Milestone Three

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1 INTRODUCTION AND LITERATURE REVIEW Milestone Three Kacey Boston Southern New Hampshire University Navigating Attrition: The Role of Communication and Transparency in Recruitment Dr. Darren Bush 1/21/2024

2 INTRODUCTION AND LITERATURE REVIEW Introduction and Literature Review In the world of corporate recruiting, our most important customers are our candidates. It’s crucial that candidates feel supported and respected throughout the recruiting process, and our Talent Acquisition Partners play a crucial role in making that happen. However, many corporations still experience gaps in their recruiting process that ultimately hurt the candidate experience. If you have applied to any number of job opportunities in the past, you have most likely experienced wires getting crossed or communication falling short, leaving you in the dark. If you’re an experienced Talent Acquisition Partner, you are probably familiar with the consequences of that lack of communication, which is often the loss of a candidate’s interest and their sudden withdrawal from the process. In short, it’s through these experiences that it’s made abundantly clear that the trust gained in this process relies on the recruiter’s ability to maintain an honest and consistent partnership with candidates throughout the entire hiring process (Gara & La Porte, 2020). Problem Statement Despite the recognized importance of fostering a positive candidate experience in corporate recruiting, research on this topic is limited, and challenges persist within the recruitment processes of many organizations. These challenges manifest in communication gaps that detrimentally impact the candidate experience, leading to attrition in the hiring process. The consequences of inadequate communication are evident in the loss of candidate interest and their withdrawal from the hiring process. The problem at hand involves a lack of frequency and transparency in communication during the recruitment process, undermining the trust and consistency required for maintaining a successful partnership between Talent Acquisition Partners and candidates. The proposed study aims to analyze the communication with candidates

3 INTRODUCTION AND LITERATURE REVIEW within the corporate recruiting processes that impact candidate attrition and retention, thereby inhibiting the establishment of an effective and reliable partnership between recruiters and candidates. Literature Review Candidate Experience and The Hiring Process As previously mentioned, research on this topic is somewhat limited. Our first article by Villeda (2020) presented limited research concerning the effects of communication on the candidate experience alone. However, their research does explain the importance of the Hiring Process, Job Posting, Application Process, and Screening Process as it relates to the candidate experience. They examine the effects of customer experience to provide a reference to candidate experience. Participants were college students seeking residential leader job positions at a mid-sized rural university. The sample included 91.25% participants between 18-20 years of age and 8.75% between 21-24 years of age. The group of participants were 24.58% Male and 75.42% Female. Additionally, 47.5% were Freshman, 33.75% were Sophomores, 15.42% were Juniors, and 3.33% were Seniors. Participant GPAs ranged from less than 2.50 to 4.0. Each participant received four surveys, all of which were created through Qualtrics and were approved by the Institution Research Board (Villeda, 2020). Surveys were provided to the candidates at each phase of the interview process, including application, group interview, video interview, and the selection phase to measure the candidate experience. The first survey was provided during the application phase with 240 participants. The second survey declined to 124 participants after a group interview; the third survey had 99 participants after a video interview, and the fourth survey had 86 participants after the selection

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4 INTRODUCTION AND LITERATURE REVIEW phase. Each survey asked the candidate to rate their experience on a 7-point scale. The goal was to track their experience through the different stages of the hiring process and understand how that experience affects the institution. Five hypotheses were created to test the correlation of the candidate experience to different variables. The researcher considered previous theories to test each Hypothesis, including Broaden-And-Build Theory, Asymmetrical Effects, Affective Events Theory, Consumer Perception Theory, and Role Theory (Villeda, 2020). The SPSS Statistics system was used to process the data gathered from all 4 surveys. ANOVA was used to test if the results had significant differences between variables. Independent Samples Test was used to statistically show if two independent means were different. The validity of all 5 hypotheses was addressed, showing a positive correlation between the candidate experience and the end results of the hiring process, the intentions of their candidates to recommend others to apply for the same position, candidates posting on social media about the experience, and the interaction with the interviewer(s). However, the second Hypothesis was not supported, meaning the candidate experience did not positively correlate with the perception of the institute. The study did not directly call out bias in the study, but they did discuss potential limitations and their efforts to mitigate limitations. The study addresses the impact of the candidate experience in the hiring process, filling a gap in existing research. The research questions align with the hypothesis that communication positively correlates with candidate retention and candidate attrition. However, the study does not specifically focus on communication as a sole influence on the candidate experience. Using surveys for student employees in a mid-size rural institution, while practical for the researcher, may not necessarily be the most accurate outcome for true representation and could cause

5 INTRODUCTION AND LITERATURE REVIEW potential bias. Apart from this, the study adhered to American Psychological Association’s (APA) standards. They provided details about participant selection and characteristics, as well as data collection and analysis. They identified the most effective method of analysis, justified using statistical measures, and provided all requirements when reporting findings and concluding their report (APA, 2020). This study aligns with the findings of other selected literature, but it does use differing methods. This study focuses on the candidate experience as a whole, which includes the beginning of the application phase and all the way up until the person is hired or removes themselves from the process voluntarily. This was one of the more similar studies on the topic where research in this area is limited. Many studies on the topic of the Candidate Experience will also look at factors outside of communication rather than having communication as a focus in their study. This research provides plenty of insight on the matter of communications place in the recruiting process, but limitations are present. The sample size is a mid-sized rural institution, most likely consisting of people with similar characteristics, which isn’t a strong case for generalizability. Additionally, the reliance on self-report surveys can bring response bias, especially where they are relying on the participant’s ability to answer as honestly as possible. Despite it’s limitations, this is likely the strongest research study on the topic at hand. Candidate Experience and Recruiting Process Conversely, Carpenter’s (2013) case study looks at the inaugural United Kingdom employment candidate experience awards (The C&Es) to study best practices through candidate experience success stories. This study also explores multiple avenues of the candidate experience, unlike our proposed study, but it does have a designated section devoted to the importance of timely, accurate, and transparent communication. The findings emphasize the

6 INTRODUCTION AND LITERATURE REVIEW significance of candidate experience for sourcing talent but may fall short of providing systemic assessments of communication frequency and transparency as factors in candidate retention. However, the paper does offer valuable insights regarding best practices through lived experience. This case study samples findings from 2012, where participating organizations shared data on their candidate experience process and practices, including 857 applicants from varying organizations. Only some of the participating organizations were noted by the author, including GE Capital, Risk Management Solution, and Avanade in the UK, and the Adidas Group and Deloitte in North America (Carpenter, 2013). However, the article did not provide information on the demographic or characteristics of the participants. The researchers utilized a survey-based evaluation process, which consists of three rounds of review to identify organizations that provide a good candidate experience. Candidates who applied to the organizations were surveyed to verify their sentiments regarding the recruiting process. However, the contents and methodology of the survey were not provided. The case study does not outright identify a Hypothesis, theories used to test a hypothesis or a methodology for gathering and analyzing data. All we can draw from this case study is their intention to provide candidate experience best practices through C&E winner success stories. Through these lived experiences, Carpenter (2013) has concluded that a positive candidate experience positively correlates with timely, accurate, and transparent communication with the candidate throughout the hiring process. This outcome aligns with our proposed study’s hypothesis as well as other articles that have been selected for review. The study addresses the impact of the candidate experience in the hiring process, specifically noting communication as a key factor, filling a gap in existing research. The findings

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7 INTRODUCTION AND LITERATURE REVIEW align with the hypothesis that communication positively correlates with candidate retention and candidate attrition. However, the study does not specifically focus on communication as a sole influence on the candidate experience. Using self-report surveys, while practical for the researcher, may not necessarily be the most accurate outcome for true representation and could cause potential bias. The author does not point out bias in the study or how they devised a plan to mitigate it in their process. Additionally, the study did not adhere to American Psychological Association’s (APA) standards. They did not provide details about participant selection and characteristics, and they excluded information on data collection and analysis. Also, they did not identify the most effective method of analysis, a justification for a proposed statistical measure, and excluded requirements when reporting findings and concluding their report (APA, 2020). Although this case study aligns with the findings of other selected literature, it does not provide strong evidence regarding methods and procedures. This study focuses on the candidate experience as a whole, which includes all stages of the hiring process. The case study dedicates a focused review of the topic of communication during the hiring process, which directly aligns with our proposed study. This was one of the more similar studies on the topic where research in this area is limited. Many studies on the topic of the Candidate Experience will also look at factors outside of communication rather than having communication as a focus in their study. This research provides plenty of insight on the matter of communications place in the recruiting process, but limitations are present. However, it’s important to note that its lack of evidential reporting is a cause for concern. In our next article, Gara & La Porte (2020) explore ways to build trust in a very specific area of internal and external communication: recruitment. The article assesses the link between trust, communication, and vulnerability, more specifically, in the context of recruitment. There is

8 INTRODUCTION AND LITERATURE REVIEW an emphasis on the strategic importance of recruitment as it relates to the impact of communication frequency and transparency. The article suggests that recruitment is a crucial element of not just internal but external communication as well. It posits that there is an importance on both internal and external communication as critical factors in not just candidate retention but also employee retention (Gara & La Porte, 2020). The article attempts to assess trust within and outside of the organization and the deep connection between communication, trust, and hiring outcomes. This article is the first to bring up the matter of trust in the context of candidate retention. The hypothesis proposed by the authors is that recruitment is an essential element of internal and external communication during the recruiting process positively correlates to the future of the organization. They suggest that the mobility of the labor market, contractual conditions, and reduced turnover times positively correlates with trust and transparency in recruiting process. Also of note, the researchers mention that this begins with the selection process and develops throughout the future professional projection of workers within the company (Gara & La Porte, 2020). This study does not mention their sample, excluding the demographic they selected from, the characteristics of participants, and the number of participants. Additionally, the authors have left out details on their evaluation process as well as their methodology. The article does not traditionally address their Hypothesis and excludes theories used to test a hypothesis or a methodology for gathering and analyzing data. All we can draw from this article is they hypothesize “that recruitment is an essential element of internal and external communication and has a strategic importance for the future of the organization because the mobility of the labor market, contractual conditions, and reduced turnover times requires creating

9 INTRODUCTION AND LITERATURE REVIEW an environment of trust and transparency in a short time.” (Gara & La Porte, 2020). Despite their inability to provide this information, the authors have concluded that there is a relationship between communication and hiring because it determines the trust candidates will have in their future employer (Gara & La Porte, 2020). Although the authors focus on trust, unlike our proposed study, this additional layer provides value in the context of the candidate experience. Their outcome does align with our proposed study’s hypothesis as well as other articles that have been selected for review. However, it’s important to note that essential pieces are missing that would make this article unreliable as a resource on it’s own. The study addresses the impact of the candidate experience in the hiring process, specifically noting communication and trust as key factors, filling a gap in existing research. The findings align with the hypothesis that communication positively correlates with candidate retention and candidate attrition. However, the lack of information on their methodology is a concern. The author does not point out bias in the study or how they devised a plan to mitigate it in their process. Additionally, the study did not adhere to American Psychological Association’s (APA) standards. They did not provide details about participant selection and characteristics, and they excluded information on data collection and analysis. Also, they did not identify the most effective method of analysis, a justification for proposed statistical measures, and excluded requirements when reporting findings (APA, 2020). Although this case study aligns with the findings of other selected literature, it does not provide strong evidence regarding methods and procedures. In our fourth article, Miles and McCamey (2018) illustrate the connections and exchanges made among an organization, the job candidate, and the organization’s recruitment process. They propose that this connection forms the candidate experience and, in turn, affects

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10 INTRODUCTION AND LITERATURE REVIEW the employer’s brand either positively or negatively. Based on this framework, guidelines are presented to assist organizations in ensuring a positive candidate experience that will result in the strengthening of the employer brand and improving recruitment and business outcomes. Some of these business outcomes include strengthening relationships with customers and investors, referring friends to the company, and participating in future searches conducted by the organization. This study provides substantial research on our proposed relationship between communication with candidates during the hiring process and the candidate experience. In fact, most of the alternative studies examined in our literature review have also referenced Mile and McCamey’s (2018) study, demonstrating its impact on and importance in the industry. Despite its obvious importance in the industry, this article does not mention its sample, the demographic of its sample, the characteristics of participants, or the number of participants. Additionally, the authors have left out details on their evaluation process as well as their methodology. The article does not address a Hypothesis and excludes theories used to test a hypothesis or a methodology for gathering and analyzing data. All we can draw from this article is that they have set out to propose a new model that illustrates the connection between organizations, candidates, and the recruitment process. They propose that these relationships will share the candidate's experience and the employer’s brand either positively or negatively (Miles & McCamey, 2018). Despite their inability to provide information on their methodology, the authors have concluded that there is a relationship between the candidate's experience and the organization’s ability to retain talent. Their outcome does align with our proposed study’s hypothesis as well as

11 INTRODUCTION AND LITERATURE REVIEW other articles that have been selected for review. However, it’s important to note that essential pieces are missing that would make this article unreliable as a resource on its own. The study addresses the impact of the candidate experience in the hiring process, specifically noting that “communication is the number one element for a good candidate experience and includes the nature of the communications, the timeline for the process, acknowledgment of application material, and candidate selection or denial notifications.” (Miles & McCamey, 2018). The findings align with the hypothesis that communication positively correlates with candidate retention and candidate attrition. However, the lack of information on their methodology is a concern. The author does not point out bias in the study or how they devised a plan to mitigate it in their process. Additionally, the study did not adhere to American Psychological Association’s (APA) standards. They did not provide details about participant selection and characteristics, and they excluded information on data collection and analysis. Also, they did not identify the most effective method of analysis, a justification for proposed statistical measures, and excluded requirements when reporting findings (APA, 2020). Although this article aligns with the findings of other selected literature and is commonly referenced, it does not provide strong evidence regarding methods and procedures. In our fifth article, Palenius (2021) examines the importance of the candidate experience in the recruitment process. They propose that the candidate experience starts to form before the applicant has submitted their application and lasts throughout the recruitment process until the first months of employment, which differs from previously reviewed articles. They identify various factors that can help companies to achieve a more successful candidate experience and provide examples that companies can benefit from implementing to create a positive candidate experience (Palenius, 2021).

12 INTRODUCTION AND LITERATURE REVIEW Qualitative research was chosen as the primary data collection method, and semi- structured thematic interviews for three people were conducted about their most recent candidate experience with complete anonymity. Participants were asked the same set of pre-determined questions that would provide more insights into how applicants perceive candidate experience as part of the recruitment process. Based on the literature review and the answers from the interviews, an analysis was compiled using references to support the data obtained from the interviews. However, they do note that the sample size is extremely small, and results should be viewed only as slightly indicative. Additionally, they recommend further research should explore how gender and age influence the candidate experience (Palenius, 2021). The results show that a positive candidate experience plays a significant part in the recruitment process, and different factors in candidate experience affect some people more than others. It can be concluded that even if some part of the recruitment process does not go as desired, it can be remedied by executing some other part of the process more successfully. Overall, a good candidate experience is an essential part for companies to attract and employ the desired workforce. As previously mentioned, the limitations of this research include its small sample size, the potential for bias, and difficulty in replicating its findings. As for a small sample size, this can hurt the study's data integrity when it comes to data collection and analysis. In turn, generalizability would be difficult for this study, where the sample size is small and may not apply to all populations. Regarding the potential for bias, where this is qualitative research, it relies heavily on the interpretations of the researcher, which can leave room for potential bias in the assessment.

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13 INTRODUCTION AND LITERATURE REVIEW The author mostly adhered to the American Psychological Association’s (APA) standards. By providing as many details as possible details about participants and data collection, whilst maintaining a level of anonymity for the participants. Additionally, the authors identify the most effective method of analysis, but they did not mention using statistical measures or provide all requirements when reporting findings and concluding their report (APA, 2020). Despite it’s shortfalls, this article does complement the results of the other selected literature. The authors highlight the importance of the candidate's experience in the recruiting process and explore various factors that contribute to a successful candidate experience. It aligns with themes that are like the other articles reviewed and included here, in that its focus is on the importance of the candidate experience. However, this article focuses on qualitative research on the applicants perceive the candidate experience, and less so on the impact of communication in the hiring process. AI in Recruiting and Candidate Experience Finally, Balasundaram, Venkatagiri, & Sathiyaseelan (2022) review the potential for the application of AI in recruiting, which is an added layer when compared to the proposed research topic. More specifically, the ways AI can contribute to improving candidate experience during the recruiting process in a high-volume hiring context. The authors explore multiple avenues of the candidate experience, unlike our proposed study, but it does have a designated section devoted to the importance of communication in the hiring process. Signaling theory is the lens through which this study is conceived (Balasundaram, Venkatagiri, & Sathiyaseelan. 2022). The author's methods include reviews of existing research on available AI tools that organizations can employ to offer a positive candidate experience. Additionally, the study also

14 INTRODUCTION AND LITERATURE REVIEW highlights it’s use of a case study of high-volume resume processing focused on improving the candidate experience (Balasundaram, Venkatagiri, & Sathiyaseelan, 2022). In other words, this article would not provide enough evidential support on its own. The authors do not outright identify a Hypothesis, theories used to test a hypothesis, or a methodology for gathering and analyzing data. This paper merely reviews the potential for the application of AI for recruiting and it’s ability to improve the candidate experience during the recruiting process in a high-volume hiring context. However, we do know that the study attempts to relate the candidate experience to the context of signaling theory. This theory states that candidates use signals provided by the company during the hiring process to form opinions about the company that influence candidate attrition and retention (Balasundaram, Venkatagiri, & Sathiyaseelan, 2022). Some limitations of this study include threats to generalizability, bias in algorithms, and potential ethical considerations that are more specific to the use of AI in the recruiting process. Regarding generalizability, the findings of this case study may be more specific to the organization that they investigated. We wouldn’t be able to make a reliable assessment of generalizability where quantitative data is not presented by the author. This means their findings might not apply to all organizations on a global scale. As for the matter of issues in AI, potential bias and ethical concerns come to mind. AI tools can introduce potential bias in the type of data that is used to train them. In turn, this could introduce bias to the recruiting process. Additionally, the use of AI in the recruiting process does raise ethical concerns. In some cases, AI could breach protections related to data privacy. The author does not point out bias in their research, but they do highlight the potential for bias regarding the use of AI tools. However, they do not propose substantial solutions to mitigate

15 INTRODUCTION AND LITERATURE REVIEW bias in AI. Additionally, the study did not technically adhere to American Psychological Association’s (APA) standards if its purpose is to be used as reliable stand-alone research. They did not provide exact details about participant selection and characteristics in the research reference, and they excluded information on data collection and analysis in said research. Also, they did not identify the most effective method of analysis, a justification for proposed statistical measures, and excluded requirements when reporting findings (APA, 2020). Although this article aligns with the findings of other selected literature, it does not provide strong evidence on it’s own. Despite its lack of evidential support outside of the reference section, the results from the literature review and examination of the case study indicate that AI applications hold great potential for contributing to a positive candidate experience during the hiring process. Although the focus of this literature review differs from the proposed study, these findings do align with the proposed hypothesis. Unknown There are substantial gaps in the reviewed literature, pointing to several areas that require further exploration. Many of the existing studies focus on multiple aspects of the candidate experience. However, these studies often overlook or briefly analyze the influence of communication on candidate attrition and retention. There is a specific need for a more comprehensive study of the impacts of transparent and frequent communication and candidate retention and attrition. Additionally, the reviewed articles with demonstrated methodologies predominately utilize survey-based data, which does not always capture the subtleties of the candidate experience during the hiring process. Lastly, it’s clear that this is a frequently debated

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16 INTRODUCTION AND LITERATURE REVIEW topic, yet actual evidential research that examines the relationship between communication and candidate experience is limited. Principles and Standards While some of the reviewed articles generally adhere to the principles and standards outlined in the Publication Manual of the American Psychological Association (APA), there are instances of variations and omissions. In terms of participant protection, informed consent, and the option to withdraw or skip questions, the studies maintained ethical considerations. The confidentiality of participants was generally preserved. Researchers across studies with detailed methods utilized appropriate statistical tests and justified their choices, contributing to the overall robustness of the research. However, some articles lacked specific details such as participant demographics, dates, and comprehensive information on data collection and analysis methodologies. It is important to note that the inclusion of these articles stems from the limited availability of research on the topic, necessitating a comprehensive review of existing literature despite potential shortcomings in methodological adherence. Despite these variations, the literature review strives to align with APA standards, ensuring a foundational framework for ethical and methodologically sound academic research (APA, 2020) Research Question and Hypothesis of Proposed Research Study The research question proposed is: How does communication frequency and transparency impact candidate turnover intentions and attrition during the hiring process? According to Mile and McCamey (2018), one of the key factors in retaining candidates in the hiring process is communication frequency and transparency throughout the entire recruiting cycle, from application to hire. In this day and age, candidates have placed increasing importance on the timeliness, accuracy, and transparency of communication that they receive

17 INTRODUCTION AND LITERATURE REVIEW from organizations during the hiring process (Carpenter, 2013). Therefore, providing candidates with timely and transparent updates throughout the process should reduce the chances of candidate attrition. This study sets out to build off existing research and break new ground regarding the relationship between candidate retention and attrition and the hiring teams’ frequency and transparency of communication with the candidate. The proposed hypothesis is as follows: If communication frequency and transparency with a candidate during the hiring process are Infrequent and non-transparent, then there will be a positive correlation with a decline in candidate retention over time. This study sets out to understand the deep connection between communication and hiring. Communication determines the trust that candidates will have in their future employer. Establishing that trust through communication will increase candidate retention in the hiring process (Gara and La Porte, 2020). The research will look at communication frequency and transparency with the candidate (Independent variable), and its impact on candidate turnover intentions and attrition (Dependent Variable) throughout the entire hiring process. For the study, communication frequency and transparency will be operationalized as a composite measure assessing how often and how transparently the organization communicates with candidates during the hiring process. The frequency of communication will be measured on a 2-point scale, 1 being infrequent and 2 being frequent/at every stage. Candidate turnover intentions and attrition will be operationalized as a ratio of applicants to callbacks, the number of candidates still actively engaged in the hiring process at different stages, and candidates’ reasons for attrition. The Applicant/Call Back ratio is a fixed ratio, which will be represented by the number 1. Active candidates and candidate attrition will be documented at every stage of the hiring process.

18 INTRODUCTION AND LITERATURE REVIEW References American Psychological Association. (2020). Publication manual of the American Psychological Association (7th ed.). https://doi.org/10.1037/0000165-000 Balasundaram, S., Venkatagiri, S., & Sathiyaseelan, A. (2022). Using AI to Enhance Candidate Experience in High Volume Hiring: A Conceptual Review and Case Study . Carpenter, L. (2013). Improving the candidate experience. Strategic HR Review , 12 . Gara, G. L., & La Porte, J. M. (2020). Processes of building trust in organizations: internal communication, management, and recruiting. Church, Communication and Culture , 298– 319. Miles, S. J., & McCamey, R. (2018). The candidate experience: Is it damaging your employer brand? Business Horizons , 61 (5), 755–764. https://doi.org/10.1016/j.bushor.2018.05.007 Palenius, L. (2021). The Importance of Candidate Experience as a Part of the Recruitment Process. Metropolia University of Applied Sciences . Villeda, M. (2020). Candidate Experience and its Cycle in the Hiring Process: An Analysis of Student Employees. ProQuest . Wingen, T., Berkessel, J. B., & Dohle, S. (2022). Caution, Preprint! Brief Explanations Allow Nonscientists to Differentiate Between Preprints and Peer-Reviewed Journal Articles. ADVANCES IN METHODS AND PRACTICES IN PSYCHOLOGICAL

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19 INTRODUCTION AND LITERATURE REVIEW SCIENCE , 5 (1), 25152459211070560. https://doi-org.ezproxy.snhu.edu/10.1177/25152459211070559

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