Recruitment

Describe about yourself” – Identify synopsis about the applicant, specifically their Unique Selling Proposition, describe the applicants who they are and the major benefit that a company will drive from this person. Q. “Why have you applied for this Job? Or “Why are you leaving the current position? ” – These are very critical questions. The interviewer will consider the reason why the applicants make a change. Is that problem with their previous employer or co-workers? Or do they want to promote? Q. What do you consider your most significant accomplishment in your previous Jobs? ” – To find out their experiences/roles/responsibilities that the company can derive from that accomplishments Q. “What excites you most about this position and what do you think would be stretch for you? ” – Evaluate and test the applicant to make sure they understand this Job description and what motivates them to take this Job. Interview questions about applicant’s skills and experiences: Q. “Why do you believe you are qualified for this position? – To identify what qualifications or skills that the applicants need to adapt this Job. The applicant need to mention technical skills, a management skill or personal success story Q. What do you like/dislike most about your previous Job? ” – Try to determine compatibility with the open position. Can discuss about challenges, pressure situations, deadlines Q. “What tasks do you find the hardest in the last Jobs? What weaknesses do you have and want to improve? ” – Understand the limit of the applicants and identify their weakness.

Does the weakness affect to the company? Or could the weaknesses be improved? Q. “Describe a difficult work situation/ project and how would you handle it? ” Q. “Describe the time that you didn’t work well with supervisor or co-worker? What was the outcome and how would you have changed the outcome? ” CIO. “Have you worked with someone you didn’t like? If so, how you handle it? ” – These case-study questions to determine how the applicants dealt with their Jobs under the difficult situations such as pressure, technical problems, confliction with co-workers…

IQ 1 . “Do you prefer to work independently or on a team? ” – Want to know if they are team’s players or would rather work on their own. IQ 2. “Give some examples of teamwork that you involved. ” – Determine the applicant’s roles/responsibilities in the team and how heir contribution to make the project successfully Interview Questions about Technical Skills IQ 3. “What do you do to maintain your technical certifications? ” IQ 4. “How do you keep current on this industry? – Want to know if the applicant still update their knowledge in IT field and “could they be trained if required? ” IQ 5. “How do you troubleshoot IT issues? ” Q. “What development tools have you used? ” – To find out their experience how to troubleshoot computer’s hardware and software; maybe which tools they used to fix it or what programming language they used… IQ 7. “Tell me about a time that you work conveying technical information to a unintentional audience” – Examine applicant’s communication skills, and how they delivered their Job to unintentional audience.

How quickly are they response for the problems? IQ 8. “Tell me about the IT’s project you are most proud of, and what your contribution was. ” IQ 9. “Give an example of where you have applied your technical knowledge in a practical way’ – A deeper look in terms of technical skills to make sure the candidates are suitable for this Job. The interviewer maybe look at the software, management tools or development tools they used, are these tools used in our company? Q. What are you salary requirements – both short-terms and long- terms? Would you take a Job for less money? ” – To identify the salary that satisfy the applicant and also consider the budget that company can afford it Interview Guide l. Prepare Create comfortable environment Introduce the purpose of this interview Spend some time introducing yourself to the applicants, and ask the applicants to do the same II. Core interview Focus on open questions to draw out candidates and their opinions.

The questions would follow interview questions above: General questions: Ask about the applicant’s personality, passion, hobbies Opinions about work and life Work independently or team Their ability Experienced in problems and how deal with it Deal with deadlines, stress Technical questions: Their roles/responsibilities in previous project/Job Ability to pick up new product/technology quickly Technical skills Technical training courses Career and company questions: Salary requirements Opinions about this position/company Future career plan Ill. After the interview – Tell the applicants how can you reach them or send the results.

Write a checklist all the questions you as

Most job-seekers share their candidate experiences, regardless of whether they are positive or negative. In other words, no matter what the outcome, a company’s hiring process will come to light in some fashion.

Related: 

CareerArc’s 2016 survey found that nearly 60 percent of its 826 respondents had had a poor candidate experience; 72 percent had shared that experience online or with someone directly.

Such publicity about your company can potentially be costly and damaging. A bad candidate experience can even hurt a company’s consumer brand. The upshot: When it comes time to deliver bad news to a candidate, employers need to be respectful.

Here are four ways to provide just that sort of positive experience, even one that ultimately ends with a rejection:

Implement video interviewing.

Pre-recorded screening is a fair method for screening applicants before the in-person interview. Video interviews provide the same questions to every candidate, ensuring a consistent experience. Use them to screen candidates and reduce the number of in-person interviews, which tend to take longer and cost more in time and resources.

With video interviewing, hiring professionals can access and share responses at any time. Not only is this convenient for the hiring team, but it also benefits candidates. They can conduct video interviews wherever they’d like, prepare their responses to best answer the questions posed and be their most authentic selves.

They can also get an idea of what the company is looking for: So, share information about your organization’s culture and history, and provide some footage or testimonials that offer a peek into their office world. Engage candidates with information they could benefit from during the in-person interview.

Help them prepare.

Candidates want to feel that they are given a proper shot at the position. Unfortunately, it’s common for a lot of them to walk in without much information or expectations.

Talent Board’s found that 38 percent of candidates surveyed said the only preparation and communication they had received prior to an interview was the name of the interviewer and his or her background information. Additionally, 41 percent of candidates said they’d received no communication or information before the interview at all.

Give candidates details about what to expect, whom they’ll be speaking with, where to go and how to get where they need to be. Otherwise, they may feel they are being blindsided. When they leave the in-person interview, they want to feel that they gave the interviewer a good representation of their abilities and aspirations.

Ask the right questions to give them an opportunity to shed light on how they’re the best candidate and how they expect to grow. Gauge their sense of self awareness, their desire for growth and capabilities. When the time seems right, engage in some follow-ups. This second round of questioning will dig deeper into how they want to express themselves, especially if they have previously given you rehearsed responses.

Add ‘human-ness’ to rejection.

Despite a couple of positive interviews, you may find that the time has come to reject a candidate. Perhaps this person is not the right fit for the role or culture. Maybe he or she didn’t match the requirements, and another candidate was better equipped. Whatever the reason, rejections will certainly impact the candidate experience.

However, even if rejection is not the news candidates want to hear, they can still feel good about their interaction with the company. Focus on adding a human element to the hiring process. Send them a personalized message or call them directly.

When they are left in the dark, they may grow anxious and frustrated. Be open, and give them notice right away. Provide feedback and explain how they missed the mark.

CareerArc’s survey found that 60 percent of candidate participants said that better communication throughout and after the applicant process would make the most positive impact. If employers can impact their candidates in meaningful ways, they will be well equipped to build a strong rapport with them.

Maintain a relationship.

Rejection doesn’t have to be goodbye. If the candidate is high quality and might fit in for future job opportunities, focus on making the rejection a bridge to building and maintaining a relationship.

Creating a talent pipeline of passive candidates will be helpful for when jobs open up down the road. Stay in contact on social media, and personalize messages when an open role better suits them.

When organizations build a good reputation for their employer brand, they are expanding their reach and attracting more great talent. Building a pipeline of passive candidates is a great way to improve quality of hire. These candidates will feel engaged with the brand, informed about what works in the organizational culture and encouraged to consider pursuing future open roles.

Related: 

The power of the positive candidate experience, in short, is unlimited. Take advantage of it.

The main aim of any organisation is to make a profit or to achieve certain business objectives and to do this the business needs a special set of persons to advise them on how they go about achieving this objective. This department in question is the Human Resource Department that specializes in staffing among many other activities such as training, performance appraisal and selecting job candidates.

Once the organisation has identified their mission, goals and objectives the Human Resource Management Department (HRM) can now develop an organisation strategy that is aligned to the organisation goal. The Recruitment Plan for Operations Manager at Jamaica Public Service Limited When the need arises for a new job within the organisation or the replacement of a job there are certain procedures that the company has to go through to fill such a position or to replace it. Recruitment is the process of pooling the qualified applicants whether internal or external for a vacant position.

1 When planning to recruit there are several issues such as the organisational or administrative issue that has to be considered. A requisition, which is a formal document that authorizes the filling of a job opening indicated by the signatures of top management, should be present to confirm the need for employment. This is the first thing that needs to be done before the recruitment process can begin; the manager has to inform the HR department of this vacant position.

Based on the vacant position the HR department should develop a strategy which will state the method of how they are going to recruit whether internal or external, the system under which they will recruit the method of how they will source the applicants and how they will communicate this message to them. The method we recommend to recruit for the position of Operation Managers is Internal Recruitment as it is easier to pool candidates who are already members of the firm. Managers will know exactly where to go in order to acquire candidates within a short period, since the files of employees are readily available for review.

This will eliminate the need for external advertisement that may take a long time and may pool persons who are not necessarily qualified for the position. This is beneficial to the firm as it is less costly to pool them and they may have a better understanding of the organisational culture which means that they would not need as much training as the new employees. The position of Operations Manager calls for an in depth knowledge of the tasks related to power station generation and a background of how it is done at JPS.

Filling this vacancy externally will definitely be costly because of the different methods that will have to be used to obtain qualified persons. Using an external method may also lead to the selection of candidates who are not accustomed to the way power station generation is done at JPS, leading to the need for extensive training which can be expensive. Persons who are already in the organisation will have some level of appreciation of what the target position requires in terms of the tasks that are to be done, since they have been carrying out similar activities throughout their employment period with the organisation.

There are several types of method under the internal recruitment process, these are closed, open and targeted internal recruitment system. The most appropriate method for the position of operations manager is closed internal recruitment as a closed system is less expensive than that of the open system but might lead to a high legal cost if minorities and women do not have equal access to job. Filling the position of Operations Manager internally will lead to other job vacancies, which will now need to filled.

As a result, the use of external recruitment should be considered to pool candidates for the new vacancy. JPS is a unionized environment so as a result when they are recruiting they have to follow the procedures that were set by the union and to make sure that it is acceptable by all. Within the organisation there is a grievance procedure which stipulates how employees can voice their concerns on unfair practices which may includes discrimination against women minorities in the recruitment process.

For years now, millennials have been challenging the prevalent status quo at the conventional workplace. While previous generations can be characterized as rarely questioning management, newer inductees into the workforce -who come with their own expectations, priorities and – are making senior managers and HR departments wake up and take notice. The need for ‘reinventing the HR wheel’ to adapt to a changing work culture has never been greater.

Startups, which are associated with a more informal culture, have become workplaces of choice for the self-motivated Generation Y, defined by their go-getter attitude and readiness to wear many hats- which leaves no room for mediocrity. For them, channeling their creative energy towards making a demonstrable impact on their workplace and society as a whole is an adrenalin rush, not to mention the opportunities to learn from people who inspire them to strive for more. To them, a , empowers those around them and creates an environment that facilitates the flourishing of ideas- not someone cloistered in the corner office, looking over people’s shoulders and issuing directives. These changing expectations make it imperative for the Human Resources function to channel energy in the direction of employee empowerment and engagement.

When it comes to millennials, a major challenge faced by HR departments is the problem of attrition. In a 2014 study conducted by Bayt, 46% of respondents aged 35 and under said that they saw themselves working in their current job for the next two years or less. Millennials constantly express their desire to assume more challenging duties and on-the-job growth. This underscores the importance of breaking with tradition and implementing innovative HR policies to keep them engaged. Higher pay is not the solution to keep attrition under control. The solution is one that provides an , innovative benefits and career growth opportunities.

HR’s traditional and transactional role is on the verge of extinction with HR makeovers being the talk of the town. This is not just about discarding the traditional nine to five model and implementing a casual dress code across the organization. The following transformational HR practices, brought about by re-engineering long-standing HR processes or implementing technology-driven HR initiatives, will go a long way in bringing forth the best from a new generation of aspirational workers and addressing many of their concerns.

Crowdsourcing, which brings thinking minds together, is something that HR professionals advocate, in the form of innovation contests. Global organizations have begun leveraging their , experience and expertise to become more creative, fast and efficient in catering to the needs of their customers. For employees, it is indicative of them making an intellectual contribution that will have a direct impact on organizational decisions and success.

Employee councils are HR initiatives to provide a platform for employees to connect with business leaders and senior management professionals. When employees are faced with a decision-making difficulty, access to a member of the doesn’t just help them with guidance, but also strengthens the tie between the employee and the organization. Even though employee engagement falls under the purview of HR, it needs to be a business-led strategy for better impact. Such councils are a case in point. With millennials constituting a growing segment of the organizational workforce by the year, HR departments face a host of issues and challenges. For example, employees may be unable to decide between advancing their careers or pursuing further education. Some employees may feel that their roles have become stale, some may face issues with peers or managers. Senior leaders not only serve as listening boards but are also uniquely placed to provide the right advice and guidance.

Workplace culture is an important parameter that has become instrumental in , and keeping millennials from straying and looking for opportunities outside. Millennials perform best in a workplace with a rich and inclusive culture. Hence, professionals across the HR function are concentrating on unique cultures that bring out the best in their workforce.

So what is this culture about and how do we identify and distinguish it from that of another organization? Culture stems from an environment wherein the professional and personal success of every employee is considered paramount. In the Bayt study, decision-making authority played a huge role in employees remaining loyal to their organizations. Other factors included having open communications with management and helpful mentors.

When individuals are respected for their expertise, input and professional aspirations, that respect is reciprocated and permeates throughout the organization. A positive drives collaboration, innovation and overall business results. After all, it is the people who form an organization and its culture. Recruitment practices which emphasize deciphering individual values, in addition to professional skill sets, gain precedence and will help the organization thrive.

Technology has impacted every facet of the workplace, and HR departments are no exception. Millennials are attracted to technology-enabled organizations. The days of being tethered to workstations are gone and the current generation is one that is highly mobile and always connected,  and expects organizations to adapt accordingly. Today’s HR practices like Employee Onboarding and Induction can be carried out at the click of a button. The organization’s intranet has become a communication tool for management to connect with employees. Functions of Talent Acquisition as well as Training modules that enhance learning are accessible through videos and e-learning modules.

A symbiotic relationship between the business and the human resource function can make startups an employer of choice and career destination for today’s workforce. It’s the right time to join hands to create what is called a ‘High-Impact Organization’-  an organization that is robust and seamlessly aligns the interests of employees and management. This creates a cohesive organization across all functions which can work towards common goals. Within this new landscape, HR can play an incalculable role in the evolution and journey of an organization, and molding the prevalent culture.

The current changes and advances in technology and the role of internet and social media networks, has provided new opportunities for all organizations to communicate easier and find talented employees with less time and cost. This study is to investigate the impact of using social media networks in recruitment of professional staff at RACK private sector. It will show if the impact of these networks is positive or negative and to what extent does the use of them can lead to effective recruitment to improve the productivity and find highly qualified candidates easily.

A axed method is used to collect results about the impact of social media on recruitment. Questionnaires will be administered to human resources directors and managers at RACK private sector companies and random sampling will be utilized. The questionnaires will be distributed randomly among 14 companies and the population will be 40-50 HRS directors/managers. In addition, unstructured Interviews will be used as a second method to emphasize the validity of the results and to increase the sample.

Study background introduction

The Emirate of Rasa AAA Kalmia (RACK) Is fast growing and the most northern. RACK has come a destination for many tourist visitors and Investors In the private sector. Many of the light and medium manufacturing as well as service Industries seek on the traditional classified and websites to recruit their employees. At the same time the use of these medium is decreasing as more and more college graduates and researchers are attracted to social media. Private sector employers are now seeing low pool of qualified applicants to fill their Job openings.

This resulted in lower performing employees and incompatibility in the workplace. The current changes in technology and the growth in the use of internet and social Edie sites is remarkable. Companies and recruiters, therefore, need to be where the potential candidates are to be able to find the right qualified individuals. This involves engaging with talented people across a wide range of social media networks. Overall, and according to Ponderous, and Olivia, “social media has improved the recruitment process by making it more democratic and open” (Ponderous & Olives, 2013).

Using social media alone however, can negatively impact the relationship building between the companies or HRS professionals and the potential candidates (Raja, 2010). It is therefore difficult to completely replace the traditional recruitment methods by the use of social media in the near future. This paper examines the potential impact which social media may have on the recruitment process. It places emphasis on how private sector corporations and recruitment professionals can benefit from the social media networks to promote their products and services efficiently and target the highly talented and qualified employees.

It looks at the role of sites such as Faceable, Linked, and others are playing in the process of recruiting and hiring professionals. Problem Statement RACK private sector is limited in their recruitment of highly qualified employment by not fully using Social Media as a recruitment tool. Social media can positively influence the recruitment in RACK private sector and can lead to the employment of highly talented and qualified employees. The increase use of social media in other Emirates’ may decrease growth in RACK and hinder technological advancement.

Most job seekers and employers are using social media so the private sector of RACK needs to address this issue in order to access these Job seekers. Rationale for the Research Many companies seek to find highly qualified employees. As stated by None, companies spend large amount of resources in their recruitment efforts (None, R, 2012). Many of them use various strategies to recruit. Social Media have been successful in many aspects of the career path from networking to marketing specialized goods and services (Ponderous & Olives, 2013).

According to Headwords, Social Media is found to be essential among the working population and became the main medium of communication. Many companies, both public and private relied have found success in using social media and have integrate it into their daily operation (Headwords, A. , 2011). This study will show that there will be a significant increase in the recruitment of highly qualified employee in RACK private sector when social media is utilized in the recruitment process. The following research questions will undoubtedly be answered within this research paper:

1. Which social media sites are mostly used in recruitment in RACK private sector corporations?
2. To what extent does the use of social media networks lead to effective recruitment?
3. What are the advantages and disadvantages of using social media in recruiting individuals?

Definition of Terms

Social Media is any form of online network that encourage social exchange of ideas, views, personal communication and friendship. Some media develop lifelong relationships and individual collaboration that are informal and transparent. These sites include Faceable, Linked, Video, Sing and Twitter (Ponderous, & Olivia, 2013).

Private Sector consists of companies or industries that are independently owned and operated without government interference. Highly Qualified employees are those employees that have high skilled qualifications or possess high educational degrees” (None, 2012). Limitation of the Study The impact of social media on recruitment is a new topic and there is a lack of studies about it. In addition, the study is conducted only in the RACK region.

Since confidential information is involved, some information is accepted through verbal interview. The definition of highly qualified is relative to the Job requirements and thus may not be standard across all industries. Although candidates can be reached effectively and easily via social media networks, the risk is, if this strategy is not accompanied with other traditional recruitment search methods, then some talented candidates may not be targeted because still there are many people who do not use these networks and prefer the traditional way of searching and applying for a Job.

Furthermore, online profiles don’t certainly give an accurate picture of the individuals. Assessing someone’s potential and skills based only on an online profile leaves the door open for unethical practices. Summary The study will show that the use of the Social Media in recruitment in the private sector in RACK improves the applicant pool and enhance the application process. Furthermore the study will show that the result of the use of social media improve productivity and meet the demands for highly qualified employees.

The study will also show that social media have a positive impact on recruitment. With the era of social media, the approach to work and find Jobs has changed. Social media will not disappear completely; therefore recruiters and employers can take more benefit of this by adopting hiring and recruitment methods that utilize social media networks. Social media, however, has some limitations associated with its use in recruitment process.

Although employers can get some benefits; using social individuals and professionals as well as the impact on the selection criteria of individuals. Instead of identifying social media as a recruitment solution, employers should realize and understand that they need to work more closely with the professionals to be able to get the right candidates they are looking for, rather than spending time, money and other resources without any return or benefit. I personally believe that social media cannot solely replace the traditional recruitment methods in the near future.

Literature review

According to Molar (201 1), recruitment can be defined as the process of finding, selecting, attracting and hiring qualified personnel to be employed within an organization and contribute to the achievement of its goals and objectives (Molar, 2011, p. 56). Philips (1999) believes that the recruitment process may involve trying to attract highly qualified and talented individuals, screening the applications, and selecting the right applicant for the Job (Philips, 1999, p. ). He argues that the Recruitment and selection of personnel is considered a very critical component of unman resources functions which drives the organizations’ success and development (Philips, 1999, p. 10). Most organizations and companies worldwide use the traditional way of recruiting and some tend to use a mixture of both traditional ways and online recruiting with the use of social media networks (Molar, 2011, p. 68).

According to Ponderous and Olives (2013), “Recruiting e-recruitment, or recruiting via the use of social media networks and internet, is a phenomenon that has led to the appearance of a new market in which there is an unprecedented level of interaction between employers ND potential employees” (Ponderous& Olivia, 2013, p. 33). None (2012), believes that “online technology and the use of social media in recruiting are crucial to companies that compete for the best talented candidates in a high speed Job market” (None, 2012, p. 77). This is because the use of the social media can save a lot of time, cost and efforts and also allow organizations to target more qualified candidates all over the world (None, 2012, p. 161). This paper aims to discuss the impact of using social media networks in the recruitment and selection process at RACK private sector. Examples of the online social media networks which are used heavily are the use Linked, Faceable, Twitter, What’s, etc.

According to Media (201 1), these social network sites can be defined as “web-based services that allow individuals to construct a public or semi-public profile within a bounded system, articulate a list of other users with whom they share a connection, and view their list of connections” (Media, 2011, p. 13). These network sites nowadays has connected the people all over the world and most individuals are using these sites to search for Jobs besides the other purposes of entertainment and injection with other people (Media, 2011, p. 93).

Some organizations had already planned and used these networks in their recruitment process in order to target more qualified individuals worldwide and minimize the cost. These organizations use the social media networks to advertise for their Job openings and at the same Using the social media networks in recruiting employees at RACK private companies may reduce the huge cost that is used in advertising for the Job postings and it can also help RACK private companies to brand their business processes through the use of these sites to market their products and services.

RACK private companies nowadays face the challenge of finding the top talented candidates that they need to hire in order to meet the requirement of the business. As suggested by Philips (1999), this problem of finding the right candidates can be solved by finding other strategies of recruiting such as the use of social media networks (Philips, 1999, p. 24). According to Molar (201 1), there is an increase trend internationally to use the corporate websites and social networks in recruiting and selecting individuals.

This can open the chances for RACK private companies to target more international antedates from all over the world with the availability of these sites that connect all people at a minimum cost (Molar, 2011, p. 256). Furthermore, by using these social media sites, the vacancies can be filled faster and therefore save the time that can be spent in searching for qualified candidates through the uses of traditional methods of advertising and Job posting (Headwords, 2011, p. 11).

Headwords (2011) argues that these sites can also help organizations to increase their brand visibility online which can establish an excellent image and brand for these organizations. (Headwords, 2011, p. 118). Therefore, RACK private companies can use the social media networks to brand their products and services and brand the companies’ image worldwide. By using these sites private companies at RACK can post their vacancies to a larger community and their postings can be accessed by a larger number of qualified candidates (Headwords, 2011, p. 45). This can help private companies at RACK to increase the quality of their hires by attracting the right people for the right Jobs through these social media networks (Sweeney, 2011, p. 58). In addition, there are other benefits of using social media and according to Ponderous and Olivia (2013), “social media has improved the recruitment process by making it more democratic and open” (Ponderous & Olives, 2013, p. 74).

So, private companies at RACK can benefit from the use of these social networks to make its vacancies and Job posting open internationally to all people and this will help immensely to have a wide pool of applicants where it will be easier to find talented potentials. Method This study intends to investigate the impact of using social media on recruitment process and the perception of the HRS professionals at RACK private sector about the SE of these social networks in hiring and selecting personnel.

A mixed method will be utilized for this research which consists of both quantitative and qualitative data collection tools in order to provide more in depth data collection and ensure more accurate result of the impact of social media on recruitment process. Participants The population of this study consists of all directors and HRS managers of private companies in Rasa AAA Shaman. In order to answer the research questions, a total of 40-50 respondents from 20 companies in Rasa AAA Shaman private sector were elected based on a random or probability sampling, so all participants will have equal opportunity to take part in this research.

Selected participants will answer a questionnaire structured in Liker format to ask about the use and the impact of social media on recruitment process. The data that will be collected from the respondents will be calculated for clarification and analysis. Instruments A survey questionnaire using the Liker format will be used in this research . The scale below will be used to analyses the answers of all the respondents for each question by calculating the weighted mean:

Range Interpretation

• 3. 01 – 4. 00 Agree
• 1. 01 -2. 00 Strongly Agree
• 2. 1 – 3. 00 Disagree
• 0. 00- 1. 00 Strongly Disagree

To test the validity of the questionnaire, it will distributed to 5 participants and these participants along with their results of the questionnaire, will not be part of the research and they were used Just to test the validity. Questionnaire development Seven questions will be used to determine the possible relationship between the variables (social media and recruitment) . The questions that were included in the questionnaire had a choice of 4 points from strongly agree to strongly disagree.

All questions were selected carefully to be relevant to the topic and to reflect the aim of this study and enable to get the right results. The questionnaire will have the following topics:

1. The usage of internet and social networks to target talented candidates.
2. Participants’ opinion about the idea of using social media in recruitment (open? Disagree? )
3. The support from the top management for the use of social media in recruitment.
4. The benefits of using social media in recruitment such as saving time, cost, etc..
5. The role of social media in branding and marketing of organizations
6. Disadvantages of using social media in recruitment.
7. The importance of using the traditional ways of recruiting besides the use of social media.

Data Collection

Plan Primary research and secondary research will be used. The primary research will be meetings, observation and general discussions with those directors will be used. The secondary data is based on the literature review including articles, Journals and books which was collected earlier about the impact of using social media in recruitment process.

Statistical analysis of the data When the questionnaire will be collected from the participants, statistics will be used o analyze all the data through the use of SPAS to come up with the statistical analysis for this study. The aim of this study was to identify the impact of using social media (independent variable) on recruitment process (dependent variable). For the purpose of testing the hypothesis, analysis of data will be done and represented in tables.

HI will indicate that there is a positive relationship and good impact of using social media in recruiting. H2O will show that there is a negative impact of social media networks if used in recruitment process. HO will indicate that there is no impact or any relationship between the use of social media and recruitment process. Implication and Limitation Studies about the use of social media networks are away from its impact on recruitment and the effective use of it in hiring as HRS function.

Conclusion

The conclusion which this research will be able to draw, is the how HRS professionals can benefit from the use of social media and what are pros and cons and the impact of social networks if applied and used in recruitment instead of the other traditional methods of hiring. This research will also reveal that social media networks can be used in other littorals and not only recruitment; it can be used for example in marketing campaigns and branding. This research will be conducted in RACK region only and the results may not apply to other companies in the AAU or may not benefit them.

Some of the questions that will be asked to participants, considered to be confidential and therefore respondents may not provide the accurate answer and this will affect the findings and results of the research.

Dice, accessed on the internet at dice. com, presents itself as “The Career Hub for Tech Insiders”. The URL of the site indicates that the Dice, Inc. , is a business or industrial website and is owned by the company itself. The company, operating as Dice is owned by Dice Holdings, Inc. , based in Iowa and has been in operation since 1990. The site is the primary employment search and database of Dice Holdings which has other interests in the information technology industry manpower services (Dice Holdings, Inc., 2008). The site is developed and maintained as Dice, as part of its function and operations as a job search, recruitment and database service provider. The credentials of the company include its experience in the industry and is reinforced by testimonies of employers and prospective employees. Furthermore, the dice. com provides links to its parent company which has also had a significant history and reputation in the information technology manpower industry as well as providing access to information for investors, clients, and external stakeholders. The site has had reliability in matching job seekers with employment postings however there are limitations on the states for job postings.

Aside from the standard assurance that effort has been made to ensure the authenticity of postings and companies advertising on the site, dice. com hosts message and discussion boards to raised concerns regarding the posted jobs and companies. From the threads on the site, complaints have been limited to the companies posting on the site and not the site itself. Moreover, the site has a high recommendation and satisfaction rating and has had no legal action raised against it (Dice Inc., 2008). Overall, the site provides useful information on employment and the health of the information technology manpower industry.

It also indicates sensitivity to professional and industrial issues of its clients or users. Though there are featured companies on the site, there is no bias for other companies and opinions are recognized and addressed. Though there are still limitations on the range of jobs or features the site provides, it is effective and efficient for a wide range of users.

References

1. Dice, Inc. (2008). Available at http://about. dice. com/phoenix. zhtml? c=79957&p=irol-IRHome Dice Holdings, Inc. (2008). Company Overview. Retrieved on June 15, 2008, from http://www. investor. diceholdingsinc. com/phoenix. zhtml? c=211152&p=irol-irhom