Improving the Digital Process of Recruiting Consultants in the Ural Bank of the PJSC Sberbank of Russia

The aim of the article is to analyze the effectiveness of the digital recruitment process for the mass “consultant” position in the Ural Bank ofthe PJSC Sberbank of Russia. The bank’s branched structure, the need to close vacancies in limited time, and the high turnover of staff at mass positions determine the relevance of this work. The flow of candidates is correlated depending on the city population and the number of vacancies in each city. The data for September, October, and November 2018 were used to analyze and identify problems in digital recruitment for the “consultant” vacancy. The authors identified problems with existing recruitment practices and made recommendations to minimize them. The staff of the Center for the Personnel Recruitment and Adaptation were interviewed in the course of the study. The authors also analyzed the “checklists” and the “candidate funnel” data on the Skillaz.co platform. The participant observation was used. Based on the obtained data, a comparative characteristic of advantages and disadvantages of the traditional process and the digital recruitment process was compiled. Despite the normative number of candidates for the vacancy, the first stage of recruitment is accompanied by an insufficient number of video interview recordings. Deadlines for transferring candidates to the next stages of recruitment are not met. Candidates also do not record video interviews after automatic SMS and e-mail notifications, that is, without the initial and subsequent reminder calls from the recruiter. In each of the aforementioned recruitment periods, there was a large share of candidates who refused to undergo remote testing. It is also worth noting that the candidate’s disinterest in the vacancy, as well as the candidate’s preference for another job, may be due to the unwillingness to undergo a video interview. Vacancies were not closed in many cities, and only a small number of candidates signed an apprenticeship agreement. The difficulty of attracting external candidates to undergo remote testing is relevant, since the refusal of a large number of candidates to undergo an online assessment increases the vacancy closing time and narrows the flow of candidates for the apprenticeship agreement. This makes it impossible for the head of the internal structural unit to choose the best candidate from apprentices, and it reduces the competition between candidates for the vacancy. The authors' suggestions include the creation of additional functions of the recruitment system for candidates to choose from. The authors also suggest considering the psychological characteristics of candidates and their reactions to these innovations.

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