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The use of online recruitment methods is now widespread among UK organisations, but has not dominated the recruitment market in the way that was predicted by the popular media. This may be because organizations experience mixed success infusing online methods of recruitment. This article reports on the use of a large-scale, longitudinal survey of recruitment activity to investigate the usage and perceived success of both corporate and commercial web sites by employers. In addition, 20interviews with users and providers of online recruitment were conducted in order to provide a deeper exploration of the factors that may affect the success of these methods. The results provide valuable insights into the use and success of online recruitment in the UK and have strong implications for practitioners. Contact: Dr Emma Parry, Canfield School of Management, Cranfield, Bedfordshire MK43 0AL.

INTRODUCTION
The Internet first emerged as a recruiting tool in the mid-1990s and was hailed in the popular management press as the driver behind a ‘recruiting revolution’ because of the benefits it could bring to recruiters (Boydell, 2002). Indeed, some authors suggested that the Internet had ‘revolutionized the way that people look for work’ (Burchfield, 2002) and brought ‘radical change to corporate recruiting’ (Capelin, 2001). There has been little empirical research to investigate whether these predictions have been realized, despite extensive use of the methods. We will examine the use of online recruitment and perceptions of its success in comparison with other methods in the UK by the year 2006 throughout longitudinal data set and interviews. We will then analyze our data to discover whether the successful use of online recruitment is limited to particular types of organizations or whether its success is determined by how employers use online recruitment systems.

THE INTERNET AS A RECRUITMENT METHOD
Recruitment ‘includes those practices and activities carried out by the organisationwith the primary purpose of identifying and attracting potential employees’(Brought and Starke, 2000: 405) and has long been regarded as an important part form as it ‘performs the essential function of drawing an important resource –human capital – into the organization’ (Barber, 1998: 841). The strategic significance of recruitment is often reported in the literature (Box all and Purcell, 2003), the emphasis being on the need to attract and retain high-quality people in order to gain a competitive advantage, as is consistent with the resource-based view (Barney, 1991; Wright and McMahon, 1992; Barney and Wright, 1998).Labor market shortages and recruitment difficulties have led to a more competitive recruitment market in the last decade. Livens et al. (2002) asserted that the ‘war for talent’ meant that the emphasis in organizations moved from the selection to the attraction of employees. Indeed, the Chartered Institute of Personnel and Development (CIPD) (2007) reported that 84 per cent of organisationsexperienced recruitment difficulties, indicating the continuing tight labor market conditions and the need to choose appropriate ways to access labor markets. The already extensive range of recruitment techniques available to organizations has-been augmented further with the development of technologies such as Internet recruitment.

REFERENCES
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