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Drawing on a unique case of a Web 3.0 recruitment campaign, the purpose of this paper is to explore how a Web 3.0 social media recruitment communication strategy influence, add value to and challenge conventional recruitment communication management.

The study draws on a reflexive dialogical research approach, which means that it is methodologically designed as a critical dialogue between on the one hand an empirical case and on the other hand theories on social media and strategic communication.

The study points toward a fundamental new approach to recruitment communication. The application of a Web 3.0 strategy entails what we term an open source recruitment strategy and a redirection of employee focus from work life to private life. These insights point toward ontologically challenging the basic assumptions of employees, work life and the employing organization.

The paper presents a single-case study, which prepares the ground for larger, longitudinal studies. Such studies may apply a more long-term focus on the implications of applying Web 3.0 recruitment strategies and how they may be integrated into – or how they challenge – overall corporate communication strategies.

A turn toward Web 3.0 in recruitment communication affects the degree of interactional complexity and the level of managerial control. Furthermore, the authors argue that the utilization of a Web 3.0 strategy in recruitment communication put forth precarious dilemmas and challenges of controllability, controversy, ownership and power relations, demanding organizations to cautiously entering the social media 3.0 employment market.

This study indicates how the value and potentials of social media as facilitating participatory processes and community conversations can be strategically used in and fundamentally alter recruitment communication, and hence offers new insights into a paradigmatically new way of understanding what strategic social media recruitment is, can and do.

The purpose of this paper is to find out the effect of recruitment practices on the retention of commercial pilots by the airlines in India. Often it is found that trained pilots pilfered by other airlines within/outside of India and Indian aviation industry have to rely on expatriate pilots to fly the aircrafts. Newly appointed pilots are required to be trained due to the lack of experience, which is a huge investment by the airlines. Therefore, the recruitment and retention of the commercial pilots create challenges for aviation industry in India.

Research design of the present study was exploratory and descriptive to evaluate the effect of recruitment practices on the retention of commercial pilots by airlines in India. All together, 225 commercial pilots from different Indian airlines participated in the present study. Instruments were designed to understand the practices related to recruitment, selection and retention strategies of commercial pilots used by these airlines, and how pilots perceive about recruitment practices and its relevance for retention strategies in the organization. Data were analyzed using factor analysis, Pearson’s correlation and regression analysis

Results of data analysis have revealed five factors of retention and selection measures, which were encouraging and employee-friendly recruitment policy, impact of external factors, organizational internal factors, employment brand and organizational growth and self-advancement opportunities. Similarly, retention strategies measures had four factors, namely, positive work culture, opportunities for individual growth, development, and salary benefit package, and opportunity for self-achievement. Pearson product moment correlation coefficient result revealed significantly positive relationship between various dimensions of recruitment and selection to retention strategies. Further regression analysis revealed the effect of those recruitment policies on retention was positive.

Findings of this study could be potential bias and prejudice of the people involved and responded. As information was collected only form Indian commercial pilots, the findings might have changed if study was to be applied to a different country or economy. Random sampling error could not be ruled out. Preferred, accepted and perceived recruitment strategies and retention polices of Indian aviation sectors might be different as compare to other countries aviation sectors policies. Influence of cultural, organizational internal and external factors result might be different as compared to result of present study.

This is an important study, which will help the aviation sector to design recruitment policies and retention strategies to retain pilots to deal with a high level of attrition. Furthermore, present study will help the aviation sector in designing their policies and strategies, which forces pilots to remain with particular air carrier for longer time. It will give the same direction to other organizations, in general.

The concept of recruitment and retention is applicable to each and every service sector. There could be different parameters for the same. Social implication of the present study is the same as it is for the aviation sectors. It is implied that service sectors must have appropriate recruitment policies, i.e. encouraging and employee friendly recruitment policy, conscious and continuous evaluation organizations’ external as well as internal factor, efforts shall be made to create employment branding, always focus on growth and advancement opportunities for the employees and organization. Positive work culture, opportunities for individual growth and development, salary benefit package and opportunity for self-achievement will help employees to remain with the organization for longer time.

This is an original research in the area of understanding recruitment policies and retention practices of commercial pilots in Indian aviation industry. This study is related to practical and genuine problem of attrition. Not many studies are found in this particular area.

Recruiting college students for research studies can be challenging. The purpose of this paper is to describe the lessons learned in the various recruitment strategies used for enrolling college students in a theory-based, tailored, and web-delivered health intervention at 13 US universities.

The community-based participatory research (CBPR) model was used to develop a staged-tailored, web-based, randomized control trial, focussing on eating behavior, physical activity, and stress management. Participant feedback during baseline assessments was used to evaluate recruitment strategies.

Findings from this feedback suggest that traditional recruitment strategies, such as newspaper ads and flyers, may not be the best approach for recruiting college students; instead, web-based efforts proved to be a better recruitment strategy.

This project included results from 13 US universities and thus may not be generalizable: more research is needed to determine successful recruitment methods for 18-24 years old college students.

This paper lessens the gap regarding successful recruitment strategies for 18-24 years old college students.

This study aims to explore how student recruitment practitioners at regional Australian universities strategise student recruitment efforts in Thailand. There is scarce research addressing regional universities, with prior studies focusing on metropolitan universities. Similarly, most prior studies have focused on high-volume markets, with little research exploring emerging markets such as Thailand.

Semi-structured interviews were conducted with student recruitment practitioners from regional universities that were responsible for recruiting Thai students. Thematic analysis was conducted to identify key themes.

Regional universities lack strategic ambidexterity in their approach to recruiting international students. They viewed Thailand as requiring longer term investment and were unwilling to dedicate their limited resources towards developing this market at the expense of other markets that would yield enrolments to contribute towards short-term targets.

Implications are provided with relevance to the student recruitment practitioner, with strategic ambidexterity discussed.

The paper fills a gap in the research by exploring international student recruitment and contextualising both regional universities and Thailand as a recruitment market. This study provides useful considerations that may be relevant to other emerging markets.

During recent years, the Dutch labour market has developed from a buyers' market into a sellers' market. Consequently employers had to increase their efforts to find suitable staff. This paper aims to analyse the instruments employers use to contact with potential workers. To what extent do employers still rely on traditional means like advertisements in the paper or do they behave more actively, using the world wide web, visiting job fares et cetera.

The authors conducted a survey among more than 1,000 employers in The Netherlands. Factor analyses and regression analyses are carried out to explain different recruitment strategies.

The factor analyses show that the different recruitment methods can be traced back to three recruitment strategies. The first strategy was described as active and informal recruitment. The second strategy was called recruiting via the internet and the third is characterised by formal recruitment. The results suggest that many organisations – not in the least organisations in the local government sector – could gain a great deal from using a wider range of instruments to recruit new personnel.

The paper analyses the instruments used by employers in search for potential workers.

The purpose of this paper is to examine the efficacy of the strategies that new, regional universities use for recruiting international postgraduate research students (IPRSs).

An exploratory, qualitative cross-case study analysis was used to address a problem and associated gap in the literature, identified from a review of academic literature and government statistics. Case studies comprised multiple data sources, including interviews and questionnaires with 66 employee and student respondents and document reviews.

A disparity between the views of students and employees regarding effective recruitment strategies was apparent. This led to divergence between the needs of prospective students and institutional strategies used during recruitment. Findings include suggestions to improve such strategies.

The study provides a basis for future research on higher education recruitment for new and regional universities and for IPRSs. As the research focused on two Australian universities, knowledge obtained should be explored further.

Results suggest students considering overseas postgraduate research study prioritize information, readily available online, about the university’s research focus and capacity, the features of surrounding communities and the regional impact of the research. Results also suggest that focusing on developing institution-to-institution and researcher-to-researcher relationships provides a mechanism by which the institution can enhance its international reputation to attract more students.

Limited research focuses specifically on recruitment of IPRSs. The results can support new, regional universities to review and modify their strategies for benefit to students and universities.

Higher education institutions around the world compete with one another in the internationalization zone. One of the biggest competitions centers on the mobility of students fighting for the share from the student market pie. The Turkish higher education system, as an emerging competitor, also participates in this competition. While many studies focus on international students in Turkish higher education institutions, the literature lacks information about why Turkish institutions participate in this game, and what tools and strategies they use in this endeavor. This study examined the rationales and strategies of higher education institutions using a semistructured online survey data collected from international offices at participating institutions. Findings revealed that Turkish higher education institutions attract international students to create a multicultural environment by increasing diversity at the campus and to increase the quality of the institution. In contrast to the findings in the literature, seeing international students as institutional revenue source was not among the rationales mentioned by the participant institutions. Besides the rationales, findings also revealed the strategies institutions use for their international student recruitment. Paralleling with the trending mechanisms used worldwide, Turkish institutions use similar strategies such as participating in fairs and events, advertisement through technology, web and social media, and using agents; however, there are also unique mechanisms created by Turkish institutions including visiting parents of current international students, high school visits, and summer camps as effective strategies. Additional research, with broader scope and depth is needed to better understand the internationalization of Turkish higher education.

This paper aims to bridge the literatures on social enterprises and human resource management to examine the recruitment practices, specifically the recruitment channels, which are used by social enterprises to attract workers and how and why these practices differ from those used by more mainstream organizations.

It uses the cross-case analysis approach and evaluates four different social enterprises in Thailand. These four social enterprises are located in different industries, including food and beverages, textiles and garments, printing and publishing and entertainment and media. The case study evidence draws on semi-structured interviews, field visits and observations and a review of archival documents and Web resources.

Through these case studies, this paper proposes that social enterprises typically use sub-stream or alternative recruitment channels that differ from those used by more mainstream organizations to attract qualified workers whose beliefs and attitudes are consistent with the objectives of social enterprises, to avoid severe competition in the labor market and to foster the internal development of their employees over time.

One limitation of this research is its methodology. Because this research is based on case studies of four social enterprises across industries in Thailand, it does not claim generalizability to all social enterprises and their recruitment channels. Rather, the results of this research should lead to further discussion of how and why social enterprises are able to recruit qualified candidates, solve financial and human resources constraints and survive severe competition among organizations in the labor market.

This paper also provides managerial implications for human resources practitioners, founders and top managers of social enterprises, not only in Thailand but also in other countries across the globe. First, these human resources practitioners, founders and top managers can use sub-stream or alternative recruitment channels to recruit employees to their social enterprises because these channels should help them attract qualified candidates whose beliefs, attitudes, knowledge, skills, experience and work performance fit with the philosophy and objectives of social enterprises. Second, they can use mainstream recruitment channels only when they have sufficient budgets to support this activity because these channels are expensive and may not support the dual missions of social enterprises. Third, they may attempt to search for an alternative source of potential employees, such as the blind and the disabled, to alleviate the problem of skill shortages at the occupational level and at the national level as a whole.

This paper provides policy implications for the government of Thailand and the governments of several other emerging market economies where the problem of skill shortages is particularly severe. Specifically, these governments should pay attention to solving the problem of occupational-level skill shortages to alleviate severe competition among several types of organizations in the labor market.

First, the findings in this paper extend the literature on human resource management, specifically on recruitment and selection practices, regarding how and why small and emerging organizations such as social enterprises can compete with mainstream organizations to survive severe competition in the labor market. Second, this paper contributes to the literature on social enterprises, specifically regarding how social enterprises resolve the issue of financial constraints to access skilled employees whose identification is consistent with the objectives of social enterprises. Finally, social enterprises in the under-researched country of Thailand are frequently overlooked in the literature. The four social enterprises in this paper are located in a variety of industries, including food and beverages (the Doi Tung Development Project and Doi Chaang Coffee), textiles and garments (the Doi Tung Development Project), printing and publishing (Butterfly Publishing House) and entertainment and media (Payai Creation). These industries, especially the printing and publishing industry and the entertainment and media industry, are also understudied in the literature on human resource management.

The purpose of this paper is to show how internal and external labour markets operate in the construction sector, associated with different strategies taken by firms in recruiting and retaining particular groups of employees. It draws on research of the house building sector which aims to discover how far firms develop human resource policies, recruitment and retention strategies, and training and development activities in response to skill shortages.

The paper is based on a questionnaire survey of skills shortages, recruitment and retention in house building firms, drawn from databases of social and private housebuilders and a detailed investigation of firms.

The results show worsening skill shortages and hard‐to‐fill vacancies, particularly for site managers and tradespersons. These shortages are especially bad for house building firms, above all those with higher levels of direct employment in the social housing sector. Despite this, firms rely for operative recruitment on traditional and informal methods and procedures, on experience – not qualifications – as the main criterion, and on “poaching” – all symptomatic of a craft labour market. For managers, there is some evidence of retention measures, in particular through training and promotion, implying the development of internal labour markets. And for professionals there are indications of occupational labour markets with their dependence on institutionalised systems of training and qualifications.

The paper shows that firms take little responsibility themselves for resolving skill shortages and establishing training needs, though national training policy is reactive and driven by employer demand. Obligatory skills certification and an institutionalised industrial training system would facilitate a move from this deadlocked situation, from craft to occupational labour markets.

This study aims at demonstrating how social media shape the recruitment and selection processes of individuals in developing countries. It further explores the impacts of social media on business productivity, cost efficiency, widening of search, less employee turnover and competitive advantage mediated by adopting e-recruitment processes. This research adopts social network theory to discuss the findings and highlight the new mechanisms that legitimise business manipulation in e-recruitment process by exploring the usage of social media.

Secondary data based on literature review is triangulated with 37 semi-structured qualitative interviews with managerial and non-managerial members of staff.

The findings show that e-recruitment has immense advantages to businesses. However, the authors also consider the dark side of social media and e-recruitment process by considering social network theory as a manipulation tool in organisations of developing countries.

Having adopted the social network theory, this research highlights the new mechanisms that legitimise business manipulation in e-recruitment process. Thus, it demonstrates technological advancements that reshape the dynamics of social networks and recruitment processes.