An employer demand intelligence framework

Employer demand intelligence is crucial to ensure accurate and reliable education, workforce and immigration related decisions are made. To date, current methods have been manually intensive and expensive — providing insufficient scope of information required to address such important economic implications. This research developed an Employer Demand Intelligence Framework (EDIF) to address detailed employer demand intelligence requirements. To further the EDIF’s functionality, a semi-automated Employer Demand Identification Tool (EDIT) was developed that continuously provide such intelligence

The Determinants of E-recruitment and its effect on HRM Capabilities and the Firm’s Performance: Evidence from Saudi Arabia Context

The study has been conducted to examine the direct and indirect relationship between the determinants of electronic recruitment and firm performance through the mediating role of human resources management capabilities based on the resource based view theory. Therefore, this study examines the relationship between the internal determinants of e-recruitment (technology quality, service quality, and security assurance) and the external determinants (e.g. empowered manager and member team, content of an implementation plan for e-recruitment, HR and IT collaboration in e-recruitment, job seeker trust in e-recruitment, organizational reputation, decentralization of selection decision, and government objectives) on e-recruitment, and the effect of e-recruitment on HR capability and firm performance. This study adopted a positivist philosophy. A deduction approach and quantitative method were also suitable for this study. A questionnaire was delivered to some companies in Saudi Arabia. A total of 500 questionnaires were sent, but only 418 were received; for 84.0 percent response rates. This study used PLS to test the research hypotheses. The measurement model has confirmed that the measure indicates accepted reliability and validity. Based on the research results, most hypotheses are accepted. This means that the e-recruitment play a crucial role in improving firm performance. The findings of this study support the argument that e-recruitment plays an important role in improving firm performance. Therefore, firms that use e-recruitment to attract new job seekers will improve their performance. These findings extend prior literature by showing, for the first time, how e-recruitment and HR capability influence firm performance. This study has confirmed that e-recruitment has a positive and significant effect on firm performance. These variables account for 43% and 78% of the variety in HR capability and firm performance, respectively, whereas 57% and 22% are related to other variables. This finding is consistent with the argument that if firm use e-recruitment, they are more likely to improve firm performance. Moreover, high HR capability enhances firm performance. Our study moves beyond previous studies that focus on e-recruitment by correlating e recruitment with HR capability and firm performance. This study contributes by arguing that e-recruitment and HR capability has a positive relation towards firm performance, which conforms to previous studies in similar areas. Apart from the re-examination of resource-based theory in the online recruitment context, our study attempts to make some other fundamental contributions in understanding e-recruitment in the Saudi Arabia context. However, given that this is the first known test of resource-based theory in the Internet recruiting domain, we recommend that future research be done to conduct additional tests of this theory. These findings have both theoretical and practical implications in that the results have provided empirical evidence on the indirect impact of e-recruitment on firm performance and can serve as an indication in practice for firms in understanding e-recruitment and its effects on firm performance. The current study would help professionals in the field of HR to enhance their awareness of the critical role that recruiting highly skilled applicants may play in terms of sustainable competitive advantage and firm performance

Sustainable Human Resource Management

The concept of sustainability is important for companies both in the case of SMEs and worldwide multinational companies. Some key factors to help a company achieve its sustainability objectives are based on human resource management. Sustainable human resource management is a typical cross-functional task that becomes increasingly important at the strategic level of a company. Industry 4.0 technologies, Internet of Things, and competitive demands, as signs of globalization, have led to significant changes across the organizational structures and human resource strategies of companies. The increasing importance of sophisticated human resource strategies in the life of companies and the intention to find optimal design and operation strategies for sustainable human resource management were a motivation for launching this book. This book offers a selection of papers which explain the impact of smart human resource management on economy. Authors from 14 countries published working examples and case studies resulting from their research in this field. The aim of this book is to help students at the level of BSc, MSc, and PhD level, as well as managers and researchers, to understand and appreciate the concept, design, and implementation of sustainable human resource management solutions

Screening the Managerial Applicant: A Descriptive Phenomenological Study of Résumé Review and Evaluation

Resume screening is among the most frequently used hiring methods in U.S.-based organizations (Behrenz, 2001; Wilk & Cappelli, 2003). While little research has been conducted to establish its validity (Russell, 2007), 90% of hiring personnel in the United States use some form of resume screening to eliminate job applicants during the hiring process (Boatman & Erker, 2012). Researchers have noted that the use of resume screening is a likely source of hiring errors (Robertson & Smith, 2001) that have a range of negative impacts on organizations including loss of revenue, damage to the organizational image, lowered employee morale, customer dissatisfaction, severance and legal costs, and sunk costs of supervision and training (Abbassi & Hollman, 2000; Careerbuilder, 2013; Robert Half, 2013; Sutherland & Wocke, 2011). While resume screening is used widely among employers for all job classes, the primary focus of the extant research on the method focuses on hiring recent or impending college graduates (Brown & Campion, 1994; Burns, Chrstiansen, Morris, Periard, & Coaster, 2014; Cole, Rubin, Feild, & Giles, 2007), a population that only represents 7% of all job applicants (Rynes Reeves, & Darnold, 2013). The lack of insight into the resume screening process used when hiring experienced job applicants, including managers, likely results in hiring errors and prohibits employers from making informed decisions when attempting to improve hiring processes. The purpose of this study was to describe the resume screening process used by employers when hiring managerial job applicants. The study used the descriptive phenomenological method, a qualitative research approach that has been previously used in the psychological and organizational development research domains. The study found that human resource (HR) personnel utilize resume screening as an integral part of the hiring process for managers. Further, the criteria used to assess managerial applicant resumes are distinct for recent or impending college graduates. This study also documents the idiosyncratic approaches used by HR personnel in developing resume screening paradigms used when assessing managerial job applicants. These results may be used by employers to improve hiring processes used for managerial job applicants through selection method modifications, standardization, training, and system utilization

Queensland University of Technology: Annual Report 2009

Our annual report provides an evaluation of our performance and achievements during the previous year, measured against our goals and strategic plans. It documents our performance in the three key areas of: teaching and learning research community service. The report includes a summary of financial performance and a copy of our audited accounts

Queensland University of Technology: Annual Report 2010

Our annual report provides an evaluation of our performance and achievements during the previous year, measured against our goals and strategic plans. It documents our performance in the three key areas of: teaching and learning research community service. The report includes a summary of financial performance and a copy of our audited accounts