Search results

Consists of a series of nine articles under the same title. Each article provides a different slant on the hiring process. Outlines the legal position when hiring employees and concentrates on providing a framework for managers. Covers areas including job analysis and descriptions, where to advertise and recruit, selection criteria, the interview, testing, negotiating the offer of employment and references. Briefly describes trends in employment practices and ways to minimize potential litigation through best practice.

The aim of the study is to understand how the hiring process develops in cases where there are no explicit or formal requirements. How do implicit and informal criteria and requirements impact the process of selecting the right candidate?

A qualitative approach was employed through the use of semi-structured interviews with 47 external recruitment consultants in the south of England.

In contrast to what is assumed in mainstream Human Resource Management literature, employers do not rely on a comprehensive implicit understanding of what is needed in cases where there are no explicit criteria and requirements. Instead, high uncertainty makes the development of criteria and requirements incremental and negotiable but also problematic. The analysis shows that three mechanisms compensate for the lack of certainty in the hiring process. First, interviews with applicants shape how the hiring criteria develop. Second, market signals of what is available in the labour market help construct the criteria and requirements. Third, criteria and requirements are interpreted and negotiated during interactions with recruiters and others.

Hiring without explicit requirements and criteria is often understood as rather unproblematic and/or not fundamentally distinct from hiring with them. The study shows that in these cases the process becomes more unpredictable and more open to interpretation and negotiation.

The purpose of this study was to examine how identity covering techniques can influence raters' perceptions of job candidates who have a socially stigmatized identity. Specifically, the authors explore how raters respond to two types of candidates: one who does not mention his gay identity during the interview process, and one who openly discusses their gay identity during the interview process. The authors also investigate whether job type (sport operations vs business operations) and the rater's views toward social equality influence perceptions of job fit and subsequent hiring recommendations.

The authors conducted an experiment to examine whether an applicant's level of stigma covering, type of job posting and rater's views toward social equality influenced perceptions of job fit. The authors then tested whether perceptions of job fit mediated hiring recommendations. Adults in the USA (n = 237) who were employed and had served on a hiring committees participated in the survey.

When applying for sport operations jobs, as opposed to business operations jobs, gay male applicants are viewed more favorably if they engage in high levels of identity covering. Further, the applicant's level of stigma covering influenced raters who reported high or moderate social dominance orientation but did not impact raters with low social dominance orientation. Overall, the findings reveal that identity covering techniques do have relevance for studying the dynamics of hiring gay men who apply for jobs in the sport industry.

The study advances the understanding of identity management techniques by examining the nuances of how applicants can choose to disclose their stigmatized identity, and how those decision influence the hiring process.

Various scholars suggest that there is a lack of research on the recruitment in small and medium-sized enterprises (SMEs) and also a scarcity of theoretical basis for the recruitment procedures used by these companies. As the vast majority of studies concentrate on larger organizations, they may not accurately reflect the challenges faced by smaller-sized entities to profoundly and accurately comprehend their recruitment procedures. In addition, the use of technology in recruitment has grown in importance in today’s quickly evolving business environment, particularly in light of the COVID-19 pandemic footprint. This study aims to examine the recruitment procedures used by SMEs and how they have been compelled to adjust to different extents to these technological improvements by the effects of the aforementioned epidemic.

With the aim to investigate the current recruitment practices in SMEs and the extent to which digital technologies are embraced by these companies within human resources (HR) procedures, this research relied on interviews with SMEs representatives. The qualitative methods used provided access to relevant data and insights, as they allowed close interactions with top managers and CEOs of ten companies from various sectors. Thus, the research results draw a vivid and reliable image of the procedures and practices used by small and medium-sized companies to attract, select and retain their staff.

This study’s findings are of increased interest to HR professionals, recruiters and managers in SMEs, who aim to attract and retain the best talent and optimize their recruitment strategies in a rapidly changing business environment, enabled by technological advancements. Effective HR recruitment procedures adapted to the specific needs of small and medium-sized companies can lead to several benefits for the organization, including improved employee selection, reduced turnover and increased organizational productivity.

Although the interviews examined here encompass recruitment techniques from SMEs in a variety of industries, the results’ generalizability is limited by the sample size and geography. Furthermore, the findings’ dependability is dependent on the accuracy of the data provided by the respondents.

This investigation confirms some of the theoretical underpinnings which point to the lack of formalized structures and procedures in the recruitment process in SMEs, which enjoy more flexibility in managing HR processes. In addition, the results reinforce the arguments indicating an adjustment between HR strategies or policies and organizational goals in smaller enterprises which adapt faster to changes in the market. Moreover, it becomes apparent that there is a relationship between the quality of job descriptions and the successful fit in attracting the right candidates for the open positions. Furthermore, digital technologies offer opportunities for expanding the recruiters’ reach to a wider audience and also support the selection stage, thus increasing the chances of finding suitable staff. As the need to shift from traditional recruitment to e-recruitment in SMEs has been highlighted in the literature, the qualitative research revealed that this need was driven on the one hand by the COVID-19 pandemic when these companies successfully adapted and implemented new online methods of recruiting, but also by the lack of skilled labor, leading to the expansion of recruitment to other parts of the country or even to other countries.

With regard to the proportion of men and women used in small and medium-sized companies, there is a clear need to involve and train more women in the predominantly male-dominated industrial and IT sectors. From this point of view, companies tend to devote more interest to integrating communities of women in these industries, as well as in key management positions. Another point of interest that the study highlights is the fact that SMEs have started to get creative with the benefits package they propose to candidates and focus on remote work, hybrid office–home working, or seasonal work to offer future employees a better work–life balance.

The added value of this investigation is filling the gaps in the current literature concerning recruitment procedures currently used by SMEs, the challenges they face and the solutions they advanced to solve them. Furthermore, SMEs often drive innovation and competition in the market and play a crucial role in the supply chain of larger companies, providing them with the goods and services they need to operate and supporting the availability and reliability of products from larger companies. They are often the driving force behind revitalizing local economies and creating new employment opportunities. Consequently, the underlying significance of this study is rooted in the need to modernize and simultaneously improve HR recruitment procedures through the integration of technology and a focus on innovation.

Although the job market remains extremely competitive for entry‐level librarian positions, only individual, anecdotal stories of what hiring committees are looking for in the candidates they invite to interview currently exist; no formal studies have been conducted since the recession began in early 2008. This survey was created with the aim of allowing those with recent experience on hiring committees to provide advice to those on the market for entry‐level public and academic librarian positions and to answer what are, for many job‐seekers, burning questions.

This is an exploratory study designed to give librarians with hiring committee experience an opportunity to speak honestly about their preferences, explain how the interview process works at their institutions, and provide advice to job‐seekers.

The results of this survey provide guidance on what candidates can do to make the most of their abilities, knowledge and skills during the interview process.

Can a new library school graduate compete with those who have so much more experience? What traits are hiring committees looking for in an entry‐level librarian? While the literature does give some indication of best practices for hiring committees in libraries, the researchers of this study wanted to delve into what hiring committees really seek in entry‐level librarians now that the competition is more intense.

Provides a basic framework for the hiring of employees. Covers areas such as job description, method of advertising, analysis of application and references. Continues with a brief look at interviewing and testing applicants, including the variety of tests available. Concludes by examining the procedures for offering the position to a candidate.

The purpose of this study is to outline components of a proposed screen-in (not out) hiring process for police.

This study uses survey data collected from police officers of all ranks (n = 166) in one Arizona police department, exploring officer perceptions of the most important qualities necessary to be an exceptional police officer, as well as the optimal processes for finding people with those traits.

Results build on prior studies that have begun to identify sought-after traits including honesty, integrity, ethics, compassion, empathy, as well as communication and listening skills. Findings also suggest preliminary steps for finding good cops through expansion of existing screen-out processes to also screen-in desirable prospects, application of some academy training processes to the hiring pool, and more proactive recruitment efforts.

This study adds value to the extant literature on the characteristics of good policing and on identifying the qualities by which to “screen-in” officers during the hiring and recruitment process. Further, the authors expand this understanding by capturing perceptions of the best processes to identify individuals with desirable qualities during the hiring and recruitment process. The implications of these findings are used to initiate a discussion of foundational components of a screening-in hiring process for police, informed by both empirical research and community perspectives.

This paper discusses the factors to consider when designing studies to measure hiring discrimination against transgender job applicants.

The paper builds on academic literature related to hiring discrimination and transgender employment to build a detailed discussion of the numerous factors and issues inherent in hiring discrimination against transgender job applicants. By isolating and describing a number of relevant considerations, the paper aims to act as a guide for future studies to build upon.

Three types of hiring discrimination studies are discussed: correspondence tests, in-person experiments and student cohort experiments. Three main categories of factors relevant to an experiment’s design are then discussed: the legal context, industry/role factors and transgender population-specific factors. A flow-chart detailing the research design decision-making process is provided.

The discussion within this paper will act as a reference and a guide for researchers seeking to address the dearth of empirical studies in the literature. The list is not exhaustive; while a number of factors relevant to transgender-specific studies are identified, there may be more that could affect an experiment's design.

Hiring discrimination against transgender people has been recorded in many surveys, but there is little empirical measurement of this discrimination. To the author's knowledge, this paper is the first to examine the experimental design decisions related to transgender hiring discrimination. In doing so, it provides contributions for two primary audiences: those researching transgender employment issues but who have never conducted a study measuring hiring discrimination; and those who have previously conducted studies on hiring discrimination, but have not done so with reference to transgender job applicants.

This study aims to investigate the problem of trained employee retention in a highly competitive labor market for a manufacturing facility in the oilfields of West Texas.

This article examines how one manufacturing facility should be able to retain their trained employees by using the logic of Eliyahu M. Goldratt's thinking process.

The thinking process underscores the importance of a systematic process of problem‐solving by pinpointing the problem, determining a workable solution, and implementing the solution. By using this process, an organization would begin by looking for the underlying cause of the problem which produces undesirable effects (UDE) and develop a current reality tree highlighting these UDEs. Then the organization would develop a future reality tree which produces the desired effects.

The list of publications was not exhaustive and were all US publications, which might have limited its usefulness outside the USA.

This paper is a useful source of ideas for training and retention of employees in a competitive labor market.

Using the theory of Planned Behaviour as the basis, the study investigates the impact of attitude, subjective norm and perceived behavioural control on rehiring intention. The predictors of attitude (i.e. organisational culture, risk and government incentives) and perceived behavioural control (i.e. skills and supporting documents) were examined by expanding the TPB model.

A self-administered survey was used to gather data from Malaysian firms hiring ex-offenders. Partial Least Squares (PLS) structural equation modelling (SEM) was used to verify the study's proposed research model's hypothesis.

The SEM analysis showed attitude and subjective norm as solid predictors of rehiring intention. For attitude, organisational culture and government incentives were proven to have an impact. Besides perceived behavioural control, the skill set was a significant predictor.

This study suggests that active involvement of the government to engage employers with ex-offenders through incentives (tax deductions and wage and training subsidies) and prison job fairs can increase their employment opportunities. There is also a need for formal guidelines and practices on hiring ex-offenders in organisations to promote a positive hiring culture. Establishing an employment-based re-entry unit that provides ex-offenders with various transition skill programs, such as technical skills, job search skills and life skills, is crucial for their employment prospects.

This study is among the pioneers in investigating ex-offenders’ rehiring agenda, specifically examining factors that influence employers' decision making. The results are relevant to managers, regulators, institutions and NGOs to structure the right interventions to ensure ex-offenders are successfully hired. It is found that Interventions aiming to increase job opportunities for ex-offenders require activities that expand community and ex-offender engagement since it reduces the social stigma and promotes more ex-offenders accepting behaviour.