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The world of organizations and their human resource management is changing. Challenges such as demographic development, the increasing transparency of the labor market and a continuous shift from manual labor to mental work intensifies the talent shortage, especially in times of high unemployment. Accordingly, organizations are searching for methods to face these challenges in the long term. One such approach is talent relationship management (TRM), as a recruiting approach to obtain qualified employees to staff strategically hard-to-fill positions.
The present Bachelor thesis examines the effectiveness of communication channels to reach young talents with TRM practices in a cross-sectional study, including how attractive those practices are for talents, especially talent communities. This examination takes place against the background of a potential discrepancy between offered and experienced TRM practices.
The sample is based upon a one-off piece of market research involving 128 valid participants, divided into 77 female and 51 male candidates, with an average age of 24.7 years. The acquisition of the participants for the survey occurred through several social media platforms, whereby the link to the online survey was posted on Facebook, Xing and LinkedIn. The online questionnaire was developed for this study and includes self-constructed questions to the offerings and expectations of TRM practices.
From the results, it can be derived that overall the company side meets the expectations of the candidates regarding TRM practices. The effective communication channels to reach young talents are electronic ones, which companies are using to address the talents. Especially with the direct sourcing instrument of talent community, they are offering the talents an attractive TRM practice from their perspective. Nonetheless, it is problematic that the TRM practice of talent community does not reach the talents because the communities themselves are unknown.
Although most people are given the intellect to distinguish right from wrong at an early age, ethical development cultivates throughout life, and occurs at different periods of growth as people mature and pass through different stages of their life. In today’s world, ethical standards is constantly redefined and exhausted in today’s literature that one may be lured to consider them as mere and simple commonsense. Corporates all around the world develop and implement code of ethics but only recently stern attention has been devoted to the rising ethical problems that are confronted by startups and their founders. The question stands valid, what is the role that ethics play in startup organizations?
Corporate Social Responsibility (CSR) is perceived, and by some even portrayed, as the enabler to tackle the world’s biggest problems such as hunger, poverty or climate change. While progress is made in some areas, other issues become more severe. The concept of CSR is now challenged by a digital revolution. Digitalization is one of the most – if not even the most significant topic of our time. By creating opportunities for new businesses models and value creation while revolutionising communication and information processes, most industries and societies got disrupted already. With digitalization having effects on all three pillars of CSR it could strongly influence its design and efforts, however, it is mostly ignored in the CSR environment so far. Initiatives such as the UN Global Contract or the ISO 26.000 norm do not list digitalization amongst their categories. This research study elucidates the digitalization of CSR. With the help of ten semi-structured expert interviews, the author develops an overview of the current status of digitalizing CSR, the future potential, effects on effectiveness, impact as well as on benefits and risks. The study revealed that a clear distinction between digitization and digitalization of CSR is necessary. Looking at the current state it was disclosed that CSR has become a partially digital topic. However, the study identified the human factor as a strong determinant for further digitalization of CSR. A positive correlation of digitalization and effectiveness was established, while for the correlation of digitalization and impact, no assertion on a general basis was possible. While experts see clear benefits, many risks were established as well, which makes a thorough consideration of specific examples necessary.