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Article
Publication date: 17 January 2022

Alexander Challinor and Jonathon Whyler

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…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality/value

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.

Details

The Journal of Mental Health Training, Education and Practice, vol. 17 no. 4
Type: Research Article
ISSN: 1755-6228

Keywords

Article
Publication date: 22 September 2022

Vic Benuyenah

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…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Practical implications

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.

Social implications

The understanding of ethical values and their application to recruitment will vary from culture to culture.

Originality/value

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.

Details

Evidence-based HRM: a Global Forum for Empirical Scholarship, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2049-3983

Keywords

Book part
Publication date: 8 June 2011

Emma Parry and Miguel R. Olivas-Luján

This chapter examines the adoption of online recruitment — both corporate websites and commercial jobs boards — within the United Kingdom and the possible reasons behind…

Abstract

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.

Details

Electronic HRM in Theory and Practice
Type: Book
ISBN: 978-0-85724-974-6

Book part
Publication date: 18 August 2014

Rita Bissola and Barbara Imperatori

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…

Abstract

Purpose

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.

Methodology

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.

Findings

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.

Practical implications

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.

Originality/value

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.

Details

Social Media in Human Resources Management
Type: Book
ISBN: 978-1-78190-901-0

Keywords

Book part
Publication date: 18 August 2014

Aurélie Girard, Bernard Fallery and Florence Rodhain

The development of social media provides new opportunities for recruitment and raises various questions. This chapter aims to clarify areas of agreement and disagreement…

Abstract

Purpose

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.

Methodology/approach

A Delphi study was conducted among a panel of 34 French experts composed of 26 practitioners and 8 academics.

Findings

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.

Practical implications

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.

Details

Social Media in Human Resources Management
Type: Book
ISBN: 978-1-78190-901-0

Keywords

Book part
Publication date: 4 August 2021

Puja Minni and Jyotsna Jha

Building a quality teaching force depends fundamentally upon attracting suitable candidates into teaching. This translates into transparent and clear policies and…

Abstract

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.

Details

Building Teacher Quality in India: Examining Policy Frameworks and Implementation Outcomes
Type: Book
ISBN: 978-1-80071-903-3

Keywords

Book part
Publication date: 11 November 2019

François L’Écuyer and Claudia Pelletier

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…

Abstract

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.

Details

HRM 4.0 For Human-Centered Organizations
Type: Book
ISBN: 978-1-78973-535-2

Keywords

Book part
Publication date: 8 June 2011

Aurélie Girard and Bernard Fallery

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…

Abstract

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.

Details

Electronic HRM in Theory and Practice
Type: Book
ISBN: 978-0-85724-974-6

Abstract

Details

Employer Branding for the Hospitality and Tourism Industry: Finding and Keeping Talent
Type: Book
ISBN: 978-1-78973-069-2

Article
Publication date: 5 August 2022

Denise Jackson, Linda Riebe and Flavio Macau

This study aims to investigate graduate employer perceptions of determining factors in recruitment decisions and their preferred use of recruitment channels. This study…

Abstract

Purpose

This study aims to investigate graduate employer perceptions of determining factors in recruitment decisions and their preferred use of recruitment channels. This study drew on the employability capitals model to interpret findings and identify ways to better prepare higher education students for recruitment and selection. This is particularly important in declining graduate labour markets, further weakened by COVID-19.

Design/methodology/approach

This study gathered data from surveying 183 Australian employers from different organisational settings. Responses were analysed using descriptive and multivariate techniques, the latter exploring variations by role type, sector and organisation size.

Findings

Findings reaffirmed the criticality of students having the right disposition and demonstrating professional capabilities during recruitment, highlighting the value of building cultural and human capital during university years. Recruitment channels that require students to mobilise their identity and social capital were prioritised, particularly among private sector organisations. Work-based internships/placements were considered important for identifying graduate talent and developing strong industry–educator partnerships, needed for building networks between students and employers.

Originality/value

This study provides valuable insights into determinants of graduate recruitment decision-making from the employer perspective. These highlight to students the important role of capitals, and how they can be developed to optimise recruitment success. This study presents practical strategies for universities to build their students’ human, social, cultural and identity capital. Findings on the prioritisation of recruitment channels among graduate employers from different sectors will enable students and universities to better prepare for future recruitment. It emphasises that student engagement with employability-related activities is a critical resource for an effective transition to the workplace.

Details

Education + Training, vol. 64 no. 5
Type: Research Article
ISSN: 0040-0912

Keywords

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