{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,3,18]],"date-time":"2026-03-18T12:01:27Z","timestamp":1773835287959,"version":"3.50.1"},"reference-count":24,"publisher":"IGI Global","issue":"3","content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2018,7,1]]},"abstract":"<p>This article describes how rapid globalization, changes in the technology landscape, and changes in the way people manage organizations, have increased the need for competent workforce who could be a source of sustained competitive advantage for the organization. Thus, companies specifically in IT\/ITES sector are investing huge amount of time, money and resources to build their talent acquisition strategy. Recruitment has mostly been a reactive approach and organizations generally scout for candidates only when there is vacancy. This article attempts to introduce the concept of sustainable talent acquisition to ensure steady supply of talent to meet future needs of an organization. Authors have tried to incorporate the idea of three pillars of sustainability \u2013 environmental, social, and economic into the recruitment landscape and to build an action plan to speed up hiring process and improve cost efficiency. Authors believe that environmental sustainability can be achieved by constantly gauging talent demand and ensuring steady supply, social sustainability can be met by engaging talent pool to build long term relationships and economic sustainability can be attained by effectively using data to ensure cost effective hiring. Taking the example of a study conducted to optimize recruitment funnel in an ITES company, authors have explained how analytics can help achieve desired results.<\/p>","DOI":"10.4018\/ijhcitp.2018070103","type":"journal-article","created":{"date-parts":[[2018,5,10]],"date-time":"2018-05-10T16:30:12Z","timestamp":1525969812000},"page":"42-52","source":"Crossref","is-referenced-by-count":3,"title":["Building a Sustainable Talent Acquisition Model in a Dynamic Business Environment"],"prefix":"10.4018","volume":"9","author":[{"given":"Mamta","family":"Mohapatra","sequence":"first","affiliation":[{"name":"IMI Delhi, New Delhi, India"}]},{"given":"Priyanka","family":"Sahu","sequence":"additional","affiliation":[{"name":"IMI Delhi, New Delhi, India"}]}],"member":"2432","reference":[{"key":"IJHCITP.2018070103-0","unstructured":"Bersin, J. (2017). Recruiting Software: A guide for talent acquisition professionals. Ideal. 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Retrieved from http:\/\/fortune.com\/2016\/08\/31\/sap-successfactors-bias-filter\/"},{"key":"IJHCITP.2018070103-6","unstructured":"CWanamaker. (2016). The Environmental, Economic, and Social Components of Sustainability. Retrieved from https:\/\/soapboxie.com\/social-issues\/The-Environmental-Economic-and-Social-Components-of-Sustainability"},{"key":"IJHCITP.2018070103-7","unstructured":"Deloitte. (2018). HR Technology Disruptions for 2018: Productivity, Design, and Intelligence Reign. Deloitte Consulting LLP."},{"key":"IJHCITP.2018070103-8","author":"A. S.DeNisi","year":"2014","journal-title":"Human Resource Management, A South Asian Perspective"},{"key":"IJHCITP.2018070103-9","article-title":"How multinationals can attract the talent they need.","author":"M.Dewhurst","year":"2012","journal-title":"The McKinsey Quarterly"},{"key":"IJHCITP.2018070103-10","author":"I.Hamilton","year":"2016"},{"key":"IJHCITP.2018070103-11","unstructured":"HRK News Bureau. (2015). How Schneider Electric uses 'predictive analytics' in hiring. Retrieved from http:\/\/www.hrkatha.com\/news\/311-how-schneider-electric-uses-predictive-analytics-in-hiring"},{"key":"IJHCITP.2018070103-12","unstructured":"Karssing, K. (2017). Options: Recruitment and training solutions. Retrieved from Retrieved from http:\/\/www.options.co.za\/news\/angelo\/history-recruitment-recruiting-then-and-now"},{"key":"IJHCITP.2018070103-13","unstructured":"Miller, S. (2016). Applying Analytics Can Enhance Workforce Planning. Society for human resource management."},{"key":"IJHCITP.2018070103-14","author":"M.Mohapatra","year":"2017","journal-title":"Optimizing the Recruitment Funnel in an ITES Company: An Analytics Approach. Procedia Computer Science"},{"key":"IJHCITP.2018070103-15","unstructured":"Parrot, H. (2013). 5 Reasons Why Talent Pipelining is a Win for You and Your Company.."},{"key":"IJHCITP.2018070103-16","year":"2014","journal-title":"Create a sustainable recruitment strategy"},{"key":"IJHCITP.2018070103-17","doi-asserted-by":"crossref","unstructured":"Russell, C., & Bennett, N. (2015). Big data and talent management: Using hard data to make the soft stuff easy. Business Horizons, 58(3), 237-242.","DOI":"10.1016\/j.bushor.2014.08.001"},{"key":"IJHCITP.2018070103-18","author":"A.Sequeira","year":"2015","journal-title":"Talent Acquisition Process in a Multinational Company: A case study"},{"key":"IJHCITP.2018070103-19","year":"2016","journal-title":"The New Talent Landscape: Recruiting in the current talent market"},{"key":"IJHCITP.2018070103-20","year":"2017","journal-title":"The Cost of a Bad Hire Can Be Astronomical"},{"key":"IJHCITP.2018070103-21","unstructured":"Verma, P., & Basu, S. D. (2015). Jombay, TalentPad, MyRefers, Interview Mocha, GrownOut and Talview.com - Startups that are changing the face of hiring. The Economic Times."},{"key":"IJHCITP.2018070103-22","doi-asserted-by":"crossref","unstructured":"Vinayak, P. C., Khan, B. M., & Jain, M. C. (2017). Employer Branding: Sustainable Competitive Advantage for Organisations. Paper presented at International Journal of Emerging Research in Management &Technology.","DOI":"10.23956\/ijermt\/V6N3\/127"},{"key":"IJHCITP.2018070103-23","unstructured":"Weinreb, E. (2013). The 5 definitions of sustainability recruiting. GreenBiz. 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