Social Media in Employee Selection and Recruitment: An Overview

Landers, Richard N.; Schmidt, Gordon B.

doi:10.1007/978-3-319-29989-1_1

Cited by 51 publications

(57 citation statements)

References 6 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…According to Kaplan and Haenlein (2010), social media is an internet-based platform that allows users to generate and exchange ideas, contents and values. For this reason, social media has increasingly played a crucial role in human resources management in general and hiring quality talent in particular (Landers and Schmidt, 2016). Landers and Schmidt (2016) opine that social network sites contain three major features such as allow users to generate a public personal profile; specify a list of connections with others using sites like Facebook, Twitter and LinkedIn; and observe and explore content from within and connections of others to achieve a purpose.…”

Section: Social Mediamentioning

confidence: 99%

“…Adopting social media platforms for recruitment has its benefits and challenges. Most opinion in the practice of social media-assisted employee hiring is informal, unsystematic, muddled and anecdotal (Bondarouk et al, 2013;Landers and Schmidt, 2016). However, social recruiting approach can offer speed, efficiency and the firm's ability to target and attract suitable candidates, and as well provide useful and additional information about a potential candidate or job seeker (Emanuela, 2018).…”

Section: Social Mediamentioning

confidence: 99%

See 1 more Smart Citation

Attracting and recruiting quality talent: firm perspectives

Adeosun

Ohiani

2020

RAMJ

View full text Add to dashboard Cite

Purpose Understanding matching patterns and determinants of attracting quality talents is an under-researched area, especially from a firm perspective. Firm’s recruitment strategies have an impact on the sorting patterns in the labour market which remains undetermined. This paper aims to explore the drivers of attracting and recruiting quality talents. Also, the role of policies including the national labour laws, industry norms and localised firm policies have on hiring practices and drivers in a developing country. Design/methodology/approach This study is underpinned by network theory, equity theory, social exchange theory and resource-based theory. The authors leveraged on a mixed methodology that is a structured questionnaire administered to 200 firm representatives in Lagos and interviews with key informants from the demand side for labour. Findings The study revealed that firms can leverage on salary, brand name, referral, job security as core factors in attracting and recruiting quality talents. Also, digitisation is a key strategy leveraged on attracting and recruiting quality talents. Techniques such as the use of social media, traditional media, online interviews, physical interviews have proven to help in selecting quality talents. Originality/value Specifically, the paper throws light on how firms use different recruitment channels for hiring workers, and how the use of these channels affects the quality of matches. Furthermore, the role of social networks, wages and benefits for firm recruitment and matching efficiency was well highlighted.

show abstract

Section: Social Mediamentioning

confidence: 99%

Section: Social Mediamentioning

confidence: 99%

Attracting and recruiting quality talent: firm perspectives

Adeosun

Ohiani

2020

RAMJ

View full text Add to dashboard Cite

show abstract

“…Therefore, they were able to make long-term predictions about whether a candidate was likely to leave or remain in the company as well as about the quality of their performance (Van Iddekinge et al, 2016). Nonetheless, reliability and validity and scoring are nowadays major concerns in social media usage (Landers & Schmidt, 2016).…”

Section: Linkedin As a Selection Toolmentioning

confidence: 99%

“…The consequences of a good fit are greater satisfaction and greater commitment, while the consequences of a bad fit include, for example, low satisfaction and stress (Kristof-Brown & Guay, 2011). From this perspective, Web 2.0 allows the interaction between candidates and companies, providing a dynamic and bilateral communication environment, as connectivity and information-sharing are the main characteristics that make social media an interesting resource (Landers & Schmidt, 2016) for organizations. In this context, personnel selection is probably the human resources process that uses social networks most intensively.…”

mentioning

confidence: 99%

LinkedIn “Big Four”: Job Performance Validation in the ICT Sector

Aguado

Andrés

Izquierdo

et al. 2019

Revista De Psicología Del Trabajo Y De Las Organizaciones

View full text Add to dashboard Cite

Information technology is dramatically changing society and work relations nowadays. Different ways of connecting through the Internet and the emergence of social networks have provided the means for individuals to contribute and share personal and professional information affecting the way of accessing the job market. In many cases this is in an unstructured mode, although professional websites often require that information is standardized. The quality of the data offered in professional web portals makes it possible to extract more information than in traditional methods (Zide, Elman, & Shahani-Denning, 2014), and additional aspects can be obtained, such as, for example, social capital (Reiners & Alexander, 2013). Moreover, as using these resources has a low cost (Nikolaou, 2014; Roth, Bobko, Van Iddekinge, & Thatcher, 2016), they are an element of great added value for personnel management in different organizational processes (Madia, 2011), such as recruitment, selection, or hiring. Therefore, companies that do not use social networks in their processes for contacting clients and potential employees are missing a huge opportunity. Specifically, the automated analysis of candidates' profiles to determine the adjustment to a position offers a significant efficiency gain in the process (Faliagka et al., 2014). However, it is true that today most organizations with implemented human resource policies use social networks to a greater or lesser extent. One of the most common uses is electronic recruitment, a form of external recruitment based h t t p s : / / j o u r n a l s. c o p m a d r i d. o rg / j wo p

show abstract

“…Studies conducted more often are related to the usage of SNSs among enterprises -potential employers (Malita, Badescu & Dabu, 2010;Bissola & Imperatori, 2013;Girard, Fallery & Rodhain, 2013;Bondarouk, Ruël, Axinia & Arama, 2013;Landers & Schmidt, 2016;Katiyar & Sain, 2016), rather than for job related activities from the perspective of an individual (Manroop & Richardson, 2013). It is even more difficult to get the information about profiles of individuals (gender, age, education) who use SNSs for job related activities.…”

Section: Snss and Job Related Activitiesmentioning

confidence: 99%

The Use of Social Networking Sites in Job Related Activities: A Cross-cultural Comparison

Bartosik‐Purgat¹,

Jankowska

2017

EBER

View full text Add to dashboard Cite

and CAWI (Computer Assisted Web Interview). The empirical data were collected in 2016 and the total number of respondents from four culturally diversified countries was 1246. Findings:The analysis with the use of Kruskal-Wallis and Dunn post-hoc tests showed that the Turkish respondents most often use SNSs for job related activities, while it is the least often done by the studied Americans. Moreover, from among the studied factors (gender, age and education level) that differentiate the SNSs usage for job related activities in a statistically significant way age is of greatest importance. Implications & Recommendations:The results of the research provide implications for the recruitment policy of multinational enterprises (MNEs). Since more and more enterprises use SNSs in order to look for new employees and advertise themselves as employers (employer branding), the identified interdependencies between the SNSs activities and the analysed factors can support firm attempts to develop the proper recruitment policy taking into account the cultural diversity of potential workers. Contribution & Value Added: There are not many studies in the literature which present the usage of SNSs for job related activities from the perspective of individual users in the cross-cultural approach. The majority of studies are related to the usage of SNSs by enterprises in the recruitment process. Article type: research paper

show abstract

Social Media in Employee Selection and Recruitment: An Overview

Cited by 51 publications

References 6 publications

Attracting and recruiting quality talent: firm perspectives

Attracting and recruiting quality talent: firm perspectives

LinkedIn “Big Four”: Job Performance Validation in the ICT Sector

The Use of Social Networking Sites in Job Related Activities: A Cross-cultural Comparison

Contact Info

Product

Resources

About