What is the Potential of E-Recruitment to Transform the Recruitment Process and the Role of the Resourcing Team?

What is the Potential of E-Recruitment to Transform the Recruitment Process and the Role of the Resourcing Team?

Emma Parry (Cranfield School of Management, UK) and Shaun Tyson (Cranfield School of Management, UK)
DOI: 10.4018/978-1-60566-304-3.ch012
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Abstract

HR practitioners are often expected to be both efficient administrators of the employment relationship and to act as a strategic partner to the business. Some authors have suggested that the use of e-HRM may be one way of achieving these dual aims as technology can both improve the efficiency of HR processes and help the HR function to become more strategic by freeing up time from the burden of administration and by providing reliable information on which to make strategic decisions. The authors investigated the potential of technology to transform the HR function into one that is both efficient and strategic by focusing on a single process area, recruitment. Through the use of three detailed case studies we showed that the use of e-recruitment can potentially have an impact on both the strategic role and efficiency of the resourcing team.
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Introduction

HR practitioners have long been under pressure to transform the HR function into one that is both efficient and can contribute to an organisation strategically. More recently, there has been the suggestion that e-HRM could be a means to achieve these dual objectives. A number of authors, particularly in the US, have examined the proposition that e-HRM can facilitate the move to an HR function that is both efficient and strategic through broad examinations of the impact of technology on HRM. However this is more difficult to do in the UK where the use of e-HRM across the whole spectrum of HRM is still relatively new and its full impact may not have been realised. This chapter will address this issue by taking a more detailed look at the use of e-HRM in a process area which is more mature in the UK, that of recruitment. We will examine how our three case study organisations have used technology to transform the recruitment process and to help the resourcing teams achieve the dual aims of being efficient and operating at a strategic level.

The transformation of the HR function to one that is more strategic has long been a subject of the academic literature with authors such as Legge (1978) noting that the HR function should be more involved in senior management decision-making. Paauwe (2004) summarised this literature by saying HR needed to become “more business oriented, more strategic and more oriented towards organisational change” (p183). Academics such as Guest and Peccei (1994) and Boxall and Purcell (2003) have set out the theoretical and empirical background to the claims that HR roles have strategic impact. HR practitioners have therefore become more concerned to add strategic value within an organisation and to become a ‘business partner’ to line managers (Ulrich, 1997).

Whilst this shift in focus to one of a “strategic business partner” has received much attention in the literature, there remains a need for HR to be efficient, and indeed, the desire to be more strategic may be accompanied with moves to reduce overhead costs. Ulrich, in his popular 1997 framework, suggested that HR professionals must learn to master both strategic (long term) and operational (short term) processes and be good business partners through the deliverables that include both strategy execution and administrative efficiency. According to this view, HR practitioners must therefore find ways in which they can both promote efficiency and facilitate a shift to a more strategic HR role.

There is an extensive literature on the strategic aspects of HRM, and on the challenges HR managers face in achieving such a role (Tyson, 1995; Purcell, 1999; Paauwe, 2004). These include the difficulties that HR managers experience in changing the expectations of line managers who have become content with the HR function as a largely administrative and transactional activity. HR staff may have little business experience and have often not been exposed to risk bearing action.

There are also questions about what HR strategy is, and whether there should be an HR strategy separate from an organisational strategy. Many of these issues are centred around the extent to which HR management can demonstrate its contribution to business performance. Studies, for example by Huselid (1995), and by researchers examining the impact of particular initiatives such as high performance work systems (Osterman, 1994; Youndt et al, 1996), learning organisations (Senge, 1990), the employee-customer value chain (Rucci et al, 1998; Murphy and Zandvakili, 2000), encouraged HR specialists in the view that there are strategic directions to be initiated and sustained which demonstrate the value of the alignment of an HR strategy with business goals. This has been further reinforced by the resource-based view, which has shifted the perspective of HRM towards playing a major role in the management and development of human capital to achieve competitive advantage. In order to become more strategic therefore HR managers need to take a different perspective in order to free themselves from administrative and often fire fighting roles so that they become more data driven and can show the business results from their interventions.

Key Terms in this Chapter

Business Partner: An HR professional that works with a specific client usually at the senior management level and contributes to the design of the business strategy from a people perspective and helps advise or find advice on key strategic issues.

Online Application Form: An application form that is completed and submitted via the Internet.

Killer Questions: Questions that are used to sift candidates. Those candidates that answer questions incorrectly are rejected at this stage.

E-Recruitment: The use of any technology to attract, select or manage the recruitment process.

E-HRM: A way of implementing HR strategies policies and practices in organizations through a conscious and directed support of and/or with the full use of web-based technology channels.

Human Resource Information System (HRIS): Any system that helps an organisation to acquire, store, manipulate, analyse, retrieve and distribute information about an organisation’s human resources.

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Dedication
Editorial Advisory Board
Table of Contents
Preface
Tanya Bondarouk, Huub Ruel, Karine Guiderdoni-Jourdain, Ewan Oiry
Acknowledgment
Tanya Bondarouk, Huub Ruel, Karine Guiderdoni-Jourdain, Ewan Oiry
Chapter 1
Steve Foster
Several organisations have adopted e-HRM technology as a platform for achieving transformational change, improving HR operational processes... Sample PDF
Making Sense of e-HRM: Transformation, Technology and Power Relations
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Chapter 2
Cataldo Dino Ruta
Intellectual capital is today considered a key issue in analyzing the critical determinants of company performance. Companies design more and more... Sample PDF
HR Portal: A Tool for Contingent and Individualized HRM
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Chapter 3
Barbara Imperatori, Marco De Marco
The evolution of the managerial discourse is the result of fashion lifecycles that sometimes have no rational or technical foundations and find no... Sample PDF
E-Work and Labor Processes Transformation
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Chapter 4
Gerwin Koopman, Ronald Batenburg
This chapter theoretically and empirically addresses the notion that user participation and involvement is one of the important factors for IS... Sample PDF
Early User Involvement and Participation in Employee Self-Service Application Deployment: Theory and Evidence from Four Dutch Governmental Cases
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Chapter 5
Karine Guiderdoni-Jourdain, Ewan Oiry
In organizations, researchers as well as professionals have generally observed insufficient use of computer technologies when compared to their... Sample PDF
Does User Centered Design, Coherent with Global Corporate Strategy, Encourage Development of Human Resource Intranet Use?
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Chapter 6
Nawaf Al-Ibraheem, Huub Ruël
Companies new to the e-HRM technologies are overwhelmed by the dilemma of choosing either the ready-made, off-the-shelf e-HRM systems, or develop... Sample PDF
In-House vs. Off-the-Shelf e-HRM Applications
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Chapter 7
Pieternel Kuiper, Betsy van Dijk
Adaptation of electronic forms (e-forms) seems to be a step forward to reduce the burden for people who fill in forms. Municipalities more and more... Sample PDF
Adaptive Municipal Electronic Forms
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Chapter 8
Hazel Williams, Carole Tansley, Carley Foster
Global, enterprise-wide, information systems (GEIS) projects are often delayed with budget over-runs often due to a lack of understanding of the key... Sample PDF
HRIS Project Teams Skills and Knowledge: A Human Capital Analysis
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Chapter 9
Adam Smale, Jukka-Pekka Heikkilä
The design and implementation of a globally integrated e-HRM system within a multinational corporation (MNC) requires different parties to reach... Sample PDF
IT-Based Integration of HRM in a Foreign MNC Subsidiary: A Micro-Political Perspective
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Chapter 10
Huub Ruël
Research on Human Resource Information Systems (HRIS) implementation lacks theoretical depth and richness. For that reason this paper applies a... Sample PDF
Studying Human Resource Information Systems Implementation using Adaptive Structuration Theory: The Case of an HRIS Implementation at Dow Chemical Company
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Chapter 11
Jonas F. Puck, Dirk Holtbrügge, Alexander T. Mohr
This chapter empirically analyses the influence of the cultural context on the comprehensiveness to which companies in different countries make use... Sample PDF
Applicant Information and Selection Strategies in Corporate Web Site Recruiting: The Role of National Culture
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Chapter 12
Emma Parry, Shaun Tyson
HR practitioners are often expected to be both efficient administrators of the employment relationship and to act as a strategic partner to the... Sample PDF
What is the Potential of E-Recruitment to Transform the Recruitment Process and the Role of the Resourcing Team?
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Chapter 13
Pramilla Rao
This chapter will address the role of national culture on e-recruitment practices in India and Mexico. The GLOBE (Global Leadership and... Sample PDF
The Role of National Culture on E-Recruitment in India and Mexico
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Chapter 14
Marielba Zacarias, Rodrigo Magalhães, José Tribolet
This chapter will address the role of national culture on e-recruitment practices in India and Mexico. The GLOBE (Global Leadership and... Sample PDF
Modeling Human Resources in the Emergent Organization
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Chapter 15
Elfi Furtmueller, Celeste Wilderom, Rolf van Dick
In order to maintain their customer base, many e-recruiting firms are in need of developing innovations. The Lead User (LU) Method has been heralded... Sample PDF
Utilizing the Lead User Method for Promoting Innovation in E-Recruiting
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Chapter 16
Sven Laumer, Andreas Eckhardt
In 2007 Erickson and Gratton asked “What it means to work here” and discussed the need for a structured approach to establishing an employer image... Sample PDF
What Makes the Difference? Introducing an Integrated Information System Architecture for Employer Branding and Recruiting
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Chapter 17
Karine Guiderdoni-Jourdain
The subject of our communication will be a better understanding of how the regulation between the on line HR designers and HR experts is built, and... Sample PDF
The Enrichment of the HR Intranet Linked to the Regulation's Process Between HR Actors
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Chapter 18
Tanya Bondarouk, Vincent ter Horst, Sander Engbers
This research focuses on acceptance of Human Resource Information Systems (HRIS) in medium sized organizations. We look at general SME’s in The... Sample PDF
Exploring Perceptions about the Use of e-HRM Tools in Medium Sized Organizations
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Chapter 19
Loubna Tahssain, Mouna Zgheib
The changing business environment and increasing technology is redefining the role of the human resources function. Nowadays, corporations have to... Sample PDF
Perceived Performance of the Human Resource Information Systems (HRIS) and Perceived Performance of the Management of Human Resources (HRM)
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Chapter 20
Leon Welicki, Javier Piqueres Juan, Fernando Llorente Martin, Victor de Vega Hernandez
Employee life-cycle processes management (hiring new employees, changing their conditions, and dismissing them) is a critical task that has a big... Sample PDF
Employee Life-Cycle Process Management Improvement with Web-Enabled Workflow Systems
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Chapter 21
Manel Guechtouli, Widad Guechtouli
Information Technologies (IT) seem to be affecting individuals and organizations’ communication and behaviors since many years now. This chapter is... Sample PDF
Information Technologies' Impact on Individual Learning Process: The Case of a Community of Practice
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Chapter 22
Valéry Michaux
In a second step, this research shows that ICT poses threats but also offers opportunities for unions and trade unionism. The tensions between... Sample PDF
What are the Main Impacts of Internet and Information and Communication Technology on Unions and Trade Unionism? An Exploratory Research in Europe and North America
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Chapter 23
Isabelle Parot
In this communication, the author attempts to answer the question of coordination in virtual teams (or remote teams). Virtual teams can result from... Sample PDF
Coordination of Virtual Teams: From Trust to Control
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Chapter 24
Jeroen ter Heerdt, Tanya Bondarouk
In this chapter the authors present a revision of the information overload concept elaborated by Eppler and Mengis (2004). The main elements of our... Sample PDF
Information Overload in the New World of Work: Qualitative Study into the Reasons
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Chapter 25
Mitchell van Balen, Tanya Bondarouk
In this chapter the authors consider articles in professional literature regarding Human Resource Centers, with the goal to explore issues raised by... Sample PDF
HR Shared Service Centers: From Brand Management Towards Success
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About the Contributors