Relevant bibliographies by topics / Recruitment and selection hiring process

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Recruitment and selection hiring process'

Author: Grafiati
Published: 4 June 2021
Last updated: 14 February 2022

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Journal articles on the topic "Recruitment and selection hiring process"

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Raveendra, P. V., Y. M. Satish, and Padmalini Singh. "Changing Landscape of Recruitment Industry: A Study on the Impact of Artificial Intelligence on Eliminating Hiring Bias from Recruitment and Selection Process." Journal of Computational and Theoretical Nanoscience 17, no. 9 (July 1, 2020): 4404–7. http://dx.doi.org/10.1166/jctn.2020.9086.

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An emerging trend of implementing Artificial Intelligence (AI) technologies can be seen in such domains that were solely dominated by humans. Today, AI is utilized extensively in HR department to assist and accelerate recruitment and selection process (Martin, F.R., 2019. Employers Are Now Using Artificial Intelligence To Stop Bias In Hiring. Retrieved September 22, 2019, from analyticsindiamag. com: https://analyticsindiamag.com/employersare-using-ai-stop-bias-hiring/.). This paper attempts to present the impact of AI on recruitment and selection process, incorporation of AI in eliminating unconscious biases during hiring. The study addresses the rising questions such as how AI has changed the landscape of recruitment industry, role of AI in recruitment and selection process, whether AI can help in eliminating the unconscious bias during recruitment and selection process. In order to uncover the understanding and figure out the potential solutions that AI brings to the HR process, an extensive review of literature has been carried out. It is concluded by analyzing the past contributions that AI offers potential solution to recruitment managers in optimizing the recruitment and selection process and is able to negate human biases prevalent during hiring. The future waits for augmented intelligence technologies offering better results taking over repetitive administrative jobs completely.
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Vincent, Vinod. "360° recruitment: a holistic recruitment process." Strategic HR Review 18, no. 3 (June 10, 2019): 128–32. http://dx.doi.org/10.1108/shr-02-2019-0006.

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Purpose This paper aims to introduce the concept of 360° recruitment, which is a systematic, practical and holistic recruitment process that provides a reliable employee-selection structure for an organization of any size. Design/methodology/approach The recruitment process, which begins with establishing the correct selection criteria, provides a 360° view of a candidate by combining assessments, job interviews, reference checks and job previews. Findings Hiring the right employees is critical for the growth and success of an organization. However, many companies do not have an effective and reliable recruitment process that enables them to hire top-notch talent who are highly compatible with the firm. The 360° recruiting process is a practical technique that enables organizations to evaluate job applicants from multiple angles while reducing the uncertainty and the biases that are inherent in a typical recruiting process. Originality/value The 360° recruitment process is comprehensive yet practical and can be used by an organization of any size. The technique, if properly administered, will optimize recruiting and ensure that qualified and compatible employees are hired into the organization.
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Hur-Yagba, Ayangeadoo Alphonsus. "Impact of Recruitment and Selection Process on the Performance of Public Enterprises. A Study of the Nigeria Railway Corporation." East African Journal of Business and Economics 3, no. 1 (April 24, 2021): 81–97. http://dx.doi.org/10.37284/eajbe.3.1.322.

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This study examined the impact of the recruitment and selection process on the performance of employees in the Nigerian Railway Corporation. The population of the study is six hundred and fifty-six (656) staff, and a sample size of two hundred and forty-eight (248) was drawn using Taro Yamane's sample size determination technique. Survey and interview methods were used for data collection. The Ordinary Least Squares method of regression was used to analysed the data. Findings revealed that the recruitment and selection process has a significant influence on the train movement schedule of the Corporation, and Hypothesis one was therefore rejected. It also discovered that the recruitment and selection process, on average, have significant effects on the train maintenance culture of the Corporation, and Hypothesis two was similarly rejected. Finally, it equally revealed that the recruitment and selection process greatly elicited employees' innovation, particularly in the recruitment source and recruitment selection policy, consequently rejecting Hypothesis three. The study concluded that the recruitment and selection process greatly influenced employees' performance in the Corporation regarding hiring appropriate skills that handled train movement schedules except for the train maintenance culture. The study recommended that the Corporation review recruitment hiring policy to focus on meritocracy and brace up to internal and external sources of hiring appropriate personnel for train maintenance in the Corporation. Also, there should be no government or political interference regarding recruitment source and recruitment policy as being done now to stimulate employee selection.
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Bhatt, Seema. "Dilemma in hiring." Emerald Emerging Markets Case Studies 2, no. 8 (October 17, 2012): 1–5. http://dx.doi.org/10.1108/20450621211298106.

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Subject area The recruitment and selection process, human resource planning, talent management and succession planning. Study level/applicability The case has been tried and tested in the classroom setting with management students pursuing a Post Graduate Diploma in Business Management (PGDBM). Case overview The case is set in the southern part of India in a manufacturing organization, Plomsom Ltd (a disguised organisation). Plomsom Ltd manufactures tractors and has a pan-India presence. The sale of tractors in India fluctuates over time. Sales are largely dependent on the seasonal harvests which in turn are heavily dependent on the monsoon rains. The case is designed for understanding the importance and necessity of finding the right man at the right time with the right skills in a manufacturing set up where production output is a factor of many interdependent variables. Expected learning outcomes The learning objectives of the case are: critical analysis of recruitment and selection; importance of job analysis in recruitment and selection; understanding the role of HR planning in running the operations; understanding problems in the manufacturing sector in an Indian context. Supplementary materials Teaching notes are available. Consult your librarian for access.
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Machado, Noel G., and Jerrin Samuel. "Predictably Irrational Hiring." NHRD Network Journal 14, no. 2 (February 3, 2021): 243–58. http://dx.doi.org/10.1177/2631454120988415.

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The hiring process plays a key role in organisational performance, but it involves contentious judgements and decisions. Behavioural economics can help us improve hiring effectiveness and enable the development of strong cultures and successful organisations. Using three historical cases from a Big-Five accounting firm, we present counter-intuitive hiring strategies that are relevant to organisations today. The cases involve six practices related to hiring and nine scientific concepts. The practices are: reverse interview, reverse recruitment, assessment centre (AC) design, structured interviewing, salary history ban, and withdrawal and rationalisation of designations. The scientific concepts are: representativeness heuristic, anticipatory socialisation, affect heuristic, distinction bias, social facilitation (observer effect), dual-process thinking, identity economics, anchoring effect (reference dependence) and social preference (inequity aversion). Finally, we examine the relevance of these practices and concepts as they relate to four human resources (HR) functions: (a) recruitment; (b) selection; (c) compensation and rewards; and (d) culture building.
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Sołek-Borowska, Celina, and Maja Wilczewska. "New Technologies in the Recruitment Process." Economics and Culture 15, no. 2 (December 1, 2018): 25–33. http://dx.doi.org/10.2478/jec-2018-0017.

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Abstract Well-conducted recruitment and selection process is extremely important for the organization, permitting in-depth and objective verification of candidates in terms of meeting employer’s expectations and leads to their employment. Up to now, there has been little research on the impact of e-recruitment on the recruitment process as a whole. The present study fills part of this gap by investigating the effect of e-recruitment on the design of the recruitment process. Therefore, the main purpose of the paper is to analyze how new technology has influenced the recruitment process as a whole. The recruitment process will be presented on the example of ItutorGroup. The paper considers the possibilities of including modern technologies in the recruitment and selection strategies of the organization based on a case study method. The case study describes the project of cooperation of the Work Service personnel consultancy with the international organization ItutorGroup. Its selection and recruitment strategy was based on video-recruitment. The findings indicate that e-recruitment transforms the traditional recruitment process into a time- and space-independent, collaborative hiring process. The most significant changes are recorded in the sequence and increased divisibility of main recruitment tasks. For management, the main task is now that of communicating with candidates. Recruitment and selection strategy based on modern technologies requires an experienced and competent team, two unquestionable benefits are: limiting the length of the process in time and possibility to decrease the costs.
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Boucher, Robert L., Kevin Morese, and Patricia L. Chant. "Employee-Selection Practices and Public Relations." Recreational Sports Journal 25, no. 1 (May 2001): 57–65. http://dx.doi.org/10.1123/nirsa.25.1.57.

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The recruitment and selection of employees is an important human resource component of the management of intramural recreation departments across North America. While much is written about the mechanics of the hiring process, little attention has been paid to the public relations aspects of this activity. As Currie (1997) suggests, the employee-selection process has the potential to create favorable impressions of an organization on job applicants.This article explores a number of activities that are usually part of hiring of new employees with a view to determining the negative or positive outcomes from a public relations standpoint. The “recruitment phase” of the process is extremely important when leaving applicants with a favorable impression of an organization. Keep in mind that numerous individuals who do not ultimately secure a position, are subject to forming impressions by being exposed to advertisements, job descriptions, Websites and various other forms of communication.The second important phase of hiring that has potential for the creation of impressions is the “interview process.” While the interview is the most widely employed yet least understood, techniques used in the hiring process (Boucher, 1991), there is no question that indelible impressions are formed during this phase. Both employer and candidates for positions invariably “exchange impressions” during an interview to the extent that initial (and in some cases lasting) attitudes are formed. It is also apparent from the literature that “extra-viewing” techniques such as panel interviews, drug testing, and personality tests, often are viewed as demeaning by applicants.The last, but certainly no less important, area of concern is the “post-selection” activities. Several authors cite a number of practices that treat unsuccessful candidates very disrespectfully. A more enlightened approach would be to treat unsuccessful candidates as potential hires in subsequent job searches. Even if these individuals never apply for positions in the future, the objective should be to have them treated with the utmost attention to human dignity. As such, countless individuals who apply for positions within organizations will form positive impressions of that organization consistent with comprehensive public relations policies.The hiring process should be considered as just one of the efforts of creating, communicating, enhancing, and maintaining a corporate image that is critical to an organization's success (Brendsel, 1993).
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Rozario, Sophia Diana, Sitalakshmi Venkatraman, and Adil Abbas. "Challenges in Recruitment and Selection Process: An Empirical Study." Challenges 10, no. 2 (August 5, 2019): 35. http://dx.doi.org/10.3390/challe10020035.

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Today’s knowledge economy very much depends on the value created by the human resource of an organisation. In such a highly competitive environment, organisations have started to pay much attention to the recruitment and selection process, as employees form their main asset. However, the critical factors involved in the employee selection process is not well studied. Previous studies on the recruitment and selection process have been performed mainly to study the performance of the employees and the criteria attracting the right talent leading to employee retention and organizational efficiency. The distinction of this paper is that it studies the existing recruitment and selection process adopted by tertiary and dual education sectors in both urban and regional areas within Australia. The purpose of this research is to conduct an empirical study to identify the critical aspects of the employee selection process that can influence the decision based on different perspectives of the participants such as, hiring members, successful applicants as well as unsuccessful applicants. Various factors such as feedback provision, interview panel participation and preparations, relevance of interview questions, duration and bias were analysed and their correlations were studied to gain insights in providing suitable recommendations for enhancing the process.
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Hassan, Qandeel, Zulfiqar Ahmad Iqbal, Rabbia Zafar, and Tayyaba Rafique. "Problems in Recruitment." International Journal of Management Excellence 14, no. 2 (February 29, 2020): 2091–94. http://dx.doi.org/10.17722/ijme.v14i2.1134.

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The success of an organization in achieving its goals depends on the quality and motivation of its employees. The relevant skills, experience, and behavioral traits of the applicants need to be scrutinized and assessed carefully. To attract top level talent one has to be intentional. There are many things which need to be considered and done in the hiring process. If not given attention at this stage they cannot be repaired later on. In hyper competitive business environments, employees are source of competitive advantage. The casual approach to recruitment and selection would be a big mistake. The problems in recruitment and selection need to be considered and addressed carefully. In this article an effort has been made to highlight some important problems in recruitment and some suggested measures to attract the applicants with high skills, right knowledge and attributes at the right time and for the right job.
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Rieucau, Geraldine. "Getting a low-paid job in French and UK supermarkets: from walk-in to online application?" Employee Relations 37, no. 1 (January 5, 2015): 141–56. http://dx.doi.org/10.1108/er-03-2014-0022.

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Purpose – The purpose of this paper is to compare the recruitment practices of the French and UK retail industry. It analyses the influence of specific business constraints, labour market institutions and employment patterns on recruitment practices. It devotes attention to incidences of the shift from classic to web-based hiring methods. Design/methodology/approach – The cases of two leading food retail chains are explored. This research draws on a mixed approach using semi-structured interviews, the analysis of online job-advertisement content and web sites. Findings – According to the literature, local and informal hiring channels (walk-in application, word-of-mouth, in-store adverts) are mainly used to fill low-paid vacancies in food retail chains. They are congruent with the key screening criteria as they allow face-to-face selection and provide candidates from the surrounding area. However, the food retail chains in this research have implemented a centralised and at-a-distance process which contrasts with the classic methods. Based on an “Internet-only scheme” and online testing, it is especially selective in the UK. Research limitations/implications – The number of semi-structured interviews is limited. Additional investigations are needed to evaluate whether the at-a-distance processes are isolated or whether they reflect growing practices. Practical implications – Retail food employers have to maintain a diversity of local hiring channels and not to indiscriminately embrace the at-a-distance scheme, which is not adapted to evaluate the key requirements. Social implications – A centralised and at-a-distance recruitment process decreases unfair face-to-face discrimination in selection but at the same time introduces indirect discrimination. This process may be interpreted as a way to target students; there is a risk that it exacerbates inequalities in low-wage labour markets. Originality/value – The topic is poorly explored. There is a need to understand web-based recruitment.
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Dissertations / Theses on the topic "Recruitment and selection hiring process"

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Lin, Yu-Hsin. "Principal hiring practices: stories the principals tell." Diss., University of Iowa, 2013. https://ir.uiowa.edu/etd/4677.

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In an era in which school principals' jobs are much more complex and demanding than they were a few decades ago, the increasing challenges of the position have affected principal recruitment and selection efforts by school districts nationwide. Moreover, the rapidly increasing rate of principal retirements has exacerbated the problem of a shortage of qualified candidates for principal positions. As a result, it is important to explore current principals' perspectives on how best to attract and retain qualified prospective applicants during the hiring process. In this case study, 16 principals and associate principals from both public and independent schools in three states described their experiences, their reasons for applying for a principalship, their perspectives on the application process. They also gave advice and recommendations for both administrators of hiring processes and for future applicants. One-on-one qualitative interviews with a pre-established interview protocol were conducted as the sole data collection method. Three primary research questions were investigated: How do school principals perceive the existing principal recruitment processes? How do school principals perceive the processes used by the school districts to select them? To what extent do job descriptions, as currently written, systematically cover the realities of the duties of incumbent principals? From analysis of the interviews, the researcher chose to focus on four main topics that emerged from principals' perspectives on the hiring process: (a) the decision to pursue a principalship and searching for openings, (b) going through the process, (c) personal reactions to the process, and (d) recommendations. These topics were compared and contrasted with relevant research reported in the literature to generate the following four major results of the present study. First, standardized and structured interviews not only helped decision making but also won applicants' trust. Second, hiring processes were generally similar to what previous research suggested. Third, deficiencies in hiring processes that were first identified a number of years ago continue to persist. Finally, whether applicant pools are shrinking appeared to be an open question. These findings contribute to the very limited research that has thus far examined principal hiring practices from the perspectives of school principals, and have allowed suggestions to be made for possible areas of improvement in principal hiring processes.
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Bhaur, Amer, and Jakub Mulač. "Dimensions of Enterprise Hypocrisy with Specifics to Recruitment & Selection." Thesis, Umeå University, Umeå School of Business, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-1222.

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The increase in white-collar crimes has become a common feature around the globe and

its impact has left many conglomerates despaired affecting businesses, economies,

employees and families that are somehow related to these organizations. The famous

money laundering and accounting scandals such as; Parmalat, Adelphia, Yukos Oil

Company, Qwest Communications International, Tyco, and WorldCom, are true bitter

realities of the corporate world. The dilemma is costing enterprises great amounts of

money to set the image right that keeps on getting wrong. People are hired on loads of

relevant work experience with excellent academic backgrounds, yet the strain of

dishonesty lurks within the individual worker of an organization.

The purpose of the research is to investigate the dismal realities that occur within the

recruiters’ conscious or subconscious mind during a recruitment and selection process

(the gateway to an organization). Our objective is to identify the dimensions of enterprise

hypocrisy and to understand and explain the scenarios and the ways professionals are

trying to cope with the matter.

The recruiters see the white collar crimes as a potential rising concern and are using

personality test such as the OPQ 32 (Occupational Personality Questionnaire) together

with other methods (interviews, references, intuition, education, etc.) in hiring the right

candidate for the job, which hopefully would be potentially harmless to the organization.

The findings are not based on a systematic comparative study and can therefore only be

interpreted as indicative.

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Ehlová, Martina. "Proces recruitmentu v ČSOB." Master's thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-11096.

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The target of the master thesis is to examine and judge a process of recruiting, selection and hiring employees in the ČSOB. There are theoretical knowledge and recommendations about the process summarized in the theoretical part of the thesis. The theoretical part is written on the basis of books and internet resources. The thesis follows on with a practical part. There is examined and judged the process of recruiting, selection and hiring employees in the ČSOB in the practical part of the thesis. The segment RET/SME (segment with Retail / Small and Medium Enterprises clients) is accented. The segment is characterized by huge amount of employees and huge amout of new employees needed. The practical part is written on the basis of the ČSOB documents, internet resources, interviewing ČSOB employees and participation in Assessment Centrum and Selection Interview with candidates. There are also recommendations how to improve the process of recruiting, selection and hiring employees in the ČSOB in the thesis.
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Roome, Edward Steven. "Hiring by knowledge-intensive firms in China." Thesis, University of Manchester, 2012. https://www.research.manchester.ac.uk/portal/en/theses/hiring-by-knowledgeintensive-firms-in-china(5a47a0d5-d7ca-49ca-b464-2fefc5613f29).html.

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Knowledge-intensive firms (KIFs) depend on their workers’ knowledge assets more than capital- and labour-intensive firms. Knowledge assets, such as human and social capital, enable KIFs to innovate, solve problems, and build relationships. But managing a highly skilled and well-connected workforce presents several HRM challenges – perhaps none more so than hiring. In tight labour markets, workers’ knowledge assets are strategically valuable and rare. To attract knowledge workers, KIFs must signal significant value from entering into employment relationships. They must use hiring strategies that communicate positive organisational attributes (employer branding), as well as HRM practices that entice job seekers (employment inducements).Previous studies on KIFs have focused largely on Western contexts. Few studies have considered HRM by KIFs in developing economies. In China, the focus of this study, KIFs are an emerging organisational form that have grown from privately owned start-ups in high-tech sectors. Such firms encounter hiring challenges at both organisational and external environmental levels. For example, privately owned KIFs face intense labour market competition from state-owned and foreign-invested enterprises for highly skilled workers. This has fuelled upsurges in wages and high turnover. Most private firms are small and vulnerable to market forces, yet scholars know little about their hiring and HRM approaches. Almost no studies have systematically examined hiring as a ‘single’ HRM issue within privately owned Chinese KIFs. By synthesising Western and Chinese HRM literatures, this study developed an analytical framework to explore organisational and external factors that explain variations in KIFs’ hiring strategies and practices. The study conducted interviews with managers and HR workers in seven privately owned KIFs and one state-funded training school.Several case firms had implemented sophisticated strategies that linked hiring with business objectives. Managers and HR workers acquired HRM knowledge from several sources including the Internet and HRM texts, management consultancies, in-house training, the state’s HR qualification, and informal HR clubs. However, firm size and reputation, as well as managers’ tacit beliefs still limited some KIFs’ abilities to attract talented individuals. Firms generally used a wide range of inducements to attract knowledge workers, including competitive salaries, career development, and ‘paternalistic cultures’. Most participants perceived worker referrals, headhunting, and universities to be effective hiring sources. Thus, some firms had developed strategic hiring approaches that enabled them to compete with state-owned and foreign-invested firms. But small KIFs, in particular, must still strengthen their employer branding to offset competition and labour market ‘invisibility’. KIFs must also deliver on their employment inducements, lest they risk high turnover and a loss of valuable human and social capital.
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Winn, Takesha LaShun. "Culturally Relevant Recruitment and Hiring in an Urban District." Thesis, University of North Texas, 2018. https://digital.library.unt.edu/ark:/67531/metadc1157582/.

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This qualitative case study examined the recruitment and hiring practices of an urban district. Participants in this study included five district-level, human resource staff members and six campus principals. Data collected and analyzed including audio recordings of semi-structured interviews of each participant and documents at the district and campus levels used during the recruitment and hiring processes. The findings suggested that there is evidence of the district's use of the fit theory and culturally relevant pedagogy, and there is potential value in uniting and using both theories to identify and hire culturally responsive teachers. Findings also suggested that some tenets of both theories overlap, and some were more evident and more valued in the district processes than others. Since urban schools tend to experience significant staffing challenges and require teachers who are more culturally responsive, this study has the potential to help district and campus leaders examine their current hiring practices and establish stronger connections to the fit theory and culturally relevant pedagogy tenets.
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Atha, John Fitzgerald. "Teacher hiring practices a study of the teacher hiring process used by Indiana public school principals /." Muncie, Ind. : Ball State University, 2009. http://cardinalscholar.bsu.edu/829.

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Siřínková, Nela. "Hodnocení systému získávání, výběru a přijímání zaměstnanců." Master's thesis, Vysoká škola ekonomická v Praze, 2016. http://www.nusl.cz/ntk/nusl-262016.

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The thesis is focused on the process of recruitment, selection and hiring employees in to the company. The main goal of the thesis is to analyse and evaluate the process of recruitment, selection and hiring employees in selected company and determine conclusions and recommendations which can improve the whole process. The thesis is devided into theoretical and practical part. The theoretical part includes the description of the theoretical bases and background of the topic. The practical part focuses on the selected company, the presentation of its structure, business field and the current processes. The aim is to analyse the process of recruitment, selection and hiring employees, evaluate this processes and suggest particular recommendations.
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LeCompte, Angela D. "Cost analysis of the University of Wisconsin-Stout unclassified recruitment and selection process." Online version, 2003. http://www.uwstout.edu/lib/thesis/2003/2003lecomptea.pdf.

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Degenaar, Wilna. "The development of a model that incorporates ethics in the recruitment and selection process." Diss., Pretoria: [s.n.], 2004. http://upetd.up.ac.za/thesis/available/etd-08242005-112228.

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Seemannová, Lenka. "Obsazování pracovních míst v organizaci." Master's thesis, Vysoká škola ekonomická v Praze, 2012. http://www.nusl.cz/ntk/nusl-149969.

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This thesis analyzes the process of filling vacancies, which means human resources planning, recruitment, selection, hiring and adaptation of employees in the company Infinit, s. r. o. The thesis has a two parts: theoretical part and practical part. In the theoretical part, we learn about the general process of staffing, while the practical part describes and solves the whole process of filling vacancies in the company Infinit, s. r. o. The practical part is also inform about results of own research that solves level of the interview and adaptation employees. Finally, the practical part tables a proposal of solution that will lead to a better process of filling vacancies in the company.
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Books on the topic "Recruitment and selection hiring process"

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Barbieri, John. Guide to employee recruitment & hiring. Boston, Mass: Warren, Gorham & Lamont, 1996.

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Management, Institute of. Managing people: The recruitment and selection process. London: Pitman Publishing, 1995.

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Bugarin, Alicia. The state's information technology hiring process: Suggested reforms. Sacramento, CA: California State Library, California Research Bureau, 2006.

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Curran, Margaret M. Stereotypes and selection: Gender and family in the recruitment process. London: H.M.S.O., 1985.

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Horton, Janet Little. Preemployment inquiries: Avoiding pitfalls in the hiring process. Topeka, Kan: NOLPE, 1985.

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Match: A systematic, sane process for hiring the right person every time. Hoboken, N.J: Wiley, 2011.

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Monk, Kelly Ann. An analysis of the recruitment and selection process at Pfizer Limited. Oxford: Oxford Brookes University, 2001.

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Sheila, Albert, ed. Hiring the chief executive: A practical guide to the search and selection process. Washington, DC: National Center for Nonprofit Boards, 1993.

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Albert, Sheila. Hiring the chief executive: A practical guide to the search and selection process. Washington, DC: National Center for Nonprofit Boards, 1993.

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The complete guide to recruitment: A step-by-step approach to selecting, assessing and hiring the right people. Philadelphia, PA: Kogan Page, 2011.

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Book chapters on the topic "Recruitment and selection hiring process"

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Edis, Martin. "The Recruitment Selection Process Overall." In Both Sides of Selection, 154–60. London: Macmillan Education UK, 1990. http://dx.doi.org/10.1007/978-1-349-12095-6_20.

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Smoker, Annabel. "The Selection and Recruitment Process." In Launching Your Career in Nursing and Midwifery, 71–104. London: Macmillan Education UK, 2016. http://dx.doi.org/10.1007/978-1-137-36241-4_4.

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Davison, H. Kristl, Mark N. Bing, Donald H. Kluemper, and Philip L. Roth. "Social Media as a Personnel Selection and Hiring Resource: Reservations and Recommendations." In Social Media in Employee Selection and Recruitment, 15–42. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-29989-1_2.

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Kamran, Asif, Jawad Dawood, and Saad Bin Hilal. "Analysis of the Recruitment and Selection Process." In Advances in Intelligent Systems and Computing, 1357–75. Berlin, Heidelberg: Springer Berlin Heidelberg, 2015. http://dx.doi.org/10.1007/978-3-662-47241-5_114.

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Carr, Caleb T. "An Uncertainty Reduction Approach to Applicant Information-Seeking in Social Media: Effects on Attributions and Hiring." In Social Media in Employee Selection and Recruitment, 59–78. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-29989-1_4.

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Vannier, Benoît, Laurent de Castelbaiac, and Laurent Teysseyre. "ISO 9001 Certification of the Selection and Recruitment Department of Air France (DP.GS)." In Business Process Excellence, 237–46. Berlin, Heidelberg: Springer Berlin Heidelberg, 2002. http://dx.doi.org/10.1007/978-3-540-24705-0_14.

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Kubal, Agnieszka, Inna Shvab, and Anna Wojtynska. "Initiation of the RDS Recruitment Process: Seed Selection and Role." In Applying Respondent Driven Sampling to Migrant Populations, 37–48. London: Palgrave Macmillan UK, 2014. http://dx.doi.org/10.1057/9781137363619_5.

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Sneddon, Wendy. "Step 5: recruitment and induction." In Ten steps to building a successful veterinary practice, 41–54. Wallingford: CABI, 2021. http://dx.doi.org/10.1079/9781786394910.0005.

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Abstract In the context of veterinary practice, this chapter offers guidelines for recruitment, from the drafting of the job advertisement to the screening, interview and selection process, and finally the making of a job offer.
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Resende, Inês, and Emília Fernandes. "Recruitment and Selection in the Expatriation Process: Comparing Perceptions between Organizations and Individuals." In Organizational Management, 132–49. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/9781137473080_6.

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Sneddon, Wendy. "Step 4: how to define what and who you need?" In Ten steps to building a successful veterinary practice, 31–38. Wallingford: CABI, 2021. http://dx.doi.org/10.1079/9781786394910.0004.

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Abstract This chapter discusses various aspects of recruitment and selection in veterinary practices, including the purpose of a recruitment and selection policy, best practices in the recruitment process, and the importance of relevant and up-to-date job descriptions.
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Conference papers on the topic "Recruitment and selection hiring process"

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Līce, Anita, and Biruta Sloka. "Which skills, competencies and attitudes are employers looking for in recruitment process in Latvia?" In Contemporary Issues in Business, Management and Economics Engineering. Vilnius Gediminas Technical University, 2019. http://dx.doi.org/10.3846/cibmee.2019.058.

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Purpose – the purpose of the study is to evaluate the opinion of employers on the importance of employability competencies in recruitment in Latvia, considering increasingly global and changing labour market. Research methodology – total of 750 companies participated in this research. A list of 17 skills, competencies and attitudes, important for individual employability in changing labour markets, was rated using a four-point Likert scale. Findings – the research results show that employers value attitudes, emotional and self-management competencies the most when hiring potential employees, which are followed by social competencies. Although academic skills were assessed as the least important in the list of all competencies, the majority of employers consider academic skills important in the recruitment process. Research limitations – as this research is not sector-specific, it is limited only to those competencies that can be equally applicable to all occupations. Practical implications – research provides valuable, easily acquirable information for various stakeholders in the area of human resource planning and development, including educational institutions which aim to update programmes to facilitate graduate employability. Originality/Value – research offers three complex factors explaining the elements of individual employability, based on empirical analysis
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Hajikhani, Maryam, Mahdi Izadi, and Mohd Zainal Abidin Ab Kadir. "Influence of Hiring, Selection Process and Safety Training on Lightning Safety Performance in Iranian Manufacturing Companies." In 2018 34th International Conference on Lightning Protection (ICLP). IEEE, 2018. http://dx.doi.org/10.1109/iclp.2018.8503334.

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Olmedo, MSc Alexis, Paolo Herrera Manriquez, Felipe Rojas Rojas, and Michael Olivares Maturana. "Analysis of the Factors Affecting the Decision Making Process of Recruitment and Selection of Strategic Positions." In International Symposium on the Analytic Hierarchy Process. Creative Decisions Foundation, 2014. http://dx.doi.org/10.13033/isahp.y2014.035.

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Perkasa, Didin, Ryani Parashakti, and Yohana Prexi. "Effect of Recruitment and Selection Process on Employee Performance at PT Neckermann Utama Jakarta." In Proceedings of The International Conference on Environmental and Technology of Law, Business and Education on Post Covid 19, ICETLAWBE 2020, 26 September 2020, Bandar Lampung, Indonesia. EAI, 2020. http://dx.doi.org/10.4108/eai.26-9-2020.2302689.

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Chen, Honglin, Xia Li, Jianghua Zhu, and Liren Li. "Recruitment and selection of dual-qualification nursing teachers: a fuzzy analytic hierarchy process approach." In 2015 International Conference on Industrial Technology and Management Science. Paris, France: Atlantis Press, 2015. http://dx.doi.org/10.2991/itms-15.2015.217.

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Ozkan, Necmettin. "Digging social networks by mashups to support recruitment and selection functions in university student intake process." In 2010 IEEE International Workshop on: Business Applications of Social Network Analysis (BASNA). IEEE, 2010. http://dx.doi.org/10.1109/basna.2010.5730303.

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Santos, Patrícia, Fátima Suleman, and Teresa Pereira Esteves. "Is it more than employability? Revisiting employers’ perception of graduates’ attributes." In Seventh International Conference on Higher Education Advances. Valencia: Universitat Politècnica de València, 2021. http://dx.doi.org/10.4995/head21.2021.12868.

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Higher education is confronted with two broad missions, either prepare graduates for the world of work, or prepare well-rounded students that combine broad-spectrum qualities of citizenship, responsibility, and professional expertise. The employability skills have been widely studied, while the attributes related to holistic education are still scarcely investigated. This paper examines the skills and other attributes that employers seek when hiring graduates. It confronts the perceptions of employers regarding the skills associated with employability and the abilities and characteristics linked to holistic education. This is an exploratory research based on original and qualitative data collected in 2020 through interviews with employers (n=8) from different sectors in Portugal. Empirical findings indicate that all employers prioritise employability skills, such as communication, teamwork, and learning abilities. We found more dispersion regarding the attributes of holistic education and a large consensus was found for interdisciplinarity, self-reflection, and personal and social responsibility. The data show that the attributes that help to address society’s problems and challenges still seem to be regarded as quite irrelevant in the recruitment process.
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Santos - Guevara, Brenda N., and Elvira G. Rincon - Flores. "Gamification: Its Pedagogical Innovations Benefit Internship Seekers." In International Conference on Education. The International Institute of Knowledge Management, 2020. http://dx.doi.org/10.17501/24246700.2020.6202.

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Results in higher education and literature have shown that gamification favors intrinsic motivation, cognitive process, and the social aspects of learning by engaging students with their courses. We present the use of a Leaderboard, integrating the used award system, in which students gained badges, built with eleven nicknames, six avatars and seven types of badges. The course Growth-related Competencies aims to prepare students for the search of their internships through tools that allow them to develop professional competencies. This Research was conducted to search for a way to enhance students' performance and quality of done assignments while considering that content seems to be boring and exhaustive for students who review the complete recruitment process (built their resume, have a mock interview, and get familiarized with job boards). We found, through exploratory qualitative research, that students chose an avatar or nickname (optional for students) according to something meaningful for them such as a role model they have or a character with whom they share characteristics according to their self-image. We also learned they found their motivation to participate in gamification as an opportunity to get recognition from teachers and classmates, as well as a reaffirmation of their performance while developing their professional competencies and get prepared to search for their internships. Personal satisfaction, extra points and rewarding were also reasons for them to participate as members of the Leaderboard of the course. Results showed that enhanced gamified design improve student’s participation, delivered assignments and quality of hiring products, reflected on final grades. Keywords: Gamification, Leaderboard, Professional Competencies, Internship, Educational Innovation, Higher Education.
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