More articles emerge each week regarding the introduction of web 2.0 and the increase in use of social networking sites, with most professing that they will spell the demise of your organisation.
The introduction of web 2.0; or in less technical terms a shift in the way we use the internet, has pioneered a second generation of web based communities and hosted services. The general idea is that interacting in this way creates value for both parties. But is it always necessary and advisable for employers to follow trends? We decided to take a look at the strengths and weaknesses of the recent phenomenon.
With regards to HR and in particular recruitment, web 2.0 has helped to put relationships at the core of numerous policies. With the increasing amount of time, creativity and innovation needed to find strong candidates in today’s competitive job market, it seems the recruitment role is evolving; separating to a different and specialised function.
Due to the increased costs employers are facing when tackling recruitment, the web is providing opportunities to explore alternative approaches. There are numerous options open to employers looking to source talent, from the increase in importance and use of online job boards, to more innovative techniques such as blogs, video diaries and of course the numerous social networking sites. This evolvement in the recruitment experience has proved beneficial for many employers looking to recruit as employees are demanding a more rounded view of an organisation before deciding to join. As such the many options available for posting jobs or providing business information are giving organisations a competitive edge in the marketplace.
In addition, sources such as social networking sites can increase the reach of a business; enabling them to seek and attract passive candidates. In effect networking sites can be seen as an extension of word of mouth; with the ability to see the contacts people may have in common or if they are members of a group or network. Indeed, Jayne Murray, a consultant at sevenhr supports the fact that they are excellent for networking candidates, although she feels they couldn’t replace job boards such as Monster for strong or relevant candidates.
However a number of problems can be associated with web 2.0 and the technology surrounding it. This relates to attracting potential employees and the effective management of the internet within the organisation.
There are ethical issues which need addressing when searching for information on people. With so many people at recruiters’ fingertips, will it encourage convenience rather than sourcing the people most suitable to the role? And does this then mean recruiters are no longer performing their job properly?
And what about discrimination? It is well documented that most people make up their mind about somebody within the first minute of meeting them. Surely by researching candidates, judgments are made even before their first interview. There is a danger that discrimination cases could be argued, with judgements based upon potential candidate’s online appearance and presentation skills, as opposed to their ability to perform in a role.
In addition there are issues based around managing employee use internally. It could be argued that monitoring internet usage is an invasion of privacy. A policy needs to be written into the employee handbook to provide guidelines and boundaries of use. Also, ensure all future cases are treated the same in order to avoid accusations of discrimination.
There are a number of issues evident within the web 2.0 arena; both positive and negative. It is inevitable that this will affect all businesses at some level, from adverts through to social network sites. The priority for HR should be to embrace the change but ensure that there are the policies in place to remove liability from the organisation for any problems this may cause. It is worth remembering that as technological developments occur; it is important for business to remain competitive by keeping up to date, but not necessarily “on trend”.
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