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Article Summary 1: Using Social Networking Sites for HR Decisions

Webster University
HRMG-5000
Spring 1 2015
January 19, 2015

The invention and popularity of the internet has created a whole new way for organizations to recruit quality employees. “Many people initially use social media more than job board sites to look for a job” (Mathis, Jackson, & Valentine, 2014, p. 195). This allows those searching for jobs the ability to look at more potential jobs in a shorter amount of time from the comfort of their home. Social networking through the internet allows human resources professionals to reach a greater number of prospective job candidates in almost real time. Many companies are beginning to use technology to their advantage in looking for, identifying and attracting talented job candidates (Mathis, Jackson, & Valentine, 2014). Just as social networking can benefit both job candidate and organization, there is also another side to using social networking from a human resources point of view. The article gives the scenario of an employee who works for ABC Company and is forced to work late one day. The employee sends out a “tweet” from his Twitter account that indicates how much he hates his job, how bad of an employer he works for and states that he is quitting when he finds a new job. When several of his managers read the “tweet,” he was fired (Davison, Maraist, & Bing, 2011). This scenario, as do others like it, shows that human resources professionals are utilizing social networking websites in making human resources decisions. Sites like Facebook, LinkedIn, Twitter and others are all at the disposal of human resources professionals. Job candidates, as well as current employees within organizations, need to understand that more and more human resources professionals within companies are using social networking even after someone is hired. “Such sites are useful for attracting qualified (as well as unqualified) applicants, may be able to reveal untapped job-relevant (and job-irrelevant) applicant characteristics, and may be useful for identifying employees who are harming the company’s mission and reputation” (Davison, Maraist, & Bing, 2011, p. 154). The article notes that using social networking websites by human resources professionals has only recently become popular and there needs to be research in several areas to use it to its full capability. Research will also provide guidance for those working in organizations that use social networking sites in making human resources decisions. One area of concern is recruiting. Using social networking sites as a recruiting tool “seems to be widely accepted because of its close relation to the act of posting a job advertisement on the Internet” (Davison, Maraist, & Bing, 2011, p. 154). One question raised is how the applicant pool is affected by the use of the social networking sites. Just as the traditional posting of a job in a newspaper may attract qualified and unqualified applicants, so does posting on social networking sites. Human resources professionals must conduct further research on each applicant to see if they are suited for the advertised position. Another question raised is whether the fact that each site may have a different clientele may influence the type of potential job candidates who apply for positions. Again, further research on each candidate is needed to determine if they are a good fit for the organization (Davison, Maraist, & Bing, 2011). Another area of concern is during the screening and selection decision process. The article suggests that there is little research to show that social networking sites assist in personnel screening. These sites, depending on the information posted by the candidate, may provide very little accurate job relevant information. Human resources professionals need to realize that all information posted to social networking sites by job candidates may not be true. In addition, many employers assume that using social networking sites for screening is acceptable as long as one’s civil rights are not violated (Davison, Maraist, & Bing, 2011). As previously stated, human resources professionals need to further investigate whether a candidate is a good fit for the organization by looking into other areas than what they have posted on social networking websites. The area of concern that seems to be most controversial is when human resources professionals use social networking sites to make decisions dealing with disciplinary actions and terminations. Some employees perceive their organization’s monitoring of their social networking site’s posts as an invasion of privacy. Human resources professionals also need to take into account the reliability and validity of the post in question when making disciplinary decisions. As with other areas utilizing decisions based on social networking, further investigation needs to be done (Davison, Maraist, & Bing, 2011). The article indicates that human resources professionals using information from social networking websites may be using them appropriately in one context and misusing them in others. If further research is conducted and organizations are able to implement what is learned into a policy that is fair to both employee and employers, both sides may better gravitation toward its use. There appears to be a wider acceptance of using social networking websites as it relates to recruitment than there does as it relates to disciplinary action decisions (Davison, Maraist, & Bing, 2011). “The informal use of the Web and mobile devices presents some interesting recruiting advantages and disadvantages for both employers and employees” (Mathis, Jackson, & Valentine, 2014, p. 195). This sentiment is mirrored by the article. Human resources professionals should realize the need for more research into the utilization of information obtained from social networks and use what they do find as a tool and not as a major factor when making any decision as it relates to human resources. References Davison, H.K., Maraist, C., & Bing, M.N. (2011). Friend or Foe? The Promise and Pitfalls of Using Social Networking Sites for HR Decisions. Journal Of Business & Psychology, 26(2), 153-159. doi:10.1007/s10869-011-9215-8 Mathis, R.L., Jackson, J.H. & Valentine, S.R. (2014). Human Resources Management. Stamford, CT: Cengage Learning.

Questions 1. What are some of the advantages of using social networking websites when making human resources decisions? Organizations are able to reach a greater number of people quicker; the diversity of job applicants may be increased due to the potential geographical regions reached with social networking sites; and potential job applicants can spend less time pounding the pavement looking for jobs as they can use the internet to look from anywhere.

2. What are some of the disadvantages of using social networking websites when human resources decisions are made?

The validity and reliability of the information posted may come under some scrutiny; job candidates and current employees may feel like their privacy is being violated; and there is not enough research as of yet to determine the overall success of using information from social networking websites.

3. Is there a clear advantage to either the employer or the employee when human resources professionals use social networking websites as a tool?

There can be advantages for both sides when this information is used. If an employee [or candidate] is found to have posts or recommendations within the posts that are favorable to them, then it can be seen as an advantage. Employers are seen as getting an employee who fits within the organization and the employee is rewarded with the job. If there are negative or questionable posts or pictures, however, this can be seen as a disadvantage as the employer may use it as a disqualifier for a job or promotion.