Integrated Models for E-Recruitment

Integrated Models for E-Recruitment

1.    On-line Consistent Ranking System  

This method primarily focuses on the application evaluation and pre-screening process. This system returns numerical outputs, which provide the overall idea of whether the candidate is suitable for the position or not (Iannotta and Gatti, 2016).  

According to Faliagka et al. (2014), the entire architecture of the online consistent ranking system depends on four modules: Semantic matching, Personality mining module, Job application module, and Applicant ranking module.

·     Semantic matching compares the semantic distance between applicant's skills and previous experience based on the information extracted from the online sources and abilities required by the vacancy.

·     The personality mining module is only applicable when the applicant provides the blog link. Then, the system carries out a linguistic evaluation to summarize the characteristics of the applicant's personality.

·       The job application module sets the job application and, applicants can enter their information 

·     The applicant ranking module collaborates with the employer's requirements and the applicant's relevance through algorithms and provides the final score. Finally, the HR team can shortlist the candidates who had obtained the highest scores.  

Figure 01: System's architecture of On-line Consistent Ranking System 

Source: (Faliagka et al., 2014)

Keramati and Salehi, (2013) stated that e-recruitment systems categorize the candidate based on a comparison matrix containing essential factors, such as experience, skills, motivation, qualifications, age, and recommendations., and the method provides percentages for each element. Then the employer will have the idea of each employee. Further, the specialty of this approach is apart from the candidate aspects; this focuses on the risk, cost, and opportunities. 

2.    Strategic E-Recruitment System

As Ruël, Bondarouk, and Looise (2004) suggested,  this system consists of four main areas: initial recruitment strategy, e-Recruitment goals, e-Recruitment type, and e-Recruitment outcomes and they have interpreted these four categories as follows.

§  Initial recruitment strategy is commonly developed by considering other techniques like profit strategy, dynamic growth strategy, and managerial strategy. Stable organizations usually use the profit strategy, which is a very standardized process. Growing companies use an active growth strategy that focuses on candidates with high potential. The new businesses undertake managerial strategy by recruiting young, skilled, and potential applicants. 

§  E-Recruitment goals focus on improving the efficiency of the recruitment process by analyzing the cost, checking the technical feasibility, working on employer branding, and managing applicant relationships. 

§  E-Recruitment type based on the following areas; Operational e-Recruitment (Managing short-term candidate relationships, global messaging, and automation), Relational e-Recruitment (Proving good feedback to the applicant), Transformational e-Recruitment ( Looking into employer branding and reputation)  

§   E-Recruitment The outcome looks at commitment, competence, and unity.

 

Figure 02: The E-Recruitment Model

Source: (Girard and Fallery, 2009) 

In conclusion, companies give higher importance to e-recruitment systems as it provides long terms success. It is recommended that by applying essential elements appropriately into the consistent online ranking system, the collaboration of the HR team and the relevant department is necessary. Initially, It will consume more cost and time when implementing the e-recruitment system in the company. However, it provides sustainable success within the organization as there is a good mutual understanding between the employer and employee. This is because the e-recruitment system provides the overall idea about the candidate regarding the areas where the company can focus on increasing employee motivation.  

References

Faliagka, E. et al. (2014). Online consistent ranking on e-recruitment: seeking the truth behind a well-formed CV. Artificial Intelligence Review, 42 (3), pp.515–528. [Online]. Available at: doi:10.1007/s10462-013-9414-y.

Girard, A., and Fallery, B. (2009). E-recruitment: new practices, new issues. An exploratory study. In: Boudarouk, T. and Ruel, H. (Eds). Human Resource Information System. INSTICC Press. pp.39–48. [Online]. Available at: https://hal.archives-ouvertes.fr/hal-00777802 [Accessed 5 May 2021].

Iannotta, M., and Gatti, M. (2016). Innovating e-Recruitment Services: An Italian Case Study. In: Torre, T., Braccini, A. M. and Spinelli, R. (Eds). Empowering Organizations. Lecture Notes in Information Systems and Organisation. 2016. Cham: Springer International Publishing. pp.103–114. [Online]. Available at: doi:10.1007/978-3-319-23784-8_9.

Keramati, A. and Salehi, M. (2013). Website success comparison in the context of e-recruitment: An analytic network process (ANP) approach. Applied Soft Computing, 13 (1), pp.173–180. [Online]. Available at: doi:10.1016/j.asoc.2012.08.021.

Ruël, H., Bondarouk, T. and Looise, J. K. (2004). E-HRM: Innovation or Irritation. An Explorative Empirical Study in Five Large Companies on Web-based HRM. management revu, 15 (3), pp.364–380. [Online]. Available at: doi:10.5771/0935-9915-2004-3-364.