Milestone 2 - Navigating Attrition, The Role of Communication and Transparency in Recruitment
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ANNOTATED BIBLIOGRAPHY
Milestone Two
Kacey Boston
Southern New Hampshire University
Navigating Attrition: The Role of Communication and Transparency in Recruitment
Dr. Darren Bush
December 31, 2023
ANNOTATED BIBLIOGRAPHY
2
Annotated Bibliography on Attrition and The Role of Communication and Transparency
in Recruitment
Research Question
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 throughour the entire recruiting cycle, from application to hire. In this day and age especially, candidates have placed increasing importance on the timeliness, accuracy, and transparency of communication that they receive from organizations during the hiring process (Carpaenter, 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 of 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. Hypothesis
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). Article Section and Annotations
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Article 1: Candidate Experience and its Cycle in the Hiring Process: An Analysis of Student Employees
Villeda, M. (2020). Candidate Experience and its Cycle in the Hiring Process: An Analysis of Student Employees. ProQuest
. Abstract
This study examined the effects of the candidate experience in the hiring process. While there was limited research concerning the effects of candidate experience, research does explain the overall importance of candidate experience to the financial health of an organization. This paper discusses the effects of customer experience to provide a reference to candidate experience. To add value to the candidate experience, surveys were used to measure the candidate experience of student employees as part of the hiring process at a mid-sized rural institution. 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. Evaluation of Article 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 infrequent and non-transparent communication correlates with a decline in candidate retention, also known as candidate attrition. 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 potential for bias. Comparison to Other Sources This article is only one of many articles I chose from. It focuses on the candidate experience as a whole, which includes the beginning of the application phase and all the way up
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until the person is hired or removes themselves from the process voluntarily. This was one of the
closest scholarly articles I could find on the topic, as my options were 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. Limitations As previously mentioned, this study may have limitations regarding diverse representation. This limits generalizability where the sample size is a mid-sized rural institution most likely consisting of people with similar backgrounds. On another note, the reliance on self-report surveys is a concern as well. Surveys can bring response bias and often overlook the importance of qualitative data that could have been collected through alternative research methods. Article 2: Improving the candidate experience
Carpenter, L. (2013). Improving the candidate experience. Strategic HR Review
, 12
. Abstract
Purpose
– The purpose of this paper is to cover the inaugural UK employment candidate
experience awards (The C&Es). It aims to include details of the program, best practice case studies and some of the 2012 C&Es winner success stories.
Design/methodology/approach
– This paper draws on research findings from participating organizations that shared data on their candidate experience processes and practices. This also includes research findings from 857 candidates who applied to these organizations. References may also be made to the North American research data – the second year has just concluded – with 90 participating companies and 17,500 candidate responses.
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Some of the organizations featured include UK winners GE Capital, Risk Management Solution and Avanade, and North American winners Adidas Group and Deloitte. Findings
– Organizations which do not recognize the importance of providing good candidate experience practices will find it increasingly difficult to source the right talent. Candidates expect a return on investment, and time invested will become the currency that fuels their expectations. Their key expectation/requirement will be timely, accurate and transparent communication. A personalized experience, and all that entails, will become the norm. Originality/value
– The paper provides evidenced research findings which were verified
by candidates who experienced part or all of the organizations’ recruitment processes. Keywords
Human resource management, Recruitment, UK, North America, Candidate experience, Talent acquisition, Candidate screening, Candidate selection
Paper type
Case study Evaluation of Article This paper focuses on the candidate experience in the United Kingdom. Although this research explores multiple avenues of the candidate experience, unlike my study, it does have a designated section devoted to the importance of timely, accurate, and transparent communication. The findings emphasize the 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. Comparison to Other Sources I was able to find other resources that more adequately focus on the topic of communication frequency and transparency with the candidate during the hiring process.
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However, this does not seem to be a widely researched topic which leaves me with limited choices. As for the research itself, the findings are applicable to my research because they highlight the growing importance of the candidate experience, especially the need for timely and
transparent communication. Limitations The limitations of this study include the lack of direct assessment of the hypothesized relationship between communication frequency, transparency, and candidate retention. The focus is more so on best practices and lived success stories, which may not offer a comprehensive assessment of the research question and hypothesis. Additionally, the paper’s findings are dependent on a very specific experience that the researcher has with the United Kingdom employment candidate experience, which may differ from what we see on a global scale. This means it might lack generalizability because we will not be able to apply the findings to other populations outside the United Kingdom without also testing within those groups. Article 3: Processes of building trust in organizations: internal communication, management, and recruiting
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. Abstract
The article explores ways to build trust in a very specific area of internal and external communication: recruitment. At first it explores the links that communication and vulnerability have with the sciences that study the human dimension of organizations. Second, it addresses the functional and personal dimension of processes in relation to the forces of order or dispersion that press every organization on a personal or structural level (centripetal and
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centrifugal force). Trust presents itself as the ring that unites and harmonizes the creative or destructive power of those forces. It is an essential element that makes it possible to manage the vulnerability of organizations and their limitations on an organizational or human level. The hypothesis being made is 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 an environment of trust and transparency in a short time. This begins with the selection process and develops throughout the future professional projection of workers within the company.
Evaluation of Article The article assesses the link between trust, communication, and vulnerability, more specifically, in the context of recruitment. There is 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 are a critical factor in not just candidate retention but also employee retention. The article attempts to assess trust within and outside of the organization and the deep connection between communication, trust, and hiring outcomes. Comparison to Other Sources When compared to other articles I’ve found, Gara and Porte (2020) have been the first to
bring up the matter of trust in the context of candidate retention. In their words, “trust presents itself as the ring that unites and harmonizes creative and destructive power… It is an essential element that makes it possible to manage the vulnerability of organizations and their limitations
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on an organizational or human level.” (Gara & Porte, 2020). This unique perspective contributes
depth to the understanding of how communication actually tends to build trust amonst candidates and employees, which is an important aspect to have for long lasting partnerships.
Limitations
Limitations include its broad scope, where the study sets out to assess both internal and external communication in recruiting. This could cause a lack of depth in their exploration of communications and transparency strategies that more directly impact the candidate experience specifically. Article 4: The candidate experience: Is it damaging your employer brand?
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 Abstract
The importance of the candidate experience has only recently gained attention as the war
for talent ensues. Despite its importance, there is a paucity of research examining the exchange relationship between the job candidate and the organization during the recruitment process. This
article presents a model–—illustrating the connections and exchanges made among an organization, the job candidate, and the organization’s recruitment process–—that forms the candidate experience and, in turn, affects 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.
Evaluation of Article
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This article aligns closely with my research question and hypothesis. It highlights the importance of candidate experience in an increasingly competitive talent market, which was a driving factor of my choosing this research question. The article focuses on the relationship between the candidate and the hiring team during the recruiting process, which resonates with my curiosity about communication, transparency, and candidate retention.
Comparison to Other Sources This article contributes greatly to the topic and broader literature available in the industry. It aligns with the articles I’ve chosen by highlighting the role of the candidate experience in recruiting and the connection between the organization, the candidate, and the recruiting process. Limitations Article 5: The Importance of Candidate Experience as a Part of the Recruitment Process
Palenius, L. (2021). The Importance of Candidate Experience as a Part of the Recruitment Process. Metropolia University of Applied Sciences
. Abstract
The purpose of this thesis is to examine the importance of candidate experience as part of the recruitment process. 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. There are various factors identified that can help companies to achieve more successful candidate experience, and examples provided to what extend companies can benefit from providing a positive candidate experience.
Qualitative research was chosen as the primary data collection method and semitructured thematic interviews for three people were conducted about their most recent candidate experience. The interviews were conducted in order to learn more about how applicants perceive
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candidate experience as part of the recruitment process. Based on the literature review and the answers of the interviews, an analysis was compiled using references to support the data obtained from the interviews.
The results show that a good candidate experienceplays a significant part in he recruitment process, and different factors in candidate experience affect more to some people 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.
Evaluation of Article This article directly aligns with my research question, highlighting the importance of the candidate experience throughout the recruitment process. It also mentions the contributing factors to a positive candidate experience, one being communication with the candidate. The study uses qualitative research to explore candidates’ perceptions of the company and encourages a holistic candidate experience. However, this study doesn’t explicitly focus on communication frequency in the hiring process, so any referred findings on this topic bight be subjective.
Comparison to Other Sources This particular article highlights the importance of the candidates experience in the recruiting process and explores various factors that contribute to a successful candidate experience. It aligns with themes that are similar to the other articles I have reviewed and included here in that its focus is on the importance of the candidate experience. However, this
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particular article focuses on qualitative research but includes interviews that explore how applicants perceive the candidate experience. Limitations Some 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. Article 6: Using AI to enhance candidate experience in high volume hiring: A conceptual review and case study
Balasundaram, S., Venkatagiri, S., & Sathiyaseelan, A. (2022). Using AI to Enhance Candidate Experience in High Volume Hiring: A Conceptual Review and Case Study
. Abstract
Purpose: HR departments are incorporating artificial intelligence (AI) technologies. This paper reviews the potential for the application of AI for recruiting that can contribute to improving candidate experience during the recruiting process in a high-volume hiring context. Signaling theory is the lens through which this study is conceived.
Method: The study reviews extant research literature on available AI tools that organizations can employ to offer positive candidate experience and signal their attractiveness to
potential candidates. The study also examines a case study of high-volume resume processing focused on improving candidate experience.
Findings: Results from the literature review and examination of the case study indicates that AI applications in recruiting include crafting AI-supported job descriptions, mobile
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sourcing, text-to-apply, text recruiting, virtual career fairs, chatbots for screening, scheduling, and other repetitive tasks, video Interviewing platforms that record, save and transcribe video calls. These applications hold great potential for contributing to positive candidate experience during the hiring process.
Practical/managerial implications: Artificial intelligence can greatly enhance the candidate experience during the hiring process, attract the most qualified candidates, and enhance the candidate experience, all in the process of producing better and more effective results.
Contributions/value-add: This study highlights the specific aspects of the hiring and recruitment process that is being transformed by the use of AI tools that offer a wide range of features that can make life easy for employers by enabling quick and efficient finding of potential candidates and ensure the candidates have a positive experience all through the hiring process.
Evaluation of Article This article explores the use of AI in recruiting, highlighting the potential contributions to improving the candidate experience when recruiters are operating under a high-volume workload. While my study does not incorporate the impacts and contributions of AI, it does align with the broader theme of improving the candidate experience through frequency of communication with the candidate. Comparison to Other Sources This article brings a unique perspective to the broader literature in the industry by introducing technological solutions to the communication frequency issue. Some recruiters will note that there isn’t enough time in the day to efficiently and effectively communicate with
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every candidate at every stage of the hiring process when they have a heavy workload. In this instance, the study has presented a potential solution that would make things easier for the recruiter, all while meeting the needs of the candidate through frequent communication. Limitations 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. 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.
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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 SCIENCE
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(1), 25152459211070560. https://doi-org.ezproxy.snhu.edu/10.1177/25152459211070559