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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.

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.

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.

Introduction: Traditional recruitment system relied heavily on the applicants’ curriculum vitae (CV). This system, besides becoming redundant, has proved to be a futile exercise leading to the hiring of candidates that eventually turn out to be ‘misfits’. CVs were the only source of candidates’ data available for the recruiters a few years back. Face-to-face interviews was considered to be the ultimate solution for hiring suitable candidates. However, evidence suggests that interview scores and job performances do not complement each other. Advancement in artificial intelligence (AI) has introduced several techniques in the recruitment process.

Purpose: This chapter underscores the drawbacks of the traditional recruitment process. Evidence suggests that the traditional recruitment process is prone to subjectivity and is time-consuming. Surprisingly, despite the disadvantages, the integration of AI into the recruitment process is still slow. This chapter highlights the need to harness AI and the advantage technology could bring to the recruitment process. Some of the techniques that are garnering attention and widely used by organisations, such as chatbots, gamification, virtual employment interviews, and resume screening are described to enable the readers to understand with less effort. Chatbots and gamification techniques are described through process flow charts. We also describe the various types of interviews that could be conducted through virtual platforms and the modality by which the resume screening technique operates. Today, we are at a juncture wherein it is pertinent to acknowledge the superiority of technology-driven processes over traditional ones. This chapter will help the readers to understand the modus operandi to implement chatbots, gamification, virtual interviews and online resume screening techniques besides their advantages.

Scope: Although chatbots, resume screening, virtual interviews, and gamification are used in other areas, too, such as training and development, marketing, etc., in this chapter, we restrict solely to employee recruitment processes.

Methodology: Scoping review is used to examine the existing literature from various databases such as Google Scholar, IEEE, Proquest, Emerald, Elsevier, and JSTOR databases are used for extracting relevant articles.

Findings: Automation and analytics in recruitment and selection remove bias which is otherwise increasingly found in manual hiring processes. Also, previous studies have observed that candidates engage in impression management tactics in traditional face-to-face interviews. However, through automated recruitment processes, the influence of these tactics can be eliminated. AI-based virtual interviews reduce human bias. It also helps recruiters to hire talents across the globe. Gamification improves the candidate’s perception of the work and work environments. Through gamified techniques, the recruiters can understand whether a candidate possesses the required job skills. Chatbots are an interactive technique that can respond to interviewees’ queries. Resume screening techniques can save the recruiter’s time by screening and selecting the most appropriate candidates from a large pool. Hence, the chosen candidates alone can be referred to the next stage of the recruitment cycle. AI improves the efficiency of the recruitment process. It reduces mundane tasks. It saves time for the human resources (HR) team.

There is growing national attention on the question of how the quality of leadership preparation programs can help to develop effective school leaders and thus impact student learning (Davis, Darling-Hammond, LaPointe, & Meyerson, 2005). In recent years several educational leadership preparation programs have redesigned their content and delivery to be more influential in graduates’ leadership development and subsequent leadership practice focused on school improvement (Young, 2009). Davis, et al. (2005) add that exemplary programs that are effective include important components such as having a rigorous selection process in admission of candidates.

This chapter discusses the recruitment and selection mode utilized by the University of Texas at Austin Principalship Program (UTAPP), which includes several key components associated with exemplary preparation programs (Darling-Hammond, LaPointe, Meyerson, Orr & Cohen, 2007). These components include: rigorous recruitment and careful selection of participants, a cohort structure, and an emphasis on powerful authentic learning experiences (Orr, 2006). While the process has undergone some changes in reason years, it has sought to explore multiple manifestations of the candidate’s leadership. As a result, the program’s recruitment and selection process has evolved into the current iteration, which is outlined in this chapter.

South Korean multinational enterprises (MNEs) have developed rapidly since the late 1950s. This chapter investigates South Korean MNEs’ talent management, more specifically international recruitment and selection policies and practices in their Chinese operations.

Using the snowball method through Chinese and Korean networks we recruited ten Korean MNEs to participate in this research. We conducted semi-structured interviews with key individuals within the organisations.

It reveals that South Korean MNEs tend to adopt the polycentric approach or a mixed approach of being polycentric and ethnocentric to international staffing, with the number of expatriates reducing gradually over time. South Korean MNEs adopt ‘one-way selection’ in recruiting and selecting expatriates and localise recruitment procedures and selection criteria for host-country nationals.

South Korean MNEs have paid inadequate attention to: firstly, expatriates’ career development; and secondly, personal and family issues emerging from expatriation and repatriation. This study highlights these issues.

In this chapter, we explore the changing role of social media and its increasing influence in the recruitment and selection process. Access to social media platforms such as Twitter, Facebook, and LinkedIn as profiling tools both inside and outside the workplace is generating a number of potential ethical, legal, and moral dilemmas in the human resource management (HRM) field.

This is a conceptual chapter which analyzed peer-reviewed academic literature, the business press, and other media outlets.

This conceptual chapter outlines the key issues for HR academics and professionals in the area of recruitment and selection associated with the changing role of social media in the workplace, and how it indirectly affects a number of other HR practices. Certain emergent practices such as cyber-vetting and applicant data mining demonstrate a deficiency in moral, ethical, and legal frameworks. The lack of attention paid to these new HR risks highlight the skill gap within the HR profession to handle information and data security challenges, any of which can be exacerbated due to social media.

In order to assist HR in tackling these challenges, we conclude with a number of recommendations for HR practitioners.

The chapter helps raise awareness and understanding of this new and emerging aspect of digital HRM.

We provide a framework for a broader understanding of the issues associated with cyber-vetting and its potential impact on HRM policies and practices.

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.