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The purpose of this paper is to review and critically evaluate UK psychiatry national recruitment process for 2021, which was re-structured following the COVID-19…
The purpose of this paper is to review and critically evaluate UK psychiatry national recruitment process for 2021, which was re-structured following the COVID-19 pandemic. Additionally, this paper aims to review the empirical evidence of the selection methodologies in psychiatry recruitment.
The UK national psychiatry recruitment process is discussed, with a focus on the changes made to recruitment in 2021. The advantages and disadvantages of different selection methodologies are explored, with an emphasis on evaluating the validity, acceptability and reliability of different recruitment selection methodologies. The potential impact of the changes to psychiatry recruitment are explored.
The decision of the National Recruitment Office to remove certain selection methods for recruitment in 2021 may have limited their ability to choose the best candidate for the training place and be fair to the applicant. Overall, there is a lack of research into the validity of the selection methods used in psychiatry recruitment. A framework for outcome criteria relevant to psychiatry recruitment should be developed, which would allow research into selection methods and guide the NRO to examine the evidence base effectively.
This paper examined the recruitment methods used to choose doctors for psychiatry training in the UK, demonstrating that the empirical evidence base for psychiatry recruitment is limited. This paper can contribute to our understanding of selection methodologies used in psychiatry recruitment and highlights the value of different recruitment approaches for choosing the best psychiatrists of the future.
This chapter examines the adoption of online recruitment — both corporate websites and commercial jobs boards — within the United Kingdom and the possible reasons behind…
This chapter examines the adoption of online recruitment — both corporate websites and commercial jobs boards — within the United Kingdom and the possible reasons behind its adoption. The chapter also reports on the development of a structured model explaining the factors that may affect an employer's decision of whether or not to adopt online recruitment methods, using Rogers (2003) diffusion of innovation (DOI) theory as a framework. The chapter draws conclusions as to why organizations adopt online recruitment, as well as discussing the use of DOI theory for the study of e-HRM in general.
The aim of this chapter is to explore employee behaviors and expectations of the role of social media when searching for jobs, to offer recruiters and companies valuable…
The aim of this chapter is to explore employee behaviors and expectations of the role of social media when searching for jobs, to offer recruiters and companies valuable insights to design and manage appropriate web-based employer branding and recruitment strategies.
The research strategy is based on semi-structured in-depth interviews involving 34 central informants: talented Gen Yers and social media recruitment experts and mangers. The project focuses on the Italian context, an exemplary country with the highest social media penetration rate.
The results demonstrate the “bounded” popularity of social media as a recruitment tool among Gen Yers who implement up to five active and passive behaviors, albeit not all widespread, according to varying patterns and using different social media for different purposes: receiving, seeking, sharing, leading, and experiencing. Gen Yers, with aims that vary in line with various staffing phases, collect and share rumors and voices from both internal and controlled organizational sources but also, and above all, from external and organizational sources that companies do not control directly.
Social media seem to offer appealing and valuable opportunities to attract and engage talented young individuals, sustaining the quality, quantity, and fairness of employment relationships. Conversely, they also involve some organizational risks and costs. The chapter offers some managerial cautions and advocates a radical change in the prevalent HRM mindset for the improved management of transparency that social media solutions entail.
Results contribute in understanding how social media can better sustain employer branding and recruitment activities, especially considering the needs and expectations of talented young employees and professionals in the Italian context. Italy is an emblematic context, where the social media potential appears to be extremely interesting, considering its high rate of social media penetration.
Traditional recruitment practices tend to be rigorous, but some of its elements can be improved. The length of applications, missing or unstated salary details and lack of…
Traditional recruitment practices tend to be rigorous, but some of its elements can be improved. The length of applications, missing or unstated salary details and lack of anonymity in some emerging countries' recruitment processes mean that recruitment standards remain questionable and unethical. This paper presents a conceptual discourse on how current recruitment activities can be improved in light of progress made with global Internet infrastructure and CSR standards.
This is primarily a conceptual paper intended to discuss unethical recruitment practices. The author used selected studies and case studies to present the case for improvements in the field of recruitment.
Compared with easy apply options popularised through recruitment websites, organisations continue to favour traditionally lengthy and complicated applications. The incidence of unstated salary, lack of anonymity and poor communication from some recruiters imply that more has to be done in these areas of CSR.
As with most conceptual papers, this study lacks adequate empirical support. The claims and propositions made are largely based on a scanty number of current research and industry observations.
This study will have potential application in scenarios where recruiters are seeking to improve their practice; however, the recommendations may not be applicable to all organisations.
The understanding of ethical values and their application to recruitment will vary from culture to culture.
The paper offers a clear path to debating recruitment ethics and improvements in current practices. No known studies have specifically targeted this area of ethical recruitment.
The development of social media provides new opportunities for recruitment and raises various questions. This chapter aims to clarify areas of agreement and disagreement…
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.
Originality/value of chapter
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.
Building a quality teaching force depends fundamentally upon attracting suitable candidates into teaching. This translates into transparent and clear policies and…
Building a quality teaching force depends fundamentally upon attracting suitable candidates into teaching. This translates into transparent and clear policies and procedures for recruitment and transfers. Teacher recruitment and transfer are significant aspects of teacher management in Indian states because of the size and the differences that exist in different locations, in terms of facilities including access to health care services, higher educational institutions, and also transport and mobility. The presence or absence of these facilities and services determine the perceived quality for teachers, especially as it also determines their and the family members’ (including spouse and children) ability to access education, health care, or job market. This makes the recruitment and transfer policy a critical aspect of teacher management that contributes significantly to the motivation and job satisfaction of the teacher. Karnataka was able to make progress on designing and implementing transparent and effective teacher recruitment and transfer policies and move away from a system plagued by the weaknesses exhibited by other states. This chapter undertakes a historical analysis of teacher recruitment and transfers in the state, examines the determinants that led to current policies and an examination of the on-going changes since the policy was first introduced. Using Karnataka’s example, it argues that effective and efficient teacher management systems can lead to better teacher quality.
This study aims to explore social media capabilities for recruitment in the context of SMEs from the recruiters’ perspective. The conceptual framework is based on a…
This study aims to explore social media capabilities for recruitment in the context of SMEs from the recruiters’ perspective. The conceptual framework is based on a perspective of the RBV that aims to concentrate specifically on the development of IT capabilities in the use of social media for recruitment purposes. In doing so, this study focuses on the following research questions: How do SMEs use social media for recruitment and what are their particularities? What are the capabilities needed to take advantage of social media for recruitment in SMEs? Have these social media capabilities been developed in SMEs? To answer these questions and build an emergent theory about these specific challenges of the digital era, we conducted an interpretive multiple case study in three Canadian SMEs using social media in their HR practices for at least three years.
It was found that there are four main patterns that explain the use of social media for recruitment in SMEs. First, social media is not the first choice when it comes to choosing a recruitment tool. Second, the use of social media for recruitment is not a structured activity. Third, recruiters use social media the same way they do in their own life. Finally, marketing people are often involved in recruitment practices on social media. These patterns stem from the fact that SMEs have shortcomings in their social media capabilities in general and more specifically in recruitment where gaps exist in terms of knowledge, skills, and attitudes. To our knowledge, this study is the first to explore the use of social media for recruitment and to propose an integrated framework to evaluate social media capabilities. Through the identification and the discussion of a series of practices concerning e-HRM, our results are also helpful in a digital context where SMEs are struggling to keep up with the pace of adoption and use of IT in general.
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…
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.
Introduction: Artificial intelligence (AI) assists recruiters in effectively and efficiently nominating applicants precisely and accurately. It helps in the screening of…
Introduction: Artificial intelligence (AI) assists recruiters in effectively and efficiently nominating applicants precisely and accurately. It helps in the screening of resumes without biasness. This chapter will identify different AI technology and various organisations using it fully or partially.
Purpose: This chapter aims to get insights about various AI tools that assist human recruiters, save time and cost, and provide modern experiences. It will help identify various applications that are currently in use and their features. It also helps in finding out the benefits and the challenges faced by the recruiters and the applicants while assimilating those applications in hiring.
Need for the Study: The study will be helpful to all those recruiting firms who are presently using AI or not using it to understand the benefits and challenges they might face.
Methodology: The chapter will be based on reviews and industry reports. This chapter will include a study related to human resource (HR) functions where AI is used. To give more insights into AI technology, this study mentions various applications like Mya, Brazen, etc., and their usefulness in recruitment. Also, special emphasis would be given to the recruitment functions as most companies use AI. Some companies like Deloitte and Oracle are using AI fully or partially will also be incorporated.
Findings: The study finds out that although many companies have started to use AI tools for recruitment, they have not explored all the algorithms that can be used to complete the whole recruitment and selection process. Companies like Loreal use AI for candidate applications and recruiter screening, but human recruiters stand strong for assessments and interviews. AI’s widespread use presents human resource management (HRM) practitioners with both opportunities and challenges.
Practical implications: The basic idea of the study is to scrutinise the related literature and find out the features, advantages and limitations/challenges of using AI which would be helpful for recruiters in better understanding of the technology-driven recruitment.