Статті в журналах: "EFFECTIVE RECRUITMENT"

1

Hossler, Don. "Effective Admissions Recruitment." New Directions for Higher Education 1999, no. 108 (1999): 15–30. http://dx.doi.org/10.1002/he.10802.

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2

Vivek, Ramakrishnan. "Is Blind Recruitment an Effective Recruitment Method?" International Journal of Applied Research in Business and Management 3, no. 3 (December 2022): 56–72. http://dx.doi.org/10.51137/ijarbm.2022.3.3.4.

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Анотація:

Recruitment is a major activity of human resources management that decides the performance of the organization. One of the major drawbacks is that the selection of the candidate can be dependent on the demographics, appearance, and cultural differences of candidates. According to the literature review analysis, blind recruitment is linked to only a few studies, and a gap has been identified in knowledge areas. Thus, through this study, the researcher has reviewed the concept of blind recruitment. Then, the objectives of the study were to identify new themes in blind recruitment and to explore the blind recruitment concepts and to provide a critical review of blind recruitment. The author adopts the desk research approach by conducting an extensive literature review. The author, using systematic review, conducts the conduct of two or more research sources, each conducted rigorously and complete in itself, into one project. In the current study, desk research has been used, and the researcher has collected data from past research articles relevant to the topic. According to the results of the study, blind recruitment is a proper solution to minimize bias in the recruitment and selection process. Blind recruitment enables companies to guarantee they are selecting the best candidates for available vacant positions because they remove characteristics that may lead to bias. Furthermore, hidden demographic data, skill-based selection, avoidance of social media pre-screening, and anonymization of initial interviews are some of the key initial themes of blind recruitment identified, as well as criticism in the practical context of blind recruitment.

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3

Hancock, Cath. "Effective Recruitment and Selection." Legal Information Management 2, no. 2 (2002): 23–25. http://dx.doi.org/10.1017/s1472669600000086.

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Анотація:

Cath Hancock, Staff Development Officer at Cardiff University, and Alison Clayton of Cameron McKenna have supplied us with two articles addressing aspects of the recruitment and selectiom process. This article from Cath Hancock concentrates on the pre-intervies process but also looks briefly at post-interview issues.

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4

Clayton, Alison, and Cameron McKenna. "Effective Recruitment and Selection." Legal Information Management 2, no. 2 (2002): 26–29. http://dx.doi.org/10.1017/s1472669600000098.

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Alison Clayton and Cath Hancock have supplied us with two articles addressing aspects of the recruitment and selection process. This article from Alison Clayton, Training and Development Officer at Cameron McKenna, deals with the skills you need to be an effective interviewer.

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5

Redman, Tom, and Brian P. Mathews. "Advertising for Effective Managerial Recruitment." Journal of General Management 18, no. 2 (December 1992): 29–44. http://dx.doi.org/10.1177/030630709201800203.

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6

Hope, Joan. "Collaboration, effective tools boost recruitment success." Recruiting & Retaining Adult Learners 19, no. 3 (November 17, 2016): 12. http://dx.doi.org/10.1002/nsr.30209.

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7

Hope, Joan. "Collaboration, effective tools boost recruitment success." Student Affairs Today 20, no. 2 (April 20, 2017): 12. http://dx.doi.org/10.1002/say.30339.

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8

Fleischmann, Scott T. "A systematic approach to effective recruitment." Employment Relations Today 20, no. 1 (March 1993): 69–77. http://dx.doi.org/10.1002/ert.3910200110.

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9

Kuzmina, E. Yu, and I. V. Soklakova. "OUTSOURCING AS AN EFFECTIVE FORM OF RECRUITMENT." Scientific Journal ECONOMIC SYSTEMS 13, no. 2 (2020): 111–18. http://dx.doi.org/10.29030/2309-2076-2020-13-2-111-118.

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This article discusses the possibilities of using modern organization outsourcing in the field of HR. The article analyzes the company’s ability to attract temporary specialists. The example of a production company shows the influence of various factors on the recruitment of personnel, such as seasonal demand, the actions of competitors, the needs of the company itself in specialists of different profiles. The advantages and disadvantages of using outsourcing are highlighted. The effectiveness of outsourcing practices in hiring staff is proved. It is emphasized that such important goals of outsourcing are achieved as improving the quality of goods and services, increasing the financial stability of the enterprise while maintaining its core activities. Self-employment creates additional risks associated with non-compliance with professional qualifications, lack of necessary experience, and unfair performance of official duties. The comparison of budgets for self-employment and outsourcing, which take into account the additional costs of finding and hiring temporary employees, as well as their training, concludes that it is profitable to attract temporary employees, if it is possible to conclude an outsourcing contract. But in terms of reducing costs and oversupply of the labor market, it is possible to hire on their own, since this does not require additional training of temporary staff, the salary Fund and payments to the budget will decrease, and the lack of requirements for high qualification of the necessary workers will significantly simplify their search and hiring.

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10

Lee, Christopher. "Screening for Lung Cancer: Effective Recruitment Methods." American Journal of Roentgenology 210, no. 3 (March 2018): 514–17. http://dx.doi.org/10.2214/ajr.17.18755.

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11

&NA;. "Effective new method for screening programme recruitment." Inpharma Weekly &NA;, no. 846 (July 1992): 19–20. http://dx.doi.org/10.2165/00128413-199208460-00036.

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12

Opp, Ronald D., and Albert B. Smith. "EFFECTIVE STRATEGIES FOR ENHANCING MINORITY FACULTY RECRUITMENT." Community College Journal of Research and Practice 18, no. 2 (March 1994): 147–63. http://dx.doi.org/10.1080/1066892940180204.

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13

Goodwin, J. K., and J. H. Hall. "Effective recruitment strategies of american Indian students." Journal of the American Dietetic Association 101, no. 9 (September 2001): A—14. http://dx.doi.org/10.1016/s0002-8223(01)80019-5.

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14

McGrath, Debbie. "Effective recruitment strategies for the biotechnology industry." Nature Biotechnology 20, no. 3 (March 2002): 317. http://dx.doi.org/10.1038/nbt0302-317.

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15

Kay, Lauren A., Simon J. Rhodes, Lindsay N. Heinzman, and N. Douglas Lees. "Effective Marketing Strategies for Undergraduate Student Recruitment." Department Chair 29, no. 1 (June 2018): 22–24. http://dx.doi.org/10.1002/dch.30207.

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16

Perrin, Hannah. "Effective recruitment advertising: using an evidence‐based approach." In Practice 44, no. 2 (March 2022): 109–12. http://dx.doi.org/10.1002/inpr.178.

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17

Kumari, Puja, Mili Dutta, and Manju Bhagat. "Employer Branding and its Role in Effective Recruitment." AIMS International Journal of Management 14, no. 2 (July 15, 2020): 89. http://dx.doi.org/10.26573/2020.14.2.2.

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18

Yancey, Antronette K., Alexander N. Ortega, and Shiriki K. Kumanyika. "EFFECTIVE RECRUITMENT AND RETENTION OF MINORITY RESEARCH PARTICIPANTS." Annual Review of Public Health 27, no. 1 (April 2006): 1–28. http://dx.doi.org/10.1146/annurev.publhealth.27.021405.102113.

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19

Edwards, M. L., and C. M. Bednar. "EFFECTIVE RECRUITMENT AND RETENTION OF SCHOOL FOODSERVICE PERSONNEL." Journal of the American Dietetic Association 103 (September 2003): 199–200. http://dx.doi.org/10.1016/s0002-8223(08)70319-5.

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20

Shih, Hsu-Shih, Liang-Chih Huang, and Huan-Jyh Shyur. "Recruitment and selection processes through an effective GDSS." Computers & Mathematics with Applications 50, no. 10-12 (November 2005): 1543–58. http://dx.doi.org/10.1016/j.camwa.2005.08.026.

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21

Vincent, Vinod. "360° recruitment: a holistic recruitment process." Strategic HR Review 18, no. 3 (June 10, 2019): 128–32. http://dx.doi.org/10.1108/shr-02-2019-0006.

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Анотація:

Purpose This paper aims to introduce the concept of 360° recruitment, which is a systematic, practical and holistic recruitment process that provides a reliable employee-selection structure for an organization of any size. Design/methodology/approach The recruitment process, which begins with establishing the correct selection criteria, provides a 360° view of a candidate by combining assessments, job interviews, reference checks and job previews. Findings Hiring the right employees is critical for the growth and success of an organization. However, many companies do not have an effective and reliable recruitment process that enables them to hire top-notch talent who are highly compatible with the firm. The 360° recruiting process is a practical technique that enables organizations to evaluate job applicants from multiple angles while reducing the uncertainty and the biases that are inherent in a typical recruiting process. Originality/value The 360° recruitment process is comprehensive yet practical and can be used by an organization of any size. The technique, if properly administered, will optimize recruiting and ensure that qualified and compatible employees are hired into the organization.

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22

Stern, Michael J., Ipek Bilgen, Colleen McClain, and Brian Hunscher. "Effective Sampling From Social Media Sites and Search Engines for Web Surveys." Social Science Computer Review 35, no. 6 (December 27, 2016): 713–32. http://dx.doi.org/10.1177/0894439316683344.

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Анотація:

With proliferation of web surveys, the relative affordability of recruitment, and increasing nonresponse in other survey modes, nonprobability methods are increasingly being considered by researchers and government offices alike. However, research needs to more fully understand how the demographic characteristics of respondents may depend heavily on the source of sample, mode of recruitment, and context of the survey experience. As a first step in exploring the potential implications of recruitment source on response quality, we use data from a web survey fielded in 2013 to compare data quality indicators in survey data from the two recruitment platforms (Google and Facebook advertisements). In so doing, taking into account demographic differences that may arise from various steps in the recruitment process, we explore the effect of demographics, device and technology usage, incentives, and recruitment platform on data quality and response strategy. Our results show differences between platforms in comparability to national benchmarks, breakoffs, completion time, nonsubstantive answers, and numeric response strategies. Importantly, some variation in substantive responses was explained by demographic differences related to mobile device usage, which varied by recruitment platform. With the use of nonprobability samples on the rise, future work should build from these results to more directly assess the role of recruitment source in data quality.

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23

Zhukovska, V. M., I. P. Mykolaichuk, A. M. Marnyalo, and M. S. Shoma. "Recruitment as a Technology of Effective Attraction and Onboarding of Staff." Business Inform 12, no. 527 (2021): 257–62. http://dx.doi.org/10.32983/2222-4459-2021-12-257-262.

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The article analyzes the essence and trends in the development of recruitment technology as a technology for attraction and onboarding of staff. The authors’ interpretation of the content of recruitment as a process of attracting, picking up, and selecting staff along with the use of technologies of its involvement in the organization, thanks to the facilitation of a number of positive factors of the working environment and socio-psychological climate, is presented. The article is aimed at theoretical generalizing the methodological approaches to the application of analytical instruments for an effective recruitment and developing proposals for its use in the course of involvement and onboarding of staff at the enterprise. The relationship between recruiting and staff attracting processes is studied. The main differences between the concepts of «picking up», «selecting» and «attracting» staff are characterized. The characterizations of the main trends in the development of modern recruitment technology are provided. Novelties in the strategy of selection, valuation and onboarding of applicants by means of video-chats, HR-bots etc. are analyzed. Prospects for the use of digital recruiting in the practice of staff management are substantiated. It is determined that the prognosis analytic instruments as part of recruitment of international companies are furthermore systematically used in the adaptation training of both soft and hard skills applicants in the context of achieving the company’s business goals. Indicators and criteria for valuating the efficiency and effectiveness of staff recruitment are proposed. The need for further research of recruitment technology based on the experience of foreign countries is substantiated

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24

Barton, Mary Kay. "Smoking cessation telephone quitlines effective regardless of recruitment method." CA: A Cancer Journal for Clinicians 61, no. 6 (September 6, 2011): 361–62. http://dx.doi.org/10.3322/caac.20130.

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25

Green, Cara, and Virginia Vandall-Walker. "So you think you’ve designed an effective recruitment protocol?" Nurse Researcher 24, no. 4 (March 22, 2017): 32–34. http://dx.doi.org/10.7748/nr.2017.e1502.

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26

McCann, Jennifer, Nicola D. Ridgers, Alison Carver, Lukar E. Thornton, and Megan Teychenne. "Effective recruitment and retention strategies in community health programs." Health Promotion Journal of Australia 24, no. 2 (August 2013): 104–10. http://dx.doi.org/10.1071/he13042.

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27

Ponte, Patricia Reid, Carolyn Hayes, Amanda Coakley, Escel Stanghellini, Anne Gross, Sharon Perryman, Diane Hanley, Nancy Hickey, and Jacqueline Somerville. "Partnering With Schools of Nursing: An Effective Recruitment Strategy." Oncology Nursing Forum 32, no. 5 (January 1, 2005): 901–3. http://dx.doi.org/10.1188/05.onf.901-903.

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28

McCoy, James S., and Dr David A. Allen. "A Guide to Effective Use of Alumni Student Recruitment." Journal of Marketing for Higher Education 3, no. 2 (October 11, 1991): 105–12. http://dx.doi.org/10.1300/j050v03n02_06.

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29

Herbell, Kayla, and Jaclene A. Zauszniewski. "Facebook or Twitter?: Effective recruitment strategies for family caregivers." Applied Nursing Research 41 (June 2018): 1–4. http://dx.doi.org/10.1016/j.apnr.2018.02.004.

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30

Horowitz, Carol R., Barbara L. Brenner, Susanne Lachapelle, Duna A. Amara, and Guedy Arniella. "Effective Recruitment of Minority Populations Through Community-Led Strategies." American Journal of Preventive Medicine 37, no. 6 (December 2009): S195—S200. http://dx.doi.org/10.1016/j.amepre.2009.08.006.

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31

Opp, Ronald D., and Albert B. Smith. "Effective strategies for enhancing minority faculty recruitment and retention." New Directions for Community Colleges 1994, no. 87 (1994): 43–55. http://dx.doi.org/10.1002/cc.36819948707.

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32

Karunakaran, N., and K. R. Ajith Kumar. "Seriousness and responsiveness of the myth of campus selection by management institutes and corporate." Journal of Management Research and Analysis 8, no. 4 (December 15, 2021): 208–11. http://dx.doi.org/10.18231/j.jmra.2021.040.

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Анотація:

Recruitment is the process of identifying and attempting to attract candidates who are capable of filling vacancies existing and likely to arise appropriately. Selection is generally made from available qualified applicants who have potential to meet the organization’s needs. As such, effective sourcing and selection decides efficient recruitments.

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33

Lewis, Anthony, Lyn Daunton, Brychan Thomas, and Gwenllian Sanders. "A Critical Exploration into whether E-Recruitment is an Effective E-Entrepreneurship Method in Attracting Appropriate Employees for Enterprises." International Journal of E-Entrepreneurship and Innovation 1, no. 2 (April 2010): 30–44. http://dx.doi.org/10.4018/jeei.2010040103.

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This study critically explores e-recruitment and whether it is an effective e-entrepreneurship method in attracting appropriate employees for enterprises. The research was conducted by using both primary and secondary data. The secondary data primarily concentrated on the direct impact to enterprises and how changes in recruitment strategies could affect individuals. The primary research attempted to look at e-recruitment from the perspective of a recruitment agency and potential users of recruitment agencies. Using face-to-face interviews, online focus groups, and questionnaires, the authors investigate and show the various reasons behind individuals’ decisions to use recruitment agencies. By examining the methods employed by the Prime Recruitment agency to meet their clients’ needs (both underlying employer and potential candidates) as well as sustaining a competitive advantage in a declining recruitment market, the authors attempt to resolve outstanding grey areas.

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34

Alsaghir, Loubna, Nathalie Abdallah, and Stéphane B. Bazan. "Optimizing Recruitment Online." International Journal of E-Business Research 16, no. 4 (October 2020): 18–33. http://dx.doi.org/10.4018/ijebr.2020100102.

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This research aims at addressing the apparent lack of consensus in the literature on the efficiency-effectiveness promise of e-recruitment by adding the dimension of the used e-channel. In other words, this paper explores to what extent the e-channel used by a company could alter the efficiency and effectiveness of the recruitment process and, hence, generate a sub-optimal result. This research highlights the critical importance of the used e-channels for an efficient and effective e-recruitment process. Moreover, it enriches the literature by showing how companies may use a combination of several e-channels in the aim of taking advantage of the complementary that exists between them, hence optimizing the use of e-channels.

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35

Wiley, Carolyn. "Recruitment Research Revisited: Effective Recruiting Methods According To Employment Outcomes." Journal of Applied Business Research (JABR) 8, no. 2 (October 18, 2011): 74. http://dx.doi.org/10.19030/jabr.v8i2.6167.

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This study examines twelve recruiting methods to determine their relative popularity (frequency of use) and effectiveness (subsequent job performance. Data on 199 employee representing five occupational categories and from eight businesses in different industries are used to explain the relationship between recruitment methods and performance. The results reveal that employee referrals, newspaper/special advertisements, former employees or rehires, private employment agencies/search firms, and walk-ins are both popular and effective recruitment methods.

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36

Zaman, Md Shiplu. "Merit-based recruitment: the key to effective public administration in Bangladesh." Journal of Public Administration and Governance 5, no. 3 (September 12, 2015): 96. http://dx.doi.org/10.5296/jpag.v5i3.8216.

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Bangladesh Civil Service (BCS) is like the nucleus of country’s overall development. Brilliant graduates wish to join BCS and contribute to the prosperity of the nation. However, it is not that easy to join BCS for all meritorious graduates. Due to quota or preserved post in greater part of BCS, they are denied from the service of the nation. However, Bangladesh needs an effective public administration to turn up her long-term vision to be a middle-income country by 2021. Nonetheless, for an effective and dynamic public administration, recruitment of talented, hard working and committed personnel are essential. In this perspective, the study intends to evaluate the present recruitment system of BCS, analyzes its problems, and tries to find out the possible solution. In addition, it tries to know the idea and observation of present and future civil servants regarding present recruitment system and overall BCS. It collects primary data from the respondents before analyzing and providing some policy recommendations. It also compares and contrasts, why BCS needs merit not quota. Finally, the study proposes a model for Merit-based Recruitment in BCS with some assumptions.

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37

Greiner, K. Allen, Daniela B. Friedman, Swann Arp Adams, Clement K. Gwede, Paula Cupertino, Kimberly K. Engelman, Cathy D. Meade, and James R. Hébert. "Effective Recruitment Strategies and Community-Based Participatory Research: Community Networks Program Centers' Recruitment in Cancer Prevention Studies." Cancer Epidemiology Biomarkers & Prevention 23, no. 3 (March 2014): 416–23. http://dx.doi.org/10.1158/1055-9965.epi-13-0760.

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38

Sharma, V., and M. Shakeel. "An Empirical Analysis to Identify Effective Recruitment Source Mix Using Conjoint Analysis." Asian Journal of Managerial Science 1, no. 2 (November 5, 2012): 50–60. http://dx.doi.org/10.51983/ajms-2012.1.2.1103.

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The study investigates the preference behavior of the HR Specialists to identify an effective ‘Source Mix’ for recruitment. The research was carried out for different Indian Industry sectors using Conjoint Analysis employing orthogonal design questionnaire. 1091 completed questionnaires were used for the analysis. One of the major findings depicts Print Media as the most preferred source, even in this era of information technology; while Employee Referrals as the least preferred source of recruitment across all Industry-sectors. Interestingly within his factor, Academic journals are most preferred source of recruitment whereas newspapers as the least preferred. Based on the individual preferences different ideal source mix were identified for the industries studied. The findings have implications for both recruiting practices and human resource research.

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39

Hasanin, Ahmed, Mohamed Abdulatif, and Maha Mostafa. "Alveolar recruitment in patients with obesity: Is it really effective?" Anaesthesia Critical Care & Pain Medicine 40, no. 4 (August 2021): 100900. http://dx.doi.org/10.1016/j.accpm.2021.100900.

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40

Sonawane, Chaitalee Y., Pallavi R. Shinde, and Priti R. Patil. "LinkedIn an Effective Source of Recruitment in the Corporate World." KRSCMS Journal of Management 4, no. 4 (January 1, 2014): 40. http://dx.doi.org/10.21319/krscms/2014/99578.

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41

Lohse, Barbara, and Patricia Wamboldt. "Purposive Facebook Recruitment Endows Cost-Effective Nutrition Education Program Evaluation." JMIR Research Protocols 2, no. 2 (August 15, 2013): e27. http://dx.doi.org/10.2196/resprot.2713.

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42

Nair, Pradeep Kumar, and Hadi Farid. "Effective factors for recruitment and retention in Malaysian private universities." International Journal of Management in Education 10, no. 4 (2016): 390. http://dx.doi.org/10.1504/ijmie.2016.079365.

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43

Singh, Kulwinder, and Sheetal Sharma. "Effective use of social media for talent acquisition and recruitment." International Journal of Intercultural Information Management 4, no. 4 (2014): 228. http://dx.doi.org/10.1504/ijiim.2014.067932.

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44

Abdullah, Dayang Nailul Munna Abang, Ong Kim Yoke, and Ridhawati Zakaria. "Investigating Effective Ways to Maximize the Role of Recruitment Agencies." Procedia - Social and Behavioral Sciences 107 (December 2013): 13–21. http://dx.doi.org/10.1016/j.sbspro.2013.12.393.

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45

Soman, Dilip. "Recruitment Committee: An Effective Classroom Exercise for Teaching Decision Making." Marketing Education Review 8, no. 2 (July 1998): 47–56. http://dx.doi.org/10.1080/10528008.1998.11488633.

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46

Delucas, A. Christine. "Foreign nurse recruitment." Nursing Ethics 21, no. 1 (May 23, 2013): 76–85. http://dx.doi.org/10.1177/0969733013486798.

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Анотація:

Recruitment of nurses by industrialized nations from developing countries has been common practice for decades. Globalization, a crucial trend of the 21st century, raises the world’s awareness of the economic and social disparities between nations. The direct impact on nurse emigration emphasizes the ethical, economic, and social inequalities between source and destination countries. It is often more cost-effective for industrialized countries to recruit from developing countries; however, the depletion of source country resources has created a global healthcare crisis. Destination countries are being challenged on the ethical implications of aggressive recruitment and their lack of developing a sustainable self-sufficient domestic workforce. Similarly, source countries are confronting the same challenges as they struggle to fund and educate adequate numbers of nurses for domestic needs and emigrant replacement. This article will review the ethical, economic, and social impacts of continued unrestricted international recruitment of nurses and present a proposal for development of an international treaty addressing global sustainability.

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47

Fogarty, Michael J. "Recruitment Distributions Revisited." Canadian Journal of Fisheries and Aquatic Sciences 50, no. 12 (December 1, 1993): 2723–28. http://dx.doi.org/10.1139/f93-297.

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Recruitment variability is a striking feature of the dynamics of many marine fish populations. Shelton (1992. Can J. Fish. Aquat. Sci. 49: 1754–1761) suggested that consideration of the survival probabilities of individuals or groups of individuals is the most appropriate strategy for modeling recruitment variability. A fundamental distinction can be made between environmental and demographic stochasticity. Here, environmental stochasticity refers to time-dependent variation in vital rates caused by environmental fluctuations. Demographic stochasticity is due to chance variation in the integer number of births and deaths in a population with time-invariant vital rates. The underlying basis for the simulations conducted by Shelton is consistent with the concept of demographic stochasticity. For large effective cohort size, these results converge to the deterministic case. Shelton's basic approach can be formalized using well-known results for a pure-death stochastic process. This derivation clarifies the importance of discrete processes for this class of models. Models of demographic stochasticity may be most useful for certain elasmobranch and marine mammal populations, while those incorporating environmental stochasticity may be more appropriate for many marine teleost and invertebrate populations. The critical distinction is between time-varying and time-invariant processes.

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48

Rozario, Venkatraman, Chu, and Abbas. "Dominant Factors for an Effective Selection System: An Australian Education Sector Perspective." Systems 7, no. 4 (November 1, 2019): 50. http://dx.doi.org/10.3390/systems7040050.

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With the latest advancements in information technologies, many organisations expect systems to provide effective support in the recruitment process and decision making. However, there is a lack of clarity on the dominant factors required for an effective recruitment system which can influence business outcomes. This paper aimed to identify the predominant factors in the employee selection process and the use of a management system for decision support. The empirical study consisted of a qualitative survey of 74 samples and a quantitative survey of 204 individual participants from 17 organisations coming from technical and further education (TAFE)/dual education (higher education and vocational education) sector members of the Victorian TAFE Association in Australia. Using commonly adopted exploratory factor analysis (EFA) of 38 variables, the data triangulation of the qualitative and quantitative analysis resulted in conformance of five dominant factors under three themes. We believe the results of the study offer actionable suggestions in developing an effective recruitment system and furthers the research in this field of study.

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Hansen, Dana, Amy Petrinec, Mona Hebeshy, Denice Sheehan, and Barbara L. Drew. "Advancing the Science of Recruitment for Family Caregivers: Focus Group and Delphi Methods." JMIR Nursing 2, no. 1 (July 22, 2019): e13862. http://dx.doi.org/10.2196/13862.

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Background Successful recruitment of participants is imperative to a rigorous study, and recruitment challenges are not new to researchers. Many researchers have used social media successfully to recruit study participants. However, challenges remain for effective online social media recruitment for some populations. Objective Using a multistep approach that included a focus group and Delphi method, researchers performed this study to gain expert advice regarding material development for social media recruitment and to test the recruitment material with the target population. Methods In the first phase, we conducted a focus group with 5 social media experts to identify critical elements for effective social media recruitment material. Utilizing the Delphi method with 5 family caregivers, we conducted the second phase to reach consensus regarding effective recruitment videos. Results Phase I utilized a focus group that resulted in identification of three barriers related to social media recruitment, including lack of staff and resources, issues with restrictive algorithms, and not standing out in the crowd. Phase II used the Delphi method. At the completion of Delphi Round 1, 5 Delphi participants received a summary of the analysis for feedback and agreement with our summary. Using data and recommendations from Round 1, researchers created two new recruitment videos with additions to improve trustworthiness and transparency, such as the university’s logo. In Round 2 of the Delphi method, consensus regarding the quality and trustworthiness of the recruitment videos reached 100%. Conclusions One of the primary challenges for family caregiver research is recruitment. Despite the broad adoption of social media marketing approaches, the effectiveness of online recruitment strategies needs further investigation.

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Phillips, Demetrice, and Karina Kasztelnik. "The International Descriptive Study of Effective Methods for the Recruitment and the Retention of Faculty in the United States." Business Ethics and Leadership 5, no. 2 (2021): 21–58. http://dx.doi.org/10.21272/bel.5(2).21-58.2021.

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This qualitative descriptive study explored what community college administrators and faculty described as being effective recruitment and retention methods for faculty at community colleges in the Northeastern United States. This study answered two research questions: what recruitment methods do administrators and American faculty at community colleges describe as being effective in the recruitment of American faculty? Also, what retention methods do administrators and American faculty at community colleges describe as being effective in the retention of American faculty? The researcher applied critical race theory to form a framework for best practices in recruiting and retaining American faculty. Data were obtained by interviewing six American faculty and surveying seven community college administrators employed at Massachusetts community colleges who were selected using purposive sampling and community college online staff directories. Using MAXQDA data analysis software, the researcher initiated data analysis using thematic analysis. Data were organized and analyzed to identify codes, categories, and themes. Data analysis resulted in six themes: hiring processes, faculty diversity, recruitment strategies, work environment, student and faculty relationships, and retention strategies. The findings of this study can benefit community college personnel by recommending recruitment and retention strategies to effectively recruit and retain American faculty. There was limited research and data available related to the recruitment and retention of African American male faculty at community colleges. The faculty and administrator participants of this study provided rich data on effective recruitment and retention methods for African American male faculty at community colleges. The critical race theory theoretical framework was summarized. Theoretical and practical implications emerged. Based on the data and new insights, implications for future research were discussed.

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Статті в журналах з теми "EFFECTIVE RECRUITMENT"

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