In the world with high technology and fast
forward mindset recruiters are walking/showing interest
towards E-Recruitment. Present most of the HRs of
many companies are choosing E-Recruitment as the best
choice for recruitment. E-Recruitment is being done
through many online platforms like Linkedin, Naukri,
Instagram , Facebook etc. Now with high technology E-
Recruitment has gone through next level by using
Artificial Intelligence too.
Key Words : Talent Management, Talent Acquisition , E-
Recruitment , Artificial Intelligence Introduction
Effectiveness of Talent Acquisition through E-
Recruitment in this topic we will discuss about 4important
and interlinked topics which are
Using digital tools to unlock hr's true potentialRick Bouter
The document discusses how digital technologies are changing how employees and job seekers interact with organizations, but HR functions have been slow to adopt digital. It finds that job seekers increasingly use social media and mobile to search for jobs, while most organizations still rely on traditional recruitment methods. HR processes like learning and development also show low levels of digitization. The document recommends organizations upgrade their IT systems to be more integrated and flexible, use data analytics to improve decision making, and build top management support to drive digital transformation of HR.
Using Digital Tools to Unlock HR’s True PotentialVIRGOkonsult
The document discusses how digital technologies are impacting HR functions but HR has been slow to adopt digital. Job seekers and employees are increasingly using digital channels like social media and mobile devices. However, most organizations still rely on traditional HR processes and systems. The document recommends that HR build top management support, upgrade flexible IT systems, use data to drive decisions, and implement pilot programs to drive digital transformation in HR.
Capgemini Consulting: Using Digital Tools to Unlock HR’s True PotentialCapgemini
In this Capgemini Consulting research report we look at why talent has gone digital and HR has not. We also outline how HR can unlock its true potential through digital tools.
Analyzing The Effect Of Social Media On RecruitmentJustin Knight
1) The document analyzes the effectiveness of using social media sites for recruitment purposes. It discusses how companies are using sites like LinkedIn and Facebook to find and hire candidates.
2) The study found that social media can be effective recruitment tools to source candidates with specific skills. However, some jobs may not be suitable to recruit for via social media alone.
3) The document presents the results of a study that examined factors like popularity, reliability, and trustworthiness of social media sites from the perspective of job seekers and employees. The study found that LinkedIn was the most preferred social media site for finding employment opportunities.
The document discusses how social media is changing recruitment processes. It outlines traditional recruitment methods like job postings and employment agencies. Social media allows recruitment to reach a large pool of candidates quickly and cheaply through platforms like LinkedIn, Facebook, and Twitter. While social media has benefits like low costs, fast hiring, and employer branding, it also has disadvantages such as being time-consuming, lack of control over content, and potential for discrimination. The document examines pros and cons of social media recruitment from employer and candidate perspectives.
Using Digital Tools to Unlock HR’s True PotentialCapgemini
The document discusses how digital technologies are transforming how employees and job seekers interact with organizations, but HR functions have generally lagged in adopting digital. While mobile devices and social media now account for a significant portion of job searches and reviews, most organizations still rely on traditional recruitment and learning methods. The survey findings show HR processes have low levels of digitization, with few using social recruiting or interactive learning platforms. The document outlines how digital can enhance HR processes through increased efficiency, insights, and engagement if barriers like outdated HR systems, lack of data use, and perceptions of HR are addressed. HR must gain management support and prioritize an integrated digital strategy to fully realize the benefits.
This document discusses how social media can be leveraged by HR departments. It notes that social media allows for constant collaboration, talent management through training and support, employee-centric HR operations, and increased employee engagement. The document also discusses trends in recruiting through social media data analysis, the importance of mobile optimization, using gamification for development, moving beyond annual performance reviews, integrating social learning, and the impact of MOOCs and Klout on corporate training. HR professionals are increasingly using social media to stay updated on trends and learn about vendors from peer perspectives.
Using digital tools to unlock hr's true potentialRick Bouter
The document discusses how digital technologies are changing how employees and job seekers interact with organizations, but HR functions have been slow to adopt digital. It finds that job seekers increasingly use social media and mobile to search for jobs, while most organizations still rely on traditional recruitment methods. HR processes like learning and development also show low levels of digitization. The document recommends organizations upgrade their IT systems to be more integrated and flexible, use data analytics to improve decision making, and build top management support to drive digital transformation of HR.
Using Digital Tools to Unlock HR’s True PotentialVIRGOkonsult
The document discusses how digital technologies are impacting HR functions but HR has been slow to adopt digital. Job seekers and employees are increasingly using digital channels like social media and mobile devices. However, most organizations still rely on traditional HR processes and systems. The document recommends that HR build top management support, upgrade flexible IT systems, use data to drive decisions, and implement pilot programs to drive digital transformation in HR.
Capgemini Consulting: Using Digital Tools to Unlock HR’s True PotentialCapgemini
In this Capgemini Consulting research report we look at why talent has gone digital and HR has not. We also outline how HR can unlock its true potential through digital tools.
Analyzing The Effect Of Social Media On RecruitmentJustin Knight
1) The document analyzes the effectiveness of using social media sites for recruitment purposes. It discusses how companies are using sites like LinkedIn and Facebook to find and hire candidates.
2) The study found that social media can be effective recruitment tools to source candidates with specific skills. However, some jobs may not be suitable to recruit for via social media alone.
3) The document presents the results of a study that examined factors like popularity, reliability, and trustworthiness of social media sites from the perspective of job seekers and employees. The study found that LinkedIn was the most preferred social media site for finding employment opportunities.
The document discusses how social media is changing recruitment processes. It outlines traditional recruitment methods like job postings and employment agencies. Social media allows recruitment to reach a large pool of candidates quickly and cheaply through platforms like LinkedIn, Facebook, and Twitter. While social media has benefits like low costs, fast hiring, and employer branding, it also has disadvantages such as being time-consuming, lack of control over content, and potential for discrimination. The document examines pros and cons of social media recruitment from employer and candidate perspectives.
Using Digital Tools to Unlock HR’s True PotentialCapgemini
The document discusses how digital technologies are transforming how employees and job seekers interact with organizations, but HR functions have generally lagged in adopting digital. While mobile devices and social media now account for a significant portion of job searches and reviews, most organizations still rely on traditional recruitment and learning methods. The survey findings show HR processes have low levels of digitization, with few using social recruiting or interactive learning platforms. The document outlines how digital can enhance HR processes through increased efficiency, insights, and engagement if barriers like outdated HR systems, lack of data use, and perceptions of HR are addressed. HR must gain management support and prioritize an integrated digital strategy to fully realize the benefits.
This document discusses how social media can be leveraged by HR departments. It notes that social media allows for constant collaboration, talent management through training and support, employee-centric HR operations, and increased employee engagement. The document also discusses trends in recruiting through social media data analysis, the importance of mobile optimization, using gamification for development, moving beyond annual performance reviews, integrating social learning, and the impact of MOOCs and Klout on corporate training. HR professionals are increasingly using social media to stay updated on trends and learn about vendors from peer perspectives.
This document summarizes a research paper that studied whether recruiters should consider LinkedIn endorsements when screening job candidates. The paper conducted qualitative interviews with recruiters and a quantitative online questionnaire with LinkedIn users. The literature review found that while endorsements provide exposure, recommendations are perceived as more meaningful. However, references also have limitations and low reliability. The conceptual model examined how views of endorsements influence their perceived recruitment value. The study aimed to understand general LinkedIn users' perspectives on endorsements to inform on their recruitment consideration.
THE ROLE OFUTILIZING LinkedIn DIGITAL PLATFORMAND RECRUITMENT STRATEGIES ON R...AJHSSR Journal
ABSTRACT : With the advent of digital platforms such as LinkedIn, companies have transformed their
approach to seeking, discovering, and recruiting potential candidates. This digital platform proves to be efficient
in supporting HRD performance during the recruitment process. The aim of this study is to analyze the role of
utilizing the LinkedIn digital platform in the efficiency of workforce recruitment processes, the impact of
recruitment strategies on the efficiency of workforce recruitment processes, the moderation effect of firm size
variables on the role of using the LinkedIn digital platform in the efficiency of workforce recruitment processes,
and the moderation effect of firm size variables on the impact of recruitment strategies on the efficiency of
workforce recruitment processes. The study results indicate that the use of the LinkedIn digital platform
significantly influences the efficiency of workforce recruitment processes. Recruitment strategies play a
significant role in the efficiency of workforce recruitment processes. Firm size moderates the role of using the
LinkedIn digital platform in the efficiency of workforce recruitment processes, and firm size moderates the
impact of recruitment strategies on the efficiency of workforce recruitment processes.
Keywords: platform digital linkedin, dan strategi rekrutmen, efisiensirekrutmen,ukuranPerusahaan
1. The document discusses talent acquisition in IT groups, comparing it to traditional recruitment. Talent acquisition is more strategic and focuses on developing a talent pipeline, employer branding, and nurturing candidates, while recruitment focuses only on filling open roles.
2. It outlines some key elements of talent acquisition, including extensive planning, understanding different workforce needs, positive employer branding, talent scoping and management, and use of metrics.
3. The document then discusses trends in India's growing recruitment agencies industry, with increasing digitalization and use of mobile phones. Technology is transforming hiring through tools like AI, social media, and analyzing candidate data online.
LinkedIn is missing out on revenue opportunities from student premium subscriptions. Only 7.33% of LinkedIn users are students, despite 40 million students using LinkedIn services. To boost subscriptions, LinkedIn should incentivize students to create accounts and subscribe by offering student discounts and clearly communicating the benefits of premium subscriptions for career success over free accounts. This would help LinkedIn capitalize on the large millennial job market and establish credibility with younger users.
Tbwa 7 trends to disrupt employer brandingTBWA\Corporate
I. This document discusses trends that will disrupt employer branding, including open knowledge, collaboration and data sharing enabled by the internet and social media. Employees are becoming important brand ambassadors and sources of information about companies.
II. Companies will need to identify key skills and develop new ways to attract talent as capabilities shortages emerge. Social media, company websites and mobile technologies are becoming more important for recruitment.
III. New tools are being developed for social media sourcing of candidates, matching job seekers to open positions based on skills and personality fit, and moving beyond traditional resumes and interviews towards more transparent hiring processes.
Human Capital Consulting provides innovative recruitment strategies to improve talent management and increase ROI. Their strategies include direct recruitment programs using multiple channels, building talent pools, and using technology like social media and mobile platforms to source candidates more efficiently. Clients can expect benefits like improved candidate quality, shorter time to hire, lower costs, and better retention within 6 months of implementing a new recruitment strategy tailored to their needs and goals.
The document summarizes trends in social recruitment and introduces nojoshmo.com as a new social media platform for professional networking and recruitment. It discusses how social media is revolutionizing recruitment by allowing recruiters and candidates to connect through sites like LinkedIn, Facebook, and Twitter. It then describes nojoshmo.com as a multidimensional networking space tailored for millennials that will give recruiters more insight into candidates through multimedia profiles rather than just resumes. Finally, it positions nojoshmo.com as part of the Adcorp group to help drive their talent acquisition strategy in South Africa.
This document discusses whether employers discriminate against job candidates based on information found on their social media profiles. It investigates how employers use social media sites like Facebook, Twitter and LinkedIn to research candidates and whether this violates privacy. While social networks can help candidates find jobs, employers can also use them to indirectly discriminate when making hiring decisions. The document examines legal issues around using social media for hiring and how it could lead to claims of discrimination.
LinkedIn usage is low among millennials and college students compared to other social media platforms. Only 7% of millennials use LinkedIn, whereas 50% of college graduates are on LinkedIn. One third of all professionals globally use LinkedIn. To increase younger user engagement, LinkedIn should focus marketing on college campuses through celebrity endorsements and trial premium memberships to promote the professional benefits of the platform.
Melody, an HR manager, needs to hire 2 community managers quickly but posting jobs online or using recruiters is time-consuming and expensive. Fluency trains people in digital skills and places them in entry-level roles, providing a fast solution for Melody. There is a large digital skills gap in the UK with over a million new digital jobs needed by 2020. Fluency addresses this gap by training 1,280 users per month in skills like social media and placing them in jobs. Employers praise Fluency candidates for being productive from day one with applicable skills and insights.
Human Resource Management:Recruitment and Selection, Placement and Induction)Boyet Aluan
The document discusses various methods that organizations use to recruit new staff and how recruitment methods have changed over the past 10 years due to technological advances.
Traditional methods like newspaper ads, employee referrals, and temp agencies are still used but have been supplemented by new online methods. Automated online applications and social media platforms like LinkedIn, Facebook, and Twitter allow organizations to more efficiently source and engage candidates.
Of the newer methods, employee referral programs and social media, especially LinkedIn, have been among the most effective at generating quality hires. However, many HR directors remain skeptical of social media's effectiveness and prefer traditional methods. Poorly designed recruitment processes that fail to properly target candidates or promote organizational benefits have proven
Digitalized Job Search and the Future of Work Heli Sirkiä
1) The recruitment industry is undergoing digital transformation, with job platforms and mobile apps changing how candidates search for jobs and employers compete for talent. AI is also being used more in screening candidates.
2) Candidates now act as consumer-like "employer shoppers", evaluating companies through their online presence and reviews. Employers respond through employer branding and digital marketing.
3) While most jobs remain traditional, some seek gig work through platforms. Platforms collect behavioral data on users, aiming to increase engagement like social media. Public sector job platforms may struggle competing without such data and AI capabilities.
By leveraging newly available data and new
analytic tools, HR leaders will be better able to help
their organisations create value across a broad
spectrum of potential, thereby enhancing their
own role and stature in the process.
Having a LinkedIn recruiter profile can help you create a network of talented candidates, as LinkedIn is the social media platform that is used for professional networking. It is a platform where candidates showcase all of their skills, education, work experience, etc. in their profiles. It is a good place to build your company’s employer brand. This does not mean that you don’t have to use other social media platforms. All social media platforms work in different ways. This can help you communicate your value proposition in all formats possible. The war for talent is real. Companies are fighting hard to attract and retain top performers. In such a situation, recruiter companies should not leave any recruiting strategy untried while hiring candidates for job positions. Try different strategies and identify what works best for you.
The document analyzes LinkedIn Corp and recommends buying its stock. It finds that LinkedIn has a natural monopoly in professional networking and its business model is highly scalable. It estimates that LinkedIn's revenues could grow eightfold to $24.6 billion by expanding its talent solutions, marketing solutions, learning platforms, and premium subscriptions. Applying a price-to-earnings ratio of 20x to projected profits of $3.99 billion yields a target stock price of $675, offering upside of 480% from current levels. The document concludes LinkedIn is a rare opportunity to invest in a great business with wide economic moats.
This document discusses how social media and Web 2.0 technologies can be used for recruitment, employee engagement, and job seeking. It defines Web 2.0 as technologies that allow users to interact with and participate in online content. Some key benefits of using social media for these purposes are attracting passive candidates, improving branding, building personal relationships, and reducing costs. However, legal issues and a lack of screening are potential drawbacks. The document provides statistics on social media usage and recommends tools like LinkedIn, Facebook, and company pages for recruitment and engagement purposes.
- The document discusses using social networking sites for job seeking and recruitment.
- A survey was conducted of 60 students and 10 recruiters on their use of social media.
- The results showed Facebook was the most popular social media site for students but they were not open to using social media for jobs.
- Recruiters are increasingly using social media for screening candidates but lack of acceptance remains among students.
The document discusses social media recruitment (SMR) and its importance. SMR has become a major tool for hiring, with over 90% of companies using platforms like LinkedIn, Facebook, and Twitter to recruit candidates. It provides advantages like access to a large pool of passive and active job seekers, improved candidate quality, and faster hiring. The document promotes Dakotta Alex and his company FastHire.com for helping organizations build their employment brands and perform effective SMR.
SECTORS AND THEMESTitle hereAdditional information in .docxjeffreye3
SECTORS AND THEMES
Title here
Additional information in Univers
45 Light 12pt on 16pt leading
kpmg.com
Credits and authors in Univers
45 Light 12pt on 16pt leading
Human resources
and social media
Does social media keep you up at night?
What you need to know about the
opportunities and risks for your workforce
kpmg.com
by Karen Isaacson and Sarah Peacey
A good hockey player plays where the puck is. A great
hockey player plays where the puck is going to be.
Wayne Gretzky
Human resources and social media | 1
Executive summary
Supercharging talent acquisition
and talent management
Addressing mobility and collaboration
Leveraging the multigenerational workforce
Managing the potential risks associated
with social media
Conclusion … how to get ready
Contents
02
04
05
06
09
12
2 | Human resources and social media
Truly world-class leaders empower key employees to become
evangelists for the firm on social media platforms, helping
customers, building the brand, attracting talent, and giving
a personal face to the company. In addition to the external
advantages, these key social media leaders become even more
engaged and personally bonded to the company, its mission,
and goals if done correctly. These employees can come from
anywhere in the organization, from interns, to line personnel,
to managers, to product leaders, to executives – but it must
be done correctly and be given the support and attention
necessary to prevent the foray from falling flat.
Social media is well-established as a consumer and brand-
oriented set of tools. Increasingly, social media is being offered as
an innovative solution for internal effectiveness. When strategy
and governance are integrated with social media tools, they
can positively impact your organization. An organization that
thoughtfully embraces social media can realize opportunities
across four areas:
Executive summary
Senators ask feds to probe
requests for Facebook passwords
USA Today, March 25, 2012IBM has 21 YouTubeTM channels, GE 12 and Ford 10;
40 percent of corporate Twitter users engage in
customer services
Burson-Marsteller, February 15, 2011
Virgin Atlantic sacks 13 crew members over Facebook posts
The Guardian, November 1, 2008
United Airlines is replacing the hefty flight manu
als
and chart books its pilots have long used with
11,000 iPad® devices carrying the same data
United Airlines, August 2011
By 2014, 47 percent of the population will be
composed of millennials (born after 1980) who
were raised playing video games and surfing the
Internet to get information
U.S. Bureau of Labor Statistics
USA Today, March 25, 2012
Cisco retracts job offer on TwitterThe Telegraph, January 21, 2010
80 percent of companies use social media for
recruitment... And 95 percent of them use LinkedIn
searchenginejournal.com, February 2012
Vi i Atl
84 percent of the Fortu
ne Global 100 use at le
ast one
social media platform
Burson-Marstelle.
Cricket management system ptoject report.pdfKamal Acharya
The aim of this project is to provide the complete information of the National and
International statistics. The information is available country wise and player wise. By
entering the data of eachmatch, we can get all type of reports instantly, which will be
useful to call back history of each player. Also the team performance in each match can
be obtained. We can get a report on number of matches, wins and lost.
A high-Speed Communication System is based on the Design of a Bi-NoC Router, ...DharmaBanothu
The Network on Chip (NoC) has emerged as an effective
solution for intercommunication infrastructure within System on
Chip (SoC) designs, overcoming the limitations of traditional
methods that face significant bottlenecks. However, the complexity
of NoC design presents numerous challenges related to
performance metrics such as scalability, latency, power
consumption, and signal integrity. This project addresses the
issues within the router's memory unit and proposes an enhanced
memory structure. To achieve efficient data transfer, FIFO buffers
are implemented in distributed RAM and virtual channels for
FPGA-based NoC. The project introduces advanced FIFO-based
memory units within the NoC router, assessing their performance
in a Bi-directional NoC (Bi-NoC) configuration. The primary
objective is to reduce the router's workload while enhancing the
FIFO internal structure. To further improve data transfer speed,
a Bi-NoC with a self-configurable intercommunication channel is
suggested. Simulation and synthesis results demonstrate
guaranteed throughput, predictable latency, and equitable
network access, showing significant improvement over previous
designs
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This document summarizes a research paper that studied whether recruiters should consider LinkedIn endorsements when screening job candidates. The paper conducted qualitative interviews with recruiters and a quantitative online questionnaire with LinkedIn users. The literature review found that while endorsements provide exposure, recommendations are perceived as more meaningful. However, references also have limitations and low reliability. The conceptual model examined how views of endorsements influence their perceived recruitment value. The study aimed to understand general LinkedIn users' perspectives on endorsements to inform on their recruitment consideration.
THE ROLE OFUTILIZING LinkedIn DIGITAL PLATFORMAND RECRUITMENT STRATEGIES ON R...AJHSSR Journal
ABSTRACT : With the advent of digital platforms such as LinkedIn, companies have transformed their
approach to seeking, discovering, and recruiting potential candidates. This digital platform proves to be efficient
in supporting HRD performance during the recruitment process. The aim of this study is to analyze the role of
utilizing the LinkedIn digital platform in the efficiency of workforce recruitment processes, the impact of
recruitment strategies on the efficiency of workforce recruitment processes, the moderation effect of firm size
variables on the role of using the LinkedIn digital platform in the efficiency of workforce recruitment processes,
and the moderation effect of firm size variables on the impact of recruitment strategies on the efficiency of
workforce recruitment processes. The study results indicate that the use of the LinkedIn digital platform
significantly influences the efficiency of workforce recruitment processes. Recruitment strategies play a
significant role in the efficiency of workforce recruitment processes. Firm size moderates the role of using the
LinkedIn digital platform in the efficiency of workforce recruitment processes, and firm size moderates the
impact of recruitment strategies on the efficiency of workforce recruitment processes.
Keywords: platform digital linkedin, dan strategi rekrutmen, efisiensirekrutmen,ukuranPerusahaan
1. The document discusses talent acquisition in IT groups, comparing it to traditional recruitment. Talent acquisition is more strategic and focuses on developing a talent pipeline, employer branding, and nurturing candidates, while recruitment focuses only on filling open roles.
2. It outlines some key elements of talent acquisition, including extensive planning, understanding different workforce needs, positive employer branding, talent scoping and management, and use of metrics.
3. The document then discusses trends in India's growing recruitment agencies industry, with increasing digitalization and use of mobile phones. Technology is transforming hiring through tools like AI, social media, and analyzing candidate data online.
LinkedIn is missing out on revenue opportunities from student premium subscriptions. Only 7.33% of LinkedIn users are students, despite 40 million students using LinkedIn services. To boost subscriptions, LinkedIn should incentivize students to create accounts and subscribe by offering student discounts and clearly communicating the benefits of premium subscriptions for career success over free accounts. This would help LinkedIn capitalize on the large millennial job market and establish credibility with younger users.
Tbwa 7 trends to disrupt employer brandingTBWA\Corporate
I. This document discusses trends that will disrupt employer branding, including open knowledge, collaboration and data sharing enabled by the internet and social media. Employees are becoming important brand ambassadors and sources of information about companies.
II. Companies will need to identify key skills and develop new ways to attract talent as capabilities shortages emerge. Social media, company websites and mobile technologies are becoming more important for recruitment.
III. New tools are being developed for social media sourcing of candidates, matching job seekers to open positions based on skills and personality fit, and moving beyond traditional resumes and interviews towards more transparent hiring processes.
Human Capital Consulting provides innovative recruitment strategies to improve talent management and increase ROI. Their strategies include direct recruitment programs using multiple channels, building talent pools, and using technology like social media and mobile platforms to source candidates more efficiently. Clients can expect benefits like improved candidate quality, shorter time to hire, lower costs, and better retention within 6 months of implementing a new recruitment strategy tailored to their needs and goals.
The document summarizes trends in social recruitment and introduces nojoshmo.com as a new social media platform for professional networking and recruitment. It discusses how social media is revolutionizing recruitment by allowing recruiters and candidates to connect through sites like LinkedIn, Facebook, and Twitter. It then describes nojoshmo.com as a multidimensional networking space tailored for millennials that will give recruiters more insight into candidates through multimedia profiles rather than just resumes. Finally, it positions nojoshmo.com as part of the Adcorp group to help drive their talent acquisition strategy in South Africa.
This document discusses whether employers discriminate against job candidates based on information found on their social media profiles. It investigates how employers use social media sites like Facebook, Twitter and LinkedIn to research candidates and whether this violates privacy. While social networks can help candidates find jobs, employers can also use them to indirectly discriminate when making hiring decisions. The document examines legal issues around using social media for hiring and how it could lead to claims of discrimination.
LinkedIn usage is low among millennials and college students compared to other social media platforms. Only 7% of millennials use LinkedIn, whereas 50% of college graduates are on LinkedIn. One third of all professionals globally use LinkedIn. To increase younger user engagement, LinkedIn should focus marketing on college campuses through celebrity endorsements and trial premium memberships to promote the professional benefits of the platform.
Melody, an HR manager, needs to hire 2 community managers quickly but posting jobs online or using recruiters is time-consuming and expensive. Fluency trains people in digital skills and places them in entry-level roles, providing a fast solution for Melody. There is a large digital skills gap in the UK with over a million new digital jobs needed by 2020. Fluency addresses this gap by training 1,280 users per month in skills like social media and placing them in jobs. Employers praise Fluency candidates for being productive from day one with applicable skills and insights.
Human Resource Management:Recruitment and Selection, Placement and Induction)Boyet Aluan
The document discusses various methods that organizations use to recruit new staff and how recruitment methods have changed over the past 10 years due to technological advances.
Traditional methods like newspaper ads, employee referrals, and temp agencies are still used but have been supplemented by new online methods. Automated online applications and social media platforms like LinkedIn, Facebook, and Twitter allow organizations to more efficiently source and engage candidates.
Of the newer methods, employee referral programs and social media, especially LinkedIn, have been among the most effective at generating quality hires. However, many HR directors remain skeptical of social media's effectiveness and prefer traditional methods. Poorly designed recruitment processes that fail to properly target candidates or promote organizational benefits have proven
Digitalized Job Search and the Future of Work Heli Sirkiä
1) The recruitment industry is undergoing digital transformation, with job platforms and mobile apps changing how candidates search for jobs and employers compete for talent. AI is also being used more in screening candidates.
2) Candidates now act as consumer-like "employer shoppers", evaluating companies through their online presence and reviews. Employers respond through employer branding and digital marketing.
3) While most jobs remain traditional, some seek gig work through platforms. Platforms collect behavioral data on users, aiming to increase engagement like social media. Public sector job platforms may struggle competing without such data and AI capabilities.
By leveraging newly available data and new
analytic tools, HR leaders will be better able to help
their organisations create value across a broad
spectrum of potential, thereby enhancing their
own role and stature in the process.
Having a LinkedIn recruiter profile can help you create a network of talented candidates, as LinkedIn is the social media platform that is used for professional networking. It is a platform where candidates showcase all of their skills, education, work experience, etc. in their profiles. It is a good place to build your company’s employer brand. This does not mean that you don’t have to use other social media platforms. All social media platforms work in different ways. This can help you communicate your value proposition in all formats possible. The war for talent is real. Companies are fighting hard to attract and retain top performers. In such a situation, recruiter companies should not leave any recruiting strategy untried while hiring candidates for job positions. Try different strategies and identify what works best for you.
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This document discusses how social media and Web 2.0 technologies can be used for recruitment, employee engagement, and job seeking. It defines Web 2.0 as technologies that allow users to interact with and participate in online content. Some key benefits of using social media for these purposes are attracting passive candidates, improving branding, building personal relationships, and reducing costs. However, legal issues and a lack of screening are potential drawbacks. The document provides statistics on social media usage and recommends tools like LinkedIn, Facebook, and company pages for recruitment and engagement purposes.
- The document discusses using social networking sites for job seeking and recruitment.
- A survey was conducted of 60 students and 10 recruiters on their use of social media.
- The results showed Facebook was the most popular social media site for students but they were not open to using social media for jobs.
- Recruiters are increasingly using social media for screening candidates but lack of acceptance remains among students.
The document discusses social media recruitment (SMR) and its importance. SMR has become a major tool for hiring, with over 90% of companies using platforms like LinkedIn, Facebook, and Twitter to recruit candidates. It provides advantages like access to a large pool of passive and active job seekers, improved candidate quality, and faster hiring. The document promotes Dakotta Alex and his company FastHire.com for helping organizations build their employment brands and perform effective SMR.
SECTORS AND THEMESTitle hereAdditional information in .docxjeffreye3
SECTORS AND THEMES
Title here
Additional information in Univers
45 Light 12pt on 16pt leading
kpmg.com
Credits and authors in Univers
45 Light 12pt on 16pt leading
Human resources
and social media
Does social media keep you up at night?
What you need to know about the
opportunities and risks for your workforce
kpmg.com
by Karen Isaacson and Sarah Peacey
A good hockey player plays where the puck is. A great
hockey player plays where the puck is going to be.
Wayne Gretzky
Human resources and social media | 1
Executive summary
Supercharging talent acquisition
and talent management
Addressing mobility and collaboration
Leveraging the multigenerational workforce
Managing the potential risks associated
with social media
Conclusion … how to get ready
Contents
02
04
05
06
09
12
2 | Human resources and social media
Truly world-class leaders empower key employees to become
evangelists for the firm on social media platforms, helping
customers, building the brand, attracting talent, and giving
a personal face to the company. In addition to the external
advantages, these key social media leaders become even more
engaged and personally bonded to the company, its mission,
and goals if done correctly. These employees can come from
anywhere in the organization, from interns, to line personnel,
to managers, to product leaders, to executives – but it must
be done correctly and be given the support and attention
necessary to prevent the foray from falling flat.
Social media is well-established as a consumer and brand-
oriented set of tools. Increasingly, social media is being offered as
an innovative solution for internal effectiveness. When strategy
and governance are integrated with social media tools, they
can positively impact your organization. An organization that
thoughtfully embraces social media can realize opportunities
across four areas:
Executive summary
Senators ask feds to probe
requests for Facebook passwords
USA Today, March 25, 2012IBM has 21 YouTubeTM channels, GE 12 and Ford 10;
40 percent of corporate Twitter users engage in
customer services
Burson-Marsteller, February 15, 2011
Virgin Atlantic sacks 13 crew members over Facebook posts
The Guardian, November 1, 2008
United Airlines is replacing the hefty flight manu
als
and chart books its pilots have long used with
11,000 iPad® devices carrying the same data
United Airlines, August 2011
By 2014, 47 percent of the population will be
composed of millennials (born after 1980) who
were raised playing video games and surfing the
Internet to get information
U.S. Bureau of Labor Statistics
USA Today, March 25, 2012
Cisco retracts job offer on TwitterThe Telegraph, January 21, 2010
80 percent of companies use social media for
recruitment... And 95 percent of them use LinkedIn
searchenginejournal.com, February 2012
Vi i Atl
84 percent of the Fortu
ne Global 100 use at le
ast one
social media platform
Burson-Marstelle.
Similar to This study Examines the Effectiveness of Talent Procurement through the Implementation of Digital Recruitment (20)
Cricket management system ptoject report.pdfKamal Acharya
The aim of this project is to provide the complete information of the National and
International statistics. The information is available country wise and player wise. By
entering the data of eachmatch, we can get all type of reports instantly, which will be
useful to call back history of each player. Also the team performance in each match can
be obtained. We can get a report on number of matches, wins and lost.
A high-Speed Communication System is based on the Design of a Bi-NoC Router, ...DharmaBanothu
The Network on Chip (NoC) has emerged as an effective
solution for intercommunication infrastructure within System on
Chip (SoC) designs, overcoming the limitations of traditional
methods that face significant bottlenecks. However, the complexity
of NoC design presents numerous challenges related to
performance metrics such as scalability, latency, power
consumption, and signal integrity. This project addresses the
issues within the router's memory unit and proposes an enhanced
memory structure. To achieve efficient data transfer, FIFO buffers
are implemented in distributed RAM and virtual channels for
FPGA-based NoC. The project introduces advanced FIFO-based
memory units within the NoC router, assessing their performance
in a Bi-directional NoC (Bi-NoC) configuration. The primary
objective is to reduce the router's workload while enhancing the
FIFO internal structure. To further improve data transfer speed,
a Bi-NoC with a self-configurable intercommunication channel is
suggested. Simulation and synthesis results demonstrate
guaranteed throughput, predictable latency, and equitable
network access, showing significant improvement over previous
designs
Impartiality as per ISO /IEC 17025:2017 StandardMuhammadJazib15
This document provides basic guidelines for imparitallity requirement of ISO 17025. It defines in detial how it is met and wiudhwdih jdhsjdhwudjwkdbjwkdddddddddddkkkkkkkkkkkkkkkkkkkkkkkwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwioiiiiiiiiiiiii uwwwwwwwwwwwwwwwwhe wiqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqq gbbbbbbbbbbbbb owdjjjjjjjjjjjjjjjjjjjj widhi owqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqq uwdhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhwqiiiiiiiiiiiiiiiiiiiiiiiiiiiiw0pooooojjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjj whhhhhhhhhhh wheeeeeeee wihieiiiiii wihe
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Covid Management System Project Report.pdfKamal Acharya
CoVID-19 sprang up in Wuhan China in November 2019 and was declared a pandemic by the in January 2020 World Health Organization (WHO). Like the Spanish flu of 1918 that claimed millions of lives, the COVID-19 has caused the demise of thousands with China, Italy, Spain, USA and India having the highest statistics on infection and mortality rates. Regardless of existing sophisticated technologies and medical science, the spread has continued to surge high. With this COVID-19 Management System, organizations can respond virtually to the COVID-19 pandemic and protect, educate and care for citizens in the community in a quick and effective manner. This comprehensive solution not only helps in containing the virus but also proactively empowers both citizens and care providers to minimize the spread of the virus through targeted strategies and education.
Sri Guru Hargobind Ji - Bandi Chor Guru.pdfBalvir Singh
Sri Guru Hargobind Ji (19 June 1595 - 3 March 1644) is revered as the Sixth Nanak.
• On 25 May 1606 Guru Arjan nominated his son Sri Hargobind Ji as his successor. Shortly
afterwards, Guru Arjan was arrested, tortured and killed by order of the Mogul Emperor
Jahangir.
• Guru Hargobind's succession ceremony took place on 24 June 1606. He was barely
eleven years old when he became 6th Guru.
• As ordered by Guru Arjan Dev Ji, he put on two swords, one indicated his spiritual
authority (PIRI) and the other, his temporal authority (MIRI). He thus for the first time
initiated military tradition in the Sikh faith to resist religious persecution, protect
people’s freedom and independence to practice religion by choice. He transformed
Sikhs to be Saints and Soldier.
• He had a long tenure as Guru, lasting 37 years, 9 months and 3 days
Sachpazis_Consolidation Settlement Calculation Program-The Python Code and th...Dr.Costas Sachpazis
Consolidation Settlement Calculation Program-The Python Code
By Professor Dr. Costas Sachpazis, Civil Engineer & Geologist
This program calculates the consolidation settlement for a foundation based on soil layer properties and foundation data. It allows users to input multiple soil layers and foundation characteristics to determine the total settlement.
Data Communication and Computer Networks Management System Project Report.pdfKamal Acharya
Networking is a telecommunications network that allows computers to exchange data. In
computer networks, networked computing devices pass data to each other along data
connections. Data is transferred in the form of packets. The connections between nodes are
established using either cable media or wireless media.
We have designed & manufacture the Lubi Valves LBF series type of Butterfly Valves for General Utility Water applications as well as for HVAC applications.
This study Examines the Effectiveness of Talent Procurement through the Implementation of Digital Recruitment
1. International Journal of Engineering Innovations in Advanced Technology
ISSN: 2582-1431 (Online), Volume-6 Issue-1, March 2024
19
This study Examines the Effectiveness of Talent
Procurement through the Implementation of Digital
Recruitment
DATLA YASODA LAKSHMI
Asst professor, V. S. Lakshmi women’s degree and PG college, Kakinada
Abstract: In the world with high technology and fast
forward mindset recruiters are walking/showing interest
towards E-Recruitment. Present most of the HRs of
many companies are choosing E-Recruitment as the best
choice for recruitment. E-Recruitment is being done
through many online platforms like Linkedin, Naukri,
Instagram , Facebook etc. Now with high technology E-
Recruitment has gone through next level by using
Artificial Intelligence too.
Key Words : Talent Management, Talent Acquisition , E-
Recruitment , Artificial IntelligenceIntroduction
Effectiveness of Talent Acquisition through E-
Recruitment in this topic we will discuss about 4important
and interlinked topics which are
I. INTRODUCTION
Talent Management:
Talent management is defined as the methodically organized,
strategic process of getting the right talent onboard and
helping them grow to their optimal capabilities keeping
organizational objectivesin mind.
Process thus involves identifying talent gaps and vacant
positions, sourcing for and onboarding the suitable
candidates, growing them within the system and developing
needed skills, training for expertise with a future-focus and
effectively engaging, retaining and motivating them to
achieve long-term business goals.
Talent Acquisition
Talent acquisition is the strategic process an organization uses
to identify, recruit and hire the people it needs to achieve its
business goals and optimize its processes.
Manuscript received February 10, 2024; Revised February
25, 2024; Accepted March 12, 2024
Management and Talent Acquisition.Talent acquisition is part
of the talent management process.
E-Recruitment:
Electronic Recruitment refers to the process where HRs
actually use internet – based tech or platform to hire new
employees for the company. Replacement for using
traditional methods for hiring. This process connects
organisations with potential employees through the use of
technology, and it has changed how employers and
employees interact. Employers can use e-recruitment to post
job openings and search resumes electronically, and
employees can use it to submit applications and resumes
electronically, search job postings, and receive job alerts.
II SELECTION OF TECHNOLOGY FOR E-
RECRUITMENT
Applicant tracking system (ATS): Choose an ATS that aligns
with your company size and hiring needs.An ATS allows you
to post jobs, collect applications, filter candidates, and maintain
a database.
Video interview platforms: Platforms like Zoom, Skype, or
specialized tools like HireVue or SparkHireare essential for
remote interviews.
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ISSN: 2582-1431 (Online), Volume-6 Issue-1, March 2024
20
Online assessment tools: For skills testing, platforms like
Codility (for developers), Vervoe (for various roles), or
HackerRank can be useful.
Develop a digital presence for E-Recruitment:
Company careers page: Create a compelling online careers
page showcasing company culture, benefits, and open
positions. Ensure that the application process is user-friendly.
Leverage social media: Utilize platforms like LinkedIn,
Twitter, and Facebook to advertise job openingsand engage
with potential candidates.
E-Recruitment Process:
E-Recruitment methods or sources:
With the rise of the digital era, e-recruitment methods have
evolved and diversified. Here are someof the most prominent
types of e-recruitment:
Company websites/Career portals:
Many companies have a 'Careers' or 'Jobs' section on their
website where they post current jobopenings.
This method offers a centralized place for applicants to view
job descriptions, company values, and sometimes even
testimonials from current employees.
Job boards and job search engines:
Websites like Indeed, Monster, Glassdoor, and SimplyHired
allow employers to post jobs. They often provide a wide
reach, enabling employers to tap into large pools of
candidates.Professional networking sites:
LinkedIn is the most prominent platform where recruiters
can post jobs, search for potential
candidates, and even use the platform’s advanced analytics to
find matches.
It’s also common for job seekers to directly apply for jobs
through LinkedIn's job section.
Social media recruiting:
Platforms like Facebook , Twitter, and Instagram are
increasingly being used for recruitment. Recruiters can post
job openings, share company culture insights, or use paid
advertising to targetpotential candidates based on specific
demographics.
Recruitment apps:
Mobile applications like Switch and Job function like the
Tinder app but for jobs, allowing recruitersand candidates to
swipe right if they find a match.
Online recruitment agencies:
Websites like Ceipal and Talenttrack offer specialized
recruitment services and often have their owndatabases of
candidates.
E-Recruitment Statistics:
Technologies, especially web job portals or social networks
have also dramatically changed the way people find jobs to
begin with, as well as the way employers look for new recruits.
In 2018, applicationsreceived through job boards accounted
for a fifth of job hires worldwide, ranking only behind career
sites. During the same period, job boards accounted for
almost half of global job applications. According to a global
survey of hiring decision makers in North America, 58 percent
of the respondents regarded social professional
networks as a source for quality hires.
Having a strong presence on social media can work in favor for
the job applicant - or not. In 2018, 57 percent of hiring
professionals decided not to hire a candidate based on
content found on social
media. Provocative or inappropriate photographs, videos or
information is one of the more common social media
discoveries by online recruiters that lead to a candidate not
getting a job. However, social media can also provide certain
benefits to job hunters: background information supporting
the professional qualification of job-seekers is one of the most
common social media discovery that lead online recruiters to
extend an offer to the candidate. Social media users have
become increasingly aware of the two-edged sword of public
social media content and during an September 2018 survey,
18 percent of respondents stated to have altered their social
media account when applying for a job.
Despite the frequent utilization of job websites and online
career pages, only 37 percent of internet users were confident
that job application screenings were unbiased. Employer
usage of social media advertising targeting only select types
on candidates was also viewed critically: only 19 percent of
U.S.internet users thought it was appropriate for employers to
use social media to target only candidatesgraduated from a
specific school, and 68 percent of U.S. online users thought it
was inappropriate for employers to use social media
advertising to target only potential male candidates.
LinkedIn is currently the biggest online job advertising
platform worldwide. With an audience reach of160 million
users, the United States are the leading market of the
professional networking service. The company was acquired
3. International Journal of Engineering Innovations in Advanced Technology
ISSN: 2582-1431 (Online), Volume-6 Issue-1, March 2024
21
by Microsoft in 2016.
How Social Media Is Used for Recruitment:
Top social platforms for attracting high-quality candidates:
LinkedIn (53%), Facebook (33%), YouTube(22%), Twitter
(21%) and Instagram (20%).
The primary motivation for 82% of employers to utilize social
media in the hiring process is to connect with passive
candidates.
To establish connections with potential hires, 45% of
companies actively share engaging content onsocial media
platforms.
Upon coming across a professionally presented social media
profile of a candidate, 33% of employers have proactively
reached out to initiate contact.
Over a third of businesses have adjusted their recruitment
approaches to prioritize mobile and socialmedia platforms,
focusing on smartphone users.
Global Online Recruitment Market:
The global online recruitment market revenue is projected to
reach $58.0 billion in 2032.
In the global online recruitment market, North America
dominates with a significant market share of43.0%, reflecting
its advanced digital infrastructure and mature economy.
In 2021, Recruit Holdings from Japan led the global online job
portal market with a substantial marketcapitalization of $79.8
billion.
Topping the most visited jobs and employment websites list is
indeed.com, with an impressive averageof 8.65 pages visited
per user and a relatively low bounce rate of 34.87%.
Collegerecruiter.com emerged as the fastest-growing
platform, boasting an impressive traffic growthof 637.1%
from January 2021 to March 2023.
LinkedIn emerges as the most popular choice, with a
staggering 90% of job seekers utilizing theprofessional
networking platform for job search purposes.
Marketing stands out as the industry most actively recruiting via
social media, with an impressive 86%of companies utilizing
platforms for talent acquisition and employer branding
initiatives.
Global Online Recruitment Market Size Statistics:
The global online recruitment market has exhibited consistent
growth over the past decade at a CAGR of 6.4%, with
revenues increasing steadily from $32.0 billion in 2022 to
$58.0 billion in 2032.
This growth trajectory reflects the expanding role and
significance of digital platforms in modern hiringpractices.
In recent years, the market has experienced incremental gains,
with revenues reaching $34.0 billion in 2023 and continuing
to rise to $36.0 billion in 2024, $39.0 billion in 2025, and
$41.0 billion in 2026.By 2027, revenues surged to $44.0
billion, indicating a notable acceleration in growth.
Subsequent years saw continued expansion, with revenues
reaching $45.0 billion in 2028, $48.0billionin 2029, and $51.0
billion in 2030.
The market’s upward trajectory persisted into the early 2030s,
with revenues climbing to $54.0 billionin 2031 and eventually
peaking at $58.0 billion in 2032.
This robust growth underscores the increasing reliance on
online recruitment platforms by businessesworldwide, driven
by factors such as globalization, technological advancements,
and evolving workforce dynamics.
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Artificial Intelligence:
What is Artificial Intelligence?
Artificial intelligence (AI) technology allows computers and
machines to simulate human intelligence and problem-
solving tasks. The ideal characteristic of artificial
intelligence is its ability to rationalize and take action to
achieve a specific goal.
Why is AI Important For E-Recruitment?
AI in Recruitment has its many perks, some of which are:
Improving the quality of recruitment.
Attracting the right candidates and filtering for the most
suitable ones.Not overlooking any candidate right from the
screening process.
Saving organisation resources and filling positions faster.
Enhancing candidate experience and brand image of the
employer.
Automating time-consuming tasks and accurately assessing
the right skills for the right role.Scaling communication for
candidates and recruiters so everyone is on the same page.
AI-powered recruitment helps recruiters make better
decisions by using data to source, screen, assess, and predict
candidate success and cultural fit. It eliminates biases and
guesswork in HR processes, ensuring a fair and unbiased
hiring process. To ensure the responsible use of AI in
recruitment, the 'Responsible AI in Recruitment' guidance
focuses on good practices for AI systems in HR and
recruitment, ensuring ethical and fair hiring practices.
Use of Artificial Intelligence in E-Recruitment :
Implementing AI-powered applicant tracking systems to
streamline candidate sourcing and screening. Leverage AI
algorithms to analyze candidate data and identify top talents
efficiently.
Onboarding and Training
How AI is Transforming the World of E- Recruitment:
Artificial intelligence (AI) is revolutionizing the world of E-
Recruitment. So, it is no surprise that 43% of Human
Resources professionals are already using AI in their hiring
processes. The reason behind this rapid adoption is that
organizations are starting to see the potential of AI and what
it can do to improve their recruitment efforts. With the global
AI market expected to reach over $1.8 billion by 2030, it is
clear that this transformation is here to stay.
Top 9 Companies That are Using AI for E- Recruitment:
Amazon:
Amazon has built tools to help job applicants throughout the
hiring process - from identifying the rightposition to apply for,
to giving them more flexibility through online assessments.
Amazon goes above and beyond industry requirements to
create technology that is "born inclusive." "Born inclusive"
implies examining results for applicants from all identity
groups and emphasising equity at every level of production.
Unilever:
Unilever has been using AI technology in hiring people. They
have partnered with skills assessmenttools to streamline their
recruitment process.
The AI system they use analyses video interviews, scanning
candidates’ facial expressions, body language, and word
choice, and checks them against traits that are considered to
be predictive of jobsuccess.
£1 million in annual savings and over 100,000 hours of human
recruitment time in implementing AI intheir process.
Delta Air Lines:
Delta Air Lines uses AI technology to enhance the candidate
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experience and streamline recruitment. The company has
developed an AI-powered chatbot to answer candidate
queries and provide personalised feedback.
The use of AI in recruitment for Delta Air Lines led to a
Forbes ranking of the sixth-best employer inthe world.
25% of corporate and management positions are filled,
exceeding company objectives.
The use of AI in recruitment for Delta Air Lines led to a
Forbes ranking of the sixth-best employer inthe world.
Siemens AG:
Siemens harnesses the power of AI in its recruitment
practices to streamline and enhance the candidate selection
process through their new underlying provider - Eightfold.
Eightfold is a new, innovative recruiting platform created by
partnering with GBS H2R. It focuses on employee experience
and drives digitalisation along the entire process of
employees’ life cycles – from onboarding to pension
services.
The company utilizes AI algorithms to analyze candidate
profiles, resumes, and online assessments toidentify suitable
candidates for specific roles.
Siemens has also developed an AI-powered assistant,
Siemens Industrial Copilot, in collaboration withMicrosoft,
which promises to boost productivity and efficiency across
the industrial lifecycle.
The company’s digital solutions for factory administration
have helped to reduce manual planning
efforts by up to 40%.
Domino’s:
partnered with pre-employment assessment firms to
streamline their recruitment process. The AIsystem they use
analyses video interviews, scanning candidates’ facial
expressions, body language,and word choice, and checks
them against traits that are considered to be predictive of job
success. Electrolux:
Electrolux has been using AI technology in hiring people.
They have partnered with assessment firmsto streamline their
recruitment process.
The AI system they use analyses video interviews, scanning
candidates’ facial expressions, body language, and word
choice, and checks them against traits that are considered to
be predictive of jobsuccess.
.
Hilton:
Hilton uses AI technology to enhance the candidate
experience and streamline recruitment. The company has
developed an AI-powered chatbot that can answer candidate
queries and provide personalised feedback.
The chatbot also helps in scheduling
interviews and providing feedback to
candidates.Procter & Gamble (P&G):
introduced a bot based on a foundational model which assists
cloud engineers.
That investment let the company experiment and pilot
different generative AI tools. The company hasalso rolled out
an internal generative AI tool called chatPG, which was first
introduced in beta mode in February.
The company officially launched the internal tool in
September. The tool supports over 35 use cases. Nomad
Health:
Nomad Health utilises transformative technology to connect
travel clinicians to open jobs all over thecountry and help
facilities fill their staffing needs quickly and efficiently.
AI Recruitment Statistics 2024:
The global market size of the AI recruitment Industry is
$590.50 billion as of 2023.
The enterprise sector of AI recruitment will grow at a CAGR
of 6.17% between 2023 to 2030.
As of 2024, 44% of recruiters said saving time is one of the
main reasons to implement AI in hiring.35% of recruiters
worry that AI may exclude candidates with unique skills
and experiences.
35% to 45% of companies use AI recruitment.
24% of companies use AI to hire talented employees.
According to 67% of hiring decision-makers, the main
advantage of using AI in the recruitment processis its ability
to save time.
When recruiting new employees in 2024, 58% of recruiters who
use AI find it most useful for candidatesourcing.
66% of adults in the United States say they will not apply for
a job that uses AI to help make hiringdecisions.
37% of American adults think racial or ethnic bias is a
significant problem in the hiring process. 60% of
respondents said their organizations use AI to manage
talent as of 2024.
Overall, 35.5% of small and medium businesses allocate their
budget toward recruiting tools utilizingArtificial Intelligence
or machine learning.
44% of HR executives are started using AI for recruiting and
hiring.
21% of respondents say overlooking typical qualities and
experiences by AI will be the main danger ofAI recruitment.
Leading recruiting tools tech companies intend to invest
60% in AI-powered recruiting softwareworldwide.
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The Market Size Of AI Recruitment:
The Opinion Of Recruiters On AI In The Hiring Process:
Recruiters and Companies Are Using AI:
35% to 45% of companies use AI recruitment.
Using AI recruitment practices has become increasingly
popular among large companies andrecruiters.
For example, 99% of Fortune 500 companies currently utilize
these methods, while 65% of recruitersalso use them.
More than 73% of companies will invest in recruitment
automation in 2023.
The percentage of companies investing in AI had increased
by 6% compared to 2021 when it wasaround 67%.
If this growth rate persists, most companies will likely
invest in recruitment automation by 2025. 24% of
companies use AI to hire talented employees.
Additionally, a vast majority (89%) of HR professionals
recognize the potential for AI to improve the applicant
application process.
AI is utilized in various industries worldwide, including
marketing, healthcare, education, small business, and
retail/ecommerce.
Benefits of Using AI in Recruitment Statistics:
A table shows how many adults in the United States
believe AI will make racial bias worse inrecruitment
processes than humans by ethnicity.
Tech companies want to invest:
The game of talent acquisition has evolved beyond simply
posting jobs online.
E-recruitment,powered by a suite of AI-driven advancements,
is transforming the entire process, streamlining it from
applicant sourcing to onboarding. the pace of technological
innovation has necessitated a fresh examination of this critical
topic. This guide delves deeper into the intricate mechanisms
of e- recruitment, exploring the power of AI and automation;
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Implementing electronic recruitment tactics can markedly
smooth the process of hiring. By harnessingthe power of
digital platforms, vacancies can be broadcast to an extensive
audience with remarkable efficiency. Furthermore, the
simplicity with which applications can be organised and
processed digitally conserves precious time and resources
for businesses. Employing software to perform initial
screenings of candidates also aids in swiftly pinpointing
those who are apt for the role,consequently accelerating the
recruitment timeline.
E-recruitment represents a revolutionary shift in recruitment
practices, harnessing the capabilities ofnew technologies to
enhance and diversify the hiring process. This doesn't spell
the demise of conventional recruitment tactics; rather, it
marks their progression, a fusion in which technology
augments human judgment to forge more equitable and
varied working environments. In its core, e- recruitment is
not solely focused on the present day—it is about setting the
groundwork for a forward-thinking, enduring approach to
talent sourcing.
Mobile optimization:
Ensure your e-recruitment platforms are mobile-friendly,
as many job seekers use mobile devices. Clear job
descriptions:
Write clear and concise job descriptions to attract the right
candidates.Utilize multiple channels:
Use a combination of job boards, social media,
company websites, and employee referrals.
Engaging content:
Create content that showcases company culture and values.
Feedback mechanism:
Even if a candidate isn’t selected, providing feedback can
enhance the candidate experience.
Regularly update technology:
Technology evolves rapidly; ensure your e-recruitment tools
are updated to stay efficient andcompetitive.
Diverse representation:
Make sure your online materials showcase a diverse
workforce and inclusive culture to attract abroader range of
candidates.
III. IMPORTANCE OF EFFECTIVENESS OF ALENT
ACQUISITION THROUGH E-RECRUITMENT:
Time-saving:
No matter where you are, you can send out job postings
anytime with Internet access. In other words,you can forget
about the paperwork and the action of entering data
manually. As a result, it will not only save time for HR
managers, but by retrieving files from LinkedIn, the process
of application will speed up.
Dynamic content:
Generate dynamic content could build up your employer
branding in a successful way to attract top talents and to
boost corporate culture. Use your social media account to
spread the word and to attract more traffic to both your
website and social media accounts.
Minimized hiring cost:
Labour costs in recruiting are usually high in terms of
advertising, travel expenses, third-party recruiterfees etc. As a
result, the hiring process usually takes up too much time and
its cost could be minimizedby implementing a software which
allows you to post free job openings on multiple social
platforms just by one click.
Effective:
Online recruitment is easily accessible to individuals, making
it a more effective method of getting your posts noticed.
Online job ads can be posted within few minutes and they can
be easily posted onseveral social media platform with no
waste of time.
Shorten hiring process:
The hiring process could be shortened by just clicking a few
buttons to screen, filter, and sort applicants data and CV.
Online recruiting streamlines the process of inviting or
rejecting applicants one by one and inserting applicants’ data
manually is no longer needed.
Accessible:
Job ads and campaigns can be released through various social
media platforms reaching the specifictarget group.
Broader scope for candidates:
By using recruitment software, recruiters will be helped in
reaching a wider amount of candidates locally and abroad.
Moreover, statistical analysis will be essential for recruiters
to track where applicants have seen the job advertisements.
Personalized design:
Your professional career page is tailored made accordingly to
the graphical identity of the company.
As a result, this will help your employer branding, underlining
the company’s identity and values.
Recruitment systems have filtration tools to help recruiters to
find the ideal candidates with competencies that match the job
position. Therefore, the filtration tools provided by e-
recruitment systems speed up the process of sorting the
candidates according to experience, education, competencies,
and many more criteria.
Flexible and easy:
There is no hassle in learning how to use an e-recruitment
system. So, it is easy to use and provides aplatform where all
the HR managers could follow the hiring process. Moreover,
the cloud-based feature allows the employer to have a CV
database with no limits and to be GDPR-compliant.
ADVANTAGES OF EFFECTIVENESS OF TALENT
ACQUISITION THROUGH E-RECRUITMENT:
Employers can reach a bigger number of potential employees
by using electronic recruitment. Companies can build their
own e-recruitment stages in-house, use e-recruitment HR
8. International Journal of Engineering Innovations in Advanced Technology
ISSN: 2582-1431 (Online), Volume-6 Issue-1, March 2024
26
software, or userecruiting firms that include e-recruitment in
their services. Using online stages and HR software, e-
recruitment is the automated process of identifying,
attracting, screening, and hiring candidates. Businesses can
use this internet recruitment strategy to develop an online
presence and communicatewith candidates.
Cost-Effective
Work costs in recruiting are generally high in terms of
advertising, travel expenses, outside recruiter fees etc. As a
result, the employing process generally takes up an excessive
amount of time and its expense could be minimized by
switching to e-recruitment, which permits you to post free
employment opportunities on multiple social stages just by
one tick.
Quicker process
The hiring process could be shortened simply by clicking a
few catches to screen, filter, and sort candidates' information
and CV. E-recruitment streamlines the process of welcoming
or rejecting candidates one by one and inserting candidates'
information physically is not, at this point needed.
Customized filtration
E-recruitment allows filtering requirements to help recruiters
to track down the ideal candidates withcompetencies that
match the work position. Therefore, the filtration
apparatuses provided by e- recruitment systems speed up the
process of arranging the candidates as indicated by
experience, education, competencies, and a lot more criteria.
Flexible
The E-recruitment process is easy to get adapted to. Thus, it
is easy to use and provides a stage whereall the HR managers
could follow the hiring process and their funnel smoothly.
Moreover, the cloud- based feature permits the employer to
have a CV database stored in one place making it easier to
refer or come back to in future.
DISADVANTAGES OF EFFECTIVENESS OF TALENT
ACQUISITION THROUGH E-RECRUITMENT:
Tech problems
Some candidates may not be confident enough with the
security of an online application. There's always the
possibility that the application system may operate slowly or
lose information during the submission process.
Fraudulent applicants
A few applications may be phoney to get data about the
company or hiring official. At the same time,spammers may
utilize the data presented online to advance a help or item to
your company. On the off chance that you part with an
excessive number of subtleties in your promotion, vindictive
programmers can even utilize the data to possibly access
your company's IT frameworks.
Less effective
Not all e-recruitment administrations offer an inside and out
investigation of your posting; consequently, it tends to be
difficult to sort out the thing is and isn't working and how to
advance youradvertisement. Obviously, this is a typical issue
in disconnected recruitment.
Misunderstandings
Speaking with planned representatives through a screen can
prompt confounded messages or wrong suspicions. In any
case, conversing with somebody face to face can explain what
an individual resembles as a first impression while likewise
keeping up with clear correspondence with each other.
Diverse audience
Since e-recruitment creates countless applicants each day,
organizations ought to be more cautious when utilizing this.
Scouts should guarantee proficiency consistently and try not
to tap unfit candidates, just as candidates who live excessively
far from the workplace.
IV. CONCLUSION
Effectiveness of talent acquisition through e-recruitment has
become the most effective means of recruiting, screening,
hiring, and retaining highly skilled professionals. Both
employers and job seekers are utilizing the extensive, unique,
highly specialized features of top performing social media,
professional networking, and e-recruiting websites
comprising modern day technological driven recruiting.
Specialized mathematical formulas can be implemented to aid
in organizations analyzationof the cost savings in establishing
e-recruiting as the primary means of the overall recruiting and
hiringprocess. Utilizing social media in a legal and ethical
manner has aided in the overall e-recruiting process. While e-
recruiting aids in the reputable presence of organizations in
their specified markets.To an end result of retaining highly
skilled employees, a desired, positive effect of organizations
implementing e-recruiting systems.
REFERENCES
1 Braddy, P. W., Meade, A. W., and Kroustalis, C. M.(
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2 Breaugh, JA, Starke. (2000), “Research on employee
recruitment: So many studies, so many remaining
questions”. Journal of management.
3 Cappali, Peter (March 2001), “Making the most of Online
Recruiting”, Harvard Business Review.
4 Cober, R.T., Brown, D.J. and Levy, P.E. (2004) “Form,
content and function: an evaluative methodology for
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5 Feldman, D. C. and Klaas, S. B. (2002), "Internet job
hunting: A field study of applicant experiences with on-
line recruiting," Human Resource Management.
6 Galanaki, E. (2002) "The decision to recruit online: a
descriptive study," Career Development International.
7 Kuhn, PK.(October 2000) , “Policies for an internet labour
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market.” Policy options.
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Author Profile
DATLA YASODA LAKSHMI
Asst professor, V. S. Lakshmi women’s degree and PG
college, Kakinada
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