Management Assignment Analysing Crucial Aspects Of Organisational Building

Question

Task: Management Assignment Task:
A) Virtual recruitment interviews will never replace face to face interviews completely, when organisations are seeking to select the most appropriate candidate for a position. Critically discuss.
B) Should organisations use social media screening to ‘inform’ their selection decisions when recruiting staff Critically discuss.

Answer

1. Introduction to Management Assignment
The capabilities which are required for organisational building are related to the HR practices in the organisations which are operating both in the domestic market and the international arena. There are two crucial aspects related to organisational building, which are the recruitment of talented employees and providing them insights regarding their role in the organisation, which are carried out by HR. In this report, both aspects are discussed, which is followed by opposing views.

2. Virtual Recruitment Interviews Will Never Replace Face to Face Interviews Completely when Organisations are Seeking to Select the Most Appropriate Candidate for a Position
The virtual interview has become the newest addition with respect to the recruitment of employees in various organisations after COVID-19 took place and social distancing became a norm. The adoption of virtual processes has become popular during the time of the pandemic as the recruiters are able to hire talented employees without facing any issues related to COVID-19 (Asaad et al., 2021). With respect to the current times, it can be observed that virtual interviews have made it easy for the recruiters to hire employees from all over the world and has further made it a matter of convenience as the world is struggling with the issues of the pandemic. In addition, there are various benefits of virtual interviews as the hiring process can get over within a limited time, which is not possible in face-to-face interviews. Moreover, virtual interviews can get rescheduled, and this particular aspect does not waste the time of the recruiter and the individual that is opting for a job (Joshi et al., 2020). There are challenges which are related to face-to-face interviews, which are that there might be interruptions while an interview is conducted due to issues in the workplace. There is also flexibility in scheduling interviews digitally as the individuals that are looking for jobs are able to conduct their interviews without wasting any time, and therefore, it provides convenience to the recruiters as well. Work from home has also become new normal after the pandemic, and therefore, virtual interviews have gained massive support from various organisations (Kamboj et al., 2021). Moreover, due to the pandemic, there are many candidates that have the capability to work for a renowned firm; however, due to travel restrictions and other problematic circumstances, they are unable to reach the offices for personal interviews. Virtual interviews have made it possible for the talented to get jobs just by sitting at home. Logistical complications also get reduced due to virtual interviews, which is beneficial for the organisations that are hiring candidates.

However, there are issues that are related to virtual interviews and due to which face-face interviews are still considered to be more appropriate while hiring new candidates in any organisation. With respect to management positions in organisations or firms, it is required for the HR of the companies to know the individual inperson (Ismail, Salleh and Wei, 2021). In addition, through the help of face-to-face interviews, the HR of the organisations are able to understand the personality of the candidates, which is not possible in virtual interviews. In addition, when recruiters hire any individual, they expect the candidates to be more engaged within the firm, and therefore it is necessary for the recruiters to understand their personality and perspectives in person before hiring them (Basch et al., 2021). In addition, in a company, there are various roles that are needed to be played by the employees, which include social skills, senior leadership positions and due to this particular reason, face-to-face interviews are required so that the recruiters are able to measure the talent of the employees for the benefit and success of the organisations. Moreover, through the help of face-to-face interviews, the recruiters are able to understand the interpersonal skills of the candidates as well as their body language, which is required for organisations that are in need of global exposure (Chapman and Gödöllei, 2017). Resource and talent management (RTM) strategies are also well applied during personal interview rounds. In addition, there are other benefits of face-to-face interviews which are that the recruiters are able to take time while interviewing the candidates and further ask various questions which are related to the work type in the organisations.

With the critical analysis of both types of interview sessions, which are face-to-face interviews and virtual interviews, face-to-face interviews seemed more convenient as compared to the other option. In-person interviews are better in every sense as there are various obstacles that are related to digital interviews (Torres and Gregory, 2018). These obstacles include glitches in digital websites and cybersecurity issues. In addition, there are other problems related to virtual interviews, which are internet connectivity and videoconferencing tools are utilised for collaborative aspects and not interviews which include Microsoft Teams and Zoom. In addition, virtual interviews should be limited to only exceptional cases as many times, the low-income candidates do not get a chance to take part in a virtual interview due to limitations of resources like a computer system and internet connectivity (Dadas, 2018). Face-to-face interviews do not possess such issues as the candidates are chosen entirely based on their knowledge, talent, personality and interpersonal skills. Due to the pandemic, the empathy of the recruiters has developed in recent times. However, it does not solve the problems of virtual interviews as the organisations will start operating like before, and for the growth and success of the companies’ face-to-face interviews are required. Moreover, the HR of the firms relies on the talent of the employees and therefore, they look for candidates that are able to hold better positions in the company with their leadership skills. Moreover, there are recruiters as well as candidates that are not well accustomed to the technology of video interviews as they are more dependent on face-to-face interviews due to their effectiveness and success, and therefore there is still the time when virtual interviews will completely take over in-person interviews (Schober, 2018). In addition, managerial skills and their identification is best made when a candidate takes roles and responsibilities physically within a firm. Experience is also required for higher positions in the organisations, and therefore the way a candidate conducts the interview is crucial for the HR managers of the firms to identify, which is only possible through face-to-face interviews. Therefore, it can be assumed that it is not possible for a virtual interview to take over face-to-face interviews.

3. Organisations Should Use Social Media Screening to ‘Inform’ their Selection Decisions When Recruiting Staff
Organisations should use “social media” to inform about their decisions regarding recruitment. The use of “social media platforms” for informing about the recruitment process is essential, as it has several benefits (Arigoet al.,2018). The use of “social media is able to reduce the time of the recruitment process in companies. The traditional process of recruitment requires a massive time for the management of organisations. “Social media platforms” are enabling the HR managers to recruit appropriate candidates in a reduced time. The platforms of “social media” are increasing the visibility of job. The number of users in “social media platforms” are increasing, which is providing an opportunity to organisations about informing a large population about the decision of recruitment. Twitter is one of the platforms that provides host job search chat options to candidates. LinkedIn is another “social media application” of “social media” that is determined as a job-hunting platform (Stokeset al.,2019). Moreover, organisations are able to hire a higher-quality candidate for the new vacancies by the use of “social media platforms”. The users of these platforms are able to identify job opportunities through “social media”. The cost regarding the process of the traditional process of announcing recruitment requires a massive expenditure. Firms are able to reduce the cost of their advertisements about recruitment by using “social media” (Gelinaset al.,2017). These are enabling businesses to increase their profits by minimising advertisement costs concerning recruitment decisions. Brand awareness is another aspect that is effective for companies in their recruitment decision. The HR managers of organisations are able to increase brand awareness among employees by providing information about their recruitment decisions on “social media platforms” (Benderet al.,2017). Increased brand awareness is essential to recruit skilled and appropriate candidates. The trust of individuals is increasing towards companies due to the improved brand awareness through “social media”. Furthermore, the screening of employees is also possible for the HR managers of different firms with the information of recruitment in “social media platforms”.

Firms are facing several issues also while informing individuals about recruitment through the use of different “social media platforms”. Issues regarding the brand awareness of companies are being affected due to the use of these platforms to provide information on recruitment. There are fake advertisements on several platforms, which are drastically affecting the trust of individuals towards companies (Koch, Gerber and De Klerk, 2018). In addition, the fake information about recruitment in companies is affecting the perception of individuals, along with the reputation of organisations. Firms are able to inform a large population about recruitment by using these platforms, which is increasing the number of applications for a particular vacancy. It requires the HR managers of companies to adopt new resourcing and talent management (RTM) strategies to recruit appropriate individuals as per the requirement (Duffy and Schwartz, 2018). The HR manager has another issue regarding the identification of appropriate skills among the individuals while recruiting them. It is increasing the requirement of making changes in the strategies of RTM. In addition, the adoption of new RTM strategies is increasing challenges for the HR managers of companies. Al the information provided by individuals is not proper for their recruitment. It is developing challenges for the HR managers of organisations regarding the online information of recruitment (Ewing, Men and O’Neil, 2019). The lack of appropriate information is developing issues of the primary stakeholders of companies regarding resourcing and talent management. Inaccurate information provided by individuals through “social media platforms” are drastically affecting the operations of companies related to the process of recruitment. Inadequate data of individuals are increasing the time of identifying appropriate candidates for the new vacancies of organisations. Providing information about recruitment in different companies with the use of “social media platforms” is essential to identify appropriate candidates. Companies are able to inform a large number of the population about the recruitment. It is also allowing the candidates to gain additional information about organisations that are recruiting (Ewing, Men and O’Neil, 2019). The online option of chatting with the employer is improving brand awareness among the candidates. It is also essential for companies to increase their trust among individuals. Furthermore, the conversations between employers and candidates are enabling the HR managers of companies to gather more information about candidates. The process is reducing the time of recruitment in firms. Organisations that are providing information about their recruitment in “social media platforms” are able to reduce the expenditure regarding the advertisements of recruitment (Cheng and Shiu, 2019). It is increasing the profitability of firms. The brand image of companies is increasing due to providing advertisements on “social media”. These advertisements are enabling organisations to inform about recruitment to a large number of populations. It is increasing brand awareness and brand image of companies among the population of different locations. In addition, the communication between individuals and employers is helping HR managers in understanding the required changes in their resourcing and talent management strategies. It enables them in guiding new employees appropriately to carry out their tasks. Firms are able to develop a relationship with new candidates before recruiting them. The information of recruitment allows stakeholders to understand the required resources for firms. In addition, the time of recruitment by firms is being reduced with the advertisements provided in “social media platforms” (Nusbaumet al.,2017). Additionally, these platforms are allowing firms to recruit appropriate candidates by increasing job visibility. The chances of recruiting high productive employees are increasing by the use of “social media platforms” for the information of recruitment.

4. Conclusion
The information about recruiting new employees through “social media platforms” are enabling companies to reduce their costs. These are also allowing firms in recruiting employees that are highly productive in nature. The online methods of recruiting employees are increasing the performance of organisations. It has further been understood that face-to-face interviews are better than virtual interviews from this report.

Reference List
Arigo, D., Pagoto, S., Carter-Harris, L., Lillie, S.E. and Nebeker, C., (2018). Using social media for health research: Methodological and ethical considerations for recruitment and intervention delivery. Digital health, 4, p.2055207618771757.https://journals.sagepub.com/doi/abs/10.1177/2055207618771757
Asaad, M., Rajesh, A., Kambhampati, P.V., Rohrich, R.J. and Maricevich, R., (2021). Virtual interviews during COVID-19: The new norm for residency applicants.https://journals.lww.com/annalsplasticsurgery/Fulltext/2021/04000/Virtual_Interviews_During_COVID_19__The_New_Norm.1.aspx

Basch, J.M., Melchers, K.G., Kurz, A., Krieger, M. and Miller, L., (2021). It takes more than a good camera: Which factors contribute to differences between face-to-face interviews and videoconference interviews regarding performance ratings and interviewee perceptions. Journal of business and psychology, 36(5), pp.921-940.https://link.springer.com/article/10.1007/s10869-020-09714-3

Bender, J.L., Cyr, A.B., Arbuckle, L. and Ferris, L.E., (2017). Ethics and privacy implications of using the internet and social media to recruit participants for health research: a privacy-by-design framework for online recruitment. Management assignmentJournal of Medical Internet Research, 19(4), p.e7029.https://www.jmir.org/2017/4/e104 Chapman, D.S. and Gödöllei, A.F., (2017). to Attract Job Applicants. The Wiley Blackwell Handbook of the Psychology of the Internet at Work, 7696, p.213.https://books.google.com/books hl=en&lr=&id=wkkzDwAAQBAJ&oi=fnd&pg=PA213&dq=benefits+of+face-to-face+interviews+potential+job+candidates&ots=nwS65RoxKp&sig=XOKoOkdq9f2718Ua8ESMFFHglEs

Cheng, C.C. and Shiu, E.C., (2019). How to enhance SMEs customer involvement using social media: The role of Social CRM. International Small Business Journal, 37(1), pp.22-42.https://journals.sagepub.com/doi/abs/10.1177/0266242618774831

Dadas, C., (2018). Interview Practices as Accessibility: The Academic Job Market. In Composition Forum (Vol. 39). Association of Teachers of Advanced Composition.https://eric.ed.gov/id=EJ1188989 Duffy, B.E. and Schwartz, B., (2018). Digital “women’s work”: Job recruitment ads and the feminisation of social media employment. New media & society, 20(8), pp.2972-2989.https://journals.sagepub.com/doi/abs/10.1177/1461444817738237 Ewing, M., Men, LR and O’Neil, J., (2019). Using social media to engage employees: Insights from internal communication managers. International Journal of Strategic Communication, 13(2), pp.110-132.https://www.tandfonline.com/doi/abs/10.1080/1553118X.2019.1575830

Gelinas, L., Pierce, R., Winkler, S., Cohen, I.G., Lynch, H.F. and Bierer, B.E., (2017). Using social media as a research recruitment tool: ethical issues and recommendations. The American Journal of Bioethics, 17(3), pp.3-14.https://www.tandfonline.com/doi/abs/10.1080/15265161.2016.1276644

Ismail, F., Salleh, S.H. and Wei, C.S., (2021). VIRTUAL RECRUITMENT CHALLENGES ACCORDING TO EMPLOYER PERSPECTIVE. Jurnal Penyelidikan Sains Sosial (JOSSR), 4(11), pp.31-39.http://www.jossr.com/PDF/JOSSR-2021-11-06-05.pdf Joshi, A., Bloom, D.A., Spencer, A., Gaetke-Udager, K. and Cohan, R.H., (2020). Video interviewing: a review and recommendations for implementation in the era of COVID-19 and beyond. Academic radiology, 27(9), pp.1316-1322.https://www.sciencedirect.com/science/article/pii/S1076633220302993

Kamboj, A.K., Chandrasekhara, V., Simonetto, D.A. and Raffals, L.E., (2021). How we did it: virtual interviews with an eye toward the future. Official journal of the American College of Gastroenterology| ACG, 116(10), pp.1972-1975.https://journals.lww.com/ajg/Fulltext/2021/10000/How_We_Did_It__Virtual_Interviews_With_an_Eye.3.aspx Koch, T., Gerber, C. and De Klerk, J.J., (2018). The impact of social media on recruitment: Are you LinkedIn. SA Journal of Human Resource Management, 16(1), pp.1-14.https://journals.co.za/doi/abs/10.4102/sajhrm.v16i0.861 Nusbaum, L., Douglas, B., Damus, K., Paasche-Orlow, M. and Estrella-Luna, N., (2017). Communicating risks and benefits in informed consent for research: a qualitative study. Global Qualitative Nursing Research, 4, p.2333393617732017.https://journals.sagepub.com/doi/abs/10.1177/2333393617732017

Schober, M.F., (2018). The future of face-to-face interviewing. Quality assurance in Education.https://www.emerald.com/insight/content/doi/10.1108/QAE-06-2017-0033/full/html Stokes, Y., Vandyk, A., Squires, J., Jacob, J.D. and Gifford, W., (2019). Using Facebook and LinkedIn to recruit nurses for an online survey. Western journal of nursing research, 41(1), pp.96-110.https://journals.sagepub.com/doi/abs/10.1177/0193945917740706

Torres, E.N. and Gregory, A., (2018). Hiring manager’s evaluations of asynchronous video interviews: The role of candidate competencies, aesthetics, and resume placement. International Journal of Hospitality Management, 75, pp.86-93.https://www.sciencedirect.com/science/article/pii/S0278431917307521