Employee Recruitment and Selection Approaches

Use of social media to evaluate potential employees

With the growing popularity of social media such as Facebook and Twitter, many people have been seen using the services. Social sites offer people opportunities to express themselves freely without the need to pretend or cover-up for some reason. These sites are accessed by people of various ages but mainly by the youth. This has also offered human resource managers the opportunity to evaluate their potential employees by observing some of the activities the persons are involved in (Kluemper & Rosen, 2009).

Recruiters have increasingly used social media to recruit potential employees and a large percentage of the recruiters have actually rejected the candidates’ applications after visiting their profiles and scanning through their personal content. Personally, I agree with this practice because it allows the recruiters to evaluate the person’s personality. Whatever an individual posts on social networks is a reflection of his or her personality. The candidate may only pretend and create a certain personality during the interview and this may be deceiving to the recruiters. Evaluating a person’s behavior and judging by the activities done on social sites over a long period may give the recruiters enough information about the person and enable them to make better choices during recruitment.

Recruitment sources for management-level employees

Every job category and different organizations have different sources that are used for recruiting their employees. However, there are generally two types of sources. They include internal and external sources. The internal sources include sourcing the candidates from within the organization itself. This may be in the form of transferring an individual from one department to another. Recruiting candidates from external sources include all the other sources such as the outsourcing agencies.

Management level employees should be recruited from external sources. This is because it is usually tough to find top-level talent. This may require the intervention of an executive search firm (Kellogg, 1933). These firms consist of search experts who are in a position to search for the best. They are usually involved in hiring mid-level to senior-level employees. For a long time, these services had been thought to be available only to big businesses. However, smaller businesses and companies have come to realize that they can also benefit from the services and receive help from the consultants who could generate a pool of well-capable candidates for the management level positions. The potential employees could then go for interviews and be assessed further before they can be recruited.

Relationship between the business strategy and an entity’s organizational culture

Business strategies usually emerge from the goals and objectives of the business. The success of the business is dependent on the business strategy employed by the management. Therefore, managers are required to maintain effective corporate cultures. This would ensure high levels of productivity from their employees and would foster creativity and commitment. This would in turn increase the quality, innovation, and make the business more profitable. All managers should strive to enhance such cultures in order to be successful.

The strategy employed in the business would provide the requirements that need to be met in order for it to be successful (Denison, 1990). This may be in the positions that need to be filled, the functions and roles of specific employees. This would provide the Human Resource Management team with the specific parameters to search for in future employees. Basing on these parameters, staffing would be more efficient.


Denison, D. (1990). Corporate culture and organizational effectiveness. New York: Sage.

Kellogg, R. (1933). The United States Employment Service. Chicago: University of Chicago Press.

Kluemper, D., & Rosen, P. (2009). Future employment selection methods: Evaluating social networking web sites. Journal of Managerial Psychology, 24(6), 567-580.