2013),"Online social networks: an emergent recruiter tool for attracting and screening", Personnel Review, Vol. 42 Iss 3 pp. 248-265 http:// dx.If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to identify the elements of a LinkedIn profile that hiring professionals focus on most, and then examine LinkedIn profiles in terms of these identified elements across different industries. Design/methodology/approach -The methodology was comprised of two phases. In the first phase, researchers interviewed hiring professionals to determine their usage of LinkedIn. In the second phase, LinkedIn group member profiles from three industries -HR, sales/marketing and industrial/organizational (I/O) psychology -were compared on the 21 variables identified in Phase 1 (n ¼ 288). Findingsw 2 and ANOVA tests showed significant differences with respect to ten of the LinkedIn variables in how people presented themselves across the three groups. There were also several gender differences found. Research limitations/implications -A general limitation was the use of a qualitative research approach. A limitation of Phase 1 was that only a small sample of New York City-based hiring professionals was interviewed. Perhaps a wider, more diverse sample would have yielded different variables. In terms of Phase 2, it is possible that just utilizing the second connections of the researchers limited the generalizability of findings. Practical implications -User unwillingness to fully complete the LinkedIn profile suggests that it may not have replaced the traditional resume yet. Sales/marketing professionals were more likely than HR and I/O psychology professionals to complete multiple aspects of a LinkedIn profile. Women were also less likely than men to provide personal information on their profiles. Originality/value -Most of the empirical research on social networking sites has focussed on Facebook, a non-professional site. This is, from the knowledge, the first study that systematically examined the manner in which people present themselves on LinkedIn -the most popular professional site used by applicants and recruiters worldwide.

This chapter reviews the research on the most frequently used of all instruments of employee selection: the interview. When considered as a means of assessing applicant job qualifications, the interview is typically discussed from the interviewer's perspective. We propose in the present chapter that the quality of the interview as a tool of assessment depends on taking into consideration both the interviewer and the applicant perspective. Interviewers attempt to gather information on applicants and select among them. Although it is apparent that structuring the process improves the reliability and validity of their assessments, interviewers must balance the goal of selection with other goals such as recruitment. On the other hand, applicants manage impressions, gather information, and judge the position and the work environment. We discuss the alternative objectives that both interviewer and applicant bring to the interview and how these objectives can clash. We conclude by considering strategies for improving the interview as a means of assessment by dealing with tensions that can exist between and within interviewer and applicant.

This study expands upon Steiner and Gilliland's selection fairness research. Professionals (N = 114) from Mumbai, India rated 12 employee selection methods on favorability and provided the bases for those ratings. In line with previous research, interviews and resumes were rated most favorably, while graphology and honesty tests were rated least favorably. Perceived face validity, opportunity to perform, and widespread use of selection methods were highly correlated with favorability ratings, while interpersonal warmth, scientific evidence, and respectful of privacy exhibited weak correlations with favorability ratings. Work sample tests, which have previously been rated favorably, were rated unfavorably. Exploratory analysis showed that participants viewed assessment centers favorably and online information unfavorably. Outcome favorability was highly correlated with favorability ratings.

This study examined reactions to different types of interviews. It used a 2 × 2 × 2 between-subjects design in which interview script was manipulated in terms of interview structure, interviewer warmth, and interview outcome. Eight job interviews were videotaped using the same 2 people to role-play the job applicant and the interviewer. Undergraduate psychology students participated in this study (N = 257), and were randomly assigned to 1 of the 8 conditions. Participants watched the videos and then completed a questionnaire measuring organizational attractiveness, recommendation intentions, whether they would accept a job offer, and perceptions of organizational justice. The main findings were a significant 3-way interaction found between interview outcome, interview structure, and warmth of the interviewer for accepting a job offer; as well as mediating effects of procedural and interactional justice on the relationship between interviewer warmth on recommendation intentions, organizational attractiveness, and accepting a job offer. Implications for organizational practice include incorporating interviewer warmth into the structured interview process, as well as hiring recruiters who demonstrate warm behaviors. This way, organizations might concurrently make optimal selection decisions, while also creating positive and fair impressions of the organization to applicants.