The influence of e-recruitment practices on employee experience in telecommunications industry
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Introduction 4
1. LITERATURE REVIEW 6
1.1 Theoretical background of electronic human resource management 6
1.2 The concept of employee experience and its frameworks 8
1.3 Theoretical background of digital trust 13
CHAPTER 2. RESEARCH CONTEXT AND METHODOLOGY 17
2.1 Russian telecommunications labour market 17
2.2 Research design, data collection and sample description 18
CHAPTER 3. RESULTS OF THE RESEARCH 23
3.1 Data analysis and hypothesis testing 23
3.2 Discussion 31
3.3 Theoretical contribution and managerial implications 32
Conclusion 34
Appendix 36
Appendix 1. Questionnaire in English 36
Appendix 2. QuestionnaireinRussian 38
Appendix 3. Preliminary results statistics 40
Appendix 4. Correlation matrix of variables 45
Complete list of references 46
1. LITERATURE REVIEW 6
1.1 Theoretical background of electronic human resource management 6
1.2 The concept of employee experience and its frameworks 8
1.3 Theoretical background of digital trust 13
CHAPTER 2. RESEARCH CONTEXT AND METHODOLOGY 17
2.1 Russian telecommunications labour market 17
2.2 Research design, data collection and sample description 18
CHAPTER 3. RESULTS OF THE RESEARCH 23
3.1 Data analysis and hypothesis testing 23
3.2 Discussion 31
3.3 Theoretical contribution and managerial implications 32
Conclusion 34
Appendix 36
Appendix 1. Questionnaire in English 36
Appendix 2. QuestionnaireinRussian 38
Appendix 3. Preliminary results statistics 40
Appendix 4. Correlation matrix of variables 45
Complete list of references 46
In the past few years, HRM practices have been deeply affected by the COVID-19 pandemic and its consequences. The shift to teleworking and hybrid workplaces enabled companies to transition from physical space to the digital realm and recognize technology as both a tool of automatization and a way of enhancing the experience of workers. But as the pandemic progressed and left a mark on employees’ perception of work environment, their requirements and needs also shifted. People have become more critical and demanding of their workplace, desiring to work on their terms and for the work to be more welcoming and flexible.The importance of communication between employers and workers has increased as it served as the development of trustworthy connections across the company.
Thus, the new demands regarding employee experience now include personalization, flexibility and implementation of the latest technology. The first instance of employee-employer interaction is the recruitment process. It is the initial step in the formation of employee experience of workers as well as their perception of the employer. Therefore, nowadays online job application practices, otherwise known as e-recruitment, serve as both a result of technological progress and an answer to modern employees’ demands.The lack of human contact in the digital environment and the potential lack of security of the practice adds a new level of complexity to the formation of the employer brand perception and employee experience.
A rather new HRM concept of employee experience can be defined as a sum of all interactions occurring between employees and the organization starting with submitting resumes and ending with retiring. It includes meaningful work, empowerment, feedback, recognition and growth, coworker relationships, organizational trust, and work-life balance. In recent studies employee experience has been consideredessential in reframing employers’ relationship with workers due to the fact that it serves as a critical antecedent of employee engagementas well as a majorprerequisite of career satisfaction.(Malik, Budhwar, Mohan & N. R., 2023; Ho et al., 2021).
The necessity of its analysis is also recognized among practitioners. In 2020 Global Talent Trends Report LinkedIn has named employee experience as the top trend of the year. 94% of talent professionals from 35 countries have agreed that this phenomenon will have the outmost influence on the future of HR. However, despite the fact that approximately 70% of companies claim to be focusing on it to increase retention and productivity but at least 50% of their employees are still unsatisfied (Global Talent Trends, 2020). One reason why employee experience suffers may be that while companies are listening to workers and their needs, they’re not always taking action and trying to deal with dissatisfaction.
The interconnection of employee experience and the implementation of e-recruitment practices is of outmost interest within highly digitalized spheres. Digitalized companies are more flexible in managing the personnel structure, and more often resort to non-standard types of employment. The use of technology within them is used as a means of strengthening the employer brand, which significantly increases the interest of applicants in vacancies (Zavyalova, Sokolov, Kucherov &Lisovskaya, 2022).
On of such spheres is the telecommunications industry, one of the most digitalized spheres in Russia. Its labour market has gone through major changes in the past few years, including the increase in remote vacancies and the usage of e-recruitment practices as well as the growing need for workers, which arose due to the demographic black hole and the outflow of IT specialists abroad in 2022. Many companies have completely transformed their attitude towards potential candidates and future workers. However, nor implementation of the latest technologies, neither the change in benefits and requirements (e.g., increase in salaries offerings, lowered prerequisites regarding work experience and skills) have helped increase the level of hiring (Aryalina&Tyunyaeva, 2023).
Within the telecommunications sphere such companies as MTS, Beeline, MegaFon and Tele2 are of interest. These major Russian mobile operators were chosen due to their large number of subscribers as well country-wide coverage and presence. Additionally, three of these companies were in the top-20 of 2023 Rating of Russian Employers curated by hh.ru, with Tele2 becoming the leader among telecom companies (Rating of Russian Employers, 2023).
The following research goal was formulated based on the research problem: to identify the relationship between e-recruitment practices and employee experience in telecommunications industry. The object of the study are the current workers of top 4 major Russian mobile operators, who as candidates used e-recruitment practices as a means of applying for a job. The subject of the study is the e-recruitment practices implemented in these companies.
In order to achieve the goal, the following research objectives were set:
• to review HRM literature in e-recruitment and trust as well as employee experience
• to analyse e-recruitment practices in Russian telecommunications companies
• to conduct a survey for exploring employee experience of e-recruitment practices and level of employees’ trust in them
• to provide recommendations based on the results of regression analysis on enhancing trust through e-recruitment practices in order to attract workers and strengthen their employee experience
Thus, the new demands regarding employee experience now include personalization, flexibility and implementation of the latest technology. The first instance of employee-employer interaction is the recruitment process. It is the initial step in the formation of employee experience of workers as well as their perception of the employer. Therefore, nowadays online job application practices, otherwise known as e-recruitment, serve as both a result of technological progress and an answer to modern employees’ demands.The lack of human contact in the digital environment and the potential lack of security of the practice adds a new level of complexity to the formation of the employer brand perception and employee experience.
A rather new HRM concept of employee experience can be defined as a sum of all interactions occurring between employees and the organization starting with submitting resumes and ending with retiring. It includes meaningful work, empowerment, feedback, recognition and growth, coworker relationships, organizational trust, and work-life balance. In recent studies employee experience has been consideredessential in reframing employers’ relationship with workers due to the fact that it serves as a critical antecedent of employee engagementas well as a majorprerequisite of career satisfaction.(Malik, Budhwar, Mohan & N. R., 2023; Ho et al., 2021).
The necessity of its analysis is also recognized among practitioners. In 2020 Global Talent Trends Report LinkedIn has named employee experience as the top trend of the year. 94% of talent professionals from 35 countries have agreed that this phenomenon will have the outmost influence on the future of HR. However, despite the fact that approximately 70% of companies claim to be focusing on it to increase retention and productivity but at least 50% of their employees are still unsatisfied (Global Talent Trends, 2020). One reason why employee experience suffers may be that while companies are listening to workers and their needs, they’re not always taking action and trying to deal with dissatisfaction.
The interconnection of employee experience and the implementation of e-recruitment practices is of outmost interest within highly digitalized spheres. Digitalized companies are more flexible in managing the personnel structure, and more often resort to non-standard types of employment. The use of technology within them is used as a means of strengthening the employer brand, which significantly increases the interest of applicants in vacancies (Zavyalova, Sokolov, Kucherov &Lisovskaya, 2022).
On of such spheres is the telecommunications industry, one of the most digitalized spheres in Russia. Its labour market has gone through major changes in the past few years, including the increase in remote vacancies and the usage of e-recruitment practices as well as the growing need for workers, which arose due to the demographic black hole and the outflow of IT specialists abroad in 2022. Many companies have completely transformed their attitude towards potential candidates and future workers. However, nor implementation of the latest technologies, neither the change in benefits and requirements (e.g., increase in salaries offerings, lowered prerequisites regarding work experience and skills) have helped increase the level of hiring (Aryalina&Tyunyaeva, 2023).
Within the telecommunications sphere such companies as MTS, Beeline, MegaFon and Tele2 are of interest. These major Russian mobile operators were chosen due to their large number of subscribers as well country-wide coverage and presence. Additionally, three of these companies were in the top-20 of 2023 Rating of Russian Employers curated by hh.ru, with Tele2 becoming the leader among telecom companies (Rating of Russian Employers, 2023).
The following research goal was formulated based on the research problem: to identify the relationship between e-recruitment practices and employee experience in telecommunications industry. The object of the study are the current workers of top 4 major Russian mobile operators, who as candidates used e-recruitment practices as a means of applying for a job. The subject of the study is the e-recruitment practices implemented in these companies.
In order to achieve the goal, the following research objectives were set:
• to review HRM literature in e-recruitment and trust as well as employee experience
• to analyse e-recruitment practices in Russian telecommunications companies
• to conduct a survey for exploring employee experience of e-recruitment practices and level of employees’ trust in them
• to provide recommendations based on the results of regression analysis on enhancing trust through e-recruitment practices in order to attract workers and strengthen their employee experience
After being deeply affected by the COVID-19 pandemic and its consequences, companies have transitioned into the digital environment with the help of HRM practices. One of such shifts, the growing popularity of e-recruitment served as both a logical step in the technology development and a relevant way of enhancing the experience of workers. The matters of trust and satisfaction with such an approach influenced its implementation, especially in the highly digitalized spheres like the telecommunications industry.
Thus, the following research goal was formulated for this study: to identify the relationship between e-recruitment practices and employee experience in telecommunications industry. To achieve the research goal these objectives were set: HRM literature in e-recruitment and trust as well as employee experience was reviewed; to e-recruitment practices in Russian telecommunications companies were analyzed; a survey for exploring employee experience of e-recruitment practices and level of employees’ trust in them was conducted;recommendations based on the results of regression analysis on enhancing trust through e-recruitment practices in order to attract workers and strengthen their employee experience were provided.
Formulated goal of the research was achieved: regression analysis revealed positive relationship between implementation of e-recruitment practices and employee experience as well as trust and between trust and employee experience. What is more, such e-recruitment factors as user-friendliness, efficiency and website informativeness were proven to influence the overall process satisfaction and compatibility. Additionally, efficiency was found out to influence privacy concerns, authenticity and fairness, website informativeness − to influence authenticity and fairness. Last but not least, such trust related factor as authenticity was proven to influence overall process satisfaction, compatibility and responsiveness, fairness − to influence overall process satisfaction and compatibility, and privacy concerns–to influence compatibility.
These findings provide valuable insights for practitioners, leading to severalrecommendations. To begin with, employee experience can be improved by increasing the company’s website’s informativeness, adding notes regarding the financial compensation and aspects of corporate culture work in the organization. However, such stand-alone measures are not sufficient enough to create a truly welcomingrecruitment environment and positive employee experience. Organizations need to develop a more holistic approach to attracting candidates by building a strong employer brand and reputation and monitor such factors of their online presence as ratings on job platforms and reviews written by current and former workers, thus enhancing efficiency of e-recruitment process and building trust in it.
The results of this research could be extrapolated to other Russian telecommunications companies, due to the fact that data was collected with the help of respondents from the largest mobile operators in Russia, which can be representative of the sphere as a whole. On the other hand, the results are limited to the industry due to its specificity and the high level of digitalization. They also cannot be extrapolated to foreign telecommunications labour markets since they are highly context-based and would vary according to the country’s level of e-recruitment adoption, its acceptance and trust. Another limitation of the research is the sample size, which consists of the received 101 answers; had it been bigger there could have been a significant change in the results. What is more, analysis of e-recruitment practices was conducted without any differentiation regarding the source of application, whether it was filled in via the company’s website or job search platform. The goal of the research was to carry out a holistic analysis of e-recruitment practices. However, the attitude towards different recruitment mediums could vary and their comparison could lead to more specific and concrete recommendations.
Thus, the following research goal was formulated for this study: to identify the relationship between e-recruitment practices and employee experience in telecommunications industry. To achieve the research goal these objectives were set: HRM literature in e-recruitment and trust as well as employee experience was reviewed; to e-recruitment practices in Russian telecommunications companies were analyzed; a survey for exploring employee experience of e-recruitment practices and level of employees’ trust in them was conducted;recommendations based on the results of regression analysis on enhancing trust through e-recruitment practices in order to attract workers and strengthen their employee experience were provided.
Formulated goal of the research was achieved: regression analysis revealed positive relationship between implementation of e-recruitment practices and employee experience as well as trust and between trust and employee experience. What is more, such e-recruitment factors as user-friendliness, efficiency and website informativeness were proven to influence the overall process satisfaction and compatibility. Additionally, efficiency was found out to influence privacy concerns, authenticity and fairness, website informativeness − to influence authenticity and fairness. Last but not least, such trust related factor as authenticity was proven to influence overall process satisfaction, compatibility and responsiveness, fairness − to influence overall process satisfaction and compatibility, and privacy concerns–to influence compatibility.
These findings provide valuable insights for practitioners, leading to severalrecommendations. To begin with, employee experience can be improved by increasing the company’s website’s informativeness, adding notes regarding the financial compensation and aspects of corporate culture work in the organization. However, such stand-alone measures are not sufficient enough to create a truly welcomingrecruitment environment and positive employee experience. Organizations need to develop a more holistic approach to attracting candidates by building a strong employer brand and reputation and monitor such factors of their online presence as ratings on job platforms and reviews written by current and former workers, thus enhancing efficiency of e-recruitment process and building trust in it.
The results of this research could be extrapolated to other Russian telecommunications companies, due to the fact that data was collected with the help of respondents from the largest mobile operators in Russia, which can be representative of the sphere as a whole. On the other hand, the results are limited to the industry due to its specificity and the high level of digitalization. They also cannot be extrapolated to foreign telecommunications labour markets since they are highly context-based and would vary according to the country’s level of e-recruitment adoption, its acceptance and trust. Another limitation of the research is the sample size, which consists of the received 101 answers; had it been bigger there could have been a significant change in the results. What is more, analysis of e-recruitment practices was conducted without any differentiation regarding the source of application, whether it was filled in via the company’s website or job search platform. The goal of the research was to carry out a holistic analysis of e-recruitment practices. However, the attitude towards different recruitment mediums could vary and their comparison could lead to more specific and concrete recommendations.
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