Milestone 2 - Navigating Attrition, The Role of Communication and Transparency in Recruitment

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Southern New Hampshire University *

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Feb 20, 2024

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1 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

ANNOTATED BIBLIOGRAPHY 3 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

ANNOTATED BIBLIOGRAPHY 4 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.

ANNOTATED BIBLIOGRAPHY 5 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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