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Businesses can create value within their organizations when human resource professionals can integrate their recruitment and social networking processes ethically. Sourcing, phones screens, blogging, and background checks are four points along the hiring time line necessary to create ethical integration of social networking and recruitment. The first step a recruiter will encounter is sourcing. According to Cindy Nicola, Vice President, Global Talent Acquisition at Electronic Arts, 'Social networking is the bedrock of our candidate relationship management strategy. We leverage social media in creative ways to source talent and build relationships with fans that may one day be candidates,' (Fishman and Morris 2). In Fishman and Morris's Recruiting with Social Networking Sites they quote Stephanie Edwards, an attorney at Jackson Lewis LLP, as saying, 'Make sure social networks are not the only way you are sourcing talent' (p. 2). Not only might using only social networks lead to legal risks but it also may not make good business sense. For example, the amount of individuals that use LinkedIn is comparable to those that do not use it. Using only social networking would mean losing the talent pool without LinkedIn accounts at the very beginning. Sourcing can lead to ethical dilemmas when recruiters get 'too much information.' Adrienne Fox (2009) stated, 'If I connect with someone on Twitter I take the relationship offline' and that is exactly what recruiters should be doing to remain ethical. Adrienne Fox also said, 'Twitter is one cog in the recruitment wheel that must make a pit stop in the real world' (p. 30).

How can recruiters create value ethically using Twitter? One direct sourcing strategy on Twitter involves searching profiles for locations and words. A more specific way to connect with passive candidates is to use Twitter management tools like Twollow.com to find people with very specific skills. Most organizations are at least posting on Twitter if they are not direct sourcing. For example, The Bill and Melinda Gates Foundation has a 'Jobs@Gates' Twitter account where recruiters post all of their positions as the positions become available. 'Jobs@Gates' has thousands of followers who are staying updated with the open positions at The Bill and Melinda Gates Foundation. There is also the possibility for organizations to hire 'a third party, such as @JobAngels' to handle the work of posting and managing followers on Twitter (Fox 2009). How are organizations measuring success with Twitter? Twitanalyzer.com is a tool to help recruiter's measure new followers, retweets, unfollowers, and replies from users. Anand sums it up quite nicely by stating that organizations should 'Measure Twitter in terms of its engagement and influence. Make efforts to build customized measurement parameters to align Twitter closely with business objectives.' Azua states that, 'two-way communication empowers the individual to be heard in a meaningful way.' Thus, connecting with passive candidates can be improved with social networking. Consider what Levitt says concerning sourcing with social networks: 'Institute an Internet hiring policy. Document your searches and ensure any decision to refuse a candidate based on such searches is job-related and outlined in the company's hiring policy.' Twitter is not the 本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。