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The aim of this article is to explore how HR professionals can best use social media in their search for talent.

This article discusses the current state of social media for recruitment and its relation to job boards, and examines best practices, including consideration of a social media recruitment strategy plan, appropriate resources and the importance of a content strategy and social media policy. The best practices are based on a comprehensive review of literature coupled with experiential accounts from practitioners and the author's firsthand experiences in crafting successful social media strategies.

While levels of awareness and adoption continue to develop both for recruiters and job applicants, organizations must consider adding social media to their overall recruitment strategy to meet the goals of being cost‐effective, targeted, and strategic; remaining competitive; and sourcing top talent.

The article points to the need for starting small, gauging response, and utilizing an iterative approach to the inclusion of evolving social networks for optimized recruitment.

This chapter examines the use of social media within organizations in order to engage with both current and potential future employees.

It is commonly claimed that social media technologies can help organizations to engage with both current and potential employees. This chapter examines these claims through an examination of the use of social media within two organizations: a UK television company and an international UK telecommunications company. Data was gathered from the company websites and via 34 semi-structured interviews.

The two case studies confirm that social media has promise with regard to facilitating the engagement of existing employees. However, the findings suggest also that the use of social media to engage employees will not be successful unless the culture and leadership of the organization already embraces open communication and participation.

The findings are limited in that they rely on two case studies and therefore might not be applicable to other organizations. Despite the limitations, this chapter has significant implications for organizations considering the adoption of social media as a means to improve employee engagement. It suggests that when adopting social media for organizations, the very first step should be to assess the organizational readiness with a focus on culture and people rather than on the technology itself. This is because managerial behaviors and styles are central to the level of engagement individuals feel with an organization. For the same reason leaders need to be trained to lead collaboratively, and to be able to understand the new social practices.

The chapter makes an important contribution to an extremely sparse literature on social media as a means for engaging with employees through the provision of rare empirical data and is therefore valuable both for managers and for HR scholars and practitioners.

The authors were motivated to carry out their study by the increasing popularity of social media as a recruitment tool. They focused on the recruitment managers as previous studies have concentrated on the experiences of the candidates.

The authors wanted to test two hypotheses. The first one was split into two parts – Hypothesis 1A was that: “Recruiters intentions to adopt SMR are significantly related to pre-hire ROs.” And Hypothesis 1B was that: “Recruiters intentions to adopt SMR are significantly related to post-hire ROs.” Their second hypothesis was that: “CS (credibility and satisfaction) will mediate the relationship between SMR intention and ROs”. They surveyed 240 recruitment managers in the manufacturing and services sector, in Gujarat, India.

The results confirmed both of the hypotheses. Firstly, the responses showed that recruiters intended to use social media as it provides pre-hire benefits. Similarly, results showed SMR is more compatible, less complex and ensures better trialability and observability. Secondly, the research showed SMR intentions are significantly related to post-hire ROs. The study proved that SMR was “cost-effective, attracts better talents and retains them”.

The study suggested social media sites like Facebook could maximize the number of applicants and be more effective than traditional advertising in targeting passive job seekers. Second, it showed managers could optimize their SM post-hire outcomes to improve talent retention. Third, the results suggested that SMR could attract dream candidates by providing credible information. Finally, HR departments needed to understand social media complements rather than replaces traditional recruitment methods.

The purpose of this paper is to unfold how different digital marketing tools and strategies influence recruitment effectiveness. More specifically, it focusses on understanding if, and how, information sources’ credibility, content marketing, and organisational reputation influence candidates’ decision to apply for a job in the Portuguese market.

A qualitative research, aligned with a content analysis, was conducted to focus on the insights from the 21 participants interviewed, to understand their thoughts and experiences regarding the subject.

The results show that digital marketing tools owned by the company are seen to be more credible and more relevant for the job application decision. LinkedIn is considered to be a more credible platform for advertising job openings than Facebook. In terms of content marketing, LinkedIn has a positive influence on candidates’ decision, as well as companies’ reputation.

This study provides practical implications which are useful for both HR and marketing managers, namely, the implementation of an integrated marketing communication strategy, the reinforcement of the company’s website and LinkedIn page and a presence on universities’ platforms, and also in terms of the information that content marketing should focus on.

This research paper incorporates marketing insights into a well-known HRM subject – recruitment, and thus adds further knowledge to the literature and prepares the ground for researchers who wish to explore this subject further.

This paper aims to attempt to study the adoption of social media technologies in the process of recruitment and selection process of library professionals and faculty members in India.

Extended Unified Theory of Acceptance and Use of Technology (UTAUT) model was used for the study. Two additional constructs, namely, impact of the position of recruiters and level of education were added for the study. Data were collected from 230 recruiters for the study.

Results of the study highlighted that the hypotheses of UTAUT model were supported. The constructs were performance expectancy, effort expectancy, social influence as well as facilitating conditions that triggered the behavioral intention of recruiters to adopt social media.

Till date, no any study has been carried out on the application of social media in the process of recruitment of faculty members and library professionals.

Over the past decade, the rapid evolution of social media has impacted the field of human resource management in numerous ways. In response, scholars and practitioners have sought to begin an investigation of the myriad of ways that social media impacts organizations. To date, research evidence on a range of HR-related topics are just beginning to emerge, but are scattered across a range of diverse literatures. The principal aim of this chapter is to review the current literature on the study of social media in HRM and to integrate these disparate emerging literatures. During our review, we discuss the existent research, describe the theoretical foundations of such work, and summarize key research findings and themes into a coherent social media framework relevant to HRM. Finally, we offer recommendations for future work that can enhance knowledge of social media’s impact in organizations.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Recruitment has moved online. From advertising vacancies on social media sites to the use of online application forms and candidate selection software, the process of recruitment and selection has changed considerably over the past few years. The use of software programs to weed out suitable applicants is a boon for HR professionals tasked with sorting through numerous application forms for limited positions. While using social media tools makes the task much quicker, it can lack the discriminatory power of human intuition. This might mean that the ideal candidate is the person who has been overlooked. Candidates rejected by software rather than by a human recruiter often feel bitter about the lack of constructive feedback to help them prepare for their next application. However, some firms are getting it right with transparent procedures, simple online application forms and fixed screening periods that include feedback to candidates. Recruitment remains one of the most important tasks for any company. The new CEO of Yahoo demonstrates a commitment to recruitment by calling herself the company's “chief recruiter”.

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

The purpose of this paper is to investigate the vital issue of managerial recruitment for private industry. Personality and demographic variables and their interactions are to be examined to determine the extent they uniquely influence the attraction of business professionals to managerial jobs in simulated position advertisements.

The study consisted of 330 experienced business professionals who role‐played as applicants for managerial positions by rating jobs described in simulated position advertisements.

After statistically controlling for the demographic variables, the hierarchical regression analyses suggested that personality (inclusion, control, openness) as determined by the FIRO Element B explained statistically significant job rating variance in each of the three regression models. Thus, job applicant personality influenced the attraction of the participants to simulated managerial jobs.

These findings suggest the practical significance of human resource professionals producing recruitment media to attract managerial applicants with the appropriate personality to best assure a good person‐job fit. This notion is discussed as a possible lost cost method for managerial recruitment improvement and as a solid first step in developing a cadre of managers for organizations.

While the information source is likely to affect job search process, it is still unknown how the information source interacts with the information content and information valence. In this study, first, the authors examine the influence of information source, information content, and information valence on employer attractiveness and job pursuit intention; and second, the authors estimate the interaction of information source with content and valence of information on employer attractiveness and job pursuit intention.

The authors adopted a 2 (information source: company-independent vs company-dependent) x 2 (information content: instrumental vs symbolic) x 2 (information valence: positive vs negative) between-subject factorial design to achieve the study’s research objectives, using a sample of 240 job applicants; and applied multivariate analysis of covariance for estimating the main and interaction effects.

The authors find a significant interaction of information source with the content and valence of information, indicating a differential effect of content and valence, depending on the information source. The study reveals that the effect of information content (i.e. symbolic vs instrumental) on employer attractiveness varies depending on the source of information (i.e. company-independent vs company-dependent), with the company-independent source having a higher effect than the company-dependent source.

Considering that the information source has a differential effect on job seekers, it would be useful to account for such differences in designing recruitment communications. Results guide managers in deciding the appropriate recruitment information outlet for communicating symbolic and instrumental attributes. The use of symbolic attribute content is recommended for generating favourable evaluations about an employer.

This study is a novel attempt to examine on how information source interacts with information content type and information valence in influencing recruitment outcomes. The authors provide valuable insights to human resource managers or employer brand managers to design effective recruitment communications and leverage the company-independent information sources appropriately.