Assessing technical candidates on the social web

This is the pre-print version of this Article. The official published version can be accessed from the link below - Copyright @ 2012 IEEEThe Social Web provides comprehensive and publicly available information about software developers: they can be identified as contributors to open source projects, as experts at maintaining weak ties on social network sites, or as active participants to knowledge sharing sites. These signals, when aggregated and summarized, could be used to define individual profiles of potential candidates: job seekers, even if lacking a formal degree or changing their career path, could be qualitatively evaluated by potential employers through their online contributions. At the same time, developers are aware of the Web’s public nature and the possible uses of published information when they determine what to share with the world. Some might even try to manipulate public signals of technical qualifications, soft skills, and reputation in their favor. Assessing candidates on the Web for technical positions presents challenges to recruiters and traditional selection procedures; the most serious being the interpretation of the provided signals. Through an in-depth discussion, we propose guidelines for software engineers and recruiters to help them interpret the value and trouble with the signals and metrics they use to assess a candidate’s characteristics and skills

Salience and Market-aware Skill Extraction for Job Targeting

At LinkedIn, we want to create economic opportunity for everyone in the global workforce. To make this happen, LinkedIn offers a reactive Job Search system, and a proactive Jobs You May Be Interested In (JYMBII) system to match the best candidates with their dream jobs. One of the most challenging tasks for developing these systems is to properly extract important skill entities from job postings and then target members with matched attributes. In this work, we show that the commonly used text-based \emph{salience and market-agnostic} skill extraction approach is sub-optimal because it only considers skill mention and ignores the salient level of a skill and its market dynamics, i.e., the market supply and demand influence on the importance of skills. To address the above drawbacks, we present \model, our deployed \emph{salience and market-aware} skill extraction system. The proposed \model ~shows promising results in improving the online performance of job recommendation (JYMBII) ($+1.92\%$ job apply) and skill suggestions for job posters ($-37\%$ suggestion rejection rate). Lastly, we present case studies to show interesting insights that contrast traditional skill recognition method and the proposed \model~from occupation, industry, country, and individual skill levels. Based on the above promising results, we deployed the \model ~online to extract job targeting skills for all $20$M job postings served at LinkedIn.Comment: 9 pages, to appear in KDD202

When affective well-being is empowered : the joint role of leader-member exchange and the employment relationship

HRM and the leader are often assumed to play a joint role in affecting employee reactions. In a multilevel, time-lagged study, we examined the joint role of the employment relationship and leader-member exchange. We tested whether this joint role is essential to when leader-member exchange leads to affective well-being via psychological empowerment. We build on HRM literature to expect that the relationship of leader-member exchange with psychological empowerment is stronger when the employment relationship is consistent with leader-member exchange quality. Results indicated that psychological empowerment mediates the relationship between leader-member exchange and affective well-being. This mediation is stronger for employees in a mutual investment employment relationship. The findings point at the importance of consistency of resources from the employment relationship and leader-member exchange. Nevertheless, the findings also suggest that resources from leader-member exchange compensate for employment relationships with low resources. Our findings contribute to scholars’ understanding of the joint role of HRM systems and leader behaviors

"Not the Usual Suspects": A Study of Factors Reducing the Effectiveness of CCTV

Previous research on the effectiveness of Closed Circuit Television (CCTV) has focused on critically assessing police and government claims that CCTV is effective in reducing crime. This paper presents a field study that investigates the relationship between CCTV system design and the performance of operator tasks. We carried out structured observations and interviews with 13 managers and 38 operators at 13 CCTV control rooms. A number of failures were identified, including the poor configuration of technology, poor quality video recordings, and a lack of system integration. Stakeholder communication was poor, and there were too many cameras and too few operators. These failures have been previously identified by researchers; however, no design improvements have been made to control rooms in the last decade. We identify a number of measures to improve operator performance, and contribute a set of recommendations for security managers and practitioners. Security Journal (2010) 23, 134-154. doi:10.1057/sj.2008.2; published online 6 October 200

Actions speak louder than words: outsiders' perceptions of diversity mixed messages

To attract a gender diverse workforce, many employers use diversity statements to publicly signal that they value gender diversity. However, this often represents a misalignment between words and actions (i.e., a diversity mixed message) because most organizations are male dominated, especially in board positions. We conducted 3 studies to investigate the potentially indirect effect of such diversity mixed messages through perceived behavioral integrity on employer attractiveness. In Study 1, following a 2 x 2 design, participants (N = 225) were either shown a pro gender diversity statement or a neutral statement, in combination with a gender diverse board (4 men and 4 women) or a uniform all-male board (8 men). Participants' perceived behavioral integrity of the organization was assessed. In Study 2, participants (N = 251) either read positive or negative reviews of the organization's behavioral integrity. Employer attractiveness was then assessed. Study 3 (N = 427) investigated the impact of board gender composition on perceived behavioral integrity and employer attractiveness using a bootstrapping procedure. Both the causal-chain design of Study 1 and 2, as well as the significance test of the proposed indirect relationship in Study 3, revealed that a diversity mixed message negatively affected an organization's perceived behavioral integrity, and low behavioral integrity in turn negatively impacted employer attractiveness. In Study 3, there was also evidence for a tipping point (more than 1 woman on the board was needed) with regard to participants' perceptions of the organization's behavioral integrity