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The Internet has already impacted the recruitment process. The development of Web 2.0 offers new perspectives to recruiters. Are Web 2.0 practices revealing new e-recruitment strategies? We first connect the resource-based view (RBV) and the social network theory (SNT) respectively with Web 1.0 and Web 2.0. Then we present the results from an exploratory study conducted among recruiters in software and computing services companies. It appears that the use of Web 1.0 is generalized but insufficient. Web 2.0 is used by firms to develop employer branding and reputation and to create new relationships with potential applicants. In conclusion, we adapt Ruël et al.'s e-HRM model to obtain a global view of e-recruitment issues.

This chapter explores different strategies implemented by three companies using professional (LinkedIn) and non-professional (Facebook) social networking websites (SNWs) as a recruitment tool and investigates the influence of their perceived usability and attractiveness on job seekers’ attraction and their intention to apply.

First, a laboratory experiment involving 171 MBA students compares the effectiveness of three different social recruitment strategies. Second, a survey among 110 job seekers focuses on the most effective strategy in terms of attraction as an employer and the influence of perceived usability and attractiveness of professional SNW pages on job seekers’ intention to pursue the job.

The laboratory experiment confirms the key role of LinkedIn as an e-recruitment practice. The survey shows that the overall company image, the usability of the LinkedIn page and the interaction between the attractiveness of the page and the overall company image positively influence job seekers’ intention to pursue the job.

The research offers insights on job seekers’ reactions to 2.0 Internet-based recruitment. Companies should focus on and invest in professional social medias, paying attention to the usability of their SNWs pages.

Recruitment is a strategic HRM practice to attract talents; however, research lags behind practice and little is known about job seekers’ perceptions and reactions to Internet recruitment. This chapter sheds light on the use of social media for recruitment and identifies two features that contribute to an effective e-recruitment strategy.

Although the importance of social media in the HRM literature is well established, little is known about their potential role in bringing the “human component” at the center of the organization. The purpose of this chapter is to conceptually investigate if and how the use of social media in HRM can support (or counteract) a more humanistic approach within organizations. To this aim, we looked into how the e-HRM literature on social media could match the principles posed by the Humanistic Management literature. After having delineated Humanistic Management principles, we frame our analysis focusing on four main topics related to HRM: organizational culture, leadership, job design, and HR practices (i.e., recruitment and selection, learning and training, and performance appraisal and compensation). We develop research propositions connecting humanistic principles with these organizational and HR areas, and conclude with research and managerial implications.

The development of social media provides new opportunities for recruitment and raises various questions. This chapter aims to clarify areas of agreement and disagreement regarding the integration of social media in recruitment strategies.

A Delphi study was conducted among a panel of 34 French experts composed of 26 practitioners and 8 academics.

Three quantitative results and five qualitative results are presented. Social media appear as an opportunity to raise the strategic role of HR professionals through employer branding strategy, internal skills development, and a greater involvement of managers within the sourcing process.

This study points out several barriers and limits regarding the integration of social media in recruitment strategies and encourage HR professionals to take up the challenge. Multiple recommendations are addressed to HR professionals.

This chapter is based on an innovative application of the Delphi method. Moreover, it offers a more comprehensive and critical look on the integration of social media in recruitment strategies.

Over the last several years, it has been clear that HR departments rely heavily on their own pieces of technological infrastructure. For improved time management, efficiency in working, productivity, managing remuneration, assessing personnel, recruiting candidates via online methods, etc., technology is being used across all areas of human resources. All of this require technology, and in this qualitative study, the author has attempted to compile the technologies used across all of the verticals, as well as their impact on HR functioning and the ways in which the Human Resource Information System (HRIS) is used within the organization. HRIS have modified HR administrative work and improved the business, allowing HR to rise from the tiers of management, administration, and maintenance to the level of core business and strategy.

Introduction: In previous years, we can witness an upsurge in the usage of different digital tools by the different corporates worldwide. Instead, it can be witnessed during the time of Covid-19, where most of this affects the various human resource management (HRM) practices. It became essential for the industries worldwide to shift through digitalisation and so for HRM functions.

Purpose: Understanding the present situation of extensive usage of different digital tools, this chapter aims to discover and comprehend how successful the various organisations were in digitalisation and explain its outcomes. The main objective of this chapter is to explore the various factors influencing the success of digitalisation in human resources (HR) and measure its outcomes. To fulfil this aim, authors have focused on exploring the literature on a similar concept in the last decade (2011–2021).

Methodology: To conduct the study, the authors have approached a systematic study of bibliographic search with a motive to achieve the available works about HRM digitalisation. The list of different resources was primarily created using Google Scholar’s information. The acquired resources were then analysed and, based on certain pre-defined criteria, filtered.

Findings: The result of this study indicated that most of the previous studies focused on digitalisation outcomes, but very few studies have explored the dimension of understanding the success of digitalisation. Authors have categorised the factors among technological, organisational, and people factors. So further to understand these in-depth outcomes, both positive and negative outcomes have been understood.

Implications: Lastly, the authors have also tried to explore the suitable settings required for HRM digitalisation by studying empirical articles. This chapter will provide the overall view of the crucial factors for successful digitalisation in the domain of HRM and evaluate the outcomes. The study’s findings can be further utilised to conduct an in-depth study of the phenomenon and explore how the organisation can manage these factors during the implementation of HR digitalisation.

The following is an introductory profile of the fastest growing firms over the three-year period of the study listed by corporate reputation ranking order. The business activities in which the firms are engaged are outlined to provide background information for the reader.

This book aimed to conceptualise a construction workforce management model suitable for effectively managing workers in construction organisations. To this end, this chapter presents the conceptualised model, which consists of seven workforce management practices with their respective measurement variables. Drawing from existing theories, models, and practices, the chapter concludes that a construction organisation that will attain its strategic objectives in the current fourth industrial revolution era must be willing to promote effective recruitment and selection, compensation and benefits, performance management and appraisal, employee involvement and empowerment, training and development, as well as improving workers emotional intelligence and handling external environment pressure. These practices can promote proactiveness, participation, and improved skills and can lead to effective commitment, better quality, and flexibility within the organisation.