Web 2.0: Internet Technology Used in Human Resource Recruitment

Only available on StudyMode
  • Download(s) : 78
  • Published : May 12, 2013
Open Document
Text Preview
Author manuscript, published in "Human Resource Information System, T. Boudarouk and H. Ruel (Ed.) (2009) 39-48"

E-recruitment: new practices, new issues. An exploratory study (draft) Girard Aurélie1, Bernard Fallery1
1

CREGOR, Case Courrier 028, University of Montpellier 2, 34000 Montpellier, France Aurelie.girard34@orange.fr Bernard.fallery@univ-montp2.fr http://www.cregor.net

hal-00777802, version 1 - 18 Jan 2013

Abstract. The Internet as already impacts the recruitment process and the development of Web 2.0 offers recruiters new perspectives. Are web 2.0 practices revealing new e-recruitment strategies? We connect first the RBV and the SNT respectively with Web 1.0 and Web 2.0. Then, we present the results from an exploratory study conducted among recruiters in software and computing services companies. It appears that the use of Web 1.0 is generalized but that it is becoming insufficient. Web 2.0 is used by firms to develop employer branding and a reputation and to create new relationships with potential applicants.

1 Introduction
“Every sector, every job, every function, was, is or will be disrupted by Internet” stated Kalika in 2000 [19]. The HR sector is undergoing a transformation. In August 2007, Monster France had more than 3 million CVs on their databases and LinkedIn’s social network had over 36 million members around the world in February 2009. According to Lepak and Snell (1998) [22], the HR Function must confront four seemingly contradictory pressures. HR departments are required to be simultaneously strategic, flexible, efficient, and customer-oriented. Certain authors have suggested that the use of technology may enable them to achieve these goals [36, 22, 21]. Recruitment plays a critical role in enhancing organizational survival and success [29]. The recruitment process has been profoundly affected by major changes: the retirement of the "baby boomers", an increasing need for flexibility and responsiveness, and complex modes of communication. The development of new “social and sociable” media technology [26] called “Web 2.0” offers companies and their recruiters new perspectives. Despite the growing importance of e-recruitment, research in this area remains very limited and applicant-oriented [6, 23]. Our main research issue is: Are web 2.0 practices revealing new e-recruitement strategies? In the first part of this paper we linked the Resource Based View with Web 1.0 and the Social Network Theory with Web 2.0. In the second part, the results of an exploratory study on the recruitment practices of Software and Computing Services Companies (SCSC) are exposed. Both parts, give us the possibility to develop an e-recruitment model based on Ruël et al.’s (2004) [36] e-HRM model. 2.

2 Competencies, social networks and e-recruitment
2.1 Resource-Based View and e-recruitment 1.0 The recruitment process is in harmony with a comprehensive approach to competence management [11]: acquire, promote and regulate individual and collective skills. Today, competence management is considered to be strategic and a source of competitive advantage [12]. Thus, according to the Resource-Based View [2], companies should not be seen only in terms of their business portfolio, but should be defined as a unique set of tangible and intangible resources, a portfolio of core competencies and distinct resources [33]. Employees also play a real role in the success of organizations. The nature of work in the 21st century presents many challenges for recruitment [32]: knowledge-based work places greater demands on employee competencies; demographic, societal, and cultural changes are widespread and are creating an increasing global shortfall in the number of qualified applicants; the workforce is also increasingly diverse [32]. Chambers et al. [8] use the term "the war for talents". Recruitment is thus the first stage in a comprehensive approach to competence and talent management. Peretti (2004) [31] divides the...
tracking img