• Məlahət Hacıyeva

Online recruitment challenges

There is no doubt that e-selection brings advantages not only employers, but also job seekers with its broader scope for candidate selection, time-saving and budget-friendly benefits. In this paper I will outline the potential challenges of the e-recruitment process.


First and foremost, it is self-evident that insufficient preparation of HR workers is one of the main challenges in the e-recruitment process. Although many practitioners prefer to ignore this factor, there is a need for management capacity to apply e-selection in an effective way (Kim & O'Connor, 2009). As well as this, e-selection managers had better be aware of the technical and software development related to selection procedure, advantages and disadvantages of e-recruitment and possible risks for the organizational image in the marketplace. For instance, the results of the candidate's reactions and share of their dissatisfaction on social media is a big risk for the general impression about the company. Especially when there is a lack of communication with the candidate through the procedure might strengthen their initiative to share negative feedback about the company. For this reason, organizations should take the training of e-selection managers seriously.





Admittedly, quite a few deleterious risks in privacy and data security are inescapable. To embark upon, it should be noted that organizational psychologists should have a deep understanding about the importance of job seekers’ privacy, potential threats of internet hacking, loss of information, unauthorized access to the portal or data base and many related issues. Adding to this, there is a risk of data loss when the e-selection platform damages and this in turn may harm the organization financially. For example, if the database with the private information of candidates will be hacked, lost or shared with the public or any other outsiders, it is the damage for the organization itself both in ethical and legal aspects and organization might be involved with the problematic cases in which it might be forced to even pay compensation to hundreds of applicants. Considering these facts, organizations should not miss the data protection case at least for its own benefits.


Another compelling point is the potential risk for equal opportunities of the candidates. One such-ill effect is the risk of wrong interpreting the test scores when some candidates take it on computer, the others on mobile devices or another type of platform. It is known that were measurements reliable, results would describe the reality more precisely. There is also the fact that people with low incomes might not have a home internet or devices to use and get access to the e-selection platform. Not only this, it is also known that some organizations even require application fee for attendance on e-selection procedure to avoid fake candidate profiles, cheating and many other reasons. This is also not equal for a jobseeker who cannot afford the fee for the procedure. For these and more other related reasons, organizations and experts involved in digital recruitment should pay attention to the equivalence considerations mentioned above.


It also should be noted that cheating possibilities in e-selection is also a real case. Here the recruiters should pay attention to their measurement methods applied in online selection procedure. The validity and reliability of the tests, questionnaires used to measure candidate’s cognitive capabilities and knowledge.


There are also legacy procedures that are revealed with the increasing demand for e-selection. The risk of social network screening should be considered. It is indubitably axiomatic that many recruiters address the candidates’ social media profiles to make decisions about their job applications by ignoring legal requirements for this procedure (Melanthiou, Pavlou, & Constantinou, 2015). The social media activity is a less reliable source to predict applicant’s work behavior and/or future performance. Discrimination based on social media activity of the candidate is not relevant in ethical and legal aspect of view. The digital selection managers should be informed about legal restrictions like described above which may damage the organization.


It is known that many organizations do not allocate enough budget for establishing an e-recruitment process. Mostly little companies cannot afford this kind of investment on e-selection. But sometimes even huge organizations allocate the budget that is less than needed by ignoring the importance of finance. It in turn, causes the lack of technical supplement, or not having enough IT experts and many other deficiencies. As an example mentioned before, the unprotected selection platform is a risk for privacy and data security issues. Considering all these factors, financial support should not be underestimated.


To sum up, challenges in e-selection is a key concern that organizations should take in account while establishing and providing this service. It is predominantly caused by the factors discussed above and lead to huge damages to the organizational image, legacy and finance if not prevented beforehand.


References:

Banerjee, P., & Gupta, R. (2019). Talent Attraction through Online Recruitment Websites: Application of Web 2.0 Technologies. Australasian Journal of Information Systems, 23.


Hertel, G., Stone, D. L., & Johnson, R. D. (Eds.). (2017). The wiley blackwell handbook of the psychology of the internet at work. pp 213-230


Kim, S., & O'Connor, J. G. (2009). Assessing electronic recruitment implementation in state governments: Issues and challenges. Public Personnel Management, 38(1), 47-66.


Melanthiou, Y., Pavlou, F., & Constantinou, E. (2015). The use of social network sites as an e-recruitment tool. Journal of Transnational Management, 20(1), 31-49.


Parry, E., Strohmeier, S., & Holm, A. B. (2014). Institutional context and e-recruitment practices of Danish organizations. Employee Relations.


Slavić, A., Bjekić, R., & Berber, N. (2017). The role of the internet and social networks in recruitment and selection process. Strategic management, 22(3), 36-43.


Smaliukienė, R., & Trifonovas, S. (2012). E-recruitment in the military: challenges and opportunities for development. Journal of security and sustainability issues, 1, 299-307.


Tippins, N. T. (2009). Internet alternatives to traditional proctored testing: Where are we now?. Industrial and Organizational Psychology, 2(1), 2-10.

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