scholarly journals Implementation of Social Media Application as Recruitment Platform: Impact on Job Seekers and Intention to Apply

2021 ◽  
Author(s):  
Hamzah Mardi Putra
Keyword(s):  
Social Media ◽  
Job Seekers

Older and Younger Job Seekers' Impression Management on LinkedIn

2021 ◽  
Vol 20 (2) ◽  
pp. 61-74
Author(s):  
Franciska Krings ◽  
Irina Gioaba ◽  
Michèle Kaufmann ◽  
Sabine Sczesny ◽  
Leslie Zebrowitz
Keyword(s):  
Social Media ◽  
Social Networking ◽  
Impression Management ◽  
Social Networking Sites ◽  
The Internet ◽  
Job Seekers ◽  
Self Presentation ◽  
Job Offers ◽  
Research Show

Abstract. The use of social networking sites such as LinkedIn in recruitment is ubiquitous. This practice may hold risks for older job seekers. Not having grown up using the internet and having learned how to use social media only in middle adulthood may render them less versed in online self-presentation than younger job seekers. Results of this research show some differences and many similarities between younger and older job seekers' impression management on their LinkedIn profiles. Nevertheless, independent of their impression management efforts, older job seekers received fewer job offers than younger job seekers. Only using a profile photo with a younger appearance reduced this bias. Implications for the role of job seeker age in online impression management and recruitment are discussed.

Research shows role of pre-hire and post-hire outcomes in effectiveness of social media recruitment

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Social Media ◽  
Cost Effective ◽  
Job Seekers ◽  
Content Type ◽  
Recruitment Methods ◽  
Services Sector ◽  
Talent Retention ◽  
Credible Information ◽  
Recruitment Tool

Purpose The authors were motivated to carry out their study by the increasing popularity of social media as a recruitment tool. They focused on the recruitment managers as previous studies have concentrated on the experiences of the candidates. Design/methodology/approach The authors wanted to test two hypotheses. The first one was split into two parts – Hypothesis 1A was that: “Recruiters intentions to adopt SMR are significantly related to pre-hire ROs.” And Hypothesis 1B was that: “Recruiters intentions to adopt SMR are significantly related to post-hire ROs.” Their second hypothesis was that: “CS (credibility and satisfaction) will mediate the relationship between SMR intention and ROs”. They surveyed 240 recruitment managers in the manufacturing and services sector, in Gujarat, India. Findings The results confirmed both of the hypotheses. Firstly, the responses showed that recruiters intended to use social media as it provides pre-hire benefits. Similarly, results showed SMR is more compatible, less complex and ensures better trialability and observability. Secondly, the research showed SMR intentions are significantly related to post-hire ROs. The study proved that SMR was “cost-effective, attracts better talents and retains them”. Originality/value The study suggested social media sites like Facebook could maximize the number of applicants and be more effective than traditional advertising in targeting passive job seekers. Second, it showed managers could optimize their SM post-hire outcomes to improve talent retention. Third, the results suggested that SMR could attract dream candidates by providing credible information. Finally, HR departments needed to understand social media complements rather than replaces traditional recruitment methods.

scholarly journals The Influence of the Firm’s Career-Website on Job-Seekers’ Intentions to the Firm

2015 ◽  
Vol 5 (3) ◽  
pp. 111
Author(s):  
Robert W. Stone ◽  
Lori Baker-Eveleth ◽  
Daniel Eveleth
Keyword(s):  
Social Media ◽  
Positive Influence ◽  
Ease Of Use ◽  
Perceived Usefulness ◽  
Primary Method ◽  
Job Seekers ◽  
Related Factors ◽  
Factors Affecting ◽  
Subsequent Behavior ◽  
Significant Positive Influence

Currently organizations rely on its websites to engage and inform job-seekers, and as the primary method for job-seekers to submit applications for screening (Thompson, Braddy & Wuensch, 2008). Therefore a website must be able to influence job-seekers to react positively to perform behaviors such as submitting an application, returning to the site, recommending the company or site to others, and to engage the organization by transitioning to the organization’s social-media sites. Whether or not a job-seeker performs these behaviors is largely a function of the experience with the website. Understanding the website-related factors affecting a job-seeker’s intentions and subsequent behavior is, therefore, critical to the firm. The sample consisted of 199 usable responses and the results show website aesthetics, content and ease of use influence respondents’ intentions, indirectly, through perceived usefulness of the site. Social norms toward the firm have a significant, positive influence on respondents’ intentions.

High Tech and High Touch

2017 ◽  
Author(s):  
James E. Coverdill ◽  
William Finlay
Keyword(s):  
Social Media ◽  
Labor Market ◽  
Labor Markets ◽  
Great Recession ◽  
High Tech ◽  
Internal Labor Markets ◽  
Job Seekers ◽  
The Great Recession ◽  
Labor Market Intermediaries ◽  
Large Numbers

This book examines headhunting—contingency recruiting—in the wake of two profound changes in the labor market. The first is the emergence and explosive rise of various forms of social media, most prominently LinkedIn, which have made information about employers, jobs, and job-seekers much more widely available. The second is the unraveling of internal labor markets and the fraying of the ties between employers and employees, which started in the 1980s and 1990s, and accelerated in the wake of the bursting of the dotcom bubble and the Great Recession. Both changes created the possibility that employers and candidates would be able to find each other without the benefit of labor-market intermediaries like headhunters. The book explains why headhunting survived these changes: employers still need headhunters to find good candidates quickly. In a high-tech world, it is relatively easy to find large numbers of apparently qualified prospective candidates. Headhunters, however, determine which of these prospects are truly viable candidates and they invest time and effort in converting prospects into candidates. They bring high-touch search to a high-tech labor market.

Seeking out talent on social media

2016 ◽  
Vol 24 (1) ◽  
pp. 30-31
Keyword(s):  
College Students ◽  
Social Media ◽  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Cutting Edge ◽  
Job Seekers ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – A three-step guide is offered to help prospective employers attract graduate job seekers by means of social media, particularly Facebook. Social media recruiting can pay off in several ways: First, employers have the advantage of speed. Second, they have broad and frequent access to college students. Employers will also reduce their overall college recruiting costs and, finally, employers can enhance their overall employment branding through the use of Facebook. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Getting a Job

2021 ◽  
pp. 60-80
Author(s):  
Elizabeth L. Shoenfelt
Keyword(s):  
Social Media ◽  
Graduate School ◽  
Job Search ◽  
Tracking Systems ◽  
Job Seekers ◽  
Master's Students ◽  
Media Image ◽  
Job Offers

This chapter provides readers with critical insights into the nuts and bolts of conducting a job search. Specific actions that industrial-organizational master’s students can take to execute a successful job search are provided. Actions in graduate school that lay a foundation for a successful job search include developing an elevator speech, pursuing internships (paid or unpaid), participating in applied projects, and ensuring a professional social media image. Strategies for completing an application, using applicant tracking systems, writing résumés and cover letters, responding to phone screens, preparing for interviews, and demonstrating job offer etiquette are provided. These strategies enable most job seekers to land one or multiple job offers within six months of graduation.

scholarly journals Predictors of job seekers’ self-disclosure on social media

2015 ◽  
Vol 53 ◽  
pp. 1-12 ◽  
Author(s):  
Mariam El Ouirdi ◽  
Jesse Segers ◽  
Asma El Ouirdi ◽  
Ivana Pais
Keyword(s):  
Social Media ◽  
Job Seekers ◽  
Self Disclosure

scholarly journals Is content king? Job seekers’ engagement with social media employer branding content.

2016 ◽  
Author(s):  
Kilian J. Moser ◽  
Andranik Tumasjan ◽  
Isabell M. Welpe
Keyword(s):  
Social Media ◽  
Supervised Machine Learning ◽  
Job Seekers ◽  
Employer Branding ◽  
Media Communication ◽  
Digital Platforms ◽  
Brand Building ◽  
Fortune 500 Companies ◽  
Employer Brand ◽  
Social Media Communication

Abstract Increasing digitization and the emergence of social media have radically changed the recruitment landscape adding interactive digital platforms to traditional means of employer communication. Removing barriers of distance and timing, social media enable firms to continue their efforts of promoting their employment brand online. However, social media employer communication and employer brand building remains woefully understudied. Our study addresses this gap by investigating how firms use social media to promote their employer brand. We analyze employer branding communication in a sample of N = 216,828 human resources (HR) related Tweets from N = 166 Fortune 500 companies. Using supervised machine learning we classify the Tweet content according to its informational and inspirational nature, identifying five categories of employer branding social media communication on Twitter.

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