Purpose -The purpose of the present paper is to describe managerial and US legal issues associated with using social networking web sites (SNWs) such as Facebook for personnel selection. Managers must consider the benefits and concerns that using such information presents.Design/methodology/approach -The paper identifies issues based on the academic literature, theoretical concepts, and current managerial and legal developments as reported in the popular and business press.Findings -Using SNWs to screen applicants offers benefits to organizations in the form of gaining a large amount of information about applicants, which may be used to supplement other information (e.g. a resume). It may also help a firm address ''negligent hiring'' legal concerns. However, other legal considerations as well as issues pertaining to information accuracy, privacy, and justice argue against using such information.Research limitations/implications -Throughout the paper, topics are raised which may guide future research.Practical implications -By recognizing both the advantages and disadvantages of using SNW information for applicant screening, managers can make an informed decision as to whether they wish to use this screening method; if so, managers can devise policies that provide the firm with appropriate information while respecting applicant privacy, and complying with US legal and ethical expectations.Originality/value -While much has been written about SNWs, little has been written from an academic perspective on the advantages and disadvantages of accessing applicants' SNWs. The present paper reviews the literature from a variety of disciplines and identifies important issues for researchers and managers.

The development of the Internet affords new opportunities for organizations as they add talent to their workforce. Employers are using third-party job placement websites (e.g., Monster.com), virtual job fairs, social networking websites, and even massively multiplayer online games such as Second Life to recruit job candidates. Organizations are also using their own websites to both attract and to evaluate new applicants. Accompanying these trends is the use of Internet-based testing for evaluating job candidates. Such testing varies based on whether it is proctored or unproctored and whether it incorporates dynamic computer adaptive testing. Finally, many firms are using individual candidate’s social networking websites (e.g., Facebook) as a background screening tool for evaluating job candidates. These trends are described and research questions identified.