While searching for examples of successful hiring practices which provide equal and fair opportunities for all candidates, I found two cases. The first case of successful hiring practice involving equitable opportunities is described in the article by Undurraga (2019) about employment in Chile; there is a standard practice of “selection processes carried out by psychologists who apply tools such as psychological tests and interviews to applicants” (p. 4). There is also written that in a retail company, employers try to provide equal opportunities for internal people as well (Undurraga, 2019, p. 4). Thus, the first key function of fair hiring is identifying the skills needed for work, even among those who are nervous at the interview with the help of psychologists.
The second case concerns internal and external workers’ employment as a part of fair hiring. It is also essential for companies to employ internal workers, especially in jobs with a larger grade ratio of junior to senior workers (Bidwell & Keller, 2014, p. 1051). The case was discussed in the online article by Fernandez-Araoz, Groysberg, and Nohria (2009): “the CEO of a multinational bank told us that he was particularly proud of having promoted some expatriates who had been “forgotten” by the organization” (para. 25). Therefore, the second essential function of fair hiring emphasizes the necessity to employ outsiders and internal employees to give them all equal chances of employment.
Sometimes companies may show untrust while analyzing candidate’s social media. However, another essential feature of fair employment lies in the “job applicants’ and hiring organizations’ perceptions of one another’s trustworthiness” (Klotz, Da Motta Veiga, Buckley & Gavin, 2013, p. 104). Dallas Texas Police Department, for example, uses SNS to recruit workers because it is essential for it to reach millennials and attract them to police work (Villeda, McCamey, Essien & Amadi, 2019, p. 66). The same is for another case of RS Components, which uses SNS to engage with potential job candidates and current employees (Villeda, McCamey, Essien & Amadi, 2019, p. 71). Although the ability to attract passive job applicants within SNS is emphasized, I think these cases represent a failure in providing equal opportunities. The companies hire only those who use social media and follow the company’s websites, which may be a limited selection of employee population.
Bidwell, M., & Keller, J. (2014). Within or without? How firms combine internal and external labor markets to fill jobs. Academy of Management Journal, 57(4), 1035-1056.
Fernandez-Araoz, C., Groysberg, B., & Nohria, N. (2009). The definitive guide to recruiting in good times and bad. Harvard Business Review, 87(5), 74-84.
Klotz, A. C., Da Motta Veiga, S. P., Buckley, M. R., & Gavin, M. B. (2013). The role of trustworthiness in recruitment and selection: A review and guide for future research. Journal of Organizational Behavior, 34, 104-119.
Undurraga, R. (2019). Who will get the job? Hiring practices and inequalities in the Chilean labour market. Bulletin of Latin American Research, 38(5), 575-590.
Villeda, M., McCamey, R., Essien, E., & Amadi, C. (2019). Use of social networking sites for recruiting and selecting in the hiring process. International business research, 12(3), 66-78.