) executives to examine the relationship between the recruiting process and the subsequent job satisfaction of workers (p. 63). The researchers concluded that a better candidate selection process “helps in augmenting the job satisfaction of employees this is because a good experience in job selection process stays with the individual and thus is a healthy beginning for a congenial job experience” (Jha & Bhattacharyya, 2012, p. 71).

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Additionally, the authors note that the most important factor in creating a pleasant experience for an employee is the provision of the most complete job information (Jha & Bhattacharyya, 2012). This aspect allows the candidate to form an adequate perception of expectations, which minimizes the possible job discontent. This assumption is also supported by Rodriguez (2017), who emphasizes that selection process practices play a key role in shaping the correct expectations of employees about the organization and their activities in it. This factor, in turn, allows employees to be more involved in the work due to better fit.

E-recruiting empowers HR professionals to reach a wider audience and provide complete information. Sultana and Sultana (2017) specify that the online hiring process allows candidates to get more detailed requirements, as well as to attract passive job seekers. These factors, in turn, can influence the formation of an adequate understanding of candidates about the position and better job satisfaction in the future.

Additionally, a wider audience allows the most suitable candidates to be reached, which also increases the chances of increased position and employee compatibility. Ellis et al. (2017) researched the level of job satisfaction among teachers and found that a more accurate job preview provided a higher level of this indicator. Thus, when recruiting online, candidates have access to more information that allows them to create realistic expectations for the organization and the job.

Employee Performance

Recruiting practices identify the most suitable candidates for the job, increasing organizational performance. Ekwoaba et al. (2015) conducted a survey of 130 employees at Fidelity Bank Plc in Nigeria, investigating the impact of selection criteria on the subsequent performance of employees. The analysis revealed that the process of selecting recruiting tools has a high impact on organizational performance. The authors emphasize that “the more objective the recruitment and selection criteria, the better the organization’s performance” (Ekwoaba et al., 2015, p. 29).

The selection process should focus on a comprehensive analysis of the candidate, not just the skills required, to select the most suitable employee. A study by Hamza et al. (2021) discusses the importance of using a variety of recruitment methods, including “application forms, assessment centers, psychometric tests, interviews, CV data, references, group interviews” (p. 2). The analysis was carried out on the basis of a survey of 220 employees of telecommunications companies in Erbil-Kurdistan (Hamza et al., 2021, p. 1). The researchers conclude that more diverse recruiting tools allow for gathering more information about the candidate and choosing the best employee, which has a positive effect on organizational performance.

E-recruiting tools provide HR specialists with the opportunity to obtain the most complete information about the candidate. Veger (2006) emphasizes that online recruiting provides companies with “more accurate and detailed information about applicants” (p. 7).

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This advantage also allows choosing from a wider range of candidates and select the most appropriate employees. Villeda and McCamey (2019) identify that social media as part of e-recruiting allows HR managers to predict employee performance better. This conclusion is also based on the fact that more detailed information about both the candidate and the company allows you to create the best job fit in the selection. Abbasi et al. (2020) note that after selecting the most suitable candidate, it is also necessary to maintain his or her motivation in the future. More detailed information about the employee allows predicting needs and creating the appropriate working environment.

Cost of Employee Recruitment

In addition to the advantages of finding the most suitable candidate, e-recruitment also reduces the cost of the selection process. Gopalia (2012) researched the effectiveness of the e-recruitment process in the Tesco case. The study identifies that, compared to traditional selection methods, Internet recruitment allows HR managers to recruit more skilled candidates, reduces the hiring process time, and also helps in creating a competitive edge and company image. These factors not only reduce the costs of the recruitment process but also ensure the long-term development of the company.

Banerjee and Gupta (2019) interviewed 361 working professionals who are active users of internet recruitment platforms. The researchers conclude that the placement of multimedia information, including video and audio materials by employers on the website and third-party sites, increases the interest of job-seekers in applying for a position in the company. Thus, through the use of various e-platforms, a company can attract talent including passive job seekers. This factor has a positive effect on the cost of the hiring process, as it facilitates the active search for HR managers and allows them to attract more suitable candidates.

Employee Retention

E-recruitment provides a more accurate selection of candidates who work for the company for a long time. Silva (2021) identifies that “job satisfaction is the answer for the decreasing of turnover, increasing of retention” (p. 167). This assumption is consistent with research by Skelton et al. (2018), which conclude that increased job embeddedness and satisfaction reduce the likelihood of an employee wanting to leave. Thus, the described effect of e-recruitment practices on satisfaction is also a predictor of a decrease in the level of turnover and longer relationships between the organization and the employee.

Grotto et al. (2017) emphasize that more detailed information about the candidate and a realistic job preview allows preventing “psychological contract breaches and foster fit with the job and organization” (p. 462). Additionally, e-recruiting capabilities help in the selection of candidates with the necessary personal traits, which improves retention. It is also important that online recruitment provides an opportunity to select a candidate with certain skills and values, which also has a positive effect on turnover.

Data Quality Metrics in Recruitment

Data quality metrics, including relevance, timeliness, and cost per hire, are indicators of the effectiveness of recruiting tools. Kerrin and Kettley (2003) note that e-recruitment presents a challenge to the relevance of job seekers’ CVs, as they are not standardized, which makes it difficult for HR managers to determine the validity of the described skills and qualities for a particular position. Prasad et al. (2019) also emphasize that the standardization of CV applicants for the same positions shortens the hiring time, cost, onboarding process. E-recruitment also allows you to shorten the time to fill by reaching a wider audience at the same time and considering more candidates (Prasad, 2019).

Another important metric is time per hire, which for online recruiting is one-twentieth of traditional recruiting methods (as cited in Kerrin & Kettley, 2003, p. 15). More recent research identifies that companies use job search sites to reduce the “cost per hire by 70% due to a decline in travel costs and has also reduced by 60% time taken for employers in hiring” (Hosain et al., 2020, p. 53). Thus, data quality metrics are applicable to e-recruitment, which allows assessing the effectiveness of this method.

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References

Abbasi, S. G., Tahir, M. S., Abbas, M., & Shabbir, M. S. (2020). Examining the relationship between recruitment & selection practices and business growth: An exploratory study. Journal of Public Affairs, Early View, 1-5. Web.

Banerjee, P., & Gupta, R. (2019). Talent attraction through online recruitment websites: Application of web 2.0 technologies. Australasian Journal of Information Systems, 23, 1-32. Web.

Ekwoaba, J. O., Ikeije, U. U., & Ufoma, N. (2015). The impact of recruitment and selection criteria on organizational performance. Global Journal of Human Resource Management, 3(2), 22-33. Web.

Ellis, C., Skidmore, S. T., & Combs, J. P. (2017). The hiring process matters: The role of person-job and person-organization fit in teacher satisfaction. Educational Administration Quarterly, 53(3), 448-474. Web.

Gopalia, A. (2012). Effectiveness of online recruitment and selection process: A case of Tesco [PDF-file]. Pacific Business Review International. Web.

Grotto, A. R., Hyland, P., Caputo, A. W., & Semedo, C. (2017). Employee turnover and strategies for retention. In H. W. Goldstein, E. D. Pulakos, C. Semedo, & J. Passmore (eds.), The Wiley Blackwell handbook of the psychology of recruitment, selection and employee retention (pp. 445-472). Web.

Hamza, P. A., Othman, B. J., Gardi, B., Sorguli, S., Azia, H. M., Ali Ahmed, S., Sabir, B. Y., Ismael, N. B., Ali, B. J., & Anwar, G. (2021). Recruitment and selection: The relationship between recruitment and selection with organizational performance. International Journal of Engineering, Business and Management, 5(3), 1-13.

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Hosain, S., Arefin, M., & Hossain, A. (2020). E-recruitment: A social media perspective. Asian Journal of Economics, Business and Accounting, 16(4), 51-62. Web.

Jha, S., & Bhattacharyya, S. S. (2012). Study of perceived recruitment practices and their relationships to job satisfaction. Synergy, X(1), 63-77.

Kerrin, M., & Kettley, P. (2003). E-Recruitment: Is it delivering? The Institute for Employment Studies.

Prasad, K. D. V., Mangipudi, M. R., & Vaidya, R. (2019). Recruitment metrics and accomplishments: A study with reference to information technology sector. Journal of Management Research and Analysis, 6(2), 106-111. Web.

Rodriguez, S. (2017). Examining the impact of selection practices on subsequent employee engagement [Master’s Thesis, the University of Tennessee at Chattanooga Chattanooga]. CORE. Web.

Silva, S. M., Ribeiro, J. L., & Sousa, B. B. (2021). The role of new technologies in people’s retention, turnover and internal marketing: A literature review. Marketing and Smart Technologies, 205, 167-181. Web.

Skelton, A. R., Nattress, D., & Dwyer, R. J. (2018). Predicting manufacturing employee turnover intentions. Journal of Economics, Finance and Administrative Science, 25(49), 101-117. Web.

Sultana, N., & Sultana, N. (2014). Analyzing the effectiveness of online recruitment: A case study on recruiters of Bangladesh. Asian Business Review, 7(2), 79-84. Web.

Veger, M. (2006). How does Internet recruitment have effect on recruitment performance? Fourth Twente Student Conference on IT, Enschede, Netherlands. Web.

Villeda, M., & McCamey, R. (2019). Use of social networking sites for recruiting and selecting in the hiring process. International Business Research, 12(3), 66-78. Web.

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