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There is only scarce research about the transformation of e-HRM in general, and of the e-recruiting function in particular. Further, there is not much known of the transformational implications for the related people, process, and information technology (IT). The paper aims to discuss these issues.

To analyze the transformation of e-recruiting caused by external influences outside of the organization, the authors report the results of an eight-year case with a media corporation in order to derive and describe five consecutive steps of an e-recruiting transformation model.

The paper comes up with five stages (transformation of tools, transformation of systems, transformation of workflows, transformation of tasks, and transformation of communication), each influenced by external developments and market tendencies (War for Talent, increasing number of applications, job market switch, globalization of job market, changing communication behavior).

This research contributes to literature by explaining the drivers of an e-HRM transformation and the different stages of this transformation process differentiated by the affected people, processes, and IT. However, it only observes the transformation in one company, hence the transformation of further e-HRM functions in other companies might differ.

The paper highlights both the transformation of e-recruiting and for the related people, processes, and IT, so companies could observe their current status of e-recruiting transformation.

This paper represents the first longitudinal approach observing the transformation of e-recruiting by describing different stages and external influences.

The purpose of this paper is to examine the degree to which job seekers’ cultural values moderate the relations between organizational values displayed on an e-recruiting websites and organizational attraction by adapting a Cultural Vales Model of Recruitment. The authors also assessed the moderating relation of collectivism on the relation between an opportunity to contact an employee in the organization and attraction.

This study used a 2 × 2 design and data from 235 students who were seeking jobs.

Individualism moderated the relation between website achievement values and organizational attraction. Individuals’ collectivism values moderated the relation between the opportunity to contact an employee and attraction.

Organizations that display achievement values on websites may attract individuals with highly value individualism. This may inadvertently limit diversity. Findings also suggest that providing an opportunity to contact an employee is likely to attract individuals with high rather than low levels of collectivism.

Content displayed on e-recruiting websites may inadvertently limit diversity in organizations.

This was the first study to examine the effects of the congruence of individual cultural values with organizational values, and the opportunity to contact an employee on attraction in an e-recruiting context.

Effective leadership of human capital is a major managerial issue. Hiring and keeping employees is key to sustainable competitive advantage. E‐recruiting as a general process is job‐specific and offers computer‐assisted screening interviews and statistical prediction to aid in reducing recruiting costs, time‐to‐hire and employee turnover. This paper examines the application of this technology to recruiting and retaining knowledge workers in an e‐commerce, information‐intensive environment.

The hospitality and tourism industry faces a number of workforce challenges, especially the high turnover rates and associated replacement costs associated with continually identifying and hiring new employees. The purpose of this paper is to discuss how hospitality and tourism organizations can use electronic human resource management (eHRM) and artificial intelligence (AI) to help recruit and select qualified employees, increase individual retention rates and decrease the time needed to replace employees. Specifically, it discusses how e-recruiting and e-selection and AI tools can help hospitality and tourism organizations improve recruiting and selection outcomes.

Research on eHRM, AI, employee recruitment and employee selection are applied to the hospitality and tourism industry and insights for how eHRM and AI can be applied to the industry are discussed.

eHRM and AI have the potential to transform how the hospitality and tourism industry recruit and select employees. However, care must be taken to ensure that the insights gained and the decisions made are well received by employees and lead to better employee and organizational outcomes.

This paper represents the first research that integrates research from eHRM and AI and applies it to the hospitality and tourism industry.

This paper represents the first research that integrates research from eHRM and AI and applies it to the hospitality and tourism industry.

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.

In recent years, technology diffusion, globalization and the Internet revolution have accelerated the growth of online transactions and altered corporate operations systems. The emergence of computer technology and the Internet have changed the way businesses work. The purpose of this study is to find and identify any common patterns in the logistics and supply chain industries for job requirements using job posting content in Malaysia.

This study provides an exploratory assessment of the employability skill set required using online job posting advertisements. Online job posting advertising, also known as e-recruiting, is one field that has been significantly influenced by information technology. In addition, the current Covid-19 outbreak has created a new need for a long-term contactless talent acquisition process in the organization's operating systems.

Based on this study's findings, the top ten skills required by employers for logistics and supply chain positions are (1) supply chain analytics, (2) technological aptitude, (3) teamwork skills, (4) customer focus, (5) leadership skills, (6) interpersonal skills, (7) people skills, (8) creativity and resilience, (9) demand and supply forecasting ability, and (10) project management skills. Overall, the findings provide a road map for practitioners and academics interested in developing supply chain managers' necessary skills and competencies to manage current and future supply networks. It also allows companies to adjust their supply chain management hiring, training and retention methods.

Although the study was done in Malaysia, the supply chain skills and competencies stated in this study, as well as their categorization, can be applied in other developing countries.

The paper aims to studiy social recruiting for finding suitable candidates on social networks. The main goal is to develop a methodological approach that would enable preselection of candidates using social network analysis. The research focus is on the automated collection of data using the web scraping method. Based on the information collected from the users' profiles, three clusters of skills and interests are created: technical, empirical and education-based. The identified clusters enable the recruiter to effectively search for suitable candidates.

This paper proposes a new methodological approach for the preselection of candidates based on social network analysis (SNA). The defined methodological approach includes the following phases: Social network selection according to the defined preselection goals; Automatic data collection from the selected social network using the web scraping method; Filtering, processing and statistical analysis of data. Data analysis to identify relevant information for the preselection of candidates using attributes clustering and SNA. Preselection of candidates is based on the information obtained.

It is possible to contribute to candidate preselection in the recruiting process by identifying key categories of skills and interests of candidates. Using a defined methodological approach allows recruiters to identify candidates who possess the skills and interests defined by the search. A defined method automates the verification of the existence, or absence, of a particular category of skills or interests on the profiles of the potential candidates. The primary intention is reflected in the screening and filtering of the skills and interests of potential candidates, which contributes to a more effective preselection process.

A small sample of the participants is present in the preliminary evaluation. A manual revision of the collected skills and interests is conducted. The recruiters should have basic knowledge of the SNA methodology in order to understand its application in the described method. The reliability of the collected data is assessed, because users provide data themselves when filling out their social network profiles.

The presented method could be applied on different social networks, such as GitHub or AngelList for clustering profile skills. For a different social network, only the web scraping instructions would change. This method is composed of mutually independent steps. This means that each step can be implemented differently, without changing the whole process. The results of a pilot project evaluation indicate that the HR experts are interested in the proposed method and that they would be willing to include it in their practice.

The social implication should be the determination of relevant skills and interests during the preselection phase of candidates in the process of social recruitment.

In contrast to previous studies that were discussed in the paper, this paper defines a method for automatic data collection using the web scraper tool. The described method allows the collection of more data in a shorter period. Additionally, it reduces the cost of creating an initial data set by removing the cost of hiring interviewers, questioners and people who collect data from social networks. A completely automated process of data collection from a particular social network stands out from this model from currently available solutions. Considering the method of data collection implemented in this paper, the proposed method provides opportunities to extend the scope of collected data to implicit data, which is not possible using the tools presented in other papers.

The goal of this research is first to investigate the outsourcing needs of small and medium enterprises (SMEs) in each of the following HR sub‐processes: recruiting, training, HR administration, payroll, and benefit processes. Then, the outsourcing needs are analyzed against the characteristics of the companies such as company size, operating environment, culture and information technology maturity. Lastly, integrated business process outsourcing (BPO) service models are developed according to the characteristics of the company.

To fulfil the objective of this research, the questionnaire is used to assess the outsourcing needs of the companies. The data collected by questionnaire are analyzed against the characteristics of the companies. Then integrated BPO service models are developed based on the analysis of the questionnaire data and the interviews with HR managers. This study used both quantitative and qualitative methodologies.

This study suggests BPO service industry with two different service models: partially integrated model where e‐recruiting and e‐learning are integrated and fully integrated model where all of the HR‐subprocesses are integrated.

As BPO is expected to be booming in the next few years, this study helps BPO service industry to better serve SMEs in the area of human resource management.

Up to now, there has been little research on the impact of the external environment on recruitment practices of organizations, and in part it lags behind practice. The purpose of this paper is to rectify this by studying recent changes in recruitment practices of Danish organizations and the adoption of e-recruitment from a macro organizational perspective.

The study employs new institutional theory as a theoretical lens in order to understand how external pressures impact upon recruitment professionals and their practices. The empirical part is based on interpretive methods and the inductive analysis of data. The data were collected from a number of sources, such as exploratory interviews, observations, web sites, and other secondary material from 2008 to 2013.

The findings indicate that recruitment practices are strongly influenced by changes stemming from functional and social pressures of the wider society, such as the labour market and the penetration of the internet into Danish society. That is reflected in the widespread use of digital HRM in general, and e-recruitment in particular. The study concludes that the recruitment field has transformed and reviewed its practices to a great extent due to the changes in how individuals search for employment and expect to be hired.

The empirical part of this study is limited to Denmark, and its economic, social, and cultural domains, yet the research design can be applied elsewhere.

The paper contributes to a better understanding of HRM in context, the pressures and mechanisms for adoption of new recruitment practices, and more specifically the rationale for adopting e-recruitment practices. Additionally, it offers a novel research framework for future research on recruitment from the neoinstitutional perspective.