g. The literature has
provided a reasonably long list of the advantages of Internet recruitment over other
methods that included cost effectiveness, access to more people, ability to target the
people needed, access to applicants with a technical and computing background,
quicker response and turnaround times, ease of use, and economy (Starcke, 1996;
Cappelli, 2001; Galanaki, 2002; Zusman and Landis, 2002). These suggestions have
been supported by the CIPD (2006), in that 71 per cent of their survey respondents
used e-recruitment to reduce recruiting costs, 60 per cent to broaden the selection
pool and 47 per cent to improve the time to hire. Lin and Stasinskaya (2002)
discussed the improved accuracy and verifiability of data through online sources,
and Cober et al. (2004) described the interactivity and usability of corporate web sites
and the ability to present more information with fewer spatial constraints and the
opportunities for employers to draw on their brands more effectively in attracting
candidates.
Starcke (1996) added to this list of benefits with a list of problems, including the
danger of being flooded with résumés, the increased volume of applicants, tracking
difficulties and the fact that not everyone has access to the Internet. This has been
supported by empirical research by the IRS Employment Review (2005), which found
that 74 per cent of organisations received inappropriate responses to advertisements
on the Internet. The evidence indicates that the perceived success of online
recruitment may be mixed, but these assertions have not yet been fully explored
empirically.
The second question that we will address as part of this study is:
Are particular ‘types’ of organisations more successful at using online
recruitment methods than others?
Anecdotal evidence suggests that online recruitment may initially have appealed
particularly to graduates and highly technical organisations, where good levels of
computer literacy were assumed among the target labour market. However, there
has been little investigation about whether online recruitment methods are better
suited for particular types of organisations, for instance, those of a particular size or
in particular industries. Barber et al. (1999) suggested that the recruitment practices
of small and large firms differ significantly. Hausdorf and Duncan (2004), however,
failed to find differences in the use of companies’ corporate web sites for recruitment
in small and large firms. Wiley (1992) found some differences in the effectiveness of
12 recruitment methods across occupational categories, but did not include online
methods in her study. Therefore, there remains a question as to whether the success
of online recruitment is related to the kind of organisation using the method or if it
is purely a result of the nature and implementation of the online method used. This
issue will also be addressed in this study. Finally, in order to extend this exploration
and provide useful insight for practitioners, we will also consider the question:
Are there steps that employers can take to improve their success at using online
recruitment methods?
Emma Parry and Shaun Tyson
HUMAN RESOURCE MANAGEMENT JOURNAL, VOL 18 NO 3, 2008 259
© 2008 The Authors.
Journal compilation © 2008 Blackwell Publishing Ltd.
To summarise, the purpose of this art
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