HR Strategies Analysis on Talent

Acquisition Processes during Disasters

NAME:- AASHI JAIN

AMITY BUSINESS SCHOOL
INTRODUCTION:

The world is facing uncertainty in all the industries. Disasters like covid-19 has impacted the economy
globally and forcing the business to adjust and adapt according to the situation. This pandemic has changed
the business worldwide and so as the talent needs. While some organizations freezes hiring during disasters,
many talent acquisition functions are still operating under certain circumstances. Business are looking for
ways to stay productive in the unprecedented times. All the business procedures are done remotely like
managing staff, maintaining workloads and increasing and decreasing headcounts. Businesses are facing
difficulties in decision making and how to adapt and survive this seismic shift. Due to the rapid digitization
there is a need to digital skills and knowledge. The emergent use of technology offers different challenges to
the companies. There is more flexibility and agility and workers can learn, adapt and perform fast and have
edge over who don’t possess the skills. Periodically organization needs to analyze its talent needs and
conduct continuous analysis of future needs to evaluate the best candidates. Talent managers are
recognizing the attitude change of their potential workforce. Now companies are aware that they need to
acquire talent proactively rather than relying on traditional method. Social media strategies are being that
provide opportunities to the aspiring candidates by using new types of engagement through direct contact and
personalization.
Talent Acquisition is going through a revolution driven by technology and automation. If you hire at scale,
you are certain to face challenges like talent sourcing and screening. The growing needs of this industry has
increased the popularity of Robotic Process Automation (RPA), Artificial Intelligence (AI), and Machine
Learning (ML). These three have an enormous impact on talent acquisition process. It’s not surprising that
automation, big data, technology and analytics have been the most persuasive trends. Most of the companies
are all looking for similar knowledge, skills and competencies. The talent pool has become much more
crowded with competitors. This has driven the need to create a strategy and competitive advantage specific
to your talent acquisition processes to stay ahead of the game.
This pandemic has brought out an essential practice that is part of the Top Employers HR Best Practices
Survey: forming external partnerships with other similar companies or those that are likely to have expertise
that you might need on a temporary basis. These partnerships add enormous value to both parties. You can
use your employees’ expertise to help a partner in need and in doing so keep job security for your people.
Various strategies of talent acquisition for remote hiring has been introduced. Extra time is devoted to the
candidates to know them better. Companies are using different digital tools to hire skilled candidates. Social
media is the most used technology for talent acquisition strategy. Jobs are posted on platforms like LinkedIn
and Facebook that attract large pool of potential candidates. A preferable mode for hiring is one-to-one or
group interview video. A well-organized hiring process is the key to improve consistency during interviews
and the probability of biases are less. To demonstrate the company’s culture remotely is difficult so
companies assign a buddy or a mentor system that can help the new employee adjust and learn the team
working style, goals and overall expectation of the organization. Tech-enabled assessments are used as it
ensure greater efficiency during this time.
LITERATURE REVIEW

2.1 Talent Acquisition

Human resources (HR) become a source of competitive advantage for a firm [ CITATION
BarneyandWright1998 \l 16393 ]hence HR is demanded to simultaneously be strategic, flexible, cost
efficient, and customer oriented [ CITATION lepankandSnell1998 \l 16393 ] The firms need to manage its
human capital effectively through recruiting, training, and staff development [ CITATION Wil07 \l
16393 ] .The HR basic strategies are defined according to its elements from system perspective (input-
process-output) and two strategic foci of HRM namely competency and behavior (Wright and Snell, 1991).
The talent acquisition can be derived by the use of both internal employees and external talents depending
on HR architecture in managing different types of employees [CITATION Lep99 \l 16393 ]
Talent shortage hinders business growth opportunities ([ CITATION Cha98 \l 16393 ]The challenges in
acquiring the best talents has widely associated with war for talent which is mainly driven by the scarcity
responses of talents [ CITATION Bee09 \l 16393 ]. It resonates with the challenges faced since two decades
ago where [ CITATION Mur99 \l 16393 ] articulated the shortage of qualified IT professionals due to a
lengthy cycle of recruitment at which [ CITATION Bee09 \l 16393 ]defined this as transformational
changes to business environment, skills, and cultures. In addition, increasing mobility, global demography
and economic trends, and diversity are the other factors that impact the global war for talent. In response to
this challenge, talent acquisition, which usually refers to the department within Human Resources
department (Shruthi and Sarala, 2014), is the strategic approach to acquire the best talents for the jobs
available according to competency and culture fit (Anita, 2019) by accessing the pool of competitive
applicants that otherwise would have been missed [ CITATION Kum13 \l 16393 ]
Although talent acquisition and recruitment are often interchangeably, the recruitment is the subset of talent
acquisition and has a different focus with talent acquisition [ CITATION Ani19 \l 16393 ]Recruitment
focuses on a narrower scope of strategy in fulfilling the current company’s requirement by getting the right
people for the jobs available [ CITATION Ani19 \l 16393 ]While, talent acquisition is defined broader as
the strategic approach of identifying, attracting, and selecting the best available people with the right skills,
knowledge, and aptitude to fill the right job in the dynamic business requirements which includes workforce
planning, employer branding, candidate’s relationship management, and performance monitoring (ibid).
The basic HR goal is to make successful placement from recruitment process and to hire the most qualified
and diverse employees derived from selection process[CITATION Wal33 \l 16393 ]However, HR goals
have been traditionally specified as cost effective, service improvement for internal customers, and to
address the strategic objective of the organization ([ CITATION Par11 \l 16393 ]The decision on talent
acquisition can be derived from either efficiency or competitive motives which becomes the underlying
logic of talent outsources [ CITATION Ord08 \l 16393 ]
Technology utilization such as E-HRM proved to improve efficiency, service delivery, standardization and
organizational image, to empower managers and HR to focus on a more strategic function although no
evidence found about the increased involvement of HR in business decision making [ CITATION Par11 \l
16393 ]Therefore, [ CITATION Par11 \l 16393 ]proposed five goals for e-HRM namely efficiency, service
delivery, strategic orientation, manager empowerment and standardization.
[ CITATION Wal33 \l 16393 ]conducted research on how organizations embrace and create competitive
technologies to tackle challenges in talent acquisition with three primary objectives: 1) reduce time to hire,
2) reduce cost per hire, 3) increase quality of hire. Reduce time to hire refers to transforming recruitment
process into lean process by technology; reduce cost per hire derived from the decision of utilizing internal
capability and technology versus recruitment agencies; and the improved quality of hire is measured by
engagement, retention, and performance (ibid). These three objectives can be reflected to the notion of
technology and competitive advantage by [ CITATION Por5b \l 16393 ]in which technology has substantial
effect for competitive advantage when it has ability to determine the relative cost position or differentiation
of particular value chain activities. Low cost and differentiation are the two basic elements of competitive
advantage that can be further combined into three generic strategies: cost leadership, differentiation, and
focus [ CITATION Por5b \l 16393 ]
Recruitment and Selection
Recruitment is a practice performed in talent acquisition that enables firms to compete in terms of human
capital. Recruitment is a timely basis process which covers the entire process of attracting, shortlisting, and
appointing available qualified applicants for available jobs in an organization [CITATION Sin \l 16393 ]
According to [CITATION OMe \l 16393 ], recruitment can be referred to an organization’s ability in
attracting a qualified pool of applicants, in a cost effective and timely manner, and provide candidate
shortlists to continue for the next selection phase. While, selection is a post recruitment phase where the
candidates are considered qualified to move on from the screening stage during recruitment phase (ibid).
Recruitment phase is when a great deal of information is obtained, while selection phase allows both parties
to engage in acquiring and passing on information to determine suitability between both organization and
job candidates (ibid).
In general, the talent acquisition process has similarities in terms of the overall hiring process in which
classifies the hiring process into four main stages from planning, recruitment, selection, and induction as
presented in Table 1. Planning refers to the hiring planning where the job vacancies are analyzed and
decided on its job description, competency profile, and the person profile requirement. Recruitment refers to
the decision on recruitment strategy including channels to market the job and the strategy to attract
applicants. Selection is the phase after the recruitment where the filtering and shortlisting qualified
candidates takes place. The tools used are varied such as assessment tools and interviews. When the
applicants pass all the selection process, then it is 8 time for offering decision. The induction phase refers to
the phase of onboarding which is to welcome, induct, and train new employees.

Stages Key Activities

Planning Identification of job profile, competency, and person requirements.

Recruitment Strategy on how to market the job openings and to attract applicants.

Selection The phase after the recruitment where the qualified candidates are chosen
based on selection tools (e.g. assessment, interviews, CV screening).

Induction Induct and train new employees.

Table 1. The main stages involved in hiring process (Elearn, 2009)

According to [ CITATION Ord08 \l 16393 ]there are four main stages in recruitment and selection namely
job advertising, screening process, selection, and completion of selection as illustrated in Figure 1.
Similarly, [ CITATION Hmo19 \l 16393 ]suggested four similar stages with different terms namely
sourcing, screening, selection, contracting.
The first stage is the job posting or also known as sourcing as the first phase of recruitment process to start
searching and attracting applicants to apply for a job[ CITATION Hmo19 \l 16393 ]through the use of job
advertisement posted in numerous channels such as newspaper ads, Internet job boards, company’s
websites, employee referrals, job fairs [ CITATION Hol10 \l 16393 ]and social media (Gupta et al., 2018).
The job advertisement has been transformed from the analog recruiting by posting the ads in physical job
boards or newspaper until the web-based recruiting where job ads can be posted in company’s website or
job board sites (Black and van Esch, 2020). The job advertisement is first point contact between employer
and job seekers [ CITATION Cha03 \l 16393 ]. However, job advertisement tends to be a passive sourcing
hence more companies are proactively seeking qualified candidates through social media strategies
(Phillips-Wren et al., 2016). To make things more sophisticated, the hiring platforms have mostly been
embedded by artificial intelligence search to match job profile with job seekers competences [ CITATION
Hmo19 \l 16393 ]
Secondly, after job seekers apply to the job vacancy, the stage moves on to the phase where the documents
(e.g. resumes, certificate, etc) submitted by applicants are received by the recruiters and are managed in
database management [ CITATION Ord08 \l 16393 ]Screening process comprises the activity of eliminating
job applicants who do not fulfill minimum requirement, matching the skills required by analyzing
candidates’ resumes, and shortlist the best candidates (Singh et al., 2010). In this stage, recruiters are
accountable to review the incoming resume and applications and set phone interviews to shortlist qualified
candidates to be invited for onsite interviews (Leong, 2018). During the screening process, recruiters may
need to do phone screening 9 interview with job candidates (Sivabalan et al., 2014). The screening process
to match employee competencies with job profile is crucial as it contributes to the employee and
organizational performance which leads to higher satisfaction (Spencer et al., 1993). According to (Murray,
1999), it needs at least 15 days to respond to a resume after it is received by the office and the first interview
should be scheduled which takes several weeks in the future. The activities of role identification, Job
Description, competency mapping and CV Sourcing occupy the longest time of the entire recruitment cycle
time at approximately 15 days (45%) out of 33 days (Singh et al., 2010). Initial HR screening and de-
briefing sessions to make final decisions require a minimum of 2 days (6%) out of 33 days (ibid). The
lengthy hiring cycle might result in losing qualified candidates [ CITATION Mur99 \l 16393 ][ CITATION
Ibr19 \l 16393 ]by which the long-term consequence is the limitation of business growth due to talent crisis
(Chambers, Handfiled-Jones & Michaels, 1998; cited from (Cable and Turban, 2001). In addition, the
screening process is susceptible to biased decision making and ethnic discrimination (Derous and Ryan,
2019).
The third stage is the selection stage which can be composed by assessment tests and interviews
[ CITATION Ord08 \l 16393 ] Selection process is the process to identify the best qualified person for a
specific job or position (Louw, 2013). The selection procedures are varied among companies, ranging from
the use of CV, interviews, and selection tests such as aptitude test, personality test, and assessment centers
(Branine, 2008; Schmidt and Hunter, 1998). Assessment centers have been widely used to assist the
selection of employees in new assignments which include external screening, internal employee promotion,
identification pool of potential for special training, and certification of competence (Thornton and Gibbons,
2009). The variety approach of selection can be distinguished with multilevel fit such as Person-Job fit,
Person-Team fit, and PersonOrganization fit which then define the relevant type of selection test (Anderson
et al., 2004).
 Fourth, the completion of the selection process or when the hiring decision is made. Figure 1. Recruitment
Flow ([ CITATION Ord08 \l 16393 ]
Competency Based Recruitment
The competence-based approach is acknowledged to be the appropriate method for recruitment
and selection (Farnham and Stevens, 2000) and is the most widely approach used when it comes
to the foundation of recruitment and selection process (Gangani et al., 2008), specifically in
screening process where the organizations narrow down the number of applicants from large
pool of applicants (Abdul and Azmi, 2010). Competences refer to occupational expertise and
employability that provide work continuity and career development opportunities (Van Der
Heijde and Van Der Heijden, 2006). Using competencies as the basis for talent acquisition offers
flexibility and guarantee of selecting the best available skilled person who fit with organization
requirement (Gangani et al., 2008). It enables the recruitment to be objective as it compares the
job candidates qualifications with the required competences (Draganidis and Mentzas, 2006).

The basic well-known competences are broken down into what is known as KSA model which
consists of knowledge, skills, and ability (Ulrich et al., 2010). As competences are valuable
assets that enable firms to accomplish competitive advantage and beneficial for both employees
and organization (Van Der Heijde and Van Der Heijden, 2006), the type of competences required
for firms are different depending on firms’ HR strategy. However, there are two key elements to
a model of competencies: 1) List of characteristics, behaviors, or dimensions related to the
organization’s effective performance, 2) detailed behavioral description of the competency (see
Compton, 2009). For instance, U.S. Navy requires five distinct competency areas such as
professional development, personal development, leadership, certifications and qualifications,
and job performance (Hedge et al., 2006). While, academic credibility and experience in
university life are perceived to be the important competences for leadership role in university
(Spendlove, 2007). Employers have expectation on the competences possessed by business
graduates in soft skill, prior work experience, and ability to deal with customers and clients
(Hodges and Burchell, 2003).

The Transformation of Recruitment

Black and van Esch (2020), introduced a recruitment recent trend that has observed conversion from
analog recruitment to the digital manner as follows: 1) Analog recruitment, 2) Digital Recruiting 1.0,
3) Digital Recruiting 2.0, 4) Digital Recruiting 3.0.

The analog recruitment mentions the traditional method of recruitment for the primary instruments
are mainly based on paper such as printed advertisements of job that are established in newspapers or
physical job boards.

Digital recruiting1.0 was started in the mid to late 1990s and was a sign of transition from analog
recruiting to the digital way of recruitment. It is characterized by the source of information that can
be delivered and accessed through the internet. Digital job boards could provide rich job descriptions
and spread them widely at minimal cost due to the replacement of papers with the internet. Likewise,
candidates simply could go to the digital job boards to search and filter relevant jobs for them and
subsequently apply the job directly through digital job boards.
Digital recruiting 2.0 emerged the decade after the introduction of the digital recruiting 1.0 and it
was primarily characterized by two substantial developments. The first transformation was the ability
to incorporate multiple individual jobs from different sources into a single platform such as Indeed.
In job seekers’ perspective, it simplified them in searching relevant or unique jobs across multiple
job boards in one platform. In companies’ perspective, it made their efforts more effective and
efficient to reach the potential candidates across all the job platforms. The second change is the
development of digital professional social network platform such as LinkedIn which was launched in
2003. It is built as a social network based on professional background and motives that allows people
to connect on the basis of professional motives and to form professional connections and
communities of interest to exchange information.

Digital recruiting 3.0 refers to its key element of AI in digital recruiting. The underlying
background of digital recruiting 3.0 are driven by the two consequences generated by two prior
digital recruiting eras. The first element is that with the introduction of internet, it has reduced
inefficiencies hence minimizing friction in recruitment process and subsequently increasing the
amount of job applications. The second element is the acknowledgement of human capital as the
important source of firm value and competitive advantage.

Although it seems good to have more job applications, the fewer barriers in applying jobs can lead to
more unqualified candidates applying for jobs. As a result, companies have to deal with large
amounts of applications to be evaluated. Therefore, technology advancement such as AI can
contribute to assist more effective and efficient processes of recruitment and selection.

2.Artificial Intelligence
There have been increasing interests to adopt artificial intelligence in various use cases such as
customer service, education, web site help, insurance, financial services, healthcare, travel, retail, and
communications. However, the definition of artificial intelligence (AI) varies among different
sources. In general, AI refers to the human intelligence that are manifested in machines. It allows
computer or system to have ability in carrying out tasks that typically involve human cognition such
as interpreting and learning external data which ultimately are used to accomplish specific tasks
through flexible adaptation.
On the other hand, AI can be defined from process perspective as a theory and practice of developing
system (i.e. machine or computer program) which starts from input and process the input into output
that aim to achieve best possible outcome. With this definition, AI can be understood further by
deconstructing it into six building blocks as seen in Figure 2 with its three main basic phases: input-
process-output.

Input as the first phase consist of structured data and unstructured data. Structured data is defined as
data that are schematically standardized and organized that form the foundation of business analytics
and business intelligence (i.e. internal report and/or data, web-browsing data). While, unstructured
data are those that are not schematically standardized and organized such as social media, blogposts,
tweets, reviews, and many more.
Process as the second phase include pre-process which refers to any activity prior to the main
processing such as cleaning, transformation, and selection to ensure the data are ready to be
processed further. While, the main process involves mainly three functions: problem solving,
reasoning, and machine learning. Deep learning and artificial neural networks (ANN) are part of the
main process that augment the performance of machine learning

Output as the last phase is basically the information that can be helpful for human decision-making
or for the input into other information system. In addition to all three phases, there is data storage
applicable for all phase as it stores data and information that are derived from any of input-process-
output phase and beneficial for future access.
There have been increasing interests to adopt artificial intelligence in various use cases such as
customer service, education, web site help insurance, financial services, healthcare, travel, retail, and
communications. However, the definition of artificial intelligence (AI) varies among different
sources. In general, AI refers to the human intelligence that are manifested in machines.It allows
computer or system to have ability in carrying out tasks that typically involve human cognition such
as interpreting and learning external data which ultimately are used to accomplish specific tasks
through flexible adaptation.

On the other hand, AI can be defined from process perspective as a theory and practice of developing
system (i.e. machine or computer program) which starts from input and process the input into output
that aim to achieve best possible outcome. With this definition, AI can be understood further by
deconstructing it into six building blocks as seen in Figure 2 with its three main basic phases: input-
process-output.

Input as the first phase consist of structured data and unstructured data. Structured data is defined as
data that are schematically standardized and organized that form the foundation of business analytics
and business intelligence (i.e. internal report and/or data, web-browsing data). While, unstructured
data are those that are not schematically standardized and organized such as social media, blogposts,
tweets, reviews, and many more.

Process as the second phase include pre-process which refers to any activity prior to the main
processing such as cleaning, transformation, and selection to ensure the data are ready to be
processed further. While, the main process involves mainly three functions: problem solving,
reasoning, and machine learning. Deep learning and artificial neural networks (ANN) are part of the
main process that augment the performance of machine learning

Output as the last phase is basically the information that can be helpful for human decision-making
or for the input into other information system. In addition to all three phases, there is data storage
applicable for all phase as it stores data and information that are derived from any of input-process
output phase and beneficial for future access.

Figure 2. Six Building Blocks of AI (Paschen et al., 2019)

When it comes to AI capabilities, AI can be distinguished in terms of its evolutionary phase in three stages:
artificial narrow intelligence (ANI), artificial general intelligence (AGI), and artificial super intelligence
(ASI). The first-generation AI which are ubiquitous is the artificial narrow intelligence (ANI) which is
characterized as weak and below human-level AI as it is applied only to perform specific tasks but unable to
autonomously solve problems in other tasks. Artificial general intelligence (AGI) and artificial super
intelligence (ASI) are stronger type of artificial intelligence which may only be seen in the future
generation. AGI is characterized as strong and human-level AI which can be applied and solve problem
autonomously to several tasks, while ASI can be applied and autonomously solve problem to any area and
outperform humans in all areas as illustrated in Figure 3

Figure 3. Evolutions of AI
As seen in Figure 4, There are four intelligences required in AI system: Mechanical, Analytical,
Intuitive, and Empathetic .Mechanical intelligence refers to the machine ability to perform
routine and repetitive tasks automatically; analytical intelligence is the ability gained by training
specialized in cognitive thinking hence the system able to learn from its problem solving it
 performed; intuitive intelligence is the ability to solve problem in a creative manner and to adjust
with humans or tasks effectively; empathetic intelligence is related to social ability as it
recognize, respond, and influence to other’s emotions (ibid).

Figure 4. Intelligence Type in Artificial Intelligence (Huang and Rust, 2018)

Conversational Agents or Chatbot

Chatbot or a conversational agent refers to a software system manifested from artificial intelligence
which can interact or converse with human users using natural language. Instead of one-way
communication, chatbot allows interaction in a more human way through conversation which
enhances interactivity and personalization. Conversational agents were originally designed to pass
the Turing Tests that aimed to convince humans that they are talking with a human although in fact
that is a machine. The first chatbot is known as ELIZA which was introduced by Weizenbaum and
designed to be reactive and to maintain communication as social chatbot (Weizenbaum, 1976). As
the chatbot development progressed, Richard Wallace created a more complex chatbot that used
pattern matching inputs to generate responses (Kulthe et al., 2019). In the current interpretation,
chatbot is designed to accomplish particular tasks (Quarteroni, 2018). Nowadays, there are modern
chatbots such as Amazon’s Echo, Alexa, Apple Siri, and Microsoft Cortana (Kulthe et al., 2019).

Conversational agent or chatbot is the manifestation of dialogue system (Mnasri, 2019) and the
development is largely linked to Natural Language Processing (NLP) (Pereira and and Díaz,
2018). Chatbot is a computer program that mimic human conversation which requires input in
natural language text and the application answers through text or speech with the best intelligent
response to the input sentence (Abdul-Kader and Woods, 2015). According to Mnasri (2019),
chatbot can be classified into two: 1) Social chatbots to perform unstructured human-like
conversations or known as chit chat bots, 2) Task oriented chatbots to accomplish designed tasks.
However, there are other type of chatbots which have limited conversational scope because they
use programmed scripts instead of NLP hence limiting them to perform only based on a
predetermined path (Pereira and Díaz, 2018).

Pereira and Díaz (2018) suggest four dimensions to develop more powerful chatbots. The first
dimension is the interaction between user and chatbot. The second dimension is the integration
which refers to the ecosystem where the chatbot is going to be installed to ensure chatbot can
interact with different resources smoothly. The third dimension is the analytics which refers to
the information accessed by trackers to get metrics on how users interact with the chatbot. The
fourth dimension is the quality assurance which refers to the perfective and corrective
maintainability in chatbot development.

Chatbot is conceptualized as a “non-human actors that acts as conversational agents by engaging

unilateral, bilateral, and multilateral text-based conversation with human actors” (Stoeckli et al.,
2019). AI-based chatbot can be comprehend as a sociotechnical system that depends on interplay
between three key elements: the individual user, the task, and the technology (Maedche et al.,
2019). To conclude, AI-based digital assistant or chatbot differs with prior generation of digital
assistant due to its salient characteristics in interactivity and intelligence while performing tasks
for the users (Maedche et al., 2016). Therefore, it is sensible to study chatbot in three aspects that
covers Chabot as a communicative AI technology: functional, relational, and metaphysical
implications as derived from the study in human machine communication (Guzman and Lewis,
2019). In addition, Chabot can be classified into four classes: 1) Information filtering agents, 2)
information retrieval agents, 3) advisory agents, 4) performative agents (Nissen and Mil, 2001).

2.1.1. Artificial Intelligence in Recruitment

Artificial intelligence has been used in different stages of talent acquisition [ CITATION Ibr19 \l
16393 ] as summarized in Table 2. In the context of recruitment, studies have been done to
explore the applications of AI in recruitment (Nawaz and Gomez, 2019;
Raviprolu, 2017, Albert, 2019), the benefit and the implications for business process (Loebbecke
& Picot, 2015; Upadhyay & Khandelwal, 2018), impact on diversity recruitment (Altemeyer,
2019), and the job applicants’ perspective towards AI-based recruitment (Van Esch et al., 2018).
In addition, the higher volume of applications, as a result of lesser friction on digital recruiting, is
inevitable and screening tasks can be efficiently performed by the utilization of artificial
intelligence which results to the reduction of time-to-hire and to win over the war of talent
(Black and van Esch, 2020).
 Phase Type of AI Application
Sourcing Multi-database candidate sourcing: The automated AI to scan from various databases or
webs such as LinkedIn, Glassdoor, etc (Ibrahim and Hassan, 2019; Albert, 2019)
Targeted job advertisement: Using AI, ML, to accurately recommend job ads to the
relevant candidates (Albert, 2019)
Screening CV Screening software, video screening interview, automated scheduling (Albert,
2019); Selection tools on resume based through algorithm support (Heric, 2018);
Customized pre-screening questions, chatbot for candidate screening and engagement,
automation in resumes screening (Ibrahim and Hassan, 2019)
Selection Video Interview assessment with facial recognition, voice analysis, and word choice
(Heric, 2018); AI-Powered psychometric testing (Albert, 2019)
Table 2. AI Application in Recruitment

In the context of recruitment, according to Balachandar and Kulkarni (2018), chatbot for
recruitment can be used to automate 80% of the total of “Top of Funnel” recruiting activities as it
helps automate time-consuming tasks such as sourcing, screening, and messaging. It helps
screening candidates, qualifying candidates, scheduling interview, answering FAQs, assessing
experience feedback, and responding to unsuccessful (Nawaz and Gomes, 2019; Vinyals and Le,
2018). Because the nature of AI, chatbot allows data to be grouped, analyzed, and represented in
a form that HR practitioners can easily access, interpret, and act upon. Therefore, it is reasonable
that AI tools have been widely adopted to automate resume screening process. According to the
case study by Altemeyer, the new AI-based process implemented in international hotel group has
reduced candidate assessment from two days into one day and saved £250,000 per year. While,
in the same research, a case study in international beverages company shows that the process of
application review has been reduced from two weeks into three days. According to Upadhyay
and Khandelwal (2018), AI assistant, with its AI and NLP abilities, can build engagement with
job candidates through the web, mobile platforms, and social media in a form of messages or
dialog box. In other words, AI assistant acts as front-end communication channel with
candidates. Besides helpful on candidate capture, screening, and scheduling appointment, AI
assistant contributes to build communication and engagement. At the same time, AI assistant
allow recruiters to focus on strategic tasks There are considerable benefits perceived with the use
of AI in recruitment. Firstly, its benefit is acknowledged in terms of its contribution on efficiency
and qualitative gains for both companies and candidates ([ CITATION Upa18 \l 16393 ]. With
the use of AI in recruitment and selection, it enables HR managers and leaders to efficiently
attract, retain, and inspire talented manpower who are beneficial for company’s success
(Raviprolu, 2017) and it helps replacing repetitive tasks previously performed by human
recruiters [ CITATION Upa18 \l 16393 ]It resonates with the automated recruiting and screening
which contribute to the firms’ savings as a result of employee turnover, reduced staffing costs,
and improved hiring-process efficiencies (Buckley et al., 2004). Secondly, the implementation of
artificial intelligence helps recruiters to leverage cultural fit and diversity of the recruits by
removing bias in recruitment process (Altemeyer, 2019). AI can help removing unconscious bias
such as names, schools attended, gender, age, and race [ CITATION Upa18 \l 16393 ] from the
manual selection and evaluation to acquire the best candidates [ CITATION Wal33 \l 16393 ]
Thirdly, the benefit is associated with candidate engagement. Potential job candidates might
withdraw from recruitment process because they do not hear back from the recruiters because the
screening process may take more than one week to start [ CITATION Upa18 \l 16393 ]By
implementing AI-based recruiting tools, the screening can be started immediately and to provide
confirmation within 24 hours (ibid). In other words, AI in recruiting helps employers to engage
with the candidates immediately in order not to lose the potential candidates. Despite the novel
characteristics of AI in recruitment, the study shows that it does not affect the process of
application completion by job applicants (Van Esch et al., 2018). Instead, it shows the positive
pre-employment relationship behavior due to technology factors on its aesthetics, ease of use,
playfulness, service excellence, and usefulness (ibid)
 Chapter 4: Research Methodology

This chapter provides explanation on how methodology is carried out. It starts with familiarizing
with research context and approach as well as research design. Next, it covers the explanation on
how data collection and data analysis are performed recursively. It also discusses about the research
quality and ethical considerations.
We are analyzing how many organizations are using human resource strategies on talent acquisition during
disasters. It is a descriptive analysis. The study analyzed data from 100+ respondents of public and private
organizations. Employees were asked to fill the questionnaire. Questions were related to human resource
strategies on talent acquisition used by the organizations during the disasters. Result and discussion was
done on the basis of analysis and interpretation.
Objective:

 To study the current HR processes related to Talent Acquisition Processes

 To study the Talent Acquisition Processes during the disasters such as covid-19
 To study innovative strategies and processes for Talent Acquisition during disasters

Design:
Questionnaire was designed with the series of questions to collect responses from the respondents. Through
questionnaire responses are easy to collect as every time you don’t need to be present there while collecting
responses. It is easy to compile data with this method. Responses were collected from 100+ employees of
different organization. Questionnaire was used as a research instrument.
Method:
Primary data collection-
Primary data was collected for the study from the employees and management of public and private
organizations. A survey was done and responses was collected from the respondents of multiple
organizations. This method was used to gather responses through a questionnaire circulated amongst the
people of different organizations.
Sample:
The study focuses on employees of organizations having different years of experience, different educational
qualification and different age group. A sample size of 100+ responses and I was able to collect 100+
responses from respondents.

Sample design:
Purposive sampling is used in this research which is a non-probability sampling technique. It is best suited
for this report as we targeted candidates which are involves in different organizations of India.

Data Collection:
Primary data was collected for the study from the employees and management of different organizations
which tend to operate the talent acquisition during disaster. A survey was done and responses were collected
from the respondents of multiple organizations.
Descriptive Analysis-
The study made use of descriptive analysis. This method is used as it helps in interpreting the statistical data
easily. It gives the idea of distribution of data and gives the basic summary of the data. It is a more
organized and systematical method for analyzing. It is easy to describe the result in descriptive analysis. It
helps to simplify large amount of data collected. It included survey method like questionnaire which was
used to collect responses from the respondents. Through this method it is easy to compile the data collected.
Tools used:
The collection of primary data and its analysis has been conducted using Google Forms and MS EXCEL.
Therefore, in this study we tend to analyze according to this methodology the preferred human resource strategies
on talent acquisition during disaster which organization are using in the Indian context. The following is the
analysis of the questionnaire circulated.

Data Analysis and Interpretation

The study required participation from both employees and the management of different organization. After
four weeks, number of responses were collected from the respondents 115+ responses have been collected.
Descriptive analysis is done to analyze the data collected from the respondents.
 DATA ANALYSIS AND INTERPRETATION
Q1 : DEMOGRAPHICS
GENDER 1. 52% were male respondents and 48%
female respondents

Q2: Please rate the most often reason for facing

2. 50% of them are mangers, 14% are junior
challenges in getting the desired candidates
during disasters. managers while,10% are project
ANALYSIS
engineers, 9% are general managers and
1. SALARY EXPECTATIONS OF CANDIDATES rest 17% are general managers, HR
1. 42% of employees responded that
manager and mid-level manager.
salary expectations,
2. 35% of employees responded
concern about security while
3.This
13% of employees
is interpreted agreed
that forms when that
circulated
DESIGNATION personal goals and values in
there is a clear majority of males in the
congruence is the most faced
corporate organization an as this form was
challenged
randomly by them
circulated there in
are their
significant
recruiting during disasters in the
number of female respondents. Moreover,
organization.
2. PERSONAL GOALS AND VALUES IN this helps to understand the ratio of males to
CONGURENCE WITH THAT OF JOB AND females as random sampling is done.
ORGANISATION In terms of designation, majorly managers
and project engineers have filled the
response.
INTERPRETATION

This is interpreted that recruitment as a

process of talent acquisition is difficult
and the reasons selected by respondents
were firstly salary expectations were
highly variable moreover during
disasters personal and family goals vary
as candidates prioritize their own
3. CANDIDATES CONCERN ABOUT JOB reasons. In addition to that job security
SECURITY is another reason why candidates fear to
beANALYSIS
recruited as there is no fixed tenure
for the same leading to decreased talent
1. 79% ofinskilled
acquisition termslabors,
of 19% of woman,
recruitment
during disasters due to decreased to
40% of old workers are addressed
improve
availability the participation towards
candidates.
training.

2. 37% of women, 14% of old workers, and

Q3: Does your organization have action
programs covering any of the following groups
to improve their participation in the workforce
during disasters:
1. WOMEN
1% of low skilled labor are addressed to
improve the participation towards
recruitment.
3. 43% of women, 19% of low skilled labor
and 18 % old workers are addressed to
improve the participation towards career
progression.

4. Out of all the groups, 28% of old

workers are not addressed by the
organizations.

INTERPRETATION

This shows that process such as recruitment

training and career progression is checked in order
2. LOW SKILLED LABOUR to understand the talent acquisition among
companies and it is understood that action
programs for low skilled are organized in times of
disasters is maximum in training field. In
recruitment and career progression maximum
action programs are available for women. Main
inly the old age employees have near to minimum
action program prioritized in terms of disasters.

3. OLD WORKERS (aged 50)

Q4: Please indicate which of the following
recruitment methods are used in your ANALYSIS
organization during disasters?
1. As a recruitment method social media is
used by 54% of professionals, 21% of
1. SOCIAL MEDIA clericals and 9% by managers. 17% of
respondents said that social media is no
used as a recruitment method.

2. Career fairs are used by 37% of clericals,

36% of managers and 17% of
professionals while rest 11% of
respondents said that this method is not
used.

3. Recruitment agencies and companies are

used by 35% of managers and clericals
2. CAREER FAIRS and 30% of professionals.

4. Approx. 25% of respondents said that this

method is not used by their organization.

INTERPRETATION
According to the analyzed data the most preferred
method used by professional is descending order
social media > recruitment agencies > job fairs.

The order of most to least preferred methods of

recruitment in talent acquisition during by
3. RECRUITMENT AGENCIES managers is recruitment agencies > career fairs >
social media platforms.

For clericals the most preferred is job fairs then

recruitment agencies and then the most social
media is least preferred.

This is during disasters as the application or

physical job interviews were a plausible
deniability.
 Q5: Please indicate which of the following selection ANALYSIS
methods are used in your organization during
disasters?
1. 35% of managers, 34% of professionals and
1. NUMERICAL TEST 30% of clericals responded that numeracy
tests are used as an online selection method.

2. Psychometric tests are used by 52% of

professionals, 34% of clericals and 12% of
managers.

3. 60% of managers, 25% of professionals and

8% of clericals used online interview panel
as a selection method in their organizations.
2. PSYCHOMETRIC TESTING

INTERPRETATION

This shows that the major human resource

methods used in screening of talent
acquisition during disasters is majorly
online interview by panel for managers,
psychometric test for professionals and
numerical test for clericals.
3. ONLINE INTERVIEW PANEL
This screening involves recruitment by
identifying d acquiring skilled workers to
meet their organizational demands.

Q6: Have you used any of the following

methods to downsize the organization during
disasters? ANALYSIS
1. RECRUITMENT FREEZE
1. The most common method of
downsizing is attrition that is used by
51% of managers, 38% of
professionals and 12% of clericals.

2. Outsourcing is used by 45% of

professionals, 32% of clericals and
21% of managers. 3% of employees
responded that this method is not used
for downsizing.
2. REDUCED BENEFITS

3. 49% of managers, 40% of clericals

and 10% of professionals used
recruitment freeze for downsizing the
employees.

4. 35% of professionals, 28% of

managers and 12% of clericals uses
reduced benefits for downsizing. 26%
3. OUTSORCING
of employees responded that this
method is rarely used.

INTERPRETATION

This shows the downsizing in times of

disasters such as COVID-19 is done by
recruitment freeze for clerical and
4. VOLUNTARY REDUNDANCIES managers, then outsourcing is highly
done for professionals. Moreover,
voluntary redundancies highly seen in
both professionals and managers,
showing there is a high chance of
downsizing in organization during
disasters to maintain the cost benefits
otherwise each employee whether
professional, managers or clerks faced
reduced benefits in organiayion.
Q7: In what ways has your TA function mapped out a
re-engineered hiring process based on moving to remote
hiring?
Q8. How is your organization handling specific candidate
questions about number of current employees who may have
been diagnosed with COVID-19?
ANALYSIS
 52% of respondents said that their
organization is redesigning their Talent
Acquisition process while 23% of
respondents said their organization and
have moved to remote hiring while
22% of respondents said that the
process is same it is just shifted
virtually.
INTERPRETATION
This shows remote hiring is done by
majorly redesigning the process of
recruitment an talent acquisition during
disasters.
ANALYSIS
1. There are almost 45% in which an
explicit script for consistent response
and training on this to all recruiters is
provided.
2. Almost 20% are provided with scripts
for consistent response.
3. 18% have not addressed with the talent
acquisition team
INTERPRETATION
Mostly organizations are handling their
question about current employees by a
provided script and with the help of online
training for current employees by talent
acquisition department.
LIMITATIONS
1. There are some limitations from this study in which future research may take into consideration
for the improvement. The first limitation is that due to the nature of qualitative research that tends
to be subjective, difficult to replicate, and problems of generalization (Bryman and Bell, 2011).
The open-ended characteristics for qualitative study may lead researchers to be biased due to
some prejudices, hence potentially making the research lack its rigor. Besides, qualitative study is
difficult to replicate because different researchers may have different approaches towards the
similar phenomenon. In addition, the findings of qualitative study, especially case study cannot
be generalized to the population because the case study does not represent the sample (Yin,
1994). For future research, multiple case studies can be carried out to produce more robust
findings by identifying similarities and differences between cases. Or else, quantitative study can
be carried out to investigate the relationship between AI and variables that intend to be measured.
The purpose of having different research designs is to have more robust analysis and richer
discussion on the phenomenon.
2. The second limitation is that the subjects under study are companies that have not adopted AI to
the large extent in their recruitment practices. Consequently, the responses may be largely based
on assumptions, hence it may be biased. To deal with this concern, there are extensive
consultation with different scientific literatures, consulting reports, and the startup in
collaboration with as part of data triangulation. However, to enhance research quality, the future
study can aim to study the organization that has adopted AI to a large extent especially in
recruitment practices. By focusing on this type of organization, it can provide a solid basis for
future research to investigate the drivers and barriers of AI adoption. It will be more interesting
for future research to explore the organization’s dynamic capabilities to investigate how an
organization can adjust its assets, process, and structure for the changing business environment.
The outcome is to provide guidance for practitioners to respond and adjust with the changes.

3. The third limitation is that this study puts more focus on screening stage and interview stages.
While, there are other recruitment stages that are potentially benefited by AI such as sourcing,
referencing, and on boarding. Besides, this study does not emphasize the use of AI in interviews
while there are studies that have investigated the use of AI in interviews. Therefore, future
research can be guided to explore a wider perspective of the phenomenon of AI in recruitment.
IMPLICATIONS

Decision making is an operational process that is largely discussed implicitly and explicitly in AI
studies. Besides faster decision making, AI promotes quality in decision making by removing
humans’ bias from the assessment. Humans have preferences to like people who have similarities
(Goldberg, 2005) which in turn making judgment untrustworthy (Houser, 2019). Resume
screening, as the early stage of recruitment, may be vulnerable to bias because of limited amount
of personalized information which makes category-based bias (e.g. ethnic, gender) becomes
dominant in information processing and judgement (Derous et al., 2015; Derous et al., 2017).
Using AI-based tools allows applicants to be assessed based on the relevant criteria with the job
position. Some applications of AI-based resume screening tools include anonymizing resumes,
ignoring sensitive information (e.g. race, gender, age), parsing relevant information in the CV
with the job description, and structured screening interviews with chatbots based on the extracted
information. In other words, applicants may have equal opportunities to be assessed because of
social category cues or humans’ bias.

As managers are aware of humans’ bias, managers should also be aware of algorithm bias. The
quality of AI output depends on the inputs and the learning algorithm. However, recognizing
whether or not the algorithm is influenced by humans’ subjectivity often entails long-term
investigation and may only be apparent when a problematic use case appears (Mittelstadt et al.,
2016). This is largely because the decision made by the algorithm is based on past hiring
decisions and the algorithm may create patterns based on top performers (Houser, 2019) that
favors certain
groups and underestimate the other groups (e.g. male vs female candidates for technical
position). Consequently, there are risks where the machine disregards potential applicants hence
it raises concerns on fairness in recruiting and trust issues with the recruitment process.

To mitigate algorithm risks in bias, managers and/or designers should put attention on algorithm
designs (Verganti et al., 2020) that follow the principles of fairness, accountability, and
transparency (Shin and Park, 2019). These three principles are also emphasized in the EU
regulatory framework for AI to build an ecosystem of trust (European Commission, 2020).

The algorithm should be trained responsibly and regularly monitored to avoid unjustified
decision making or discrimination to address concerns in fairness. Simultaneously, diverse
training data is needed to train algorithms to be neutral bias and the algorithm design should
focus more on personality traits and skills that are relevant to job positions. To enable this, the
designer should be cognizant of their unconscious bias for them to avoid bias.

While in transparency, the concerns are largely due to the ‘black box’ characteristic or opacity of
the AI underlying learning mechanism. As users do not understand the underlying operations of
algorithms, it raises questions whether or not the recruitment assessments are based on valid
parameters. However, when transparency is discussed, this is also related to the intellectual
property hence not all AI systems can be treated as open source. With this dilemma, designers
should think of ways where they can protect their proprietary while complying with the
regulatory framework. In terms of accountability, when there are problems that arise as the
consequences of algorithm decisions, it leads to accountability questions on who is responsible
for the decision and consequences, the designers or the managers?

Nonetheless, to enhance the ecosystem of trust, humans should have control over the machines
and not to rely entirely on the machine. Therefore, human-AI collaboration is emphasized
especially in decision making to ensure gaining optimum outcome while mitigating the risks. On
the other hand, consumers should be well informed when they are evaluated by the machine.
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