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As the recruiting landscape changes, different methods are needed to attract talent, and social media is a key channel. However, many HR and recruiting professionals are not equipped with the knowledge and understanding to create a social media recruiting strategy. Social Media Recruitment combines practical guidance with case studies and insights from industry thought leaders to provide a full understanding of what social media means for HR and recruitment and how to successfully integrate and use it. In a series of easy-to-follow chapters and manageable steps, Social Media Recruitment covers the essentials from the beginning to the end of the process, including: how to implement a social media strategy; the crossover between HR, recruiting and marketing; measuring ROI; HR policies and procedures needed; big data and HR; using technology in recruiting, such as video interviewing; social media as an internal collaboration and communication tool across companies; how social media will impact recruiting and HR in the future. Ideal for all HR and recruitment professionals, and anyone responsible for talent strategy, Social Media Recruitment focuses on devising and implementing a social media recruitment strategy that works for your organization and is aligned with your recruitment objectives.
With advancing information technology, businesses must adapt to more efficient structures that utilize the latest in robotics and machine learning capabilities in order to create optimal human-robot cooperation. However, there are vital rising concerns regarding the possible consequences of deploying artificial intelligence, sophisticated robotic technologies, automated vehicles, self-managing supply modes, and blockchain economies on business performance and culture, including how to sustain a supportive business culture and to what extent a strategic fit between human-robot collaboration in a business ecosystem can be created. The Handbook of Research on Strategic Fit and Design in Business Ecosystems is a collection of innovative research that builds a futuristic view of evolving business ecosystems and a deeper understanding of business transformation processes in the new digital business era. Featuring research on topics such as cultural hybridization, Industry 4.0, and cybersecurity, this book is ideally designed for entrepreneurs, executives, managers, corporate strategists, economists, IT specialists, IT consultants, engineers, students, researchers, and academicians seeking to improve their understanding of future competitive business practices with the adoption of robotic and information technologies.
Introduction to Business covers the scope and sequence of most introductory business courses. The book provides detailed explanations in the context of core themes such as customer satisfaction, ethics, entrepreneurship, global business, and managing change. Introduction to Business includes hundreds of current business examples from a range of industries and geographic locations, which feature a variety of individuals. The outcome is a balanced approach to the theory and application of business concepts, with attention to the knowledge and skills necessary for student success in this course and beyond. This is an adaptation of Introduction to Business by OpenStax. You can access the textbook as pdf for free at openstax.org. Minor editorial changes were made to ensure a better ebook reading experience. Textbook content produced by OpenStax is licensed under a Creative Commons Attribution 4.0 International License.
“A highly successful organisation is built on the strengths of exceptional people. No matter how much technology and mechanisation is developed, no organisation could survive and prosper without them”. --- Luszez and Kleiner, 2001 The most important corporate resource over the next few years will be talent: smart, sophisticated business people who are technologically literate, globally astute, and operationally agile. And even as the demand for talent goes up, the supply of it will be going down. This seems to particularly hold true in case of the IT-ITES (Information Technology and Information Technology- Enabled Services) industry in India which requires high quality and highly skilled labour force to cater to the rapidly increasing global demand for software services but is currently facing an increasing shortage of skills supply. Moreover, due to shortages of skilled workers, high turnover rates, and rapid business growth in the service sectors, it has been noted that recruiting, selecting, and placing applicants are among the top three priorities of human resource professionals. Since the IT industry in India is faced with these three challenges, recruitment and selection comprises an important human resource practice in this industry. Further, in this industry, human resources comprise both the raw material and the 'technology', and are therefore of prime importance. As India completes the transition from being an agrarian economy to being a full-fledged, first-world economy, operating at the leading edge of contemporary technology, the IT sector is emerging as major driver of the economy. The Indian IT industry comprises of domestic software and services firms as well as foreign firms looking to consolidate their presence in India owing to the increasing cost pressures in US and Europe. This has increased the need to setup in-house development centers or outsource to third-party service providers in low cost countries such as India. IT and IT enabled services include a wide range of services from back-office data entry and processing to customer contact services, corporate support functions, knowledge support functions and research and design activities. As per the latest Forbes Research, India now controls 44 per cent of the global offshore outsourcing market for software and back office services. As per Nasscom estimates, it is projected to grow to 51 per cent. If this growth is sustained, Nasscom has estimated that there will be a potential shortfall of above 2, 10,000 IT and ITES professionals in India by the year 2012 and demand will out-pace the supply. Though the Indian IT industry is in a strong position to leverage this global software opportunity (as India currently has one of the world’s largest, most qualified pools of scientific and engineering manpower), this growing global demand is not only for numbers but also for appropriately skilled, industry-oriented professionals as companies are further scaling their operations and offering high value-added services which involve higher levels of technology and more specialized, higher-end services. Hence, firms which want to maintain their competitive advantage have to carefully recruit and select the most suitable out of the large pool of available manpower. Moreover, according to a recent study by McKinsey & Co., although the potential supply of talent in low wage countries such as India is large and growing rapidly, only a fraction of the job candidates could successfully work at a foreign company on account of their limited suitability i.e. though there are many candidates with the technical skills to fill a position, they may not have the cultural skills to “fit in” with the organisation. The same issue is also faced by large globally competitive domestic Indian firms who are competing for the same pool of talent and skills as their foreign counterparts to remain competitive and survive in global and domestic markets.
This handbook provides an overview of the research on the changing nature of work and workers by marshalling interdisciplinary research to summarize the empirical evidence and provide documentation of what has actually changed. Connections are explored between the changing nature of work and macro-level trends in technological change, income inequality, global labor markets, labor unions, organizational forms, and skill polarization, among others. This edited volume also reviews evidence for changes in workers, including generational change (or lack thereof), that has accumulated across domains. Based on documented changes in work and worker behavior, the handbook derives implications for a range of management functions, such as selection, performance management, leadership, workplace ethics, and employee well-being. This evaluation of the extent of changes and their impact gives guidance on what best practices should be put in place to harness these developments to achieve success.
This authoritative Wiley Blackwell Handbook in Organizational Psychology focuses on individual and organizational applications of Internet-enabled technologies within the workplace. The editors have drawn on their collective experience in collating thematically structured material from leading writers based in the US, Europe, and Asia Pacific. Coinciding with the growing international interest in the application of psychology to organizations, the work offers a unique depth of analysis from an explicitly psychological perspective. Each chapter includes a detailed literature review that offers academics, researchers, scientist-practitioners, and students an invaluable frame of reference. Coverage is built around competencies set forth by regulatory agencies including the APA and BPS, and includes E-Recruiting, E-Leadership, and E-Learning; virtual teams; cyberloafing; ergonomics of human-computer interaction at work; permanent accessibility and work-life balance; and trust in online environments.
HRM is central to management teaching and research, and has emerged in the last decade as a significant field from its earlier roots in Personnel Management, Industrial Relations, and Industrial Psychology. People Management and High Performance teams have become key functions and goals for manager at all levels in organizations. The Oxford Handbook brings together leading scholars from around the world - and from a range of disciplines - to provide an authoritative account of current trends and developments. The Handbook is divided into four parts: * Foundations and Frameworks, * Core Processes and Functions, * Patterns and Dynamics, * Measurement and Outcomes. Overall it will provide an essential resource for anybody who wants to get to grips with current thinking, research, and development on HRM.
Employee selection has long stood at the practical forefront of industrial/organizational psychology. Today's social, business, and economic climates require ongoing adaptations by those who select organizations' personnel, and research on the topic helps gauge the impact of these adaptations and their implications for human performance and potential. The Oxford Handbook of Personnel Assessment and Selection codifies the wealth of new research surrounding employee selection (web-based assessments, social networking, globalization of organizations), situating them alongside more traditional practices to establish the best and most relevant research for both professionals and academics. Comprising chapters from authors in both the private sector and academia, this volume is organized into seven parts: (1) historical and social context of the field of assessment and selection; (2) research strategies; (3) individual difference constructs that underlie effective performance; (4) measures of predictor constructs; (5) employee performance and outcome assessment; (6) societal and organizational constraints on selection practice; and (7) implementation and sustainability of selection systems. While providing a comprehensive review of current research and practice, the purpose of this handbook is to provide an up-to-date profile of each of the areas addressed and highlight current questions that deserve additional attention from researchers and practitioners. This compendium is essential reading for industrial/organizational psychologists and human resource managers.
REVOLUTIONIZE YOUR HIRING STRATEGY. In Revolutionizing Recruitment, Kathleen Duffy shares the insights that have made her a leading authority on recruitment research. As an expert at connecting employers with the skilled, talented candidates who make their organizations even better, she has created an innovative method centered around five key steps: strategy development, name generation, position promotion, candidate evaluation, and presentation and reporting. Kathleen's strategic approach has consistently and effectively delivered exceptional candidates while saving her clients up to 50 percent over traditional recruiting fees. And now, those same proven strategies are available to you. Kathleen's flexible, customizable methodology is efficient, economical, and will help you reenvision your approach to hiring, equipping you to identify candidates who are interested in your opportunity and qualified to begin contributing from day one.