Submit a reply of at least 250-300 original words each to the initial threads. Must support assertions with at least 1 scholarly citation in APA format. Each reply must incorporate Scriptural or Biblical principles and experience. Any sources cited must have been published within the last five years. Acceptable sources include the textbook and articles published in peer-reviewed journals.
MAKE ONE RESPONSE OF AT LEAST 250 WORDS TO EACH OF THE ATTACHED POSTS.
Determining Fairness of Targeted Recruitment
Targeted recruitment is legal when laws are followed during the application of hiring employees. Fairness is a safe baseline to consider when connecting the responsibilities of staffing with the marketing efforts to recruit. Several concerns of bias arise when considering applying for targeted recruitment. Therefore, companies must analyze processes and apply appropriate reviews and standards matching staffing and recruitment to legal requirements. Recruitment begins with determining the best approach to reach the best applicants.
Purpose & Fairness
Open recruitment lends a broad outreach to potential employees. Efforts to market to the public connect with all members within the specified channel to reveal KSAOs connected with the employer’s needs (Judge & Kammeyer-Mueller, 2020). However, targeted recruiting works to link directly with specific segments within the larger pool of candidates. These efforts dial in on specific characteristics that support the needed functions within the organization.
The subjects of person-environment fit (PEF) person-organization fit (POF), and person-job fit (PJF) determine the overall success of a business (Huang, 2022). Companies that have successfully identified foundational needs effectively target employees that match these KSAOs. Targeting potential recruits does not violate fairness or ethics so long as the company does not limit the hiring of candidates outside the target audience (MacKay & Saylor, 2020; Lev 19:13, NIV, 2022).
Concerns of Bias
Some candidate categories that develop into biased/neglected recruitment are passive job seekers and employment discouraged (Judge & Kammeyer-Mueller, 2020). Targeted recruiting may have harmful side effects of improper hiring techniques for those outside the target audience given the direct efforts to recruit in specific categories. While the clear targeting in an advertisement is not unfair (to meet business needs), preventing fair opportunity at employment is unjust and illegal (Raghavan et al., 2020; Psa, 106:3, NIV, 2022).
Best Practices of Targeted Recruitment
Organizations need employees with specific KSAOs to perform job tasks and business needs (Judge & Kammeyer-Mueller, 2020). Targeting the most qualified individuals begins with connecting in the channels where the audience exists in larger numbers. A company needs to communicate the PEF and PJF of the target audience to entice applicants to apply (Huang, 2022). Targeted recruiting requires analysis of employee and recruitment data reflecting the needs of the organization and KSAOs matching a unique and enjoyable PEF.
However, the analysis must also match a non-bias, careful consideration of all potential employees (Raghavan et al., 2020). Any form of discrimination is both illegal and creates a vulnerability within company staffing. A target recruiting effort will set the standard across the employment program. Connecting with a specific group will result in achieving the desired applicant base but needs healthy emphasis on all available groups with the recruitment guide.
Recommendations & Conclusion
A company must form a recruitment guide detailing all the processes for data analytics and efforts to apply marketing toward a target audience (Judge & Kammeyer-Mueller, 2020). Management must use caution when relating, solely to a target recruitment strategy. Fairness is a safe measure to ensure ethical foundations are applied equally when hiring new employees. The perception of unequal treatment will foster several problems for a company (legally and culturally). Target recruiting is not illegal and can develop many successful candidates. However, management will need to carefully consider the laws and proper application of hiring to ensure everyone is treated justly.
References
Huang, J. C. (2022). Effects of person-organization fit objective feedback and subjective perception on organizational attractiveness in online recruitment. Personnel Review, 51(4), 1262-1276.
https://doi.org/10.1108/PR-06-2020-0449
Links to an external site.
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Judge, T. A., & Kammeyer-Mueller, J. D. (2020). Staffing organizations (10th ed.). Burr Ridge, IL: McGraw Hill. Textbook ISBN: 9781260703054.
MacKay, D., & Saylor, K. W. (2020). Four faces of fair subject selection. The American Journal of Bioethics, 20(2), 5-19.
https://doi.org/10.1080/15265161.2019.1701731
Links to an external site.
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New International Version (NIV) Bible. (2022). BibleGateway.com.
http://www.biblegateway.com/
Links to an external site.
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Raghavan, M., Barocas, S., Kleinberg, J., & Levy, K. (2020). Mitigating bias in algorithmic hiring: Evaluating claims and practices. Proceedings of the 2020 conference on fairness, accountability, and transparency (pp. 469-481).
https://doi.org/10.1145/3351095.3372828
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