HRM520 Week 10 Strayer Massive Cyberattack Strikes Anthem Discussion Required Resources Kavanagh, M. J., Thite, M., & Johnson, R. D. (2018). Human resource

HRM520 Week 10 Strayer Massive Cyberattack Strikes Anthem Discussion Required Resources Kavanagh, M. J., Thite, M., & Johnson, R. D. (2018). Human resource information systems: Basics, applications, and future directions (4th ed.). Thousand Oaks, CA: SAGE Publications, Inc.HRM 520 WEEK 10 Information Privacy Watch the video “Massive cyberattack strikes Anthem” (1 min 43 s). Review the Case Study: Practical Applications of an Information Privacy Plan on page 443 of the textbook. Based on the video, your readings this week, and the case study, please respond to the following questions: What information privacy principals have been breached? How were the information privacy principals breached? What would you do to address the situation? WEEK 11 Reflect Part A (Chapter 16) 1. What are some of the advantages and disadvantages of using social medial tools in the recruitment process? What type of policies should organizations implement when using social media tools for recruitment? What are some legal ramifications of using social media during the recruitment process? Part B (Chapter 17) What do you predict will be some HRIS trends in the future? Explain. Do you think security and privacy will improve or decline in regard to future HRIS trends? 16
HRIS AND SOCIAL MEDIA
STEPHANIE BLACK
EDITOR’S NOTE
To remain competitive in today’s global environment, organizations are constantly
looking for more efficient and effective means of acquiring and maintaining a highly
qualified workforce. To do this, organizations are increasingly turning to Web 2.0
tools-such as wikis, social tagging, blogging, microblogging-and social network-
ing sites-such as Facebook, LinkedIn, Instagram, and Twitter. These tools have
become a valuable resource for organizations seeking to communicate organiza-
tional culture, to share information to attract top talent, and to provide potential job
applicants with information about jobs, careers, and organizational culture. In addi-
tion, organizations are starting to use these tools to screen applicants. Therefore,
it is crucial that those studying HRIS gain a good understanding of the usages of
social media in the workforce and its ramifications for organizations, employers,
and employees. In this chapter, the author outlines the major social networking
tools globally, how they are being used by organizations in several different areas
of the organization, as well as risks posed by the use of these tools, especially in
the selection process.
444
Chapter 16 • HRIS and Social Media
445
CHAPTER OBJECTIVES
After completing this chapter, you should be able to
Possess a general understanding of how the Internet and particularly social
media are being used in human resources for recruitment, selection, and
training
Understand some of the current social media tools and how they are being
used
some of the potential drawbacks
Discuss the value of using social media within organizations as well as
Discuss the policies and training needed when using social media
Explain some of the legal implications of using social media within
organizations
• Implement social media policies within human resource departments and
organizations that incorporate good business practices
•
nstantly
a highly
Web 2.0
network-
ols have
INTRODUCTION
organiza-
ential job
e. In addi-
herefore,
We don’t have a choice on whether we do
social media; the question is how well we do it.
-Erik Qualman
Jsages of
mployers,
etworking
rent areas
specially in
ocial media are Internet-based platforms, based on Web 2.0 technologies
, that
allow users to generate and exchange content (Kaplan & Haenlein, 2010). Whereas
Web 1.0 is a “readable” information portal that has allowed users to receive information
without the opportunity to respond back via posts or comments, Web 2.0 is “writable”
platform that and facilitates interaction between users and sites in a continuous and
collaborative manner and promotes participation and information sharing (Laroche,
and platforms that enable users to tag, comment, modify, augment, and rank; users can
Habibi, Richard, & Sankaranarayanan, 2012). Web 2.0 technology emphasizes tools
and other content such as videos. Some of the examples of
also create online communities such as websites and Internet blogs to share information,
e Facebook, LinkedIn, Instagram, YouTube, and wikis. By using Web 2.0
tools, organizations can build and maintain social media public pages to promote
ideas, personal
Web 2.0 tools are
messages,
their
Part IV • Advanced HRIS Application and Future Trends
446
and engagement purposes
organizations many new
online (Parveen, Jaafar, & Ainin, 2015).
social network salience, increase interest in their organizations, and build relationships
branding, with the adoption of more technology-driven human resource practices, orga-
Although many organizations first started using social media for marketing and
nizations have rapidly integrated social media tools for attraction, selection, recruitment,
both within and outside the organization. Social media offers
their network, targeting their audience, and attracting employees that fit with their
possibilities for building their employment brand, expanding
company’s culture and core values. Also, with the increased competition for human
capital, many companies have been forced to expand their traditional local and regional
begun using social media as a cost-effective means of targeting a wider audience in their
searches for talent to a more national or global pool of applicants. As a result, they have
and to gather more information than traditional resumes provide (Anderson,
2003; Brady, Thompson, Wuensch, & Gorssnickle, 2003; Brown & Vaughn, 2011;
Organizations are also using social media to more readily disseminate work-related
(Schultz, Utz, & Göritz, 2011), distribute information about the organization, and
content (Verhoeven, Tench, Zerfass, Moreno, & Ver?i?, 2012), connect employees,
improve many organizational processes (Treem & Leonardi, 2012). For example, a
survey by Careerbuilder (2014) showed a steady growth in the number of employers
recruiting
Hull, 2011)
more than $4.6 billion annually on this technology (Young et al., 2008). A more
using social media for selection and recruiting purposes with corporations spending
recent survey by the Society for Human Resource Management (SHRM) showed
that 84% of organizations use social media websites (SMWs) as a recruitment
source, and an additional 9% are planning to adopt using them in the near future
(SHRM, 2016). Research also shows that in the selection process, 73% of recruit-
ers have made successful hires through social media; conversely, 30% of employers
rejected candidates based on something they found in the applicant’s social media
content (Bennet, 2014).
Social media has become influential in almost all areas of employment (Gregory,
Meade, & Thompson, 2013) and is considered to be a valued tool for employee attrac-
tion, selection, and engagement. Therefore, with organizations’ increased usage of social
media as a recruitment and selection tool, and to improve employee engagement, this
chapter seeks to provide a broad overview of how social media is being used as an HR
tool and explain some of the positive and negative externalities with its usage
.
f
t
2
f
GLOBAL USAGE OF SOCIAL MEDIA
Globally, approximately 2.34 billion people access social media sites regularly (eMarker,
embracing SMWs at work. Although many companies are using SMWs to attract new
2016), a 9.2% increase since 2015. In addition, both companies and individuals are
nies are still not sure of how cost-effective these tools are. Despite this, nearly 70% of
employees, and to connect, inform, and retain their existing workforce, most compa-
SI
Sc
b
W
onships
Chat ? ? ?
ing and
es, orga-
uitment,
through the use of social media.
lia offers
panding
ith their
human
regional
hey have
e in their
nderson,
in, 2011;
organizations expect to increase their use of SMWs in the future Towers Waton,
In addition, applicants are embracing SMW tools at work. A recent plobal study by
Adecco (2014) showed that approximately 49% of job seekers are using social medias
distribute their CV online, 29% are contacted by a recruiter through social media, and
9% receive a job offer. This same study showed that, geographically, Western Europe is
currently the most effective in terms of the matching of job seekers with open positions
Although Americans are familiar with popular SMWs such as LinkedIn, Instagram,
Pinterest, and Facebook, other countries may have different patterns of SMN use and
BRIC countries (Brazil, Russia, India, and China); by 2018, these countries ate antici
tools utilized. Presently, the fastest growth in social media usage can be found in the
pated to be among the top users of social media (Statista, 2015). Countries like Brazil
and India have shown to have social media preferences similar to the United States, such
other popular sites. Examples of these preferences are discussed below.
as Facebook, Twitter, and LinkedIn, but Russia and China exhibit a preference for wing
represents the largest Internet market in Latin American and the fourth larg
market in the world with over 140 million users (Statista, 2015). Most social media
users in Brazil are younger, with an estimated 90% between the ages of 15 and 32.
Facebook is the most popular SMW in Brazil, with 25% of the market; other popular
sites are WhatsApp, LinkedIn, Tumblr, Twitter, and Skype (ComScore, 2014). The use
of SMWs in India is also growing rapidly (90% annually) (Velayanikal, 2016). India
Brazil
est
rk-related
nployees,
tion, and
kample, a
employers
spending
A more
) showed
cruitment
ear future
of recruit-
employers
cial media
currently has approximately 216.8 million SMW users and is expected to have 283
million users by 2018 (Statista, 2016). The majority of Indians access the Internet over
a mobile device rather than a computer (Velayanikal
, 2016). The most popular SMW
platforms in India are Facebook (33% market penetration), WhatsApp (28%), Twitter
(24%), and LinkedIn (21%) (Statista, 2016).
Russia has the largest Internet population in Europe with approximately 875 mil-
lion users (Watson, 2016), over 82% of which are on social media (Statista, 2016).
In addition, they tend to spend almost twice the amount of time on social media as
Americans (Statista, 2016). Examples of popular Russian sites are Vk and OK. Vk is
the most popular site in Russia with approximately 330 million users, of which the
majority are younger (18–34 years old) and more than 75 million daily users (Smith,
2016; Watson, 2016). This site is similar to Facebook but also has a file-sharing plat-
form where users can upload video and audio files. Another popular site is OK. Ok.ru
has approximately 45.6 million daily viewers, of which 69%-70% are female, and
(Gregory
yee attrac-
ge
of social
ement, this
as an HR
2.
nearly 40% are between the ages of 30 and 45 (Smith, 2016; Watson, 2016). This site
tends to be used by individuals to connect with former classmates and friends (Smith,
2016). Both OK and VK are trying to take advantage of Russia’s expanding “mobile-
first” culture (Watson, 2016).
China is currently the world’s largest social network market, but its market differs
significantly from the rest of the world, primarily due to the Chinese government’s cen-
sorship (informally called the “Great Firewall of China”). The Chinese government has
of the popular social media sites such as Facebook, Twitter, and YouTube,
which has led to SMWs such as Qzone, Renren, Tencent Weibo, Sina Weibo, and Youku
y (eMarker,
ividuals are
attract new
host compa-
blocked many
arly 70% of
Part IV . Advanced HRIS Application and Future Trends
448
system (Statista, 2016).
e popular in China compared to most other countries. Qzone works like
a combination of Facebook and Tumbler in that it allows users to share photos, message,
and blog (Statista, 2016). Renren is another popular social networking site with a large
approximately 85,000 companies in China are actively using Renren’s confirmation
target audience of college students, but many companies have also adopted it. Currently,
Tencent’s Weibo and Sina Weibo are popular microblogging sites similar to Twitter
to transfer more content. Sina Weibo has approximately 56% of China’s microblogging
Each allow for 140 characters, but compared to English, each Chinese character is able
market, and many of its users are relatively young and well educated (Satistia, 2016). In
addition, over 5,000 organizations use Sina Weibo to share information and to partici-
Youku is one of China’s more popular video and streaming service platforms, with
over 500 million active users (Statista, 2016). This platform is similar to YouTube,
(Statista, 2016). The company has also partnered with various license holders to dis-
tribute films and TV episodes on its site. Finally, innovative instant SMW messaging
91% market penetration (Statista, 2016). WeChat is the most popular messaging app
pate in public online conversations (Satistia, 2016).
and it allows users to upload content online but allows users to share larger files
such as QQ and WeChat are growing in popularity in China and now have
apps
a
of
in China with over 840 million active users. This platform allows families, work
colleagues, and others to communicate via their mobile devices. A unique aspect
WeChat is that it allows up to 500 participants in a single group chat. In fact, many
individuals use WeChat rather than e-mail to conduct business. Business profession-
als can also use WeChat QR (quick response) to exchange business contact informa-
tion rather than exchanging business cards. Finally, this same app is popular among
Chinese for shopping online, paying bills, scheduling appointments, having food
delivered, and booking taxis.
SOCIAL MEDIA AND HR PRACTICES
Organizational Recruitment and Selection
The rapid diffusion of the Web and new technologies have significantly changed the
landscape of how we communicate with each other and how organizations use technol-
ogy to attract, acquire, and retain a new generation of employees
. Social media websites
are now ubiquitous among organizations, as they allow recruiters to source, contact
and screen both active and passive job applicants
. Through the use of SMWs such as
I
&
ment brand with prospective job applicants, expand their network of applicants, better
Facebook, Twitter, and LinkedIn, organizations have been able to build their employ-
target them, and better attract employees who fit with the company culture and core
values. The amount of information that is readily available online and the ability to spe-
cifically target potential candidates for specific job skills from a global talent provides
organizations with a potentially more effective tool for evaluating candidates than tra-
ditional HR selection means (Brown & Vaughn, 2011) and to significantly lower their

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