Integration of Micro-Blogs into the Human Resource Management (HRM) Areas of Recruitment and Selection

Integration of Micro-Blogs into the Human Resource Management (HRM) Areas of Recruitment and Selection

Ryan J. Petty (Roosevelt University, USA), Laxmikant Manroop (Roosevelt University, USA) and Sara Linton (Roosevelt University, USA)
DOI: 10.4018/978-1-4666-8408-9.ch010
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Abstract

This chapter examines the use of micro-blogs in the human resource management (HRM) areas of recruitment and selection. While there is much attention in the popular press and practitioner literature about how HRM is incorporating micro-blogging and related social media platforms to help execute basic HRM functions, scholarly research on the subject is sparse, with only a handful of peer-reviewed journal articles/edited books. Although these works have contributed much to our understanding, we still know very little about how specific HRM practices can incorporate micro-blogs to achieve competitiveness. We also know very little about the legal and ethical dilemmas associated with using micro-blogs and how employers in general and HRM in particular can circumvent these problems. This chapter will address these issues and will conclude with future research directions that might be used as a platform for subsequent conceptual and empirical research.
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Employee Recruiting

Employee recruiting refers to the process of attracting and screening potential employees for jobs. Traditional e-recruitment methods such as job boards and Internet sites are rapidly giving way to more compelling and cost-effective social recruitment strategies that utilize micro-blog platforms (e.g. Twitter, Tumblr) and social media (e.g. Facebook, LinkedIn). In a 2013 Jobvite recruitment survey, 94 percent of the companies polled reported using MB/SM in their recruitment efforts, compared to 89 percent in 2011 (Jobvite Social Recruiting Survey, 2013). One of the reasons for this is that social recruiting, done through MB/SM platforms, is more cost-effective and has the ability to reach more qualified “passive” jobseekers (i.e. employed persons not actively seeking another job) compared to conventional strategies like job boards and employment fairs. MB/SM recruiting efforts center around three primary techniques: employer “branding” efforts (Bondarouk et al., 2013), proactive recruitment of passive jobseekers (Girard et al., 2013), and active postings of job openings (Madia, 2011). We explore each technique below, focusing specifically on common practices, and ethical and legal implications.

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