Ο UNIVERSITY OF LAHORE UNIVERSITY OF LAHORE UNIVERSITY OF LAHORE Ο

UNIVERSITY OF LAHORE UNIVERSITY OF LAHORE UNIVERSITY OF LAHORE

Ο Ο

U
U Class Participation
N
N
I
I
V
V
E
E
R
R
S
S
I
I
T
T
Y
Y

O
O
F
F

L
Subject: Human Resource Management A
H
A
O
H
R
O
R
Submitted To: Saadia Qaiser E

E
U
N
U
N
Submitted By: Aqib Latif I
V
I
MBA2Y02191002 E
V
R
E (70073860) S
R
S (2nd Semester) I
T
I
Y
T
Y

O
LAHORE BUSINESS School O
F

L
UNIVERSITY OF LAHORE L
A
A UNIVERSITY OF LAHORE, UNIVERSITY OF LAHORE UNIVERSITY OF LAHORE
H
H
UNIVERSITY OF LAHORE UNIVERSITY OF LAHORE UNIVERSITY OF LAHORE O
O
R
R
E
E
Case: The Use of Social Media for Employee Recruitment and Selection

Question-1: What lessons can you draw from this case regarding how students,
employers, and faculty can use social media such as Facebook during the recruitment and
selection process?

Answer: Social media allows employers to look under the hood to who a candidate really is,”
“But if you use it incorrectly, there’s a world of privacy and discrimination problems that could
arise.” The use of Social Media for Employee Recruitment and Selection is the importance of
filtering what you put on the internet, as once it is on the internet it is out for the world to see.
In the case, the quick perception that Karen pulled from looking at Lisa’s profile for just a few
seconds potentially changed Lisa’s future because of what she decided to share with the world.
We should really think about what are we going to share or post on the social media. Especially
during the recruitment phase, we should know that our chance to get the job also depends on
how we are perceived by the potential employer. Even if we are sharing something that is
inappropriate in regards to professional behavior we should not make it public and instead only
share with the friends and family, as it will play a role in impacting the employer’s decision of
whether to hire you or not. When we post our profiles in the applications, the employers check
it around and it certainly makes an image of our personality in the mind of the employer and it
so definitely affects the decision making. The recommendation to help teach students
professional behavior on social media is spot on, as they must know jobs not only depend
grades, but on how you are perceived by a potential employer.

Question-2: What policies, if any, should employers develop concerning the use of social
media for various purposes, including employee recruitment and selection?

Answer: Employers can use social media in two ways when hiring: to recruit candidates by
publicizing job openings and to conduct background checks to confirm a candidate’s
qualifications for a position.

Social media is no longer cutting-edge; it is mainstream. For HR to overlook it today would be

like ignoring e-mail 20 years ago. One of the most important intersections between social media
and employment is in the hiring process. It is here where there are great potential risks and
rewards.
Smart employers want to cast as broad a net as possible to reach as many potential candidates
as they can, and they are increasingly harnessing social media as part of their recruitment
strategy. But it should be only a part of the strategy.

There can be a lot of concerns when it comes to use of social media in the hiring process So
policy (or policies) should be made to minimize these concerns. One of the concerns is:

Equal Employment Opportunities

Not every job seeker uses social media. This raises a concern about potential adverse impact
on those who are economically less advantaged, which may correlate with certain racial and
ethnic groups.

So, diversify your recruiting approaches to reach potential talent and cast a broad net. Use
social media as one of many tools—not the sole one.

Remember that social media postings are “advertisements” that must include the appropriate
equal employment opportunity (EEO) and/or affirmative action tagline. Further, the postings
must be retained like all other hiring documents as required by law (or longer if the employer’s
policy has a longer duration period).

Social media recruiting does present a new opportunity for hiring managers to expand their
applicant pool, but there are several reasons employers should use caution if they choose to
screen the social media accounts of job candidates.
If the business has included social media screenings as part of the hiring and recruiting process,
there are several steps you can take to make sure you and your HR colleagues are aligned on
how to best perform social media background screens in a safe and helpful manner.

1. Build Social Media into Your Screening Policy

Create a written social media screening policy that outlines how your company will carry out
the search and who will be responsible for actually conducting the social media screening.
Consider requiring someone other than the hiring manager to conduct the screening so the
decision maker isn't exposed to prohibited information.

2. Define How Websites Will Be Searched

A standard search policy should clarify which websites your company will screen, how the
sites will be searched and the types of information the screener will be looking for. For
example, saying negative things about a previous employer, violent acts, unlawful activity and
discriminatory activity are some of the red flags HR may look for during a social media
screening. Employers should ensure the items screened correlate with the candidate’s fitness
for the job."

3. Keep Track of Employment Decisions and Social Media Information

Thorough documentation of your hiring process is important to ensure your entire HR

department and hiring managers are aligned. This includes documenting social media
screenings and the findings that could be considered in employment decisions. You're already
responsible for tracking all applications and related hiring documents for each candidate. By
also documenting your social media findings during the screening process, you can provide a
solid and consistent record of the type of information that was obtained.

Some other important points making the policy should include:

 Employers should look only at content that is public.

 Have HR do it. It is best if someone in HR, rather than a line manager, checks
candidates’ social media profiles. The HR professional is more likely to know what he
or she can and cannot consider.
 Look later in the process. Check social media profiles after an applicant has been
interviewed, when his or her membership in protected groups is likely already known.
 Be consistent. Don’t look at only one applicant’s social media profiles.
 Document decisions. Print out the page containing social media content on which you
base any hiring decision and record any reason for rejection, such as bad judgment. This
protects you if damaging content has been deleted by the time a decision is challenged.
 Consider the source. Focus on the candidate’s own posts or tweets, not on what others
have said about him or her. You may want to give the candidate a chance to respond to
findings of worrisome social media content. There are impostor social media accounts
out there.
Exercise

Which Selection Procedure Is Most Effective?

Which approach to selecting new employees is relatively most effective? The

positions are: 1) the structured interview; 2) the unstructured interview; 3) ability and

personality tests; and 4) reviewing applications and resume’s, and talking to or getting

letters from listed references

Answer: All of the above methods are effective and can be most effective in various situations.
But In my opinion the most effective procedure is the structured interview followed by the
ability and personality tests. The first step should be reviewing the resumes and then arranging
the interview. The structured interview can be more effective as the proper structure allows
you to evaluate the candidates better. The main purpose of structured interviewing is to pinpoint
job skills that are essential to the position. The interviewer asks a specific set of questions of
all applicants for the particular position. This straightforward approach makes it easier for the
interviewer to evaluate and compare applicants fairly. Some interviewers ask the questions in
a predetermined order, while others may not adhere to a strict order but still make certain they
address all the planned questions.

Structured interviewing generally provides the interviewer with the information needed to
make the hiring decision. It also can be crucial in defending against allegations of
discrimination in hiring and selection, because all applicants are asked the same questions.

In an unstructured interview, the interviewer does not have a strict agenda but rather allows the
applicant to set the pace of the interview. Questions tend to be open-ended, which can enable
the candidate to disclose more than he or she might if asked closed-ended questions requiring
only a brief answer. In addition, questions in an unstructured interview can be tailored
according to an applicant's skills and experience levels. However, the absence of structure may
make it difficult to compare and rank applicants because they are not asked the same set of
questions. And then you can do additionally, the Behavioral and competency-based
interviewing, both of these approaches aim to discover how the interviewee performed in
specific situations. The logic is based on the principle that past performance predicts future
behavior; how the applicant behaved in the past indicates how he or she will behave in the
future. And after the structured Interview you can conduct personality tests.