Abstract

The case is about the urge for improving the processes and utilizing technologies available in market for Human Resource Management Services especially in recruitment. The dilemma in the case is whether the company should opt for automation or not. And if the company is adopting automation to support workforce planning and recruitment functions, is the company ready for the same. The HR industry at large is aware of the challenges faced by the recruitment teams in terms of the various hiring functions involving sales engine, sourcing, interviewing, providing offers, post offer follow-ups and finally joining and induction. To address this challenge, the case touches on instituting a culture change by embracing technology into divisions which are not yet open to adopting innovative methods. The company is looking at incorporating Artificial Intelligence in its various processes. It is also looking at Robot Process Automation to perform standard HR functions in the recruitment process. The company must decide whether to implement automation and if it does, how it should be executed. The case also debates on whether technology would increase the effectiveness of talent acquisition function and bring a change in the administrative HR image or would this automation-led hiring take away the control from the company human resources?
TEACHING CASE
Automation in recruitment: a new frontier
Pooja Gupta
1,2
Semila F. Fernandes
1,2
Manish Jain
1,2
Published online: 29 May 2018
Association for Information Technology Trust 2018
Abstract The case is about the urge for improving the
processes and utilizing technologies available in market for
Human Resource Management Services especially in
recruitment. The dilemma in the case is whether the
company should opt for automation or not. And if the
company is adopting automation to support workforce
planning and recruitment functions, is the company ready
for the same. The HR industry at large is aware of the
challenges faced by the recruitment teams in terms of the
various hiring functions involving sales engine, sourcing,
interviewing, providing offers, post offer follow-ups and
finally joining and induction. To address this challenge, the
case touches on instituting a culture change by embracing
technology into divisions which are not yet open to
adopting innovative methods. The company is looking at
incorporating Artificial Intelligence in its various pro-
cesses. It is also looking at Robot Process Automation to
perform standard HR functions in the recruitment process.
The company must decide whether to implement automa-
tion and if it does, how it should be executed. The case also
debates on whether technology would increase the effec-
tiveness of talent acquisition function and bring a change in
the administrative HR image or would this automation-led
hiring take away the control from the company human
resources?
Keywords Artificial Intelligence Recruitment Robotic
process automation Technology
Manav looked at his watch. The meeting was due to start in
five minutes. Manav was the director of Recruitment Ser-
vices in a leading Human Resource service company in
India. The meeting was very crucial for Manav as it was an
outcome of an idea promulgated by him about incorpora-
tion of technology in HR practices especially recruitment.
Manav had been toying with the idea of using automa-
tion in recruitment processes for some time. He had not
been sure on how to go about it. One day, when it was
raining heavily, he was forced to share a cab with Manish
Jain. Manish was a project manager in a mid-size IT
company. The two got talking about technology and
Manav’s idea came to forefront.
Manish was very enthused about the idea of incorporating
technology in HR services and wanted to further work on the
idea. He was the head of Automation division in his com-
pany. His division was currently working on automation of
services in the IT sector. When he heard Manav’s ideas, he
realized that the same principles of automation and tech-
nology use would be applicable in HR services industry as
they were doing in other industries right now.
The very next day, Manav, spoke to the CEO of his
company, Pranav Singhvi, regarding his idea and his dis-
cussions with Manish. Pranav was intrigued by the idea of
automation in recruitment and agreed to invite Manish and
his team for discussions on learning more about how to use
technology and automation in recruitment processes.
Teaching Notes can be obtained from the corresponding author.
&Pooja Gupta
poojagupta@sibm.edu.in
Semila F. Fernandes
semila.fernandes@sibm.edu.in
Manish Jain
jainmani2602@yahoo.com
1
Symbiosis Institute of Business Management, Bengaluru,
India
2
Symbiosis International University, Pune, India
J Info Technol Teach Cases (2018) 8:118–125
https://doi.org/10.1057/s41266-018-0042-x
Manav asked Manish to submit a formal proposal
regarding the automation of the processes in recruitment.
Today’s meeting was the first presentation of the proposal.
Manav was eagerly looking forward to hear the plan of
Manish’s team.
The company—HR solutions
1
HR solutions was established in the year 2000. Since then,
it has become India’s leading human resource service
companies in the organized sector. It was a private limited
company with offices in 12 major cities of the country
along with more than 1500 clients all over India. Today it
is seen as a one-stop provider of human resources services
to various industries and diverse functional roles, offering
staffing, payroll processing, recruitment, compliance, and
training services.
The company provides services in the following areas:
The company assists its clients in their Regular or
Seasonal staffing requirements by providing contractual
or temporary staffing services. The company has
emerged as one of the India’s largest temp staffing
companies, with 1000?temporary staffing clients and
an outsourced employee base of over
100,000?associates.
IT staffing—the company has built an expertise in the
area of IT resource requirements. The company has
over 15 years of expertise in the IT staffing industry.
With an integrated IT Staffing capability, the experi-
ence of the company adds value to our clients’ talent
acquisition goals.
Payroll processing—the company has a well-estab-
lished and robust payroll processing system in place
that is a combination of the best of software tools,
expert know how, IT infrastructure, and a strong
payroll team.
Recruitment services—the company offers permanent
recruitment solutions to over 800 active clients across
the country. They bring to the table an experienced
team of recruitment professionals, with domain spe-
cialization to cater to specific industries. They provide
clients with the right solution to finding key people
faster, while freeing up management bandwidth to
concentrate on core management activities.
Recruitment process outsourcing—the company is
amongst the top recruitment outsourcing companies in
India, enabling their partner organizations with recruit-
ment process outsourcing solutions designed to under-
stand the very nature of the client’s problem. The RPO
model reduces the recruitment complexity for the
clients; bringing predictability to hiring, optimizing
recruitment costs, improving candidate experience, and
enhancing talent quality for the clients ensuring the
right people, with the right skillsets are available at the
right time.
The challenges
Manav, after the go ahead from Pranav, started collating
information regarding the recruitment processes and the
major pain points. One of the things which came up
repeatedly was lethargy in manual processes and depen-
dencies. The dependencies maybe due to other depart-
ments, other agencies, and the uncertainty regarding
candidate decision to join or not. It was impacting overall
performance of company.
During this time, Manav came across several industry
reports such as ‘Employment Outlook Report
2
’ from
TeamLease
TM
published for 2017, ‘Outlook on Artificial
Intelligence in the Enterprise 2016
3
’ and the PwC HR
technology Survey, 2017.
4
The ‘‘Employment Outlook report’’ from TeamLease,
spoke about, ‘‘6% points dip, for the forthcoming half year,
April—September, 2017’’ hinting us that the market is
challenging. At the same time, demands from tier 2 cities
are high.’’ It also spoke about the tilt towards BFSI,
Healthcare & Pharma and KPO as they have high hiring
capacities and also they are top sectors in employment
outlook growths. This report led towards demand of
resolving challenges and improving the ROI by stream-
lining hiring processes and interaction with clients.
‘Outlook on Artificial Intelligence in the Enterprise
2016’’ highlighted 2 major outcomes:
1. Between 2014 and 2015 alone, for example, the
number of organizations either deploying or imple-
menting DATA-DRIVEN PROJECTS INCREASED
BY 125%, with the average enterprise spending $13.8
million on the effort.
2. Market intelligence firm IDG also projects that the
market for BIG DATA TECHNOLOGY AND SER-
VICES WILL REACH $48.6 BILLION by 2019.
Artificial intelligence had been available in the market
for more than two decades, but its application had been
1
Name withheld on request of the company.
2
www.teamlease.com/sites/default/files/resources/employment_out
look_report.pdf.
3
www.datascienceassn.org//Outlookpercent20onpercent20Artific
ialpercent20Intelligencepercent20inpercent20t.
4
https://www.pwc.com/us/en/hr/technology/global-hr-technology-
survey.html.
Automation in recruitment: a new frontier 119
mostly on mission critical projects and medical equipment
industries. According to the report, 61% of the ‘‘innovation
strategy’’ respondents were applying AI to their data to
identify previously unidentified opportunities like process
improvements or new revenue streams while only 22% of
respondents were trying to take advantage of this oppor-
tunity without a proper strategy in place.
All the Artificial Intelligence ecosystems mentioned
below are not only penetrating in all businesses but also
brining in many new opportunities.
Evidence based Machine learning Prescriptive analytics
Deep learning NLP/text mining Predictive analytics
Recommendation engines Natural language generator
Manav thought as to why Artificial intelligence be not
applied to Human Resource Management.
He also came across PwC’s HR Technology Survey
which was an interesting complement on the above two
reports. They highlighted cloud adoption and analytic
applications prioritization by the chief human resource
officer’s agenda. Two years ago, 68% of organizations had
at least one HR process in the cloud. In 2017, that number
has climbed to 73%. As a further barometer, nearly 40%
have their core applications in the cloud. Another inter-
esting fact came out in this report is 20% of companies saw
a decrease in HR personnel costs with their move to the
cloud given the increased automation and innovation.
Manav highlighted the following stages in recruitment
to help Manish and his team in understanding the recruit-
ment process.
Requirements planning—as the requirement arises for
staffing, the requirement gathering phase kicks in.
Manav explained that recruitment manager needs to
engage the Hiring manager multiple times to collect
and understand the requirements. These visits at times
can be very time consuming due to different locations
of the recruitment and the hiring manager. However, in
all requirements, 90% of the time the questions asked
and data points discussed are same. The recruitment
manager’s face-to-face meetings with the hiring man-
agers were mostly about creating long-term relationship
and seeking further opportunities.
Sourcing—in spite of having many social media
channels available in today’s world, the information
is not enough for sourcing and selecting the resumes.
Study says though the candidate has passed his
interviews, he was rejected on the basis of his social
media posts. Referrals play a major role in sourcing.
Interviewing—every client has demands of different
levels of interview. The information technology clients
will vary interview from qualitative questionnaires,
telephonic, and face to face with case demonstration.
This also creates high pressure on candidates as well as
recruitment managers. No show for interview is the
most common problem faced by recruitment managers.
Hiring Manager’s non-availability even though the
interview was planned well in advance is another issue.
This piles up multiple channels of communication and
coordination.
Offer letter—Many companies are now adopting the
digital media for processes. The recruitment manager
needs to keep the candidate warm enough till the time
he joins. Candidates need to be engaged by providing
new company’s details and work environment.
The survey
In order to decide on the automation and use of technology
in recruitment process, Manav floated a survey for the
recruiting managers. The questionnaire was designed based
on requirements for volume hiring. As he wanted the sur-
vey to substantiate his usage of technology theory, he
mentioned the purpose of each section of the survey. The
questions and their purpose are given as follows:
Hiring stage Questions The purpose of the
question used
Requirements
planning
Interview with hiring
manager provides
more details for JD
The questions were
planned to get the
recruiters view on
usage of tools and
technologies like
interviewing, video
conferencing etc. This
was done to help in
deciding the tools or
technologies to be used
in requirement
planning stage of
hiring and enable
recruiters to save their
time and utilize the
time in better and
effective requirement
planning
Hiring manager’s inputs
via Video conferencing
contributes in better
planning
understanding
A template for
requirement will
improve the efficiency
of Sourcing candidate
resumes
Automated process
enables better
requirement gathering
Sourcing Social Media provides
enough sourcing of
candidates resumes
The question was
planned to get the
recruiters assessments
and provide their
options on usage of
latest technologies like
Social media, web-
based search engines
etc
120 P. Gupta et al.
Hiring stage Questions The purpose of the
question used
Social media like
Facebook, Twitter,
Glassdoor and
WhatsApp provide
additional details of
candidates as inputs for
sourcing decisions
While sourcing,
additional information
of candidate needs to
be collected so that we
can track the
candidates post offer
Due to Social media,
there are possibilities
of losing out other
best/talented
candidates for sourcing
Technology enablement
like optimized web-
based search engine
assists in quality of
sourcing
Interviewing Qualitative
questionnaires will
yield better result in
interviewing process
The questions were
planned to get the
recruiters to evaluate
options on usage of
latest technologies like
Interactive Voice
Response calls, video
conferencing for
interviewing etc
ATS (Application
Tracking System) with
qualitative feedback
for recruiter improves
and enables Hiring/
Sourcing process
IVR calls to candidate
and hiring manager
like 1 day before and
5 min before helps in
curtailing no show
Automated online
interview assessment
increases the efficiency
of decision making for
the hiring managers
Video interviewing
saves time, effort cost
and travel
Offer Letter Online data collection is
the solution for offer
and background
verification
The questions were
planned to persuade
the recruiters to
consider options on
usage of latest
technologies like
Digitization, Phone
calls, video
conferencing for offer
letter explanation etc
Hiring stage Questions The purpose of the
question used
Digital offer letter
provides a time savings
for candidate as well as
recruiter, such as travel
and convenience
Offer letter walk through
over phone or video is
effective mechanism
Offer formalities using
online medium or
phone calls are more
effective methods
experienced by
Candidates
End-to-end customized
candidate email
templates and
automated candidate
tracking/engagement
workflows benefits
hiring process
Post offer
Follow up
(POFU)
Candidate engagement
through mobile
platform creates
interest for the
candidate to join the
organization without
referring to other
opportunities
The questions were
planned to get the
recruiters to gauge
options on usage of
latest technologies like
mobile platform,
Instructor Led Training
etc
The Hiring manager
dashboard accurately
predicts the intent of
the candidate to join
the organization
through virtual mobile
platforms
The recruiter
understands that the
candidate drop ratio
for the offer or not join
the company he/she is
offered on the date of
joining
The candidate feels more
engaged if the
company offers
insights in there
EVP’s, career path,
Engagements, Work
ethics and other
insiders through
mobile or web-based
platform
Online or Instructor led
training (ILT)-based
induction formalities
are very effective
Automation in recruitment: a new frontier 121
The survey results are shared in Appendix 1. Manav also
shared the survey results with Manish.
The presentation
Manish started his presentation with a quote from Lacity
and Wilcocks,
5
‘In the guise of organizational efficiency,
managers have been trying to get humans to act as robots
by structuring, routinizing and measuring work. The
automation software being developed in today’s time, is
enabling the reversal of this process. Companies today are
using software and automation to amplify and augment
distinctive human strengths, enabling large economic gains
and more satisfying work.’
Manish spoke about the pervasiveness of Artificial
Intelligence in today’s corporate world. He defined artifi-
cial intelligence very broadly in terms of computers being
able to perform tasks that once required human
intelligence. He used literature
6
to highlight the fact that
the utility of artificial intelligence should be seen from the
point of view of business capabilities rather than the
technologies. He highlighted three different and important
needs which could be supported by artificial intelligence.
These needs were defined as follows:
Robot process automation (RPA)—This includes the
automation of digital and physical tasks using robots. It
is the least expensive and easiest to implement of the
cognitive technologies. It is found to be particularly
well suited to multiple back end systems.
Cognitive insights—this uses algorithms to detect
patterns in vast volumes of data and interpret their
meaning. The insights provided through machine
learning are found to be more enriching as they are
more data intensive and detailed in nature.
Cognitive engagement—These include tools such as
natural language processing chatbots, intelligent agents
and machine learning to engage customers, current
employees and prospective employees.
Manish then went on to make a presentation on the
integration of technology in the hiring process and
automation of several routine processes. The main points
highlighted by him were as follows:
It is the right time to automate several processes in
recruitment and hiring
Usage of video conferencing as much as possible,
starting with meetings between hiring manager and the
recruiting manager, initial interviews with outstation
candidates, and onboarding processes.
Usage of social media to verify and screen the
candidates. The social media screening can be at
various levels and may need to go in depth at times
when required.
Auto-reminders to be used at various levels of
recruitment
Special apps to engage the candidate once he/she is
hired
Recruitment dashboard for hiring and recruiting man-
agers for checking the hiring status
Online onboarding and training
He also gave a brief about the kind of automation tools
currently being used by other companies across the world
in recruitment functions.
Innovative learning tools like app-based games, simu-
lation exercises: which provide insights on performance
Hiring stage Questions The purpose of the
question used
Technology With Technology,
recruiting is potentially
Better, Faster and
Cheaper
The questions were
planned to get the
recruiters to weigh up
options on usage of
latest technologies.
The aim was to
identify tools or
technologies that will
engage & enable RPO
recruiting team to
contribute in
improving efficiency in
process. This would in
turn improve the cost
of hiring process and
contribute in better
revenue per hire
Technology enables the
understanding on the
longevity of the
employees
Technology usage in
hiring improves
‘Hiring cost’
Technology usage in
hiring improves
‘Quality of hire’
metrics
Technology usage in
hiring improves
‘Competency/skills
gap analysis’’ metrics
Technology usage in
hiring improves
‘Professional
development’’ metrics
Technology usages in
hiring loses out on
some significant
candidates
Technology usage in
hiring improves the
transparency to all
stakeholders
5
Lacity, M. C., & Willcocks, L. P. (2016). A new approach to
automating services. MIT Sloan Management Review,58(1), 41.
6
Davenport, T. H., & Ronanki, R. (2018). Artificial Intelligence for
the Real World. HARVARD BUSINESS REVIEW,96(1), 108–116.
122 P. Gupta et al.
They would support in identifying global talent in a
collaborative learning environment.
app-based video games provide the ability to judge
the candidate’s psyche, intellect, ability to work as a
leader and an innovator etc. where-in the appli-
cant’s behavior is studied from 20 min on the game
being played.
Predicative analytics: They support the HR function
where-in the educational qualifications of the applicant’s
along with the performances of the tests are fed into the
database which are correlated for huge number of hires.
Gamification processes: that engages potential hires
and socializes them to the organizational culture to
increase the candidates fit.
This data analytics technique increases engagement
levels of the potential future employees and iden-
tifies the development needs of all its members.
Organizations adopted iTAP Ideapreneurship talent
acquisition platform: it provides a platform to look
into the culture of the candidates, track and report
performance based on this new performance metric.
iTAP also supported the functionality of publishing
regular reports on the parameters which are key for
the business along with providing week-on-week
engagement with the candidates and providing
insights on the probability of the candidates joining
the company.
Use of mobile devices and cloud-friendly systems: It
will empower working from dispersed locations
Engagement models: which include outsourcing, crowd
sourcing, and freelance works would be looked for by
companies in the future
Manish believed technology usage would help in
(a) Recruiting faster
(b) Optimize the hiring cost,
(c) Quality of hire
(d) Develops competency and skills for recruiting
managers
(e) Improves professional development for recruiting
managers
(f) Brings more transparencies
The Dilemma
The CEO of the company thanked Manish and his team for
the presentation. There were still some doubts persisting in
his mind. He invited Manish and Manav for a private
meeting and shared his apprehensions:
Will the clients be as ready to embrace the latest skill
sets in technology?
Is the company ready for the impact and implications of
automation?
Would the implementation of automation bring new
opportunities for the company?
Would Human Resource Management lose the Human
touch?
Is video conferencing same as face-to-face meeting
with clients? Would it have any impact on the results?
Automation of processes may expedite the process but
can it be applied unilaterally?
Would the employees of HR solutions be threatened by
the technology?
Exhibit 1: List of Readings
Lacity, M. C., & Willcocks, L. P. (2016). A new
approach to automating services. MIT Sloan Manage-
ment Review,58(1), 41.
Davenport, T. H., & Ronanki, R. (2018). Artificial
Intelligence for the Real World. HARVARD BUSINESS
REVIEW,96(1), 108–116.
Wilson, H. J., Daugherty, P., & Bianzino, N. (2017).
The jobs that artificial intelligence will create. MIT
Sloan Management Review,58(4), 14.
Maurer, S. D., & Liu, Y. (2007). Developing effective
e-recruiting websites: Insights for managers from
marketers. Business horizons,50(4), 305–314.
Appendix: Data analysis and survey results
The main survey was collected from a group of 52
recruiters.
Requirements planning responses summary
Eighty five percentage of recruiters would like to interview
with hiring manager for better understanding of the Job
description and gauge the hiring manager’s interest. 62% of
recruiters feel use of video conferencing is better means for
interviewing Hiring manager and it will help them in
efficient requirement planning. Again, 59% of recruiters
feel a defined template will bring added advantage and
contribute in sourcing. This will also improve the effi-
ciency of sourcing candidate resumes and enhance service.
49% of recruiter concur that automated process will enable
better requirement gathering.
Automation in recruitment: a new frontier 123
Sourcing responses summary
Though 25% of recruiters believe that Social media is good
place for sourcing resumes. However, 50% of recruiters
neither agree nor disagree. 48% of recruiters agree that
other Social media like Facebook, Twitter, Glassdoor,
WhatsApp etc. provide additional details of candidates.
These media are facilitating in sourcing decisions. 94% of
recruiters agree that additional information of candidates,
collected from Social Media, helps in tracking the candi-
dates post offer. Though there are passive candidates who
may not be on Social Media, 27% of recruiters feel the
possibilities of losing the talented candidates. 71% of
recruiters agree on technology enablement like optimized
web-based search engine will improve the quality of
sourcing.
Interviewing responses summary
Seventy five percentage of recruiters agree that Qualitative
questionnaires will yield better result in interviewing pro-
cess. 81% recruiters subscribe the thought of ATS (Ap-
plication Tracking System) with qualitative feedback will
improve and enable Hiring/Sourcing process for them. 63%
of recruiters also agree that IVR calls to candidate and
hiring manager helps in curtailing No Show. 58% of
recruiters agree and subscribe to the automated online
interview assessment will increase the efficiency of deci-
sion making for the hiring managers. 89% of recruiters
agree on video conference-based interviewing will save
time, effort cost, and travel.
Offer letter responses summary
Fifty percentage of recruiters agree that online data col-
lection is the solution for offer and background verification.
83% of recruiters concur with the idea of Digital offer letter
will provide a time savings for candidate as well as
recruiter, such as travel and convenience. 2% disagree with
digitization. 50% of recruiters agree that Offer letter walk
through over phone or video will be effective mechanism.
However, 19% of recruiters disagree with the thought of
Offer letter walk through over phone or video will be
effective mechanism. 65% of recruiters agree with Offer
formalities using online medium or phone calls are more
effective methods experienced by Candidates. Though,
11% of recruiters disagree with this concept, 81% of
recruiters agree with end-to-end customized candidate
email templates and automated candidate tracking/en-
gagement workflows will benefit hiring process.
Post offer follow-up (POFU) responses summary
Fifty percentage of recruiters agree with candidate
engagement through mobile platform will creates interest
for the candidate to join the organization without referring
to other opportunities. 31% of recruiters have mixed feel-
ing on this thought. 42% of recruiters agree on Hiring
manager dashboard that accurately predicts the intent of the
candidate to join the organization through virtual mobile
platforms. However, 44% of recruiters have mixed
response on Hiring manager dashboard that accurately
predicts the intent of the candidate to join the organization
through virtual mobile platforms. 48% of recruiters
understand that the candidate drop ratio for the offer or not
joining the company he/she is offered on the date of join-
ing. 85% of recruiters agree that the candidate feels more
engaged if the company offers insights in there EVP’s,
career path, Engagements, Work ethics, and other insiders
through mobile or web-based platform. 4% of recruiters
disagree that the candidate feels more engaged if the
company offers insights in there EVP’s, career path,
Engagements, Work ethics, and other insiders through
mobile or web-based platform. 48% of recruiters agree that
Online or Instructor led training (ILT)-based induction
formalities are very effective. However, 27% of recruiters
neither agree nor disagree that Online or Instructor led
training (ILT)–based induction formalities are very effec-
tive. Interestingly, 25% of recruiters disagree that Online or
Instructor led training (ILT)-based induction formalities
are very effective.
Technology responses summary
Ninety six percentage of recruiters agree that with Tech-
nology, recruiting is potentially Better, Faster, and
Cheaper. 50% of recruiters agree that Technology enables
the understanding on the longevity of the employees. 39%
of recruiters have mixed feeling about Technology enables
the understanding on the longevity of the employees. 77%
of recruiters agree that Technology usage in hiring
improves ‘‘Hiring cost.’’ 79% of recruiters agree that
Technology usage in hiring improves ‘‘Quality of hire’
metrics. 75% of recruiters agree that Technology usage in
hiring improves ‘‘Competency/skills gap analysis’’ metrics.
73% of recruiters agree that Technology usage in hiring
improves ‘‘Professional development’’ metrics. 35% of
recruiters agree that Technology usages in hiring will miss
significant candidates. However, 44% of recruiters neither
agree nor disagree that Technology usages in hiring lose
out on significant candidates. 65% of recruiters agree that
Technology usage in hiring improves the transparency to
all stakeholders.
124 P. Gupta et al.
Pooja Gupta is a BA (Hons.) Economics Graduate from Sri Ram
College of Commerce, University of Delhi. She has done her MBA
Finance from International Management Institute New Delhi. She is
currently doing PhD in the area of Finance. She has more than
11 years of teaching experience and industry experience of 1 year.
She teaches Corporate Finance, Security Analysis, Valuation and
International Business. Her research interest is in the area of
Contrarian Investing and Behavioural Finance. She has attended
and presented papers in various International and National
Conferences.
Semila F. Fernandes holds an MBA in Marketing Management from
Pune University, M.Phil in Management from Periyar University, and
B.Sc from Goa University. She has also completed ‘‘Post graduate
Diploma in Intellectual Property Rights’’ from NLSIU, Bangalore.
Presently she is pursuing her Ph.D from SIU Pune. Her teaching
experience consists of 13 years in the area of Marketing. Prof. Semila
has also got corporate exposure at Bajaj Allianz General Insurance
Company as Executive—Direct Marketing and at ICFAI as Regional
Summer Internship Co-ordinator and has been actively involved in
conducting workshops and orientation for prospective MBA students.
Her research expertise has been in the area of Consumer Behavior.
Manish Jain is an Engineer and MBA with overall 15 years of
proven experience in delivering large-scale complex engagements.
Managed budgets of $8 M with GM of 18%. He is a keen strategist,
planner & implementer with expertise in establishing & managing
entire delivery with key focus on bottom line profitability by ensuring
optimal utilization of resources, E2E solution integrity.
Automation in recruitment: a new frontier 125
... Firms should not spend money on hiding their use of AI when recruiting . Hmoud and Laszlo (2019) and other authors (Gupta et al. 2018) characterize the impact of artificial intelligence on human resources and recruitment processes. Many artificial intelligence solutions in human resource modeling refer to data from secondary sources generated on the Internet. ...
Article
Full-text available
Challenges connected with neuroscience and the use of machine learning to support analytical processes encompass more and more areas, thus supporting practitioners and managerial decisions. These changes can also be seen in the area of human resource management and support for decisions on key future spending on the remuneration of future employees. The article presents an original spatial data enrichment and spatial data mining methodology used for the analysis of primary data based on a sample of 1149 young candidates from generation Z to measure the effectiveness of data mining learning methods. The studies used data collected directly from surveys that were “enriched” with spatial geolocation. The fact that the spatial context was taken into account in the studies made it possible to develop a model explaining the spatio-temporal differentiation of professional expectations of respondents from generation Z who were studying professions connected with broadly understood IT. The analyzes used modeling with linear polynomial regression, the neural network of a multi-layer perceptron type and the multivariate adaptive regression splines method in the variant with and without spatial data filtration. The use of different spatial data mining methods made it possible to compare the reliability of models of knowledge extraction from the data and to explain the significance of individual factors which affected the respondents' beliefs. The analysis shows that spatial filtering of the data generates twice lower mean squared error while effective application of machine learning methods requires the use of explanatory spatial data.
... It includes the recruitment step to inform potential applicants of the enterprise and select the optimal talented persons among applicants. As AI technology is utilized for such recruiting systems, various activities are practiced to improve efficiency and fairness in various processes such as talent recommendation, application screening, job allotment, and employment examination [11]. ...
Article
Full-text available
As AI (artificial intelligence) technology advances, global enterprises pay keen attention to AI-based interviews as a new employment method. Mainly, untact AI interviews are widely spread around the globe in this era of COVID-19 pandemic. Accordingly, this study examines factors that affect AI technology application to corporate job interviews and reason out key factors. To this end, this study proposes a decision-making model that can be a vital standard for AI technology application to corporate job interviews. For decision-making modeling, the Analytic Hierarchy Process (AHP) method was used. Eighteen major factors were derived from previous studies based on the unified theory of acceptance and use of technology in 4 areas: 'performance expectancy,' 'effort expectancy, 'social influence,' and 'facilitating conditions.' A survey was conducted by total 40 professionals as user and provider related AI job interview solutions. The survey results showed that the most significant effect of adopting an AI-based job interview system included ease of use, job fitness, perceived usefulness, and perceived compatibility. Therefore, more attention should be paid to introducing an AI job interview system efficiently as an internal recruiting system of an organization rather than external environments or conditions.
... Natural Language Processing (NLP) techniques and computer vision can be used to evaluate candidates' glossary, tone of voice, way of speaking, and body language to analyse their integrity and personality traits (Gupta, Fernandes & Jain, 2018;. It is also possible to automate the data collection, grow the number of applicants per position thanks to an easier and more appealing process; screen the candidates; answer most common issues and questions; provide feedback; schedule the interviews (Nawaz & Gomes, 2019). ...
Article
Full-text available
Artificial intelligence, aiming to develop machines solving cognitive problems and thinking like humans, has become one of the most promising solutions to improve certain HR functions. Currently, it primarily affects Recruitment and Personnel Selection. Despite the wide interest of researchers and organizations in recent years there are still many questions to be analysed. The literature review provides an overview of the changes related to the use of AI in these HR processes, analyzing scholarly research on Human - AI tools Interaction, considering AI’s pragmatic and ethical aspects as well as the wider HRM processes. We focus on sustainability for people and organizations. Results regard issues of potential AI activities in Recruitment and Selection, AI tools users’ perception and acceptance, and ethical concerns
... Se necesitan evidencias de que el Human Resources Management mejora con la incorporación del e-HRM. De un lado, esta tecnología se aplica para simplificar el proceso de reclutamiento y selección (Gupta et al., 2018), para disponer de las redes sociales como medio para atraer solicitantes de empleo (Phillips-Wren et al., 2016; van Esch y Black, 2019) o para la gestión del desempeño (Vilaplana y Stein, 2020) así como para las funciones de nómina y otras actividades propias de la función (Rodriguez et al., 2018). Sin embargo, no existen evidencias en torno a que e-HRM mejore las decisiones de Recursos Humanos o de sus capacidades y resultados cuando se emplea con fines estratégicos. ...
Conference Paper
Full-text available
La transformación digital está haciendo que las empresas redefinan el proceso de gestión del talento. El avance digital, junto con el panorama creciente de la competencia por el talento en el mercado de trabajo, requiere un enfoque diferente para permitir procesos de toma de decisiones bien fundamentados y ágiles en un mundo sostenible. Dicha sostenibilidad, por otro lado, pone a prueba la calidad del crecimiento del empleo y de la absorción, atracción y desarrollo del talento. El análisis del uso de herramientas digitales en la gestión del talento en empresas españolas muestra las siguientes conclusiones: un rápido aumento en la cantidad y variedad de recursos digitales en el proceso de detección y atracción de talento y una utilización menor en la fase de desarrollo del talento
Article
Purpose This study intends to find the industries that have leveraged Robotic Process Automation (RPA) technology and elucidate the extent of the adoption of RPA in various industry domains with benefits. The identification of tasks eligible for RPA itself is a challenge. Therefore, the study further brings out the challenges faced in various industry verticals and postulates the future direction of research and applications in RPA. Design/methodology/approach The study focuses on articles from popular databases such as SCOPUS, Web of Science and Google scholar. PRISMA methodology is used for systematic literature review and 113 papers are shortlisted for study. Three questions are framed to carry out the review and set the research direction. Findings It is evident from this study that RPA has been widely used in banking and related areas with moderate use in healthcare and manufacturing leading to operational efficiency and productivity. However, there are a lot more opportunities in other domains that need to be taped by leveraging technology advancements and a research agenda has been devised by postulating future directions. Originality/value The study brings out a new comprehensive perspective as regards RPA implementation across domains. There is no promising study found that gathers three-dimensional aspects of the meta-themes applications, benefits and challenges. The study summarizes the research agenda and projects the industry domains that have not yet explored, the benefits of RPA. This will be a good reference article for those who develop RPA techniques and organizations that have plans to go for RPA.
Chapter
The increased usage of digital technology at the workplace is in turn impacting the utilization of human resources in every sector. Technology has proven to be an effective boon in addressing various healthcare issues as evidenced during the recent pandemic. The pandemic has also impacted the healthcare providers and professionals in the way they work, their work-life balance, and their physical, financial, social, and mental wellbeing. While many health workers have lost their lives, those alive have been affected emotionally and have started to change their careers to non-healthcare sectors. With the existing shortage in the health workforce in India, there is a need to ensure the availability of an adequate number of healthcare professionals who are highly motivated and properly trained (aka talent management). This chapter draws on factors affecting the retention of a talented health workforce, influence of the pandemic in the changing healthcare paradigm, and increased adoption of digital technologies to assist human resource managers in developing holistic talent management in the upcoming years.
Article
Araştırmanın amacı, Endüstri 4.0 ve Dijitalleşme’nin İnsan Kaynakları Yönetimi fonksiyonlarına olan etkilerinin-bu makalede ise sayfa sınırı nedeniyle sadece İşe Alım fonksiyonu işlenecektir- ortaya konmasıdır. Araştırmada yöntem olarak nitel içerik analizi kullanılmış, ulaşılan 108 çalışma üzerinden Endüstri 4.0 kapsamında İKY fonksiyonlarında ortaya çıkan uygulama ve etkiler analiz edilmiştir. Araştırmanın sonuçlarında, Endüstri 4.0’ın insan kaynakları alanındaki tüm fonksiyonlara etkilerinin bulunduğu ve en çok etkilenen fonksiyonların sırasıyla İşe Alım, İşgören Eğitimi ve Personeli Güçlendirme, Performans Değerleme, Endüstriyel İlişkiler, İş Analizi ve Tasarımı, Kariyer Geliştirme, İş Değerlemesi ve Ücretleme, İnsan Kaynakları Planlaması, İnsan Kaynakları Bilgi Sistemi, İş Sağlığı ve Güvenliği, İK Metrikleri olduğu belirlenmiştir.
Chapter
HR management departments are constantly evolving as a result of new technological advancements. For family HR firms, this technological evolution is vital in ensuring that they remain innovative and current with their competitors. Technology has impacted how companies recruit, retain, and evaluate employees. However, in order to ensure that technology is effectively and accurately adopted and integrated, companies need to understand how they can employ technology to enhance their daily operations and implement tools that provide an adequate return on investment for the technology they select. In family firms, a vast majority of employees are able to ensure that funds are invested in appropriate technology-enhanced projects and that they develop a family-like culture with their stakeholders. This chapter will seek to explore these emerging trends in order to present opportunity for family owned firms to function most efficiently and effectively in the modern, technology enhanced workplace.
Conference Paper
Full-text available
Massive investment in employee skills training has been adopted by lots of organizations in reaction to the rapid evolution of the global trends and technology adoption. Unfortunately, target employee retention after training unsatisfactorily gives a negative return on investment. Prediction of target candidate decision before training and understanding the features that affect the candidate decision can greatly contribute to candidate selection and decision feature optimization process for increased employee retention. The method proposed in this paper successfully models and analyses various machine learning classifiers for illustrating features that affect the target candidate decision and predict the probability of candidate retention before training. Classical metrics are used to express the results of the algorithms used and the Random Forest Classifier revealed the finest percentage in accuracy summarized as 99.1%, 84.6%, 91.8% on the training, testing and overall dataset respectively.
ResearchGate has not been able to resolve any references for this publication.