Social Media in Employee Selection and Recruitment
Theory, Practice, and Current Challenges

Editors: Richard N Landers, Gordon B Schmidt



Addresses questions about the ethical and practical use of Social Media in recruitment

Contributions from experts in the field

Addresses both empirical and practitioner audiences

Presents a balanced an comprehensive approach to this emerging field

This timely resource offers fresh research on companies’ use of social media platforms—from Twitter and Facebook to LinkedIn and other career sites—to find and hire personnel. Its balanced approach explains why and how social media are commonly used in both employee recruitment and selection, exploring relevant theoretical constructs and practical considerations about their appropriateness and validity. Contributors clarify a confusing cyberscape with recommendations and best practices, legal and ethical issues, pitfalls and problems, and possibilities for standardization. And the book’s insights on emerging and anticipated developments will keep the reader abreast of the field as it evolves.            

Included in the coverage:

• Social media as a personnel selection and hiring resource: Reservations and recommendations.
• Game-thinking within social media to recruit and select job candidates.
• Social media, big data, and employment decisions.
• The use of social media by BRIC nations during the selection process.
• Legal concerns when considering social media data in selection.
• Online exclusion: Biases that may arise when using social media in talent acquisition.
• Is John Smith really John Smith? Misrepresentations and misattributions of candidates using social media and social networking sites.

Social Media in Employee Selection and Recruitment is a bedrock reference for industrial/organizational psychology and human resources academics currently or planning to conduct research in this area, as well as for academic libraries. Practitioners considering consulting social media as part of human resource planning or selection system design will find it a straight-talking guide to staying competitive.        

Table of contents

Front Matter
Pages i-xxvi

Introduction
Front Matter
Pages 1-1
Social Media in Employee Selection and Recruitment: An Overview
Pages 3-11

Current Applications
Front Matter
Pages 13-13
Social Media as a Personnel Selection and Hiring Resource: Reservations and Recommendations
Pages 15-42
Theoretical Propositions About Cybervetting: A Common Antecedents Model
Pages 43-57
An Uncertainty Reduction Approach to Applicant Information-Seeking in Social Media: Effects on Attributions and Hiring
Pages 59-78
Social Media Use: Antecedents and Outcomes of Sharing
Pages 79-101
Game-Thinking Within Social Media to Recruit and Select Job Candidates
Pages 103-124

Practical Guidelines
Front Matter
Pages 125-125
Social Media, Big Data, and Employment Decisions: Mo’ Data, Mo’ Problems?
Pages 127-155
Comparing the Social Media in the United States and BRIC Nations, and the Challenges Faced in International Selection
Pages 157-174
Social Media and Employee Recruitment: Chasing the Run Away Bandwagon
Pages 175-195
How to Stay Current in Social Media to Be Competitive in Recruitment and Selection
Pages 197-219

Challenges and Limitations
Front Matter
Pages 221-221
Impression Management and Social Media Profiles
Pages 223-248
Applicant Reactions to Social Media in Selection: Early Returns and Future Directions
Pages 249-263
Legal Concerns When Considering Social Media Data in Selection
Pages 265-287
Online Exclusion: Biases That May Arise When Using Social Media in Talent Acquisition
Pages 289-305
Is John Smith Really John Smith? Misrepresentations and Misattributions of Candidates Using Social Media and Social Networking Sites
Pages 307-339

Future Directions
Front Matter
Pages 341-341
Social Media in Employee Selection and Recruitment: Current Knowledge, Unanswered Questions, and Future Directions
Pages 343-367

Back Matter
Pages 369-376

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