Yetenek yönetimi süreçlerinin yaygınlaştırılmasında bütünleşik mobil uygulamalarının etkisi
The impact of integrated mobile applications on the dissemination of talent management processes
Yazar: AHMET ANIL KOÇAK
Danışman: PROF. DR. UFUK CEBECİ
İstanbul Teknik Üniversitesi / Lisansüstü Eğitim Enstitüsü / Endüstri Mühendisliği Ana Bilim Dalı / Endüstri Mühendisliği Bilim Dalı
Derece: Yüksek Lisans, 2024
Konu: Endüstri ve Endüstri Mühendisliği = Industrial and Industrial Engineering

Özet:
Dijitalleşmenin hız kazandığı günümüzde, organizasyonlar verimliliği artırmak için giderek daha gelişmiş teknolojiler benimsemekte ve bu nedenle daha yetenekli bir iş gücüne ihtiyaç duymaktadırlar. Bu dönüşüm, insan kaynakları (İK) yönetimini geliştirmek, dolayısıyla çalışan verimliliğini ve memnuniyetini artırmak için dijital araçlardan yararlanan yenilikçi yetenek yönetimi stratejilerini gerekli kılmaktadır. Yeteneğin cezbedilmesi, yetenek kazanımı, yeteneğin geliştirilmesi ve yedeklenmesi gibi süreçlerin geleneksel yöntemler yerine veriye dayalı, şeffaf, fırsat eşitliği sunan dijital sistemler üzerinden bütüncül olarak ele alınması gerekmektedir.
Son dönemde İK yönetimi, tamamen operasyonel işlevlerden stratejik yetenek yönetim birimlerine dönüşmekte, işe alımdan yetenek gelişimine kadar süreçleri etkili hale getirmede dijital araçların rolü her geçen gün artmaktadır. Farklı ülkelerden kamu ve özel sektör uygulamaları incelendiğinde dijital İK sistemlerinin yaygınlaştığı, mobil uygulamalara olan ilginin de çoğaldığı görülmektedir. 
Dijital olarak erişilen farklı hizmetlerin tek bir noktadan bütünleşik olarak sunulduğu süper uygulamalar ise görece yeni bir konu olarak karşımıza çıkmaktadır. Daha çok alışveriş, seyahat, ulaşım vb. sektörlerde yoğunlaşan bu uygulamaların İK alanındaki örnekleri ise daha çok temel İK işlevlerinin yerine getirilmesi veya İK personelinin işlerinin kolaylaştırılmasına yöneliktir. Bu işlemlerin yanı sıra, modern dijital yetenek yönetimi süreçlerinde süper uygulamaların kullanımına ilişkin araştırmaya rastlanılmamış olması, ilgili uygulamaların İK alanındaki tercihlere ve sonuçlara olan etkisinin bu çalışmada incelenmesi, bu araştırmayı daha anlamlı hale getirmektedir.
Araştırma ile tek bir platformda birden fazla hizmeti birleştiren ve yetenek yönetimi açısından daha bütüncül ve verimli bir kullanıcı deneyimi sağlayan süper uygulamaların ortaya çıkan önemi vurgulanmaktadır. Ulusal ve uluslararası ölçekte çağdaş yetenek yönetim süreçleri için tasarlanmış bir yetenek yönetimi süper uygulamasının kullanıcı tercihlerine olan etkisi ve bu hizmetlerin web uygulamaları ile karşılaştırılması amaçlanmıştır.
Araştırma kapsamında yetenek yönetimi alanındaki web ve mobil uygulamalardan elde edilen verilerin kapsamlı analizi neticesinde, genel kullanıcı deneyimini ve organizasyonel etkinliğin artırılmasına odaklanılarak süper uygulamalar ve dijital İK platformları üzerine literatüre katkıda bulunulması hedeflenmektedir. Bu doğrultuda yetenek yönetimi hizmetlerine mobil uygulama ve web uygulamaları üzerinden erişimle ilgili log kayıtları analiz edilmiştir. Araştırma kapsamında, süper uygulama kullanımının hangi yetenek yönetimi hizmetlerinde tercih edildiği, hangi yetenek yönetimi hizmetlerinin süper uygulama üzerinden beraber kullanıldığı, hangi modüllerin birbirlerinin kullanımına etkisi olduğuna ilişkin sonuçlara ulaşılmış, söz konusu noktalar paylaşılmıştır.

Abstract:
Since the birth of civilization, societies have been transforming continuously. The advancements in information technologies, especially starting in the early 20th century, along with the dissemination of advanced technologies, have triggered a paradigm shift. Technologies such as artificial intelligence, machine learning, image processing, automation, robotics, and the Internet of Things have reshaped production and economic output as they have been increasing efficiency and leading to a demand for a more skilled and efficient workforce. With regard to these technological advancements, organizations are developing strategies so that they can adapt their business processes to the commonly appreciated standards all around the globe.
Organizations are also striving for enhanced competitive advantage, and they support the quality of HR, employee productivity, and satisfaction, thus expanding professional contributions. Consequently, human resource (HR) management and modern talent management practices have gained significance, with a growing enthusiasm for them, which then leads to the orientation and adoption of digital tools and methods.
In the era of rapid digitalization, organizations are increasingly adopting advanced technologies to improve efficiency and demand for a skilled workforce. This transformation necessitates innovative talent management strategies that leverage digital tools to improve human resource management, thereby fostering employee productivity and satisfaction. Processes such as talent attraction, talent acquisition, talent development and talent succession need to be handled all thoroughly, by the help of data-driven, transparent and equal opportunity digital systems instead of just relying on the traditional methods in order to gain deep insights related to the HR studies.
From operational personnel record systems in the 1960s to departments offering basic HR services in the 1980s, HR management has evolved over time. In the 1990s and early 2000s, the focus shifted to recruiting, learning, performance, and compensation management. By establishing an efficient, transparent, digital, and integrated work environment, these departments now seek to turn organizations into the institutions of the future.
New technologies in working environments are creating a demand for highly trained HR personnel, which is altering corporate strategy and, thus, making them effectively execute talent attraction and retention practices. The economy and society are undergoing structural change due to the emergence of new digital technologies, which is accelerating the transformation of HR departments into talent management units.
Digital HR practices are becoming progressively more prevalent, and there are indicators that these practices and talent development are positively correlated. The HR technology market, estimated at $23.98 billion in 2022, is predicted to reach $39.9 billion by 2029, driven by an increase in employment and the digitalization of talent management, with talent management services projected to hold the largest share. As can be seen from examining the best practices of the advanced economies, strong efforts are emerging in various countries to boost efficiency through the expansion of digital talent management processes in both the public and private sectors.
As an undeniable fact, HR management has been transforming from purely operational functions to strategic talent management units, and the role of digital tools in making efficient processes consisting phases from recruitment to talent development is getting more important day by day. After the evaluation of public and private sector practices from different countries, it can be seen that digital HR systems have become widespread and the interest of tech-users in mobile applications has also been increased substantially.
The evolution of talent management applications is underscored by a shift towards agile, customer-centric mobile solutions. The growing prevalence of cellular internet usage, both globally and domestically, presents organizations with a prominent opportunity to prioritize and invest in mobile talent management solutions. Additionally, the industry is experiencing a significant surge in the emergence of "super-apps", which integrate the most recent talent management services with fundamental HR activities.
The research emphasizes the emerging importance of super-applications (super-apps) that combine multiple services on a single platform and provide a comprehensive and efficient user experience in terms of talent management. There are several examples of these apps, which are mostly focused in sectors such as shopping, travel, transportation, etc. However, with regards to the HR domain, the relevant apps are mostly designed just to fulfill basic HR functions or copying the work of HR personnel. The lack of research on the use of super-apps in modern digital talent management field makes this research even more meaningful by examining the effect of super-app's impact on its users' preferences and comes up with valuable findings.
This study aims to empirically assess the user preference for a talent management super-app, designed for contemporary talent management processes at both national and international scales, in comparison to web applications, and to explore how the variety of services offered influences its adoption. The research posits that the functionalities and integrated services offered by super-apps could significantly influence user engagement.
After creating sample sets, the hypotheses were tested using regression analysis. The regression analyses were conducted by applying the Least Squares Dummy Variables (LSDV) estimation methods. Institutional fixed effects were controlled for all models for public personnel participating in online training programs, and university fixed effects were controlled for students taking the career development courses and applying to career fairs. Additionally, the impact of super-app usage on the completion rates and percentages of online training programs and career planning courses, as well as the interest shown in the internship program and public vacancies, was analyzed using LSDV estimation methods.
As a result of the comprehensive analysis of the data obtained from web and mobile applications in the field of talent management within the scope of the research, it is aimed to contribute to the literature on super-apps and digital HR platforms by focusing on increasing the overall user experience and organizational effectiveness. The methodology chosen for the analysis has been derived by the log records related with accessing talent management services via mobile and web application. Within the scope of the research, the results concluded can be identified within three major components. These components can be described in the following manner of which specific talent management services offered in the comprehensive super-app are preferred over other services, which talent management services are jointly used within the app, and finally, which services have a positive impact for the rest of the offered services' utilization rate for the end-user.
In this study, data provided by web applications and the "e-insan" super-app, which contains digital talent management services, was analyzed. It has been determined that accessing public personnel training via e-insan has a positive effect on the completion percentage of public personnel training. Accessing the Talent Gate application via e-insan was not found to have a positive effect on the application status for career fairs. A positive effect of accessing Career Planning Courses via e-insan on the completion of courses was identified. However, it was determined that users' access to Career Planning Courses via e-insan did not have a positive effect on their application to career fairs.
Furthermore, it was found that users' completion of Career Planning Courses via e-insan did not have a positive effect on their entry into the internship program. In contrast, users' application status to fairs via e-insan was found to have a positive effect on their entry into the internship program. Additionally, the completion of Career Planning Courses via e-insan by users positively impacted their entry into the public recruitment module. Lastly, it was determined that users' application status to career fairs via e-insan did not have a positive effect on their entry into the public recruitment module.
When examining the use of the e-insan mobile application in digital talent management services, it is evident that the application effectively provides flexibility and convenience, regularly updates users through notifications, and facilitates the completion of public personnel training and career planning courses. However, the requirement to create a detailed CV for career fair applications directs users to utilize web applications more frequently. Additionally, the analysis reveals that applying to career fairs influences entry into internship programs, and completing career planning courses impacts entry into public recruitment modules. As some services cater to different university-level user groups, they do not have impact on each other.
The e-insan mobile application benefits the digital talent management vision at an international level, thanks to its super application competence, its ability to offer different services together and flexibly, its ability to serve users regardless of time and place. It is anticipated that this effect will increase with the continuous improvement of the application according to user experiences.
In new research in the field, by analyzing the data regarding all services offered through e-insan, a more holistic approach can be developed and the application can be made more effective in terms of user experience and technical aspects. The effect of the notification and the social media sharing on the use can be examined.