e recruitment case study

Annie Hayes

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• December 9, 2004

Case Study: E-recruitment gets Nike on track

• By Annie Hayes

The issue Nike currently receives around 800 CVs each month. It has on average 100 to 120 open positions at any one time at Nike’s EMEA Headquarters (HQ) in Hilversum, the Netherlands. These volumes used to place considerable pressure on the resourcing function to reduce the administration and lead-time in the recruiting process. Handling the inflow of applications became challenging as the regional HQ grew dramatically in size. This resulted in high numbers of CVs circulating in the business whilst the company had little capability of tracking their progress or handling enquiries from job applicants. “We have a firm policy that each applicant is a potential employee and customer and so we must respond appropriately, in an individual letter where possible,” commented Rolien Hoogers, EMEA staffing manager at Nike. “With only four people on the team, we were finding it increasingly hard to do that, and we were losing track of where CVs were in the company. We became concerned about how well we were protecting applicants’ personal information, and there were mistakes, such as us calling someone in for an interview who was already due to come in later that day.” The action These problems led Nike to review their HR processes. The assessment demonstrated that the company had to standardise its HR processes in an attempt to reduce duplication of effort. Reducing the cost per hire and improving the overall quality of talent hired into the business were key goals. Nike felt that achieving these objectives and improving effectiveness would help to boost the company image. Faster response times to applicants together with consistency in handling the administration associated with each appointment would lead to improved internal effectiveness and efficiency. The solution Jobpartners provided Nike with an e-recruitment solution, ActiveRecruiter, which has been designed to help companies manage the entire recruitment process more effectively and quickly resulting in a better relationship between the company and its candidates. The solution was chosen by Nike as it offered flexibility and simplicity, was cost effective and could be easily integrated with the existing programmes from PeopleSoft. A number of avenues are now open to candidates who wish to apply for jobs at Nike. External applicants can apply for specific roles or for more general speculative job opportunities directly via the Nike website. Electronic links have also been established with external web-based recruitment organisations including Monsterboard. Conventional resourcing processes including newspaper advertising and head-hunting , particularly for more senior positions supplement these e-methods. Nike employees can also directly apply for jobs posted on the intranet. The majority of applicants apply to Nike via the web site (www.nikebiz.com) and can attach their resume after filling in their profile enabling line managers to review applications online. Paper copy CVs are no longer required. ActiveRecruiter makes the first match between the job requirements and the competencies and experience of the candidate. The system then retains a pool of applicants on file, which ensures Nike has a readily available supply of CVs for open positions. The number of CVs currently held on the database is in the region of 8500. Each registered applicant is automatically asked to update their CV every six months in order to remain active on the system. The system is then able to search an expanding database of future interest when open positions arise. This helps to reduce the costs of recruitment. ActiveRecruiter also provides the ability to search for specific competencies when a short-listing for open positions is being run. This ensures a better quality of candidate. The result Hoogers comments: “Savings of around 54% in recruitment costs have been identified since the system was first introduced in July 2002, and there has been far less reliance on external recruitment and search agencies due to the ‘future interest’ database.” From June 2003 to May 2004, a total of 556 positions were filled with 235 internal Nike candidates, 144 from the Nike database, 60 through the internal referral bonus programme, and 35 via headhunting organisations. The remainder came from job adverts and recruitment consultancy, Adecco. The average time to fill vacancies has fallen from 62 days to 42 days. The cost per hire has also been reduced. Nike believes that ActiveRecruiter has given a return on investment in just six months. Lessons learnt The three key learning points identified by Nike during the process of change management include:

• 1.The importance of involving recruiters in the development and implementation process from an early stage.
• 2. The benefit of ensuring that recruiters have a place in the project to help get buy-in
• 3.The role of communication. Internal customers and users of the system have to see benefits, not just to the business as a whole, but also in terms of helping them to achieve their recruitment targets by attracting quality people with the necessary skills and attributes.

Future Trends Nike feels that even greater potential exists in improving the quality of the overall resourcing process as ActiveRecruiter is developed further in the EMEA region. The vision for ActiveRecruiter at Nike is for it to become a ‘one-stop-shop’ for quality recruiting. This will help ensure that increased time can be put into improving the capability of line management in interviewing techniques, and that the resourcing group can be freed up to play a more consulting and advisory role. Nike is planning to continue to measure and improve the effectiveness of its resourcing processes, which can only enhance its employer brand in the market place.

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What kind of E recruitment What kind of E recruitment techniques followed by NiKE

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Reengineering the Recruitment Process

The skills needed in many roles are continually changing—and sources of talent are too.

The Covid-19 pandemic has upended many traditional business practices. When it comes to recruiting, the crisis has not so much disrupted as accelerated shifts in the talent landscape that were already under way, leaving many companies poorly served by their current hiring practices. In a period of steep unemployment, it might seem that companies looking to add workers would be in the driver’s seat. But job openings have also been rising in recent months, meaning that competition for top talent remains keen—and in uncertain times, bringing on the right people is more important than ever.

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Report summary: e-Recruitment: Is it Delivering?

E-recruiting, embracing the term web-based recruiting, can be described as any recruiting processes that a business organisation conducts via web-based tools, such as a firm’s public internet site or its corporate intranet. We use the terms online recruitment, internet recruitment, and e-recruitment interchangeably.

This e-recruitment study set out to answer the following questions, using evidence-based research:

• What are the overall trends in e-recruitment use and practice? Which parts of systems are web-enabled and what are the related benefits and challenges?
• What is happening in practice? What are the e-recruitment methods that are being used, and what are the real experiences from organisations attempting implementation?
• Does it work? How do organisations evaluate the success of their e-recruitment initiative?

There were four main phases to the project: a literature review, a survey, an IES Research Network event on e-recruitment, and a series of case studies. The survey provided the overview of use, while the case studies illustrated more in-depth analysis of some of the issues organisations are facing.

Trends in e-recruitment

There is growing evidence that organisations are using internet technology and the World Wide Web as a platform for recruiting and testing candidates. The IES survey of 50 organisations using e-recruitment reported that the primary drivers behind the decisions to pursue e-recruitment were to:

• improve corporate image and profile
• reduce recruitment costs
• reduce administrative burden
• employ better tools for the recruitment team.

Fifty-five per cent of respondents expected their organisation to reduce its use of other recruitment methods in the future. The key limiting factors to e-recruitment most frequently reported were:

• the cultural approach of the organisation towards recruitment
• the lack of knowledge of e-recruitment within the HR community
• internet usage by target candidates
• commitment of senior management.

Issues raised as causing concern with e-recruitment included the quantity and quality of candidates applying using web-based tools (eg organisations being inundated with CVs attached by email, many of whom were not suitable for the post), the relevance of shortlisting criteria (eg the validity and legality of searching by keywords), confidentiality and data protection, and ensuring diversity of applicants.

The trends in e-recruitment use suggest a changing landscape whereby in future the candidate is connected to the central system and there is involvement of the line manager in the process (see figure). In addition to the reported benefits such as cost efficiencies, the role of HR in this model is viewed as more of a facilitative role, in theory allowing time for recruiters to become involved in the strategic issues within resourcing.

Figure: The e-recruitment landscape

Source: IES

E-recruitment methods

Advertising job openings, tracking the source of applications, and online enquiry forms, were the most frequently used methods for attracting candidates. In many cases, web-based technology in selection and assessment is only being used by the most selection-sophisticated organisations that can afford the high start-up and maintenance costs. The IES survey reported that, out of the 50 organisations surveyed:

• a large proportion were using online application forms (67 per cent)
• only four per cent were using psychometric tests online.

There was wide variety in the extent to which online applications were structured, and also in how they were screened, eg electronically by keywords or manually. There exists a great deal of variation and less maturity in this part of the e-recruitment process in terms of application and use, than in the application of internet technology at the attraction stage of the process.

In terms of applicant tracking and workflow systems, of the 50 organisations surveyed, 78 per cent received CVs and application forms online, 49 per cent used email response letters, with 39 per cent using progress-tracking systems. Only nine per cent provided status reports to hiring managers.

Evaluating impact

The experiences of IES members suggest that the emergence of fundamentally new e-enabled recruiting processes not only increases the opportunities, but also the risks associated with the resourcing process. Hence, evaluation of those risks and benefits becomes more important. It is claimed that current measures of impact in this area focus on efficiency (input and output measures), as opposed to measures of effectiveness and quality of output. The evidence from the IES survey, which asked organisations to indicate which evaluation measures they used, suggests that the former is true. Number of successful applications, cost per hire and internet/intranet site traffic analysis, were the most frequently used measures in our sample; all input-output measures. Measures of quality were less evident.

Working with a small number of the case study organisations, a framework was developed and used as a mechanism for exploring the availability, and validity, of the data each organisation held on their staffing processes. The intention was to determine the usefulness of a supply-chain approach to measurement in making optimal investment decisions in e-recruitment systems, and in measuring the value of e-recruitment. The categories of measurement we explored with the participating companies were:

• cost of recruitment and selection activities
• time taken to fill
• volume/yield
• diversity and legal compliance
• candidate and employer satisfaction
• quality/value of the recruit.

IES case study members shared our conclusion that better information about the end-to-end process should lead to better decisions about any investment in e-recruitment. An evaluation approach linked to the staffing process, as ‘value chain’ we argue, is the way forward if organisations are going to truly understand the value of e-recruitment.

Implementation challenges

The findings from the survey indicated that key implementation challenges were the cultural approach of the organisation towards e-recruitment, and the lack of knowledge within the HR community. This has implications for training within HR to develop the capability to deliver e-recruitment, and also elsewhere within the organisation (eg at line manager level). Further implications of e-recruitment are that it may allow a more strategic role for HR. A compelling argument why online recruitment should be integrated sooner rather than later, is that it will serve to move the recruiter up the value chain, allowing them to be far more strategic. Finally, cultural and behavioural change was reported as the significant challenge in ensuring that e-recruitment delivers.

Assessing your organisation’s e-recruitment strategy

The experiences of Research Network members underline the complexity of considerations and possibilities of e-recruitment. The report also offers a series of self-assessment questions, which, if answered specific to your organisation and its HR function, provide the basis for an e-recruitment agenda.

Conclusions

What are the key messages from our research? In examining the findings, the key message for recruiters is to acknowledge that the adoption of e-recruitment is about more than just technology. It is about the recruitment system being able to attract the right candidate, the selection process being based on sound and credible criteria, and the tracking process being able to integrate with existing systems. Perhaps most significantly, e-recruitment is about cultural and behavioural change, both within HR and at line management level. From our evidence, we suggest that for e-recruitment to deliver, it is about developing the capability of HR to facilitate the system and to view the staffing process as an end-to-end process, similar to that of a supply-chain.

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Conceptualizations of E-recruitment: A Literature Review and Analysis

• Conference paper
• First Online: 01 April 2020
• Cite this conference paper

• Mike Abia 14 &
• Irwin Brown 15  

Part of the book series: Lecture Notes in Computer Science ((LNISA,volume 12067))

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• Conference on e-Business, e-Services and e-Society

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There is diversity in understanding of electronic recruitment (e-recruitment) which results in confusion on the meaning and use of the term. The purpose of this paper is to bring conceptual clarity by investigating the alternative conceptualizations of e-recruitment in academic literature. Using Grounded Theory Methodology (GTM) techniques we analyzed literature to reveal five alternative conceptualizations; these being: (1) E-recruitment as a Technology Tool, (2) E-recruitment as a System, (3) E-recruitment as a Process, (4) E-recruitment as a Service, and (5) E-recruitment as a Proxy. The conceptualizations map to the scope of the definition and utilization of e-recruitment. Identifying conceptualizations of e-recruitment sets a platform for further research. Further research may include determining the relationships between the conceptualizations and determining conceptualizations in different settings among many other possible research focus topics.

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E-Recruitment and the Impact of Digital Age on Recruitment: A Critical Literature Review

e-Health intervention development: a synopsis and comment on “What Design Features are Used in Effective e-Health Interventions? A Review Using Techniques From Critical Interpretive Synthesis”

A Brief Glance About Recruitment and Selection in the Digital Age

• E-recruitment
• Conceptualization
• Literature review
• Grounded Theory Methodology

1 Introduction

E-recruitment has many labels that include; internet recruitment, online recruitment, web-recruitment and many others. Unlike traditional recruitment, e-recruitment makes use of information technology to handle the recruitment processes. Breaugh et al. [ 1 ] defined a recruitment model that presents the recruitment process at a macro level with the following activities: Setting recruitment objectives, developing a strategy, performing the recruitment activity and obtaining and evaluating recruitment results. Recruiters compete with each other for candidates (jobseekers suitable for available jobs), while jobseekers compete for jobs; which drives both groups to adopt information technologies at accelerated rates in order to take the strain out of some of the recruitment activities [ 2 , 3 , 4 , 5 , 6 , 7 ]. “ For most job seekers, the Internet is where the action is ” [ 3 , p. 140]. Thus, to get candidates, recruiters need to move swiftly to locate and hire, which may require use of a multitude of information technologies in the process [ 8 , p. 130].

There is evidence in research papers that academic disciplines and stakeholders have varied definitions of e-recruitment. The variety of definitions of e-recruitment is expected because it is part of e-HRM (electronic Human Resource Management) that has in itself different definitions depending on the context [ 6 , p. 26], [ 9 , p. 98]. Studies based on these definitions tend to reveal overlapping and contradictory results due to the overlaps or differences in definitions [ 9 , p. 100]. The differences in definitions, aside from being problematic, is evidence of the variety in conceptualization of e-recruitment. Thus to find a standard definition of e-recruitment, conceptualizations of e-recruitment need to be known. To our knowledge, no research paper in e-recruitment has focused on conceptualization of e-recruitment, however there are studies in other areas of information systems (IS) that have focused on conceptualization [ 10 , 11 , 12 , 13 , 14 , 15 , 16 , 17 , 18 , 19 ]. Most view conceptualization as the formulation of a view about the nature of a phenomenon. The research questions to be answered are:

What conceptualizations of e - recruitment exist in literature?

How can the conceptualizations be described and explained?

2 Methodology for Reviewing Literature

Because of the large number of research papers on e-recruitment we aimed at selecting papers for review that would embrace the full variety of conceptualizations of e-recruitment. Also, we wanted a flexible review methodology that would allow for selection and analysis of papers simultaneously, as the conceptualizations emerged, rather than a sequential review methodology that required all research papers to be selected beforehand. Such flexibility is provided for by applying grounded theory methodology (GTM) as a suitable review methodology [ 20 ]. GTM techniques used in this study included open coding to identify concepts, constant comparative analysis to refine and differentiate conceptualizations, and theoretical sampling to identify further relevant literature [ 21 , 22 ].

Figure  1 is a flowchart depicting how the literature was processed from search until conceptualizations of e-recruitment were identified, saturated and completed.

GTM for reviewing literature

2.1 Searching for Articles

We used the web search engine Google Scholar to search electronically for the articles. We fed keywords synonymic with the word e-recruitment into the searching tool. These are: e-recruiting, e-HRM, e-Human Resource Management, electronic HRM, electronic Human Resource Management, e-recruiting, e-recruitment, internet recruiting, internet recruitment, online recruiting, online recruitment, recruiting online, recruiting on the internet, recruiting on the web, recruitment online, web-based recruiting, web-based recruitment, web recruiting, web recruitment [ 20 ].

After an initial search on Google Scholar and filtering of articles for relevancy based on paper titles and abstracts we had 445 journal articles and conference papers published in the period 1998 to 2019 in approximately 145 sources. The search process provided a set of many articles, but it did not qualify all of them as useful for the review. The selection process had to take place to sample useful and relevant articles for the review.

2.2 Theoretical Sampling of Articles

Ideally all papers on e-recruitment needed to be included in the review. Alternatively, papers included in the analysis had to be a representative sample of all papers in e-recruitment that were relevant for the developing conceptualizations. However with the vast amount of research in e-recruitment and the huge number of articles from our search and filtering it would be difficult or time consuming to include all relevant e-recruitment research articles for the review. The alternative of having a representative sample was viable and using GTM’s theoretical sampling [ 21 ] was feasible for the objectives of this research to be met.

An initial article to be analyzed was picked from the population of 445 articles. Picking of subsequent articles for inclusion in the sample was informed by the emerging conceptualizations. Theoretical sampling was performed until all the conceptualizations got saturated and completed. Glaser [ 22 ] defines saturation as a state where new data does not bring new properties to the concepts. In an effort to attain completeness a check was done to make sure all conceptualizations were included. Theoretical sampling ended when saturation and completeness was achieved. This is the point at which the number of research articles involved in identifying conceptualizations in e-recruitment were counted. In the end 26 research articles were relevant for identifying and explaining conceptualizations of e-recruitment.

2.3 Analyzing Articles

Analysis of the articles that let conceptualizations of e-recruitment emerge (see Fig.  1 ) required that constant comparison be applied by comparing codes to codes and concepts to concepts to find and note their relationships and further develop the labelled conceptualizations [ 21 , 22 ]. The emerging conceptualizations served as a framework for further selection of articles and using systematic deduction from the emerging conceptualization possibilities and probabilities were determined to guide the next cycle of article selection. Memos were created to note the emergent ideas. Memoed ideas also served to direct which article to sample next.

Every sampled article was investigated for its perspective on the essence of e-recruitment or the most essential or most vital part that embodied the conceptualization of e-recruitment. Indicators in the article brought forth the conceptualizations. The moment of departure from the analysis to getting another article for analysis came only after the article was fully analyzed. The resulting conceptualizations are detailed in the next section.

3 Conceptualizations of E-recruitment

Five conceptualizations of e-recruitment emerged from extent literature, namely: e-recruitment as a technology tool, e-recruitment as a system, e-recruitment as a process, e-recruitment as a service and e-recruitment as a proxy. Although many of the articles had a mixture of conceptualizations, one or two stood out in each article and for each conceptualization Table  1 gives example research articles. After the presentation in Table  1 each of the conceptualizations is described and explained in sub-sections that follow.

3.1 E-recruitment as a Technology Tool

E-recruitment as a technology tool is a conceptualization of e-recruitment as a technical artefact [ 19 ]. This means is demonstrated by Faliagka et al. [ 23 ] who presented a tool to automate the ranking of applicants in recruitment.

3.2 E-recruitment as a System

Studies that view e-recruitment as a system conceptually divide e-recruitment into independent but interrelated elements, at the core of which is information technology, society, organizations, etc. The system view allows each component to receive input from the other elements and produce input for other components [ 25 ]. The system view of e-recruitment assigns all automating functions to the IT artefact of the system while organizational recruitment experts evaluate the outcome [ 24 ]. While some stakeholders view e-recruitment as a system, others view it as a process.

3.3 E-recruitment as a Process

Instead of focusing on entities, the process view of e-recruitment focuses on e-recruitment activities [ 37 ]. There is no attempt to set boundaries between the IT artefact, society and organization, but activities are clearly identified and can be performed by either the IT artefact or by human actors. Examples include e-recruitment being seen as data collection activity using an online system [ 33 ]. However recruitment activities can be performed by human actors too [ 37 ]. With the process view of e-recruitment the end goal is the execution of all the recruitment activities.

3.4 E-recruitment as a Service

The view exists that e-recruitment is a service to recruiters and job-seekers. Many e-recruitment platforms are independent of the organizations or societies they serve. Sub-views of e-recruitment as a service include: e-recruitment as a repository, e-recruitment as a medium, and e-recruitment as a program.

E-recruitment as a repository.

Some studies portrayed e-recruitment as a repository for data about jobs, recruiters and employers [ 40 ]. In another study online forms were filled in by jobseekers and the data provided on the forms was stored for recruiters and other stakeholders to retrieve [ 33 ]. While the view of e-recruitment as a repository is usually held when e-recruitment is newly adopted, other services follow suit.

E-recruitment as a medium is another view held, e.g. Bartram [ 41 ] portrays e-recruitment as a facilitator of communication between jobseekers and organizations. Traditional media like newspaper [ 42 ] are sometimes found inconvenient thus e-recruitment takes their place. Some organizations employ e-recruiters who form part of e-recruitment and serve to link the IT artefact and other elements in recruitment. Although e-recruitment as a medium improves communication speed it also comes with a downside, e.g. information overload [ 37 ].

E-recruitment as a program is a view that associates e-recruitment with calculations and logical interpretation and processing of data. One study included, as an algorithmic module, a Pre-screening Management System to automatically assess the extent of match between an applicant’s qualification and job requirements [ 25 ]. Such module or similar modules are found in many e-recruitment systems given the high volumes of applications associated with e-recruitment. Therefore, many studies espouse the view that e-recruitment serves to provide a convenient matching program.

3.5 E-Recruitment as a Proxy

Orlikowski and Iacono [ 19 ] reveal the pervasiveness of the proxy view of the IT artefact in IS literature. E-recruitment may act to present the image of the company, culture of the company, etc. Braddy et al. [ 45 ] examined the effects of website content features on people’s perceptions of organizational culture. Their study implies that e-recruitment, especially the IT artefact (website) acts on behalf of some corporate image management entity in the organization. Some studies focused on website content [ 45 ], while others focused on website characteristics [ 46 ].

4 Contribution and Implications of Conceptualizations of E-recruitment

Conceptualizations of e-recruitment contribute to understanding of e-recruitment and have implications for both practice and research as discussed in this section.

4.1 Contribution of the Research

This study mapped the scope of the definition of e-recruitment by explaining the diversity in understanding. This mapping was done by identifying five conceptualizations of e-recruitment and labelling them as: E-recruitment as a Technology Tool, E-recruitment as a System, E-recruitment as a Process, E-recruitment as a Service and E-recruitment as a Proxy. Taking note of conceptualizations provides practitioners with a tool to enhance productivity while allowing researchers to have more focus in their research.

4.2 Implications of Conceptualizations of E-recruitment

The implications of conceptualizations of e-recruitment stem from being able to attach a label to the said stakeholders’ conceptualizations and put it to their trade or scholarly pursuits. Labelling conceptualizations provides a pathway to standardization of e-recruitment. The benefits of such standardization include having common understanding of concepts, and ease of communication. While these are overarching implications, some implications are specific to practice or research.

Implications for Practice.

Labelled and well defined conceptualizations of e-recruitment sets bounds on what practitioners should expect in their practice and strive towards when they adopt a particular conceptualization. Well defined conceptualizations as ones in this study provide alternative conceptualization options that practitioners can adopt depending on their needs. Practitioners can always adopt a conceptualization that best reflects their situation. As there are implications for practice, there are implications for research as well.

Implications for Research.

Through this identification, description and explanation of conceptualizations of e-recruitment, there are a number of conceptualizations to consider. Therefore, focus on a specific conceptualization or focus on specific conceptualizations is possible. Such focus allows the researcher to delimit research.

5 Conclusion and Further Research

5.1 conclusion.

The study highlighted the problem of diversity in understanding of e-recruitment that goes without explicit attention in literature and proposed that identifying and labelling the varied conceptualizations of e-recruitment can be part of better articulation of the diversity. Using GTM, literature on e-recruitment was reviewed and conceptualizations of e-recruitment were identified. Taking note of conceptualizations provides practitioners with a tool to enhance productivity while allowing researchers to have more focus in their research. In addition this study provides insight into directions for potential further study.

5.2 Further Research

While this research contributes to understanding of e-recruitment, further research related to it can respond to several issues which are not addressed herein. Understanding of relationships between conceptualizations helps to avoid conceptual chaos. Therefore, further research aimed at relating the conceptualizations is essential. Conceptualizations of e-recruitment may be compared to conceptualizations of other forms of e-phenomena, and hence to the development of more general understanding of IS and the IT artefact.

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Abia, M., Brown, I. (2020). Conceptualizations of E-recruitment: A Literature Review and Analysis. In: Hattingh, M., Matthee, M., Smuts, H., Pappas, I., Dwivedi, Y.K., Mäntymäki, M. (eds) Responsible Design, Implementation and Use of Information and Communication Technology. I3E 2020. Lecture Notes in Computer Science(), vol 12067. Springer, Cham. https://doi.org/10.1007/978-3-030-45002-1_32

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E-Recruitment System Case Study Analysis

E-recruitment system .

BAT telecom started its services from about one and a half year. It was the time of company when HR management of the company in its incubation period. There were about 1500 employees in the company—the plans to increase the strength of employees until 15000. At seven different metro offices, the company had an excellent method of rolling out a PAN network in India. At the starting, about 500 employees were hired for every quarter. The total number of divisions were about ten; data centres, wireline, wireless, national long distance, broadband, business support systems, decision support systems and support functions having several employees from 40 to 50 but support processes had a more considerable number of employees.

• What issues did the recruiters face before the implementation, and how did they tide over the old system?

The company wants to recruit new employees, but it had been found that loose company record of CVs from the candidates interviewed last week. It was the plan that one business group might interview the other business group can hire a candidate. The first issue that recruiters are facing is confusion and chaos because of a large number of groups. This is leading BAT telecom to create confusion with the HR management and facing trouble in managing a bulk of CVs from candidates. There was poor coordination between recruiters as the database was maintained in Microsoft Excel spreadsheet.

The second issue before the recruitment is a large number of CVs from 5000 candidates per month tricked by emails, hard copies or send by candidates interested in the jobs. It was hard for them to manage about 5000 CVs and to select 1000 to 1200 candidates for the positions. This large number of CVs from candidates was troublesome for recruiters, and they took pressure in this way.

As times passed, that bulk of CVs was got increased so much that the recruiters were finding it so hard to manage and keep track of all candidates. There is no doubt that it was a massive mistake by recruiters because they did it in a very wrong way. According to the case study, it was no less than a nightmare for the recruiters to file the CV of an interviewed candidate. It was a challenge for recruiters to deal with a CV for hours.

• What are the critical messages for recruiters?

It is a message for recruiters to implement a very different way of recruitment which could be hurdle free. There is no doubt that E-recruitment is only a way by which a considerable number of candidates can be recruited without thinking about the tensions of tracking their CVs. By this way, they could be able to maintain an exceptionally OK record of candidates which can be tracked easily. This type of recruitment may lead the company to have a good reputation because it could let the company to not waste time in following CVs. Each applicant could be appointed with a well-managed schedule. The administration of the company could work with consistency to increase the efficiency of the groups.

E-recruitment uses technology which is also beneficial for not having hard copies of CVs. E-recruitment could minimize the cost required for hiring candidates in recruitment. BAT telecom should be oriented to this way to make everything easy. It is also a very effective way of engaging people in a company. BAT telecom usually needed a long process for hiring candidates for their functional groups. Still, if they could implement E-recruitment, then they would able to save their time and money. Clear communication between candidates and recruiters could be possible without having many tensions in tracking CVs. The Internet made this world a global village on which anyone can access any data. Recruitment on the Internet includes versatile options, including ad posing for jobs, applying to companies, seeking response and communication about a job interview. These essential steps could be done with the help of the Internet that should be adopted by BAT telecom employers. It let employers of the company appoint their candidates for respective jobs rapidly. They can set a criterion by which a candidate can be assigned without the evaluation of human. The artificial intelligence technology can detect the right person; then, he should be interviewed for further process. Once it may be done, the system will be able to identify them according to the need of the job.

It is a green solution which doesn’t require any paper or pencil. It maintains the record in the soft form in a computer system. For this purpose, there is less physical space needed to keep a record. BAT telecom may have an integrated approach by which it can assess candidates with an end-to-end encrypted process. In the past, the recruitments were taken by papers, but now technology has made everything very convenient, which must have used by this telecom company. High-quality assessments in fair means could be possible even. The other responsibilities which were done for the vigilance of candidates may also be minimized. The eligible students could easily be filtered, and the company could only focus on them for their selections. By implementing this method, the company may not need to coordinate much with other departments because of clear and prominent eligibility of selective candidates. It plays a vital role in saving funds which a company raise for physical recruitments. In a recruitment process, the company pays for halls and other physical facilities as well as the employers who conduct recruitments must be paid with fees because they are referring a candidate for the company. If using technology, such type of costs could be saved. You may not need to pay a sign-on bonus or any extra fee for this process. Giving advertisements in newspapers also takes money which could be avoided by BAT telecom if using e-recruitment. The company could boost its recruitment on social media and other stations, which requires no or significantly less money which is almost negligible.

Instead of having a lot of CVs or resumes in hand to assess them for the best, it could be possible to let artificially intelligent computer systems to figure out which candidate is the perfect one. It is promising to find a candidate in this way because computers decide everything on fair means according to your requirements. There are various recruitment platforms on the Internet which could be used. These platforms analyze candidates according to their qualification and their assessment. These programs are also helpful in advertisements as they automatically send mails to respective candidate eligible for the recruitment.

Another main benefit that could be availed by BAT telecom was they can access to a wide range of audience. While recruiting in universities, colleges or technical institutes; company reached to a limited number of students every time spending time and money for each visit. By recruiting online, this company could be able to grasp a considerable number of candidates without occupying space, spending money or giving time. Anyone could be able to appear in recruitment because in the world of today, the Internet is for everyone, and we are in the age of technology.

By analyzing the flaws of physician recruitment, we can say that BAT telecom had a terrible choice of recruitment. They needed to go for E-recruitment to avoid a lot of disturbances company faced in selecting a candidate. These are some key messages for BAT telecom, and it will be sure that the company will consider e-recruitment very well next time.

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