A Study on effectiveness of Digital Marketing in Attracting Talent

for Talent Acquisition Intermediary in Abex Excellence Pvt Ltd

Dr.S.Thandayuthapani, Assistant Professor, Department of Management

Studies, Vel Tech Rangarajan Dr. Sagunthala R&D Institute of Science and
Technology, India, sivakulanthay@gmail.com

Abstract

In today's competitive business landscape, talent acquisition intermediaries play a

vital role in helping organizations attract and retain top talent. This research
explores the strategies employed by talent acquisition intermediaries to effectively
attract talents, focusing on the key factors that contribute to their success. The study
examines the effectiveness of digital marketing tools and channels which serves as
a way to acquire workforce in talent acquisition intermediary, Abex Excellence Pvt
Ltd. Talent acquisition intermediaries play a vital role in attracting top talent for
organizations. By implementing effective strategies such as employer branding,
candidate sourcing, personalized communication, and innovative recruitment
techniques, these intermediaries enhance their effectiveness in attracting highly
skilled individuals. Organizations can leverage this knowledge to improve their
talent acquisition efforts and gain a competitive advantage in the talent market.

Keywords: Talent Acquisition, Digital Marketing, Talent Acquisition Intermediary, Job

seeking, Job boards
 Introduction

The world is constantly changing, and with it, the way we communicate and interact
with each other. In the last few decades, technological advancements have
dramatically transformed the way we live and work, with digital technology playing
an increasingly important role in our daily lives. One area that has been greatly
impacted by these changes is marketing. In the past, marketing was primarily focused
on traditional media channels such as print, radio, and television. However, with the
rise of the internet and social media, digital marketing has become a powerful tool for
businesses of all sizes to reach their target audiences.

Digital marketing refers to the use of digital channels, such as search engines, social
media platforms, email, and websites, to promote products or services. Unlike
traditional marketing, digital marketing allows businesses to target specific audiences,
measure their results, and adjust their strategies in real-time based on data. One key
area where digital marketing has become increasingly important is talent acquisition.
In today's highly competitive job market, attracting and retaining top talent is a
critical priority for organizations. Digital marketing has emerged as a powerful tool
for talent acquisition intermediaries, such as recruiters and head-hunters, to connect
with potential candidates and build relationships with them.

One of the most effective digital marketing strategies for talent acquisition
intermediaries is to use social media platforms to engage with potential candidates.
Social media provides a powerful channel for building a strong employer brand and
promoting job opportunities. By sharing company culture, values, and benefits, talent
acquisition intermediaries can attract candidates who are a good fit for the
organization. In addition to social media, digital marketing tools such as email and
search engine optimization (SEO) can be used to reach potential candidates. Email
marketing allows talent acquisition intermediaries to send targeted messages directly
to candidates who have expressed interest in job opportunities. SEO can be used to
optimize job postings and company websites to appear higher in search engine results,
making it easier for candidates to find relevant job opportunities.

However, digital marketing is not without its challenges. One of the biggest
challenges is the need to stay up-to-date with the latest trends and technologies. With
new social media platforms and digital marketing tools emerging all the time, talent
acquisition intermediaries need to be constantly learning and adapting to stay ahead of
the competition. Another challenge is the need to balance quantity with quality. While
digital marketing can be a powerful tool for reaching a large audience, it can also
result in a flood of unqualified applicants. Talent acquisition intermediaries need to
find the right balance between reaching a large audience and targeting the right
candidates. Despite these challenges, the benefits of digital marketing for talent
acquisition intermediaries are clear. By using digital marketing tools and techniques,
talent acquisition intermediaries can build strong employer brands, engage with
potential candidates, and promote job opportunities more effectively than ever before.
As the world continues to become more digital, it's clear that digital marketing will
play an increasingly important role in talent acquisition.
The digital transformation of businesses and society as a whole is presently underway,
and it has an impact on all activities, whether it be business-related or not
(Morakanyane et al., 2020). Companies are affected by this process on a worldwide
scale, not just in terms of their internal operations or processes. All businesses have a
complicated problem in adapting to increasingly digital surroundings. This change in
how work is done has a big impact on organizational behavior, corporate culture,
hiring practices, and leadership strategies (Kane et al., 2017). Increases in sales or
productivity, innovative approaches to value generation, and improved customer
engagement are just a few of the many possible advantages of digitization (Berman,
2012). Business models frequently require reformation.

Literature Review

Wu, C. H., & Liang, R. D (2018) "Exploring Digital Marketing Strategies for
Talent Acquisition” Wu and Liang conducted a literature review on digital
marketing strategies for talent acquisition. They identified various digital marketing
tools, such as social media, mobile marketing, and online advertising, and their
potential impact on attracting and retaining talent. The review found that digital
marketing can be effective in improving the efficiency and effectiveness of talent
acquisition, but companies need to tailor their strategies to fit their specific needs and
target audience.

Sahoo, S., & Prusty, S. (2018)"Digital Marketing in Recruitment and Retention

of Talent” In this literature review, Sahoo and Prusty examine the use of digital
marketing in recruitment and retention of talent. They explore the potential benefits of
digital marketing strategies such as social media, employer branding, and search
engine optimization in attracting and retaining talent. The review found that digital
marketing can help talent acquisition intermediaries to create a strong employer
brand, reach a wider audience, and engage with potential candidates, leading to better
recruitment outcomes.

Zhou, M., Li, Y, & Tang, Y. (2020) "The Impact of Digital Marketing on Talent
Acquisition” Zhou, Li, and Tang conducted a systematic literature review to explore
the impact of digital marketing on talent acquisition. They examined the effectiveness
of various digital marketing strategies, such as social media recruitment, mobile
recruitment, and online advertising, in attracting and retaining talent. The review
found that digital marketing can help talent acquisition intermediaries to improve their
recruitment outcomes, but companies need to integrate digital marketing with
traditional recruitment methods and continuously monitor and evaluate the
effectiveness of their strategies.

Methodology

In order to completely assess the efficiency of digital marketing tools in luring talent
for talent acquisition intermediaries, this study used a descriptive research approach.
Non-probability convenience sampling was used in the research process, with only
qualitative data analysis being examined.
In-depth interviews with talent acquisition intermediaries and industry professionals
provided insightful information about their experiences, difficulties, plans of action,
and results when using digital marketing platforms to acquire talent. The participants
were chosen based on accessibility and desire to engage using a non-probability
convenience sampling approach. The study aims to gather rich and nuanced
information to shed light on the efficiency of digital marketing tools in luring talent
for talent acquisition intermediaries by exclusively using qualitative data analysis
approaches, such as thematic analysis.

Sampling method and size:

This descriptive research study on the efficiency of digital marketing platforms in
luring talent for talent acquisition intermediaries used convenience sampling, a non-
probability sample technique. It was convenient to collect data from 100 participants
because they were chosen based on their accessibility and willingness to participate.
Convenience sampling may have certain drawbacks, such as the possibility of sample
bias, but it was effective in revealing details about the particular context of talent
acquisition intermediaries and their interactions with digital marketing tools for talent
attraction.

Data collection and Statistical tool:

Through the distribution of questionnaires, information for this study paper on the
efficiency of digital marketing techniques in luring talent for talent acquisition
intermediaries was gathered. The questionnaires were the main tool for acquiring
data, enabling the systematic gathering of data. The questionnaire contained a number
of structured questions and rating scales to record participants' impressions,
experiences, and opinions regarding the efficiency of different digital marketing
methods in attracting top talent.

The statistical techniques of chi-square correlation and percentage analysis were used
in this study to examine the effect of digital marketing on lead generation for talent
acquisition facilitators. The association between digital marketing tactics and results
in lead generation was investigated using the chi-square correlation test. By
determining whether there was a statistically significant correlation between the
factors, this tool was able to provide light on the influence of various digital
marketing methods on the success of lead generation. In order to evaluate and
compare the relative efficiency of different digital marketing strategies in generating
leads for talent acquisition facilitators, percentage analysis was also used.
 Results

1.CORRELATION
Table 1 Correlations

1. I would 2. I am
recommend satisfied with
Abex excellence the service
intermediary for offered by
my colleagues abex
and to my fellow excellence.
friends who is in
need for new
job and position.

1. I would recommend Pearson Correlation 1 .796**

Abex excellence Sig. (2-tailed) .000
intermediary for my
colleagues and to my fellow
N 100 100
friends who is in need for
new job and position.

2. I am satisfied with the Pearson Correlation .796** 1

service offered by abex Sig. (2-tailed) .000

excellence. N 100 100

**. Correlation is significant at the 0.01 level (2-tailed).

Interpretation: The information supplied is the outcome of a correlation

analysis between two variables: "recommendation of Abex excellence
intermediary" and "satisfaction with the service provided by Abex excellence."
The strength and direction of the association between these two variables are
assessed using the Pearson correlation coefficient.

The findings show a significant positive correlation between the two variables,
with a Pearson correlation coefficient of.796 and a p-value that is below the
threshold of 0.01 significance. As a result, it appears that there is a statistically
significant relationship between the two variables, indicating that respondents
who are pleased with the services provided by Abex Excellence Intermediary are
more likely to suggest the intermediary to their coworkers and friends who are
looking for a new job.

2.Percentage analysis:
 Table 2: How did you hear about the talent acquisition intermediary?
Frequency Percent Valid Percent Cumulative
Percent

Social media 26 26.0 26.0 26.0

Job boards 25 25.0 25.0 51.0

Search engine 18 18.0 18.0 69.0

Valid
Referral 8 8.0 8.0 77.0

Other online platforms 23 23.0 23.0 100.0

Total 100 100.0 100.0

Interpretation: The information displays the responses from a sample of people to the
question, "How did you hear about the talent acquisition intermediary?" The data is reported
in terms of frequency, percent, valid percent, and cumulative percent. The respondents had a
choice among several possibilities.

Out of the 100 respondents, social media accounted for 26% of how they learned about the
talent acquisition middleman. Job boards came in at 25% and search engines at 18%. Less
frequently used were referrals and other online venues, with 8% and 23%, respectively.

3.ONE WAY ANOVA

Table 3 : How familiar are you with the talent acquisition intermediary's services?

Sum of Squares df Mean Square F Sig.

Between Groups 4.937 2 2.468 4.600 .012

Within Groups 52.053 97 .537
Total 56.990 99

Interpretation: The presented data displays the findings of an analysis of variance

(ANOVA) test to see whether there are appreciable variations in respondents'
familiarity with the services of the talent acquisition middleman based on various
groups or characteristics. Between Groups, Within Groups, and Total are the three
sources of variance shown in the table. The sum of squares, degrees of freedom (df),
mean square, F-value, and significance level for the differences between the groups
are shown in the Between Groups row. The Total row shows the sum of squares and
degrees of freedom for the entire sample, whereas the Within Groups row shows the
sum of squares and degrees of freedom for differences within the groups.
With two degrees of freedom and a mean square of 2.468, the Between Groups sum
of squares is 4.937. The significance level (or p-value) is.012 and the F-value is
4.600. This shows that there are statistically significant differences in the groups'
familiarity with the services provided by the talent acquisition middleman. The
Within Groups sum of squares has 97 degrees of freedom, a mean square of.537, and
a value of 52.053.
 Discussion

Candidates nowadays approach Talent acquisition intermediaries to find new jobs and
roles on behalf of them rather than searching jobs through Job boards like LinkedIn,
Naukri, indeed, Glassdoor, etc. People nowadays find intermediaries as an easy way
to seek a new role than method like referrals. Intermediaries like Abex acts as a
Middlemen who satisfies the needs of both candidates (who is seeking for job) and
companies (who are in need of new personas). This creates a trust between the job
seeker and intermediaries. The first analysis examines the relationship between the
two variables "recommendation of Abex excellence intermediary" and "satisfaction
with the service provided by Abex excellence," which reveals a strongly positive
relationship between the two variables. According to this research, respondents are
more inclined to suggest Abex Excellence Intermediary to their colleagues if they are
happy with the services the company offers. The second study lists the respondents'
sources of knowledge regarding the intermediary in talent acquisition. The most
popular information sources were search engines, recommendations, and other
websites, then social media and job boards. The intermediary could use this
information to select the best platforms for marketing their services. The final analysis
uses an ANOVA test to demonstrate significant differences in respondents' familiarity
with the talent acquisition middleman's services based on different groups or
characteristics. With a p-value of.012 and an F-value of 4.600, the between-groups
sum of squares is 4.937. This finding shows that the middleman should think about
adjusting their marketing strategies to more effectively target various demographics
and traits. The talent acquisition middleman can use the useful information from this
statistical analysis to enhance its services and marketing plans. The reasons for the
observed disparities in service familiarity between various groups and how the
intermediary can address them could be explored in more detail.

Recommendation

• The organization must evolve into new trends of marketing to advertise their
services which will be the best approach to attain more customers.
• Recruiting the candidates in the right position and pay will increase
satisfaction of services offered among clients.
• The organization should improve their content in LinkedIn profiles and other
social media to gain views and more leads
• Analyze the target market thoroughly to determine their preferred digital
platforms and adjust marketing strategy accordingly.
• Build a solid brand presence across all digital platforms while putting your
attention on developing a good reputation and brand image.
• To engage job searchers and position the intermediary as an industry thought
leader, offer them pertinent and valuable material.
• Utilize social media platforms to connect with job searchers and establish a
community centered around the intermediary's brand.
• To reach more people and increase awareness, use paid advertising choices
like Google Ads and social network advertisements.
• Invest in SEO to raise the rating of the intermediary's website and increase
organic traffic.
 Conclusion

Every Client’s satisfactory level who has interacted with Abex Excellence talent
acquisition intermediary relies on the position and the pay offered. Finding and
acquiring talented people for organizations can be successful when using talent
acquisition intermediaries like recruitment firms or headhunters. These middlemen
can offer a variety of services, such as finding and vetting individuals, checking
references, and negotiating employment conditions. Utilizing a talent acquisition
intermediary has a number of benefits, including access to a wide network of people,
including passive job seekers who may not be actively seeking employment but are
open to new options. This can greatly expand the pool of eligible applicants and
increase the likelihood that the post will be filled by the best person. In addition,
intermediaries can offer knowledge and direction during the hiring process, including
market information, pay bargaining.

References

For journals:
 Journal of Marketing Research - https://journals.sagepub.com/home/jmr
 Journal of Interactive Marketing
-https://www.sciencedirect.com/journal/journal-of-interactive-marketing

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