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The questions of when and what types of human resource (HR) support are needed tend to be unanswerable for small and medium-sized enterprises (SMEs). This article addresses this gap in the strategic HR literature. Hiring, training, employee retention/satisfaction, wages and benefits programs, and worker's compensation insurance are important to SMEs seeking to build strong capabilities and resources and to increase their competitive advantage.This article presents an analysis of the existing HR literature for SMEs. It introduces a decision model to help SMEs choose a cost-effective HR strategy, listing a range of options from hiring the HR function to electronic HR (eHR) and outsourcing

Early research on overqualification suggested that overqualification is primarily associated with negative attitudes and behavior. As a consequence, hiring practitioners were advised against hiring overqualified job applicants. However, recent studies have revealed that there are several potential positive consequences of overqualification. Given this change in perspective on overqualification, we examine how hiring practitioners nowadays look at overqualified job applicants, and what their considerations are for hiring an overqualified job applicant or not.

We have interviewed 33 hiring practitioners to examine their attitudes and considerations toward hiring overqualified job applicants.

Results show that hiring practitioners are aware of potential positive as well as negative consequences of overqualification and consider a variety of factors to assess how beneficial hiring an overqualified candidate will be. These factors fall under three categories: Individual considerations, interpersonal considerations and contextual considerations.

We show that overqualification is not a stigma anymore and that the decision to hire an overqualified job applicant or not depends on a mixture of factors that are carefully considered. Two of these three considerations transcend the individual level (i.e. the overqualified person), whereas most research and theories on the consequences of overqualification do not go beyond the individual level. As such, our findings call for more theory and research on interpersonal and contextual factors shaping the consequences of overqualification.

This study aims to investigate which factors are associated with the willingness of employers to hire people with disability from the perspective of disability employment service providers. We also identify social marketing approaches that disability employment service providers consider to be most effective in increasing employer willingness to hire people with disability.

Using the framework of the theory of planned behavior, this study examines the association of attitude, subjective norms and perceived behavioral control with employer willingness to hire people with disability. The authors do this from the perspective of disability employment service providers, who are responsible for matching people with disability with suitable employment opportunities. The authors used a qualitative approach to data collection and conducted 30 in-depth interviews. Data analysis included deductive and inductive coding to develop the themes and subthemes.

Attitude, subjective norms and perceived behavioral control were all perceived to influence employers’ willingness to hire people with disability. However, the importance of each construct was perceived to differ by location and organization type. Three key social marketing approaches were perceived to be most effective in increasing employer willingness to hire people with disability: educational, relational and interactive. The educational intervention attempts to increase employers’ knowledge about disability, the relational approach aims to develop relationships within the community to strengthen relationships with employers and the interactive approach involves direct contact between employers and people with disability.

Theoretically, this study reveals perceived heterogeneity in terms of the theoretical constructs that are employer hiring decisions. Practically, results help disability employment service providers design social marketing strategies that are effective in reducing barriers and increasing employment for people with disability. Methodologically, this study adds a new perspective on employer willingness to hire people with disability – that of disability employment service providers – which avoids the social desirability bias found in many self-reported studies of employer attitudes and behavior.

The onboarding stage of new hires represents a unique opportunity for mutual learning between the new hires and the organisation regardless of the company size. The current paper aims to address these learning opportunities.

The authors reflect on current practice, draw on recent literature and their experience with recruitment and selection processes in the industry to generate new insights and identify opportunities for practitioners and new hires alike.

Today's new hires expect onboarding experiences that allow for a much greater degree of flexibility, customisation and personalisation. Similarly, many new hires expect hiring, onboarding, and learning and development to be interconnected to generate new learning and career opportunities. However, these expectations require changes in the way in which onboarding is implemented, evaluated and connected to other human resource practices, specifically with the dramatic (and successful) increase in remote work arrangements in 2020 in response to the global impact of the pandemic.

The current paper provides readers with an overview of potential learning opportunities, outlines specific success factors and highlights a variety of pointers for practice and further professional development.

The article first examines whether police hiring decisions represent a zero-sum game where hires from one under-represented group (e.g. White women) reduce the number of hires made from other under-represented groups (non-White men and/or non-White women). Second, we explore whether agencies that hire more members of underrepresented groups achieve more diverse applicant pools in future hiring cycles. Negative binomial regression techniques are used in both analyses.

Data for this study come from the Commission on Accreditation for Law Enforcement Agencies (CALEAs) from 2011 to 2016. These data are divided into two periods: Period A (2011–2013) and Period B (2014–2016). The two periods are combined to assess a zero-sum effect. Then, Period A data on hiring decisions is used to estimate the diversity in applicant pools in Period B.

Results from this study provided little evidence of a zero-sum effect. It does not seem that agencies that hire from one under-represented group are less likely to hire from others. Instead, agencies that have shown a commitment to diversification are more likely to make additional hires from under-represented groups. We also found evidence of a relationship between Period A hires and Period B applicant pools for Hispanic women, but not for other groups. Broadly, we found that agencies where a larger share of officers are women were more likely to hire more women applicants.

Previous research examining zero-sum effects in hiring rely on officer rosters rather than specific applicant and hiring data. The data used in this study allows for a more precise examination of hiring decisions, and allows us to link hiring decisions to future applicant pool composition.

With data from the 2003 and 2005 National Minority Business Owners Survey, we examined the extent to which minority business owners differ from nonminority business owners in their reported use of adjustment strategies, and the relationship between the use of adjustment strategies and perceived business success. The sample consisted of 193 African American, 200 Mexican American, 200 Korean American, and 210 white business owners. Mexican American and Korean American business owners reported higher levels of adjustment strategy use than African American and white business owners. The ordinary least squares show that reallocating family resources to meet business needs and reallocating business resources to meet family needs were negatively associated with perceived business success, whereas hiring paid help was positively associated with perceived business success.

The French higher education system has experienced reforms since the 2000s that gradually emphasized the executive power of universities and the centralization of decision-making. This culminated with the excellence initiatives (Idex) that concentrated 7.7 billion euros on only nine institutions to create “world-class” universities and made their leaders responsible for the local allocation of this substantial endowment. The universities’ executives had four years to complete changes in governance in order to see their institution permanently awarded the title and the funding of Idex. The hiring process is one of the elements that this policy impacted the most within these universities, enabling leaders to create new kinds of positions and control the hiring process. However, by looking at the hiring practices within three different Idex, we will show that collegiality did not disappear but rather it evolved: in the three cases, the closest colleagues have been marginalized but decision-making remained collective and in the hands of academics chosen by the university executives. Variations in the intensity of this evolution could be observed according to two dimensions. First, the scientific reputation of the university: the higher it is, the less collegiality is transformed. Second, the level of external pressures: the less collegial universities have relaxed their hiring practices after the evaluation that permanently granted them the label of Idex.

LinkedIn is a popular and maybe the best job-oriented social networking site (SNS) around the world. Numerous individuals (mostly, jobseekers), as well as the companies (mostly, hiring organizations) have LinkedIn accounts. This study intends to reveal the roles of LinkedIn-based skill endorsements (LSEs) as well as LinkedIn-based hiring recommendations (LHRs) on the hiring preferences (HPs) of Bangladeshi employers.

The authors purposefully selected 388 valid respondents (employers) from different Bangladeshi job sectors. Based on their responses, the authors applied SPSS 25 for explanatory statistics and a “Covariance-based Structural Equation Modeling (CB-SEM)” (with AMOS 25) to measure the hypothesized associations.

After appropriate analysis, the authors revealed a momentous positive role of LHR on HP, whereas LSE was identified to have an inconsiderable role on HP.

In this empirical study, the authors tried to highlight the relatively unattended area of Bangladeshi employers' HPs that can be affected by LSEs and LHRs. The authors believe that this study will encourage the researchers to unveil the impacts of LinkedIn-based profile characteristics on job candidates' employability. This empirical study can also aid the employers and policymakers to look for a new avenue for hiring competent talents.

More and more workers in Western economies are operating as freelancers in the so-called “gig economy”, moving from one project – or gig – to the next. A lively debate revolves around the question as to whether this new employment relationship is actually good for innovation in the 21 st century economy. Proponents argue that in this gig process valuable knowledge is created and transferred from one organization to the next via freelancers through their sequence of temporary gigs or projects. Antagonists reason that freelancers are only hired as one-trick ponies on a transactional basis, where knowledge is neither created nor shared. In this study, we focus on the characteristics of gigs. Which project characteristics lead to increased engagement of freelancers, and hence to knowledge-sharing behavior? Our study suggests that the gig economy can indeed lead to increased knowledge sharing by and engagement of freelance workers, provided that organizations and freelancers structure and shape gigs in such a way that they: (1) not only suit the task requirements at hand and (2) fit with the acquired skills of the freelancer, but that these gigs also (3) leave ample of room for the freelancer’s individual growth and development of new skills. This suggests that innovative organizations will need to shape gigs in such a way that freelancers are not only hired for their expertise, but rather that gigs also provide a learning opportunity for freelancers.

The purpose of the study was to determine if representatives of small and large businesses in New Jersey believe portfolios would be valuable for evaluating applicants as part of the hiring process and whether portfolios would help applicants in the hiring process.

Representatives from 109 small and 71 large businesses in New Jersey were surveyed about using portfolios in the hiring process.

Representatives from both small and large businesses believe that the submission of a portfolio of exemplary work may help the applicant and the employer in the hiring process.

The study limitations are that the respondents had different definitions of ePortfolio, it was a convenience survey, and the researchers used two sets of data. For future research, conducting a study in a major region of the world would be a significant contribution to learning about the views of business representatives globally regarding the use of ePortfolios in the hiring decision process.

The authors recommend that educational institutions encourage students to create portfolios as part of their career preparation to gain an edge as applicants in the job market. EPortfolios are an emerging tool to help employers in the hiring decision process.

EPortfolios would provide evidence of the employee's fit to the position, thus eliminating a mismatch of the employee's skill set and qualifications to the job. The ePortfolio aids the employer in seeing the candidate's skills for the position.

This paper adds to the limited research about the emergence of ePortfolios having a role in human resource decision making.