HRM 635 Topic 2 DQ 1 What processes, procedures, and specific websites are currently being used in your organization to attract and acquire potential employees from the online setting?

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Title: HRM 635 Topic 2 DQ 1 What processes, procedures, and specific websites are currently being used in your organization to attract and acquire potential employees from the online setting?

HRM 635 Topic 2 DQ 1 What processes procedures and specific websites are currently being used in your organization to attract and acquire potential employees from the online setting

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Topic 2 DQ 1

Apr 14-16, 2022

As technology continues to advance, organizations are using social media and online platforms to attract and acquire eligible employees. What processes, procedures, and specific websites are currently being used in your organization to attract and acquire potential employees from the online setting? As a job seeker, discuss the benefits and challenges that accompany social media, including LinkedIn, when searching for employment? What are the drawbacks that an employer faces when using websites to attract future employees for positions and how can these drawbacks be reduced?

REPLY TO DISCUSSION

Constantine Dapilma

Posted Date

Apr 19, 2022, 10:09 AM

Status

Published

Replies to Constantine Dapilma

Attracting and Acquiring Employees through Social Media and Websites

Technology is inevitable in today’s

HRM 635 Topic 2 DQ 1 What processes procedures and specific websites are currently being used in your organization to attract and acquire potential employees from the online setting

to enhance patient care’s efficiency, effectiveness, and accuracy. As this happens, health care organizations have realized the benefits of online presence and ensure that they can be accessed through websites and social media. Such presence also gives them a platform to connect with potential employees and source them when opportunities arise instead of primarily relying on the formal application and recruitment process.

Different organizations use different online and social media platforms to attract and acquire eligible employees. The most widely used platforms include Glassdoor and LinkedIn. They are reliable platforms since they provide adequate details about the employees. Other platforms include the organization’s website, Facebook, and Twitter since they offer the chat option to communicate. On processes, the organization relies on multiple platforms since accessibility to potential employees varies depending on populations’ profiles, including age, work experience, and specialties. Websites and social media platforms also allow organizations to evaluate employees’ work experience, values, and beliefs (Hosain, 2020). Such information guides the organization to contact, consider, or reject an employee’s application.

Job seekers and employers experience different challenges when using social media and websites. Social media gives job seekers increased visibility (Nayak et al., 2020). However, not all organizations consider such platforms for recruitment. Their information is also visible to scammers. Employers using websites to attract future employees are likely to recruit under-qualified staff since not all people provide accurate profiles on social media or job-related websites (Appel et al., 2020). Accordingly, there is a high chance of sacking employees after recruitment and engaging in a continuous, costly process. The most effective way to reduce these drawbacks is to use social media and websites only to screen applicants. After that, they must undergo the formal selection process, such as interviews, to ensure that the process is reliable and valid.

References

Appel, G., Grewal, L., Hadi, R., & Stephen, A. T. (2020). The future of social media in marketing. Journal of the Academy of Marketing Science, 48(1), 79-95. https://doi.org/10.1007/s11747-019-00695-1

Hosain, S. (2020). The role of social media on talent search and acquisition: Evidence from contemporary literature. Journal of Intercultural Management, 12(1), 92-137. doi: 10.2478/joim-2020-0034

Nayak, B. C., Nayak, G. K., & Jena, D. (2020). Social recognition and employee engagement: The effect of social media in organizations. International Journal of Engineering Business Management, 12, 1847979020975109. https://doi.org/10.1177%2F1847979020975109

Trina Cruse

replied toConstantine Dapilma

Apr 19, 2022, 5:52 PM

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Replies to Constantine Dapilma

Hello Constantine,

Unique records produced through social media should be kept like other records because they provide valuable information for your government and public in the present and future. Social media posts help record engagement with the public that act as evidence for developing programs, events, and reports. Further, these posts can be considered historically important, as a record of the relationship between a government and its public.

Challenges Though the benefits of social media recordkeeping have led many governments to preserve posts using screenshotting, copy-and-pasting content, and software such as ArchiveSocial or SocialWare, capturing these posts pose unique challenges.

Robert Rupe

replied toConstantine Dapilma

Apr 19, 2022, 7:00 PM

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Replies to Constantine Dapilma

Good comments. Here is something else to consider. If a company wants to improve their recruiting practices and retention strategies, they should consider conducting exit interviews for employees that choose to leave the organization. Sound strange?

The reality is that exit interviews can provide great insight into organizational practices and can serve as a springboard for improving the recruiting practices and the organization as a whole. Ultimately, this can lead to better retention rates and help the company improve their attractiveness to new candidates in the recruiting process.

As a consultant, when I have conducted or designed exit surveys for companies I have noted very different responses from employees that are asked exit questions the day they leave ( in-person) and those asked exit questions again weeks later via phone. They tend to be more honest when it is from a third party (me, in this case) and not the company. When they are asked questions by HR on their departure day, they seem to be reluctant to be honest, maybe for fear of retribution such as a bad referral or bad rehire status. This process really helps get them much closer to understanding why people are leaving.

Understanding why people leave can be a good way to understand how to improve things, so that people will want to come to your company. This can be helpful in improving recruiting practices too. It seems backwards to look at why people leave out the back door, to get people to come in the front door, but it can be helpful.

What are some specific insights you think companies can gain from exit interviews that may help in the recruiting strategy?

-Dr. R

Kuljit Bhandal

replied toConstantine Dapilma

Apr 20, 2022, 11:21 AM

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Replies to Constantine Dapilma

Thanks for your information, according to SHRM, as firms move their talent attraction efforts to distant candidates, more companies will utilize virtual recruiting tools. The most excellent recruiters will take advantage of the opportunity to learn new abilities, adjust as needed, and demonstrate their worth to the company. According to 70% of LinkedIn study respondents, a hiring process that mixes virtual and in-person methods will become more common due to the cost and time savings. Even if firms resume in-person operations, I believe that virtual and automated interviews will replace many in-person interactions. Internal mobility has several advantages, including more engagement, lower expenses, and a faster hiring process, but the most important benefit may be enhanced retention.

Maurer, R. (2021, February 11). 2021 recruiting trends shaped by the pandemic. SHRM. Retrieved April 20, 2022, from https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/2021-recruiting-trends-shaped-by-covid-19.asp

Kuljit Bhandal

replied toKuljit Bhandal

Apr 20, 2022, 11:23 AM(edited)

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Replies to Kuljit Bhandal

Thanks for your information, according to SHRM, as firms move their talent attraction efforts to distant candidates, more companies will utilize virtual recruiting tools. The most excellent recruiters will take advantage of the opportunity to learn new abilities, adjust as needed, and demonstrate their worth to the company. According to 70% of LinkedIn study respondents, a hiring process that mixes virtual and in-person methods will become more common due to the cost and time savings. Even if firms resume in-person operations, still virtual and automated interviews will replace many in-person interactions. Internal mobility has several advantages, including more engagement, lower expenses, and a faster hiring process, but the most important benefit may be enhanced retention.

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