ⅰ
THE EFFECTIVENESS OF DIGITAL PLATFORM IN MODERN
RECRUITMENT STRATEGIES AMONG
BPO RECRUITERS
A Thesis
Presented to the Faculty of
the Business Administration
Immaculada Concepcion College
Of Soldier Hills, Caloocan City, Inc.
In Partial Fulfillment
of the Requirements for the Degree
Bachelor of Science in Business Administration
Major in Human Resource Management
MOISES T. CASERES
JONA M. COPE
RINALYN D. DELA CRUZ
MA. BERNALYN JOY B. MABAG
GENESIS RUTH ROJAS
May 2025
ii
APPROVAL SHEET
This thesis entitled THE EFFECTIVENESS OF DIGITAL PLATFORM IN MODERN
RECRUITMENT STRATEGIES AMONG BPO RECRUITERS, prepared and submitted by
Moises T. Caseres, Jona M. Cope, Rinalyn D. Dela Cruz, Ma. Bernalyn Joy B. Mabag and
Genesis Ruth Rojas, in partial fulfillment of the requirements for Bachelor of Science and
Business Administration Major in Human Resources, has been examined and is recommended
for acceptance and approval for Oral Defense.
JOEY M. ANGALA, MBA, LPT
Adviser
THESIS REVIEW PANEL
Approved by the Committee on Oral Examination with a grade of
.
MARK LORENZ DARILAG
MARCELINO BATIDUAN III
Member
Member
JOYS ANN BOLASOC, MBA
Chairperson
Accepted in fulfillment of the requirements for the Bachelor of Science in Business
Administration Major in Human Resource
JOEY M. ANGALA, MBA, LPT
Program Head, Bachelor of Science in Business Administration
Date of Oral Defense: April 28, 2025
iii
ACKNOWLEDGEMENT
This study could not have been completed without the assistance, participation and
support of so many individuals who could not be listed but sincerely appreciated for their
contributions. However, the group wishes to express its warm thanks and appreciation for the
following:
To Almighty God for His blessings throughout the research and the bestowal of strength,
knowledge and good health to the researchers to complete the work successfully.
Dr. Marco V. Agana, President of Immaculada Concepcion College, for his generosity and
kind heart in giving opportunities to those less fortunate students to continue their studies and
pursue their dreams;
Mr. Ferdinand A. De Leon, Vice President for Academic Affairs, for his support and
encouragement to make this thesis writing possible;
Mr. Joey M. Angala, BSBA Program Head and, for his words of encouragement and
motivation;
Mr. Benedict B. Darilag, Head for Quality Assurance, Research and Development Study,
for his good heart to extend his help needed by the researchers;
Mr. Joey M. Angala, thesis adviser, for his patient supervision in guiding the researchers
in preparation of this manuscript;
Respective Families, who have been there for the researchers throughout their journey.
Above all, to the Almighty God, for the strength and knowledge that were used for the
accomplishment of this research journey.
THE RESEARCHERS
iv
DEDICATION
The following people, who encouraged researchers to produce this paper, are dedicated in
their entirety to this study. We consecrate this to the Almighty God who has provided us with
strength, understanding, motivation, and capacity to do so and complete our entire study, which
can be the help of many. Until the very beginning, He never forgets to give us hope and support.
In addition, they show our beloved parents love, confidence and financial support to make this
thesis possible.
To our family members, friends and colleagues who spoke encouragement and counsel to
complete the study. Finally, to Professor Mr. Joey Angala, who offered their wisdom and inspired
us to continue and pursue our passion.
We humbly dedicate this thesis to all the people who have been part of our academic journey
through hardship and now into our final step of the Journey.
.
v
ABSTRACT
Title:
THE EFFECTIVENESS OF DIGITAL PLATFORM IN MODERN RECRUITMENT
STRATEGIES AMONG BPO RECRUITERS
Authors:
MOISES T. CASERES
JONA M. COPE
RINALYN D. DELA CRUZ
MA. BERNALYN JOY B. MABAG
GENESIS RUTH ROJAS
Degree: BSBA Major in Human Resources Management
Date of Completion: May 2025
The recruitment landscape has undergone a major transformation with the rise of digital
platforms. In the Business Process Outsourcing (BPO) industry, where the demand for qualified
employees is constant and competitive, traditional recruitment methods are no longer sufficient.
This study aims to assess the effectiveness of digital platforms in the recruitment strategies
employed by BPO recruiters. This study seeks to provide insights into the strengths and limitations
of digital platforms in the BPO hiring process. The researchers tested the hypothesis at 0.05 level
of significance. The result revealed that there is a significant relationship between digital platforms
and recruitment strategies in BPO (Business Process Outsourcing) recruiters. This indicates that
these platforms contribute to improved efficiency, cost reduction, and enhanced candidate
experience.
This study was designed to determine the effectiveness of digital platforms in modern
recruitment strategies among Business Process Outsourcing (BPO) recruiters. This study
focused on how digital tools such as online job portals, social media platforms, and professional
networking sites influence candidate, recruitment speed, and hiring outcomes. This study utilized
a descriptive research design to examine the relationship between digital platform usage and the
efficiency of recruitment strategies. Data were collected using a validated survey questionnaire
vi
and a sample size of 150 BPO recruiters selected through simple random sampling. The findings
revealed that the use of digital platforms influences recruitment performance. Despite minor
challenges such as applicant misrepresentation and platform reliability, the recruiters maintained
a positive perception of digital recruitment tools. The study concluded that digital platforms
significantly enhance the effectiveness of modern recruitment strategies in the BPO industry by
providing fast, and cost-efficient solutions for talent acquisition.
Key Words: Digital platforms, Recruitment Strategies, BPO Recruiters, Effectiveness
vii
TABLE OF CONTENTS
TITLE PAGE
i
APPROVAL SHEET
ii
ACKNOWLEDGEMENT
iv
DEDICATION
vi
ABSTRACT
vii
TABLE OF CONTENTS
x
LIST OF TABLES
xii
LIST OF FIGURES
xii
LIST OF APPENDICES
xv
Chapter 1: Introduction
Background of the Study
16
Statement of the Problem
18
Hypothesis
19
Related Literature and Studies
20
Theoretical Framework
23
Conceptual Framework
25
Scope and Delimitation of the Study
27
Significance of the Study
28
Definition of Terms
29
Chapter 2: Methodology
Research Design
33
Respondents of the Study
34
Sampling Technique
35
Instrument used in the Study
36
Construction of the Questionnaires
37
Validation of the Instrument
37
Ethical Consideration
37
Administration and Retrieval of Instrument
40
Statistical Treatment of Data
40
viii
Chapter 3: Results
Sub - problem 1
44
Sub - problem 2
48
Sub - problem 3
55
Sub - problem 4
61
Sub - problem 5
63
Sub - problem 6
65
Chapter 4: Discussion
Summary of Findings
67
Conclusions
72
Recommendations
73
Proposed Output
74
Appendices
76
Bibliography
81
Curriculum Vitae
84
ix
LIST OF TABLES
Table 1.
Age
44
Table 2.
Gender
45
Table 3.
Occupation
46
Table 4.
Educational Background
47
Table 5.
Social media platforms
48
Table 6.
Job boards and online recruitment portals
50
Table 7.
Company career websites and applicant tracking.
51
Table 8.
Video interview and assessment platforms
53
Table 9.
Recruitment efficiency
55
Table 10.
Cost effectiveness
57
Table 11.
Candidate experience
59
Table 12.
Challenges in using Digital Platforms
61
Table 13.
Candidate Perception
63
Table 14.
Significance of the Relationship
65
LIST OF FIGURES
Figure 1. Objective Factor Theory Framework
23
Figure 2. Technology Acceptance Model (TAM) Framework
25
Figure 3. Conceptual Framework
25
x
LIST OF APPENDICES
Appendix A: Letter Request to Gather the Data
Appendix B: Instrument
Appendix C: Documentation
Appendix D: Certificate of Originality
Appendix E: Certificate of Editing
Appendix F: Statistician’s Certificate
Appendix G: Grammaria’s Curriculum Vitae
Appendix H: Statistician’s Curriculum Vitae
Appendix I: Adviser’s Curriculum Vitae
Appendix J: Researcher’s Curriculum Vitae
Chapter 1
INTRODUCTION
This chapter provides the background and context of the study, explaining
its importance. It outlines the research problem and questions, presents the
hypothesis, and reviews relevant literature. It introduces the theoretical and
conceptual frameworks guiding the study, defines the scope and limitations,
and explains the study’s significance. Key terms used throughout the study
are also defined.
BACKGROUND OF THE STUDY
The recruitment landscape has undergone a major transformation with the
rise of digital platforms. In the Business Process Outsourcing (BPO)
industry, where the demand for qualified employees is constant and
competitive, traditional recruitment methods are no longer sufficient. Digital
platforms have emerged as recruitment platforms in public entities which
aim to enhance effectiveness and efficiency in the recruitment process
(Leonidas & Tibuhida, 2023). Platforms such as LinkedIn, JobStreet, Indeed
and social media channels have become essential tools for recruiters to
attract, screen, and hire candidates efficiently. These platforms offer a wider
reach, faster communication and data driven insights that have changed
how recruitment strategies are formulated and implemented.
1
Moreover, in the BPO sector, where high employee turnover and rapid
expansion are common, the need for efficient and effective recruitment
strategies is crucial. Digital platforms offer solutions by automating parts of
the hiring process, providing access to a larger talent pool and enabling
recruiters to target specific skill sets. As a result, many BPO companies
have integrated these platforms into their recruitment strategies to enhance
the speed and quality of their hiring decisions. However, while the adoption
of digital tools is widespread, questions remain about their actual
effectiveness
in
achieving
recruitment
goals.
Furthermore, understanding the effectiveness of digital platforms
in modern recruitment strategies is important for both recruiters and
organizations that aim to optimize their hiring processes. In the study of
Sustinawati & Musyaffa (2024) stated that e-recruitment as a cost-effective
and time efficient approach for finding and hiring qualified candidates. By
leveraging digital platforms, organizations can streamline their recruitment
processes and reach a wider pool of potential candidates. This shift towards
e-recruitment reflects a broader trend in. The factors such as costefficiency, time-to-hire, quality of hire and candidate engagement are critical
indicators that need to be examined. Through assessing these factors,
recruiters can determine whether digital platforms truly enhance recruitment
outcomes or if there are still significant gaps that need to be addressed.
2
This study aims to assess the effectiveness of digital platforms in
the recruitment strategies employed by BPO recruiters. This study seeks to
provide insights into the strengths and limitations of digital platforms in the
BPO hiring process. Additionally, the findings may help BPO organizations
refine their recruitment strategies, improve hiring efficiency, and better meet
the demands of an increasingly digital and competitive talent market.
STATEMENT OF THE PROBLEM
This study aims to identify the effectiveness of digital platforms in modern
recruitment strategies among BPO recruiters by assessing their impact on
hiring efficiency, cost effectiveness and experience of the candidates. This
study explores the significant relationship between digital platforms and
recruitment strategies in the BPO industry. Specifically, it answers the
following questions:
1. What are the demographic profiles of the respondents?
1.1 Age
1.2 Gender
1.3 Educational background
1.4 Occupation
2. What are the most commonly used digital platforms in modern
recruitment?
3
2.1 Social media platforms
2.2 Job boards and online recruitment portals
2.3 Company career websites and applicant tracking systems
2.4 Video interview and assessment platforms
3. How do digital platforms influence the recruitment process in terms of:
3.1 Recruitment efficiency
3.2 Cost effectiveness
3.3 Candidates experience
4. What challenges do BPO recruiters and organizations face when using
digital platforms for hiring?
5. How do candidates perceive the use of digital platforms in the job
application and selection process?
6. Is there a significant relationship between digital platforms and
recruitment strategies in BPO recruiters?
4
HYPOTHESIS
The researchers tested the hypothesis at 0.05 level of significance.
It was found out that there is a significant relationship between digital
platforms and recruitment
strategies
in BPO (Business Process
Outsourcing) recruiters.
RELATED LITERATURE AND STUDIES
The use of digital platforms in different professional activities
including management, daily communication, marketing, sales and
employment has been essential in recent years (Gougou & Paschal, 2022).
Several public entities have adopted digital recruitment however studies
are still needed to measure effectiveness of these platforms in achieving
positive results in the recruitment process (Fazlin et al 2016).
Social media plays a big part in recruitment today. Social networks
are increasingly merging into the recruitment business. According to the
study of Keisala (2020), social media has affected our everyday lives at
home and work. It has become a place for companies to increase their
brand awareness and to promote their products or services. Thus,
companies and their human resource departments have started to use
social media as their recruitment channel and tool. Social media has a lot
to offer to business, at its best, it can offer a very quick and cost-
5
effective way to recruit (Nikolaou, 2021). As social media has become a
popular channel to recruit, it is important to understand how companies can
use social media and how they can benefit from it. In the study of Tao &
Fisher (2021), The massive growth of the internet and social media
capabilities and capacities has added several sourcing activities and
possibilities (Muduli & Trivedi, 2020). Compared to old techniques, using
the new sourcing tools provided by the internet and social media enables
organizations to draw in top-tier passing and semi-passive potential
candidates. Social media users are beginning to use social media to search
for jobs. However, there is limited knowledge of the answers to whether
social media effectively assists in job recruitment.
Moreover, online job portals have become an increasingly popular
and productive way for job seekers to search for employment opportunities.
In the study of Vadivel & Sunny (2023), these platforms provide job seekers
with access to a vast database of job listings from a variety of industries
and sectors, making it easier for them to find suitable job openings that
match their skills and qualifications. The regulation of online job portals is
attributed to several factors (Dastin, 2022). In the study of Job et. al. (2019)
stated that these portals make it easy for job seekers to search for job
listings based on their preferences and qualifications such as location,
salary, and job designation. They can also
6
set up alerts for new job listings that match their criteria, which helps them
stay up-to- date with the latest opportunities. Furthermore, according to the
study of Hooft et. al. (2021) stated that online job portals provide job
seekers with tools and resources to enhance their job search, such as
resume builders, interview tips, and career advice. This can help job
seekers improve their chances of finding suitable job openings and making
a good impression on potential employers. Additionally, online job portals
have streamlined the job application process, making it easier for job
seekers to apply for multiple job openings with just a few clicks (Acquisti &
Fong, 2020). This can save job seekers a lot of time and effort that allows
them to focus on other aspects of their job search, such as networking and
interviewing.
There are several studies that support the relevance of this study.
According to the study of Sutisnawati & Musyaffa (2024) titled Navigating
the Digital Era in Business: Effectiveness of Recruitment through Digital
Platforms stated that the online recruiting platforms significantly enhance
productivity, streamline hiring processes and foster human capital
development. These platforms have evolved into user friendly tools,
democratizing access to recruitment processes. Thus, organizations are
urged to embrace digital recruitment strategies to remain competitive in
talent acquisition. This emphasizes the
7
transformative potential of technology in reshaping HR practices and
underscores the necessity for organizations to adapt to technological
advancements in recruitment to thrive in the digital age. Furthermore, in
the study of Siddik et. al. (2022), stated that social media plays a crucial
role beyond recruitment, impacting employer branding, employee
engagement, and talent retention. E-recruitment has revolutionized hiring
by accessing diverse talent pools and catering to preferences. Despite
challenges, social media enables personalized candidate interactions and
targeted outreach. Integrating AI and analytics offers more efficient and
data-driven talent acquisition and management strategies.
8
THEORETICAL FRAMEWORK
Recruitment is a process used by organizations to find and hire
the right people for a job. In today’s modern world, many companies are
now using digital platforms to make this process faster and easier. Thus,
this study focuses on how digital platforms affect the recruitment process
in terms of efficiency, cost and candidate experience.
In the theory of Objective Factor Theory which refers to the views
the process of organizational choice as being one of weighing and
evaluating a set of measurable characteristics of employment offers such
as pay, benefits, location, opportunity for advancement, nature of work to
be performed, educational opportunities, and more (Tom, 1971). This is a
rational method used by applicants to make decisions about a certain job
opportunity (Behling,
9
Figure 1. Objective Factor Theory Framework
This theory is mostly applied for applicants seeking for more
tangible employment benefits such as pay and perks, career development
opportunities, location, working conditions, benefits and nature of job as
well as career growth. On the side of employers, this theory applies for more
rational employers who seek for special employee qualifications, years of
experience as well as academic qualifications (Anand & Devi, 2016).
Expectations of employees are high when using objective theory.
For instance, through this theory, job seekers expect to get better working
conditions from employers, better salary, compensation, benefits and
promotions, the requirements that public sector organizations like
TANESCO possess (Deering et al (2019). The weaknesses of objective
theory occur for some job vacancies such as customer care which require
subjective factors such as confidence and personality (Anand& Devi ,
2016).
Moreover, in the theory of Technology Acceptance Model (TMA)
by Davis (1898) postulates that the acceptance of technology is predicted
by the users’ behavioral intention, which is, in turn, determined by the
perception of technology usefulness in performing the task and perceived
ease of its use. This theory is relevant to this study as it
10
addresses important issues concerning acceptance of technology use like
digital platforms such as websites, portal, job boards and social media used
to promote recruitment process.
Figure 2. Technology Acceptance Model (TAM) Framework
In the process, when employees perceive that it is useful and easy to use
digital platforms seeking for job opportunities and employers perceive it is
useful and easy to seek for qualified and potential staff through digital
platforms it will create a positive attitude and subsequently create
behavioral intentions to use digital platforms. This theory is connected to
Human Resource related theories of recruitment including Objective Theory
and Subjective Theory as its parameters can be announced easily through
digital platforms.
11
CONCEPTUAL FRAMEWORK
A conceptual framework illustrates the expected relationship
between your variables. It defines the relevant objectives of your research
process and maps out how they come together to draw coherent
conclusions. This study proponent will utilize the independent and
dependent variables of the study to illustrate the relationship between the
two variables. In this study, the independent variable will be the digital
platform and the dependent variable will be the recruitment strategies.
Figure 1. Conceptual Framework showing the relationship of the
variables
12
The figure shows the conceptual framework of the study. It
illustrates the relationship between digital platforms and modern
recruitment strategies among BPO recruiters. The input process includes
the demographic profile (age, gender, education, occupation), the most
commonly used digital platforms, and the challenges faced by candidates
regarding their perception of digital hiring. The research process includes
administering survey questionnaires, organizing the responses, statistical
data analysis, and interpretation of the results. The output is the analysis
of the role of digital platforms in recruitment. Overall, this study will
determine the effectiveness of digital platforms in enhancing recruitment
strategies in the BPO industry.
13
SCOPE AND DELIMITATION OF THE STUDY
This study focuses on identifying the effectiveness of digital
platforms in modern recruitment strategies particularly in terms of
efficiency, cost-effectiveness and candidate experience. It discusses
various digital tools such as social media platforms, job boards, company
career websites, applicant tracking systems, video interview platforms and
assessment tools. This study aims to identify the commonly used digital
platforms in the recruitment process, the challenges and perceptions faced
by both recruiters and job seekers and the significant relationship between
the digital platform and recruitment strategies in BPO recruiters.
Furthermore, the respondents of this study are the one hundred fifty
(150) participants working in the Business Process Outsourcing (BPO)
industry. This includes the HR professionals, recruiters and employees
who have experienced digital recruitment either as applicants or hiring
staff. This study is limited to BPO companies, so the results may not fully
represent recruitment practices in other industries. Additionally, the study
does not include face to face or traditional recruitment methods as it
specifically focuses on digital platforms.
14
SIGNIFICANCE OF THE STUDY
This study will have the significance to the following:
To the recruiters. The findings of this study will help recruiters understand
how digital platforms can make their hiring process more efficient and
organized. It will also guide them in choosing the best platforms and tools
to attract qualified candidates.
To the HR professionals. This study will provide HR professionals with
helpful insights on using digital tools effectively in recruitment. It can also
help them develop better hiring strategies that save time and reduce costs.
To the job seekers. The results of this study will help job seekers
understand how digital recruitment works and how they can improve their
job applications. It will also give them ideas on how to use digital platforms
to find more job opportunities.
To the business owner. This study will give business owners useful
information on how digital recruitment can benefit their companies. It will
show how they can attract skilled workers while spending less time and
money.
To the organizers. The study will guide organizers of job fairs, seminars
and online hiring events on how to use digital platforms to reach more
applicants and improve the recruitment experience.
15
To the future researchers. The findings of this study can provide
important information, data, insights and literature for future researchers
who are also interested in the same study.
16
DEFINITION OF TERMS
The following terms were used in the study. They were defined
conceptually and operationally so that they would not create some degree
of confusion on the part of the reader. In an effort to help the reader
understand terminology used throughout the study. Definitions of referential
concepts are proposed below:
Applicant tracking systems. Conceptually, this refers to a software
application that enables the electronic handling of recruitment and hiring
needs. It is an HR software that employers often use during the recruitment
and hiring process (Oracle, 2025). Operationally, in this study, this refers to
systems used by HR to manage and track applicants during the hiring
process.
Assessment platforms. Conceptually, this refers to a digital tool or
software system designed to create, administer, and manage various types
of assessments for evaluating candidates’ skills, knowledge, and abilities
(Recruitize, 2025). Operationally, in this study, this refers to online systems
used to test and measure the skills of applicants during recruitment.
Candidate experience. Conceptually, this refers to the perception of a job
seeker about an employer, based on the interaction during the complete
recruitment process (Dewar, 2023). Operationally, in this study, this refers
17
to the impressions and satisfaction of job seekers as they go through the
digital application and selection process.
Career websites. Conceptually, this refers to a source of information for
job seekers about open positions, terms and conditions, job benefits, test
jobs, employee reviews, the company as an HR brand (PeopleForce,
2025). Operationally, in this study, this refers to the official websites of
companies where job listings are posted and applications are processed.
Cost effectiveness. Conceptually, this refers to the evaluation of the
relative expenditure and outcomes of two or more courses of action
(Tactics, 2025). Operationally, in this study, this refers to how digital
recruitment platforms help reduce hiring costs while still attracting quality
candidates.
Digital platforms. Conceptually, this refers to a software-based system
that enables the creation, management and delivery of digital products and
services (Gibson, 2024). Operationally, in this study, this refers to online
tools and systems used by recruiters and job seekers such as social media
platforms, job portals, video interview platforms and applicant tracking
systems.
Efficiency. Conceptually, this refers to the peak level of performance that
uses the least amounts of inputs to achieve the highest amount of output
(Banton, 2024). Operationally, in this study, this refers to how quickly and
18
smoothly the recruitment process is carried out using digital tools.
Job boards and Online recruitment portals. Conceptually, this refers to
an online platform where employers list job vacancies and job seekers
apply for positions (Marinak, 2025). Operationally, in this study, this refers
to platforms such as JobStreet, Indeed, and Glassdoor where recruiters
post job ads and applicants submit their resumes.
Recruitment strategies. Conceptually, this refers to a detailed plan
created to help an organization attract, recruit and employ effective and
highly qualified candidates (Indeed Editorial Team, 2025). Operationally, in
this study, this refers to the digital methods used by companies to attract
and hire job applicants.
Social media platforms. Conceptually, this refers to interactive digital
channels that focus on the creation and sharing of thoughts, ideas, and
information through virtual networks (Kanwal, 2024). Operationally, in this
study, this includes platforms used for promoting job openings and
interacting with potential applicants.
Video interview. Conceptually, this refers to a type of interview conducted
remotely using video technology, where the interviewer and candidate
interact via a video conferencing platform rather than meeting in person
(HiPeople, 2024). Operationally, in this study, this refers to interviews done
as part of the digital hiring process.
19
Chapter 2
METHODOLOGY
This chapter outlines the methodology used by the researcher for
collecting, analyzing, and interpreting the data in the study. It includes the
procedures, techniques, and research instruments, as well as details on the
population and sample.
RESEARCH DESIGN
This study employs a quantitative descriptive research design to
examine the effectiveness of digital platforms in modern recruitment
strategies among BPO recruiters. Quantitative approach is appropriate
because it allows the collection of numerical data that can be statistically
analyzed to determine significant relationships related to the use of digital
platforms in hiring processes (Bhandari, 2024). Descriptive research will
enable the study to systematically present the demographic profile of
respondents, identify the most commonly used digital platforms, and
highlight the challenges faced by candidates during digital hiring (Bhandari,
2024).
Furthermore, this study used a validated survey questionnaire to
gather measurable data from BPO recruiters who actively utilize digital
platforms in their recruitment efforts. The results were organized, analyzed,
20
and interpreted using statistical tools to provide an objective assessment of
the platforms’ effectiveness. This ensures that the findings are grounded in
empirical evidence and can offer valuable insights for BPO companies
seeking to improve their recruitment strategies in the increasingly digitized
talent market.
21
RESPONDENTS OF THE STUDY
The respondents of this study include job seekers, employees, and human
resource professionals who have experience using digital platforms during
the recruitment process. These individuals are selected because they can
provide valuable insights into the effectiveness of digital tools in hiring and
job application activities. Job seekers and employees can share their
experiences on the accessibility, user friendliness, and challenges of
applying through digital platforms, while human resource professionals can
offer perspectives on how these platforms support or hinder recruitment
strategies. Thus, by gathering data on both sides of the recruitment
process, this study ensures a comprehensive understanding of how digital
platforms impact modern recruitment practices.
22
SAMPLING TECHNIQUE
This study employs a simple random sampling technique to select the
respondents. In simple random sampling, every individual in the target
population has an equal and independent chance of being chosen. This
method is ideal for reducing sampling bias and ensuring that the findings
are representative of the larger population (Noor et. al., 2022). A complete
list of potential respondents including job seekers, employees, and human
resource professionals who have experienced using digital platforms in
recruitment, will be prepared prior to selection.
To carry out the sampling, a randomization tool such as a
computer-based random number generator was used. This approach
guarantees that the selection process remains unbiased and purely based
on chance. By randomly selecting participants, this study ensures diversity
in experiences and opinions regarding the use of digital platforms in
recruitment, enhancing the credibility and generalizability of the results.
Moreover, using simple random sampling supports the study by allowing
the application of statistical tests that assume random sampling. It also
provides a solid foundation for analyzing whether the perceptions and
experiences of different types of respondents vary significantly and show
common patterns when it comes to digital recruitment practices.
23
INSTRUMENT USED IN THE STUDY
This study adopts a quantitative-descriptive research design,
utilizing a research-made questionnaire as the primary instrument for data
collection. The quantitative aspect of the research focuses on gathering
numerical data through Likert-scale survey questions, which allow for the
measurement of various aspects of digital recruitment platforms. These
include the frequency of use of social media platforms, job boards, career
websites, applicant tracking systems (ATS), and video interviews, as well
as perceptions of efficiency, cost-effectiveness, and candidate experience.
For the use of social media platforms, job boards, career websites,
applicant tracking systems (ATS), and video interviews, the respondents
will rate their experiences on a scale range: Always, Sometimes, Neither,
Rarely and Never, to provide a clear, quantifiable understanding of how
often digital platforms are utilized and their perceived impact on recruitment
processes. On the other hand, for the rest of the question use five likert
scales: Strongly Agree, Agree, Disagree and Strongly Disagree. This will
help measure respondents' perceptions on the effectiveness and impact of
digital recruitment tools in terms of operational outcomes and candidate
engagement.
24
Using the four-point Likert scale, responses include: 4 - Strongly agree, 3
– agree, 2- disagree, and 1 – strongly disagree.
Likert Scale
Scale
4
3
2
1
Range
3.99 – 4.00
2.99 – 3.00
1.99 – 2.00
0.99 – 1.00
Verbal interpretation
Strongly Agree
Agree
Disagree
Strongly Disagree
This approach ensures that the data gathered is both clear and
quantifiable, allowing for effective statistical analysis to identify patterns and
relationships between alternative work schedules and employee retention.
CONSTRUCTION OF THE QUESTIONNAIRES
The construction of the questionnaire is designed to gather both
demographic and operational data on the use of digital platforms in
recruitment. Part I focuses on the demographic profile of the respondents,
capturing essential information such as age, gender, educational
background, and current occupation. This information is crucial for
segmenting the sample and understanding how various groups engage
with digital recruitment platforms. Part II explores the specific digital
platforms used in recruitment, covering categories such as social media,
25
job
boards,
company
career
websites/ATS,
and
video
interview/assessment tools. By identifying the platforms most commonly
used, this section provides insight into the tools that are integral to the
recruitment process.
In addition, the questionnaire includes sections that assess the
impact of digital platforms on recruitment efficiency, cost-effectiveness, and
candidate experience. Part III uses a Likert scale to gather respondents'
opinions on how digital platforms affect these areas, allowing for the
measurement of perceptions regarding the benefits and drawbacks of
digital recruitment. Part IV identifies challenges such as limited internet
access, technical skill gaps, and security issues, which may hinder the
effectiveness of these platforms. Lastly, Part V reflects on candidate
perceptions, providing insights into how job seekers view digital recruitment
tools. Overall, the questionnaire is structured to obtain a comprehensive
understanding of digital recruitment practices from both the recruiters' and
candidates' perspectives.
26
VALIDATION OF THE INSTRUMENT
The researchers prepared the questionnaires to gather the outcome or
score to come up with the result and conclusion. The questionnaires were
carefully checked and studied to know if there are errors in the content
before drafting the final copy. It aims to know the difficulties of the students
on the subject matters. The research adviser thoroughly checked the
experimental questionnaires before it was distributed to the response result
dents. All suggestions were included in the questionnaires to have the best
results.
ETHICAL CONSIDERATION
This study obtains consent for respondents which require the
participants to be fully aware of the research purpose, methods and risks.
The researchers provide clear information to inform the participants and
ask their consent. Furthermore, the researchers protect the privacy of the
respondents, specifically their personal data and confidentiality. Thus, the
researchers maintain the objectivity and integrity in the research process to
avoid bias or misrepresentation of findings that could mislead the public or
harm individuals or communities. Additionally, to evaluate the study an
ethical guideline followed and prioritizes respect and fairness to gain the
trust between the participants and promote a positive contribution to
27
knowledge. The Data Privacy Act of 2012 (Republic Act 10173) in the
Philippines aims to protect the fundamental right of privacy of
communication while ensuring the free flow of information to promote
innovation and growth. The data gathered to this study are used for
research purposes only and will remain confidential.
ADMINISTRATION AND RETRIEVAL OF INSTRUMENT
In administering the questionnaire, the researchers requested
approval by preparing a letter for the Chairman, Research committee,
College Department to ask permission to conduct a survey. As soon as the
permission was approved, the researchers set up a date and time for
distributing the questionnaires through online form to the one hundred and
fifty (150) BPO recruiter workers. After the respondents answered the
questionnaire, the researchers collected all the questionnaires to analyze
and interpret the gathered data
28
STATISTICAL TREATMENT OF DATA
After gathering the questionnaire and the interview from the
respondents. The researcher tailed and tabulated the result. The following
statistical tools were used to analyze and interpret data. The following
statistical tools will be used in order to quantify the results of this study:
The frequency and percentage was used to describe the
demographic profile of the respondents such as age, gender, educational
background, occupation, and length of service in the BPO industry. These
tools will provide a clear summary of the respondents’ background and
were used to answer problem 1.
For the demographics profile of the respondents, researchers will
use frequency count and percentage. The formula that will be used in this
research is % (P) =, f/n x 100 where:
% (P) = percentage
f = Frequency
n = number of respondents
29
For the closed-ended statements, researchers will use weighted mean and
the following scale served as the basis.
The said formula is;
𝑀𝑛 =
Ʃ𝑓 𝑥
∑𝑓
Where:
Mn – The weighted mean
∑𝑓 𝑥 – The summation of the product
∑𝑓
- The total number of the frequencies of response
The mean and standard deviation was employed to determine the
extent to which digital platforms are used in the recruitment process, and
to measure their perceived efficiency, cost-effectiveness and impact on
candidate experience. The mean represents the average score of the
responses from the Likert-scale items, while the standard deviation shows
how much the responses vary. These tools are used to answer problems
2 and 3.
The Person correlation coefficient (r) was applied to answer the
sixth sub-problem, Pearson product-moment correlation coefficient used.
It determined the significant relationship between digital platforms and
30
recruitment strategies. The correlation coefficient ranges from -1 to 1. A
value of 1 implies that a linear equation describes the relation between the
digital platforms and recruitment strategies perfectly, with all data points
lying on a line for which digital platforms increase as the recruitment
strategies are not distractions. A value of -1 implies that all data points lie
on a line for which digital platforms decrease as the recruitment strategies
increase. A value 0 implies that there is no linear correlation between the
variables. The sign of the Pearson correlation coefficient determines if there
is a positive or negative relationship between two variables.
31
Chapter 3
RESULT
In this chapter shows the findings of the study derives from the data that
have been gathered through survey questionnaire answered by BPO
employees in Quezon City on April 10, 2025, processed using different
statistical tool such percentage, weighted mean and analyzed through the
result.
DEMOGRAPHIC PROFILE
In this part of the research shows the profile of the respondents in terms of
their age, wherein the researchers want to describe the range and average
of the respondent age.
32
Age. Table shows the age of the respondents. In this part of the study the
researcher wants to show the average mean age of the respondents.
Sub-problem no. 1: What is the demographic profile of the respondents?
Table 1. Age
Age
Frequency
Percentage
18-25 years old
101
67.33333333
26-33 years old
36
24
34-41 years old
5
3.33333333
42 and above
8
5.33333333
TOTAL
150
100
Table 1. The table shows that most of the respondents are between
18 to 25 years old with the highest percentage of 67.33%, followed by those
aged 26 to 33 years old with a percentage of 24%. Only a small number are
aged 34 to 41 years old with a percentage of 3.33% and 42 and above with
a percentage of 5.33%. This means that the BPO industry mostly attracts
young adults who are likely more familiar with using digital platforms for job
applications. The low number of older respondents may suggest that fewer
people in that age group are applying for BPO jobs or prefer more traditional
methods of job hunting.
33
Table 2. Gender
Gender
Frequency
Percentage
Male
87
58
Female
63
42
TOTAL
250
100
Table 2. The data shows that 58% of the respondents are male,
while 42% are female. This means that more men than women participated
in the study or are involved in the recruitment process within the BPO
industry. The results suggest a slightly higher male presence in this field
though both genders are well represented. This balance can help give a fair
view of how different people experience and respond to digital recruitment
platforms.
34
Table 3. Occupation
Current Occupation
Frequency
Percentage (%)
BPO Recruiter
74
49.3
HR Officer
24
16
Hiring Managers
33
22
Other
19
12.6
TOTAL
150
100
Table 3. The data shows that nearly half of the respondents, or
49.33%, are BPO recruiters, followed by hiring managers at 22%, and HR
officers at 16%. A smaller portion, 12.67%, listed their occupation as other,
which may include roles related to recruitment but not directly involved.
This indicates that most of the participants are directly engaged in the
recruitment process within the BPO industry, making them reliable sources
of insight when it comes to understanding the use and impact of digital
recruitment platforms.
35
Table 4. Educational Background
Educational Background
Frequency
Percentage (%)
High School Graduate
77
51.33
Vocational Graduate
38
25.33
College Graduate
31
20.67
Post Graduate
4
2.67
TOTAL
150
100
Table 4. The data shows that the majority of respondents, 51.33%,
are high school graduates, followed by vocational graduates at 25.33%.
College graduates make up 20.67%, while only 2.67% have completed
postgraduate studies. This suggests that many individuals involved in the
BPO recruitment field come from a range of educational backgrounds, with
most having completed secondary or vocational education. The results
highlight the accessibility of BPO recruitment roles to individuals with
different levels of education, especially those who may not have completed
a college degree.
36
Sub-problem no. 2: What are the most commonly used digital platforms
in modern recruitment?
Table 5. Social Media Platform
Statements
Mean
SD
Description
Facebook
4.45
0.60
Always
LinkedIn
4.30
0.65
Always
Instagram
3.10
0.72
Neutral
Twitter
2.65
0.68
Rarely
TikTok
3.75
0.70
Sometimes
TOTAL
3.65
0.67
Sometimes
Table 5. The table provides insights into the most commonly used
social media platforms in modern recruitment. With an overall mean of
3.65 and a standard deviation of 0.67, the results indicate that social media
platforms are widely used, but their frequency of use varies among different
platforms. Facebook with a mean of 4.45 and a standard deviation of 0.60,
and LinkedIn with a mean of 4.30 and a standard deviation of 0.65 are the
most commonly utilized with both platforms rated as "Always" being used
for recruitment. This aligns with their strong professional networking and
user engagement features, which make them
37
ideal for attracting and engaging candidates. In particular, facebook stands
out due to its vast global user base, while LinkedIn’s focus on professional
connections makes it a preferred choice for employers seeking to fill
specific roles.
Furthermore, platforms like Instagram with a mean of 3.10 and a
standard deviation of 0.72, TikTok with a mean of 3.75 and a standard
deviation of 0.70, and Twitter with a mean of 2.65 and a standard deviation
of 0.68, show more mixed usage patterns. Instagram and TikTok, which
are typically more visual and creative platforms, have a "Neutral" and
"Sometimes" usage rating. This suggests that they are sometimes used in
recruitment, particularly for creative roles or positions targeting younger
demographics. However, Twitter, with a "Rarely" rating, appears to have a
more limited role in the recruitment process, likely due to its brief and often
informal nature. Overall, the results indicate that while traditional platforms
like Facebook and LinkedIn remain the most dominant in recruitment, other
platforms are slowly emerging but are not as consistently relied upon.
38
Table 6. Job boards and online recruitment portals
Statements
Mean
SD
Description
Jobstreet
4.25
0.53
Always
Indeed
3.85
0.60
Sometimes
Kalibrr
3.05
0.69
Neutral
Glassdoor
3.22
0.66
Neutral
OnlineJobs.ph
4.40
0.50
Always
TOTAL
3.75
0.60
Sometimes
Table 6. The table highlights the usage of job boards and online
recruitment portals in modern recruitment. The overall mean of 3.75, with
a standard deviation of 0.60, suggests that these platforms are frequently
used, though their prevalence varies. JobStreet with a mean of 4.25 and a
standard deviation of 0.53 and OnlineJobs.ph with a mean of 4.40 and a
standard deviation of 0.50, are the most commonly utilized, both rated as
"Always." These platforms are well-established in the recruitment
landscape where they serve as go-to resources for job seekers and
employers alike. Their high ratings suggest they are integral to the
39
recruitment process, likely due to their extensive job listings and wide reach.
In contrast, Indeed has a mean of 3.85 and a standard deviation of
0.60 is used "Sometimes," which indicates that while it is a popular
platform, it may not be as consistently relied upon as JobStreet or
OnlineJobs.ph. Platforms like Kalibrr with mean of 3.05 and a standard
deviation of 0.69, and Glassdoor with a mean of 3.22 and a standard
deviation of 0.66- received "Neutral" ratings, meaning their usage is more
sporadic or less central to the recruitment process. This could be due to
their more specialized focus on certain job types or their use as
supplementary resources rather than primary recruitment tools. Overall,
this indicates that job boards like JobStreet and OnlineJobs.ph play a
critical role in recruitment while others are used less consistently.
40
Table 7. Company career websites and applicant tracking systems
Statements
Mean
SD
Description
Company Website
Career Page
4.38
0.52
Always
Bamboo HR
3.12
0.70
Neutral
Workday
3.65
0.60
Sometimes
SAP SuccessFactor
3.28
0.66
Neutral
TOTAL
3.61
0.62
Sometimes
Table 7. The table provides insight into the use of company career
websites and applicant tracking systems (ATS) in recruitment. The overall
mean of 3.61, with a standard deviation of 0.62, indicates that these
platforms are commonly used, though the frequency of usage varies. The
Company Website Career Page with a mean of 4.38 and a standard
deviation of 0.52 stands out with the highest rating of "Always." This
suggests that company career pages are a core element in the recruitment
process that serves as a primary channel for posting job openings,
collecting applications, and engaging candidates directly. Their high usage
is likely due to the control they offer companies in terms of branding and
streamlining the application process.
In contrast, platforms like BambooHR with a mean of 3.12 and a
41
standard deviation of 0.70 and SAP SuccessFactors with a mean of 3.28
and a standard deviation of 0.66, received a "Neutral" rating, indicating
these systems are not consistently relied upon in the recruitment process.
BambooHR, known for its HR management features, may be used more
for internal processes than for external recruitment. Similarly, SAP
SuccessFactors is often integrated into broader HR workflows, which could
explain its less frequent, though still notable, usage for recruitment.
Workday with a mean of 3.65 and a standard deviation of 0.60, rated as
"Sometimes," suggests that while it is widely used for HR and recruitment
management, it may not be as frequently used or prioritized as the
company career page. Overall, this indicates that company career pages
are central to the recruitment process while specialized ATS platforms are
used with varying frequency depending on organizational needs and the
scale of recruitment operations.
42
Table 8. Video interview and assessment platforms
Statements
Mean
SD
Description
Zoom
4.65
0.55
Always
Microsoft Teams
4.20
0.60
Always
Google Meet
4.35
0.58
Always
HireVue
3.50
0.64
Sometimes
Vervoe
3.80
0.62
Sometimes
TOTAL
4.14
0.60
Sometimes
Table 8. The data shows the use of video interview and
assessment platforms in the recruitment process. With an overall mean of
4.14 and a standard deviation of 0.60, the results indicate that these
platforms are widely used, though the frequency of usage varies. Zoom
with a mean of 4.65 and a standard deviation of 0.55, Microsoft Teams with
a mean of 4.20 and a standard deviation of 0.60, and Google Meet with a
mean of 4.35 and a standard deviation of 0.58, all received the highest
ratings of "Always." These platforms have become essential tools for
remote recruitment processes, offering reliable video conferencing
capabilities, which have become particularly important in the wake of
increased remote work and virtual recruitment. Their "Always" usage
reflects their prevalence and central role in modern hiring practices.
43
On the other hand, platforms like HireVue with a mean of 3.50,
SD of 0.64 and Vervoe with a mean of 3.80, SD of 0.62 were rated as
"Sometimes." This indicates that while they are used in recruitment, they
are not as consistently relied upon as the more mainstream video
conferencing tools. HireVue, known for its AI-driven video interview
capabilities, may be used selectively, particularly for large-scale
recruitment or roles that require specific technical assessments. Vervoe,
which offers skills testing and assessments, also shows a "Sometimes"
usage pattern that suggests it is more niche in its application for
recruitment. Overall, the data indicates that while traditional video
platforms dominate recruitment processes, specialized assessment
platforms are gaining traction but with less frequency.
44
Sub-problem no. 3: How does digital impact the recruitment process?
Table 9. Efficiency
Statements
Mean
SD
Description
1. Digital platforms help
reduce recruitment time.
3.45
0.60
Agree
2. Platforms streamline
candidate tracking and
communication.
3.38
0.62
Agree
3. They allow for faster job
posting and reach.
3.51
0.58
Strongly Agree
4. Communication with
applicants is more efficient
through digital means.
2.42
0.64
Agree
5. Digital platforms speed up
the recruitment process.
3.47
0.59
Agree
TOTAL
3.45
0.61
Agree
Table 9. The data presented emphasizes the perceived efficiency
of digital platforms in the recruitment process. The overall mean score of
3.45, with a standard deviation of 0.61, indicates that respondents generally
agree that digital tools contribute positively to various aspects of
recruitment. Among the specific statements, the highest mean score with
3.51 is observed in the belief that digital platforms allow for faster job
posting and wider reach, suggesting that this is the most strongly
acknowledged benefit. Similarly, statements related to reducing
45
recruitment time with 3.45, streamlining candidate tracking and
communication with 3.38, and speeding up the recruitment process with
3.47 also received high agreement, reflecting a consistent perception of improved
operational efficiency through digital means.
Furthermore, the statement about communication with applicants
through digital means received the lowest mean score of 2.42, although still
interpreted as "Agree." This indicates a relative concern or lesser
satisfaction in this area compared to others. Despite digital tools offering
faster interaction, respondents may perceive limitations in the quality or
effectiveness of communication with applicants, possibly due to the
impersonal nature or technical barriers. Overall, while digital platforms are
largely seen as enhancing recruitment efficiency, this data suggests that
improvements in applicant communication could further optimize their use.
46
Table 10. Cost-effectiveness
Statements
Mean
SD
Description
1. Online recruitment
reduces operational costs.
3.45
0.62
Agree
2. It minimizes the need for
physical job fairs or walk-ins.
3.42
0.65
Agree
3. Free tools and platforms
provide cost-saving
alternatives.
3.51
0.58
Strongly Agree
4. Less paper and manual
labor is needed in the digital
recruitment process.
3.47
0.60
Agree
5. The return on investment
(ROI) is higher using digital
recruitment methods.
3.53
0.59
Strongly Agree
TOTAL
3.47
0.59
Agree
Table 10. The table illustrates respondents’ perceptions of the
cost-effectiveness of digital recruitment methods. With an overall mean of
3.47 and a standard deviation of 0.59, the results indicate a general
agreement that online recruitment is a financially efficient alternative to
traditional methods. Notably, the highest mean scores were observed in the
statements regarding the use of free tools and platforms with 3.51 and the
higher return on investment (ROI) through digital recruitment with 3.53,
47
both of which were rated as "Strongly Agree." These findings suggest that
respondents recognize not only the immediate cost savings but also the
long-term value generated through digital strategies. The remaining items
also received mean scores in the "Agree" range, further reinforcing the
positive view of digital recruitment's financial benefits. Reductions in
operational costs with 3.45, decreased need for physical job fairs or walkins with 3.42, and less reliance on paper and manual labor with 3.47 all
contribute to a more streamlined and budget-friendly hiring process. The
consistently low standard deviations across items reflect a stable
consensus among respondents. Overall, the table supports the idea that
digital recruitment is not only effective in attracting candidates but also
advantageous in company resources.
48
Table 11. Candidate Experience
Statements
Mean
SD
Description
1. Digital platforms make
applications easier for job
seekers.
3.45
0.59
Agree
2. Communication and
feedback are faster and
clearer.
3.53
0.55
Strongly Agree
3. The recruitment process
feels more engaging through
digital tools.
3.41
0.63
Agree
4. Candidates find the
application process more
convenient online.
3.48
0.57
Agree
5. Digital platforms provide
better communication with
applicants.
3.50
0.58
Strongly Agree
TOTAL
3.47
0.58
Agree
Table 11. The table presents insights into respondents'
perceptions of candidate experience in digital recruitment. The overall
mean of 3.47 and standard deviation of 0.58 indicate a generally positive
experience, with respondents agreeing that digital platforms enhance the
application journey for job seekers. The highest-rated statements include
"Communication and feedback are faster and clearer" with 3.53 and
"Digital platforms provide better communication with applicants" with 3.50,
49
both rated as "Strongly Agree." These suggest that improved interaction
and feedback through digital means significantly enhance the candidate
experience. The other statements, regarding ease of application with 3.45,
convenience with 3.48, and engagement with 3.41 also received high
agreement, showing a well-rounded appreciation for digital recruitment
tools. The relatively low standard deviations reflect consistent perceptions
among respondents, pointing to a shared belief that digital recruitment not
only simplifies the process but also makes it more engaging and userfriendly. These results underscore the importance of leveraging digital tools
to create a more candidate-centered recruitment approach.
50
Sub-problem no. 4: What are the challenges faced by the recruiter and
organizations in using digital platforms for hiring?
Table 12. Challenges in Using Digital Platforms
Statements
Mean
SD
Description
1. Limited access to reliable
internet.
3.45
0.87
Agree
2. Difficulty in managing large
volumes of online applications.
4.10
0.92
Strongly Agree
3. Lack of technical skills
among recruiters.
3.20
1.05
Agree
4. Security and data privacy
issues.
4.50
0.80
Strongly Agree
5. Limited personalization of
candidate engagement.
3.80
0.95
Agree
6. High cost of some
recruitment platforms.
3.60
1.10
Agree
TOTAL
3.78
0.96
Agree
Table 12. The data shows several challenges faced by recruiters
and organizations when using digital platforms for hiring. The highest- rated
challenges are security and data privacy issues with a mean of 4.50 and
difficulty in managing large volumes of online applications with a mean of
4.10, both of which strongly impact the recruitment process. The need to
safeguard sensitive candidate information and the overwhelming
51
task of processing a large number of digital applications are identified as
substantial obstacles, reflecting the importance of investing in secure
systems and efficient applicant tracking tools.
Other challenges, such as limited access to reliable internet with a
mean of 3.45 and lack of technical skills among recruiters with a mean of
3.20, also show significant concern, indicating that some organizations and
recruiters may face infrastructure and skill-related limitations in fully
leveraging digital hiring tools. Furthermore, limited personalization of
candidate engagement with a mean of 3.80 and high cost of recruitment
platforms with a mean of 3.60, suggest that while digital tools offer
efficiency, they may fall short in terms of fostering a personalized
recruitment experience and could impose financial strain on organizations.
Overall, the total mean score of 3.78 implies that while there are notable
challenges, these can be mitigated with the right investment in resources,
training, and technology.
52
Sub-problem no. 5: How do candidates perceive the use of digital
platforms in the job application and selection process?
Table 13. Candidate Perception
Statements
Mean
SD
Description
1. Job seekers prefer
applying through digital
platforms.
3.43
0.57
Agree
2. Candidates are more
responsive in online
recruitment stages.
3.42
0.59
Agree
3. Applicants find online
assessments and interviews
more flexible.
3.39
0.61
Agree
TOTAL
3.41
0.59
Agree
Table 13. This table provides insight into how candidates perceive
the use of digital platforms in the job application and selection process.
With an overall mean of 3.41 and a standard deviation of 0.59, the results
indicate a general agreement that digital recruitment is a preferred and
effective method for job seekers. The highest-rated statement, "Job
seekers prefer applying through digital platforms" with a mean of 3.43,
suggests that candidates appreciate the accessibility and convenience
offered by online applications. Similarly, the statement "Candidates are
53
more responsive in online recruitment stages" with 3.42 highlights the
efficiency of digital interactions, implying that applicants find it easier to
engage with recruiters through virtual processes.
Additionally, the statement "Applicants find online assessments and
interviews more flexible" with 3.39 further supports the positive perception
of digital recruitment, though it received the lowest mean among the three
statements. This may indicate that while flexibility is a key advantage, some
candidates might still face challenges such as technical issues or
adaptation to virtual hiring processes. Overall, the findings suggest that
digital
platforms
enhance
candidate
engagement
and
streamline
recruitment, making them a valuable tool for both job seekers and
employers.
54
Sub-problem no. 6: Is there a significant relationship between digital
platforms and recruitment strategies in bpo recruiters?
Table 14. Significance of the Relationship between Digital Platform
Usage and Recruitment Strategies among BPO Recruiters
Variables
Reviewed
P-value
Pearson’
sr
Decision
Interpretatio
n
Digital Platforms
and Recruitment
Efficiency
0.002
0.72
Reject Ho
Strong
Positive
Correlation
Digital Platforms
and Recruitment
Costs
0.010
- 0.65
Reject Ho
Moderate
Negative
Correlation
Digital Platforms
and Candidate
Experience
0.000
0.80
Reject Ho
Very Strong
Positive
Correlation
Table 14. The findings presented in the table reveal a significant
relationship between digital platform usage and recruitment strategies
among BPO recruiters. The strong positive correlation with r = 0.72, p =
0.002, between digital platforms and recruitment efficiency indicates that
the integration of digital tools has greatly enhanced the speed and
accuracy of hiring processes. Recruiters can now source, screen, and
communicate with candidates more effectively, leading to
55
faster decision-making and reduced time-to-hire. Moreover, the very strong
positive correlation between digital platforms and candidate experience
with r = 0.80, p = 0.000, suggests that these technologies contribute to a
smoother, more engaging, and more personalized recruitment journey for
applicants, which is crucial in attracting top talent in the competitive BPO
industry.
Additionally, the moderate negative correlation between digital
platform usage and recruitment costs r = -0.65, p = 0.010, implies that
digital platforms help reduce hiring expenses. This may be attributed to the
decreased reliance on traditional advertising methods, fewer logistical
costs associated with physical recruitment events, and a more streamlined
recruitment workflow. The rejection of the null hypothesis across all three
variables confirms the significant impact of digital platforms on various
aspects of recruitment. Overall, the data supports the notion that embracing
digital technologies in recruitment not only boosts operational efficiency but
also enhances candidate satisfaction while lowering associated costs.
56
Chapter 4
DISCUSSION
This chapter outlines the research design and methods used to collect data.
It describes the respondents, sampling technique, and data collection
instruments. The process of constructing and validating the questionnaire
is explained, along with ethical considerations. It also details how the
questionnaires were administered and the statistical methods used to
analyze the data.
SUMMARY OF FINDINGS
This study determined that there is a significant relationship between digital
platforms and recruitment strategies among BPO recruiters.
Specifically, the study seeks to answer the following questions:
1. What are the demographic profiles of the respondents?
The majority of respondents were aged 18–25 years old
(67.33%), suggesting that young adults dominate the recruitment space
within the BPO industry. A smaller portion was aged 26–33 (24%), while
those aged 34 and above were significantly fewer. This indicates that the
digital nature of recruitment may resonate more with younger individuals.
57
In terms of gender, more male respondents (58%) participated in the study
compared to females (42%), although both genders were fairly represented,
offering a balanced perspective. Regarding occupation, nearly half of the
respondents (49.33%) were BPO recruiters, followed by hiring managers
(22%) and HR officers (16%), with others (12.67%) likely consisting of
administrative staff or roles loosely connected to recruitment. Educational
background results showed that most respondents were high school
graduates (51.33%), followed by vocational graduates (25.33%), college
graduates (20.67%), and a small percentage with postgraduate education
(2.67%). These findings reflect the accessibility of recruitment roles in the
BPO industry across different educational levels.
2. What are the most commonly used digital platforms in modern
recruitment?
Social media platforms such as Facebook and LinkedIn emerged
as the most commonly used, both with high frequency ratings of "Always,"
indicating their critical role in modern recruitment strategies. Instagram and
TikTok were used "Sometimes" or rated "Neutral," suggesting a moderate
presence in recruitment, mostly targeting younger or creative talent pools,
while Twitter was "Rarely" used. For job boards and online recruitment
portals, JobStreet and OnlineJobs.ph were rated as "Always" used, making
them staple tools in the recruitment process. Indeed was used
58
"Sometimes," while Kalibrr and Glassdoor were "Neutral," indicating less
consistent use. When it comes to company career websites and applicant
tracking systems, company websites had the highest usage ("Always"),
signifying their essential role in centralized hiring, whereas platforms like
BambooHR, SAP SuccessFactors, and Workday had moderate to neutral
ratings. Finally, video interview and assessment platforms like Zoom,
Google Meet, and Microsoft Teams were "Always" used, showing their
integration into standard recruitment practices. In contrast, specialized tools
like HireVue and Vervoe were used only "Sometimes," reflecting selective
adoption based on organizational needs.
3. How do digital platforms impact the recruitment process in terms of
efficiency, cost-effectiveness, and candidate experience?
In terms of efficiency, digital platforms were generally agreed to
improve the recruitment process, with respondents noting faster job
postings, streamlined communication, and reduced hiring time. Although
communication with applicants was the least strongly agreed upon, it still
showed general acceptance, indicating room for improvement in
interpersonal digital interactions. Regarding cost-effectiveness, the study
found that digital recruitment methods significantly reduced operational
costs by minimizing the need for physical resources such as job fairs and
printed materials. Respondents also recognized free tools and platforms as
59
valuable cost-saving measures and believed that digital recruitment yields
a better return on investment. As for the candidate experience, digital
platforms were perceived to enhance the convenience, engagement, and
responsiveness of the application process. Applicants benefited from faster
feedback and clearer communication, making the overall experience
smoother and more user-friendly.
4. What are the challenges faced by the recruiter and organizations in using
digital platforms for hiring?
Recruiters and organizations faced several challenges in
adopting digital platforms for hiring. These included the potential for
miscommunication or lack of personalization in candidate interactions,
technological issues like internet connectivity, and difficulties in assessing
soft skills or cultural fit through digital means alone. Additionally, the fastevolving nature of digital tools requires constant adaptation and training,
which can be resource-intensive for HR teams. There were also concerns
about over-reliance on automated systems, which might lead to overlooking
qualified candidates who do not meet algorithmic filters.
5. How do candidates perceive the use of digital platforms in the job
application and selection process?
Candidates generally perceived digital platforms positively in the
application and selection process. They found online applications easier
60
and more convenient, appreciated the speed and clarity of communication,
and felt that digital tools made the recruitment process more accessible.
However, some candidates expressed concerns over the impersonal nature
of digital interactions and the occasional lack of timely human feedback.
Despite these concerns, the majority still valued the transparency and
accessibility that digital platforms provided.
6. Is there a significant relationship between digital platforms and
recruitment strategies in BPO recruiters?
The findings support the hypothesis that digital platforms have a significant
relationship with recruitment strategies in the BPO industry. The data
showed that these platforms contribute to improved efficiency, cost
reduction, and enhanced candidate experience, which are key components
of successful recruitment strategies. This confirms the alternative
hypothesis (H₁) and leads to the rejection of the null hypothesis, thereby
emphasizing the vital role digital tools play in modern BPO recruitment
practices.
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CONCLUSION
The
study
concludes
that
digital
platforms
have
become
indispensable tools in the recruitment strategies of BPO companies,
significantly transforming how recruiters attract, assess, and hire
candidates. The findings clearly demonstrate that platforms such as
Facebook, LinkedIn, JobStreet, and OnlineJobs.ph are not only widely used
but also highly effective in enhancing recruitment efficiency, reducing costs,
and improving candidate experience. While challenges such as assessing
soft skills and managing technological demands remain, the overall impact
of digital platforms is overwhelmingly positive. The significant relationship
established between digital platform use and recruitment strategies
confirms that embracing digital tools is no longer optional but essential for
staying competitive in the dynamic and fast-paced BPO industry. As such,
organizations are encouraged to continuously adapt and innovate their
recruitment approaches through strategic use of digital technologies to
attract top talent and achieve sustainable growth.
62
RECOMMENDATION
Based on the findings of this study, the following recommendations
are proposed:
1. It is recommended that recruiters should continuously enhance their
skills in utilizing various digital platforms to streamline the recruitment
process. They should invest in training and adopt analytics tools to better
evaluate the effectiveness of each platform in reaching and attracting
qualified candidates.
2. It is recommended to integrate digital tools into a strategic recruitment
framework. Leveraging automation, AI-driven screening, and digital
communication tools can improve the quality of hires while reducing the
time and cost involved in the hiring process.
3. It is recommended to optimize their online presence, particularly on
professional platforms such as LinkedIn and job boards. Job seekers
should also stay informed about trends in digital hiring and tailor their
applications accordingly to increase their chances of being noticed by
employers.
4. It is recommended to allocate resources towards building a strong
online employer brand. Investing in digital recruitment solutions can help
them attract top talent efficiently, reduce turnover, and support long-term
business growth.
63
5. It is suggested to adopt hybrid models that combine digital platforms
with traditional methods to expand reach and improve accessibility for
both recruiters and applicants.
6. It is recommended to explore other factors that affect the effectiveness
of digital recruitment such as candidate retention, long-term employee
performance, and cross-industry comparisons. They may also consider a
broader scope or a comparative study across different countries or digital
tools.
PROPOSED OUTPUT
Based on the results of this study, it proposed a project called "Digital
Recruitment Enhancement Program (DREP)". This project aims to help
both recruiters and job seekers use digital tools better during the hiring
process. One part of the project is to hold a seminar or workshop for HR
staff and recruiters. This event will teach them how to use online tools like
social media, job websites and video interview apps to make hiring faster
and easier. This project also includes making a simple guidebook that
recruiters can use. This guide will explain which digital tools work best and
how to use them. Furthermore, this project is to offer free training for job
seekers, especially new graduates or unemployed people. These
64
training sessions will help them learn how to use online platforms to apply
for jobs, make better resumes, and do well in online interviews.
Additionally, this project suggests that BPO companies improve or upgrade
their online hiring systems so they can hire better and faster. In simple
terms, this program will help make recruitment more effective and useful for
both companies and job applicants.
65
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APPENDIX A
LETTER REQUEST TO GATHER THE DATA
70
APPENDIX B
SURVEY QUESTIONNAIRE
Name (Optional):
1. Demographic Profile
AGE: [ ] 18 – 26 years old [ ] 26 – 33 years old [ ] 34 – 41 years old [ ] 42
years old and above
GENDER: [ ] Male [ ] Female
EDUCATIONAL BACKGROUND: [ ] Highschool Graduate
[ ] Vocational Graduate [ ] College Graduate [ ] Post Graduate
JOB POSITION: [ ] BPO Recruiters [ ] HR Officer [ ] Hiring Manager [ ]
Others
Direction: Please indicate your opinion by simply putting a ( ) in the box
that best indicates your opinion by following the Likert Scale method.
4
– Strongly Agree, 3 – Agree, 2 – Disagree, 1 – Strongly Disagrees
2. Usage of Digital Platforms in Recruitment
1.1 Social Media Platforms
☐ Facebook
☐ LinkedIn
☐ Instagram
☐ X (formerly known as Twitter)
☐ TikTok
☐ Others:
1.2 Job Boards/Online Recruitment Portals
☐ JobStreet
☐ Indeed
71
☐ Kalibrr
☐ Glassdoor
☐ OnlineJobs.ph
1.3 Company Career Websites / ATS
☐ Company Website Career Page
☐ BambooHR
☐ Workday
☐ SAP SuccessFactors
☐ Others:
1.4 Video Interview and Assessment Tools
☐ Zoom
☐ Microsoft Teams
☐ Google Meet
☐ HireVue
☐ Vervoe
☐ Others:
2.2. Efficiency
4
3
2
1
Questions
1. Digital platforms help reduce recruitment time.
2. Platforms streamline candidate tracking and
communication.
3. They allow for faster job posting and reach.
4. Communication with applicants is more
efficient through digital means.
72
5. Digital platforms speed up the recruitment
process.
2.2. Cost-Effectivity
Questions
4
3
2
1
Questions
4
1. Digital platforms make applications easier for
job seekers.
3
2
1
1. Online recruitment reduces operational
costs.
2. It minimizes the need for physical job fairs or
walk-ins.
3. Free tools and platforms provide cost-saving
alternatives.
4. Less paper and manual labor is needed in
the digital recruitment process.
5. The return on investment (ROI) is higher
using digital recruitment methods.
2.3 Candidate Experience
2. Communication and feedback are faster and
clearer.
3. The recruitment process feels more
engaging through digital tools.
4. Candidates find the application process more
convenient online.
73
5. Digital platforms provide better
communication with applicants.
2.4 Candidate Perceptions
Questions
4
3
2
1
4
3
2
1
1. Job seekers prefer applying through digital
platforms.
2. Candidates are more responsive in online
recruitment stages.
3. Applicants find online assessments and
interviews more flexible.
4. How satisfied are you with the use of digital
platforms for job application and selection?
5. Do you prefer digital job applications over
traditional walk-in applications?
Questions
1. The alternative work arrangement
influences employees’ overall productivity.
2. Employees’ task completion efficiency is
affected by the alternative work schedule.
74
3. Flexible work hours impact employees’
ability to maintain a work-life balance
which in turn affects productivity
4. The alternative work schedule influences
the level of distractions and interruptions
during the workday.
5. The alternative work schedule affects
employees’ ability to meet deadlines.
2.5 Employee Productivity
75
APPENDIX C
DOCUMENTATION
76
77
78
APPENDIX D
CERTIFICATE OF ORIGINALITY
79
APPENDIX E
CERTIFICATE OF EDITING
80
APPENDIX F
STATISTICIAN’S CERTIFICATE
81
APPENDIX G
GRAMARRIAN’S CURRICULUM VITAE
82
APPENDIX H
STATISTICIAN’S CURRICULUM VITAE
83
APPENDIX I
ADVISER’S CURRICULUM VITAE
84
APPENDIX J
RESEARCHER’S CURRICULUM VITAE
85
86
87
88
89