Hiring Practices Research Articles

Increasing Employee Commitment: 25 Strategies

Employee commitment is pivotal to the success of healthcare organizations, influencing trust, loyalty, and productivity. High levels of commitment among employees foster a positive work environment where individuals willingly contribute their time, energy, and talents. Conversely, low commitment leads to cynicism and disengagement. Commitment comprises behavioral, emotional, and rational components and is often driven by reciprocal investments between employees and employers. To assess and enhance employee commitment, healthcare leaders can use a variety of strategies, including clear communication, values-based hiring, career planning, and leadership practices that emphasize care, ownership, security, and accountability. Ultimately, committed leadership is essential for fostering a culture of commitment within the organization.

A Study on Implementation and Evalutation Methods in Recruitment and Selection Process

The study examines implementation and evaluation methods used in the recruitment and selection process, focusing on best practices that improve candidate fit and organizational effectiveness. Technological advancements, changing workforce demographics, and evolving employer branding strategies have dramatically changed the recruiting landscape. Using a mixing approach, this study evaluates the current practices of many companies by combining quantitative data and qualitative data.The structured interviews of the candidate's surveillance tools, predictive analysis, and the improvement of the selection process are emphasized by major conclusions. He also emphasizes the importance of the employer and the experience of candidates who attracts the best talent, and the evaluation methods such as feedback loops and productivity measurements are optimized tactical adoption and are the goals of the organization. This is key to alignment so that a global strategy focused on data use and choice will promote more diverse and inclusive workplaces, in addition to improving workforce levels. The study concludes with a recommendation that educational institutions systematically evaluate their hiring practices to implement best practices and adapt to an ever-changing job market.

Preservice Librarians and Principals' Hiring Practice

Every year, principals face the challenge of hiring staff to fill the open positions on their campus and may only hire one or two school librarians during their tenure. School principals can build a cohesive team to help ensure student success by hiring staff with strong leadership skills. School librarian preparation standards suggest that school librarians be educated to serve as leaders (American Library Association, American Association of School Libraries, & Council for the Accreditation of Educators Preparation, 2019). Moreover, the American Association of School Librarians (AASL) advocates for the leadership role of school librarians in its mission statement (2018). Research indicates that transformational leadership behaviors apply to school librarians because they interact with the entire school community and may serve as change agents to positively transform their school’s culture (Smith, 2011). This study posits that principals often hire preservice school librarians instead of experienced school librarians. Therefore, there is a need to understand the relationship between the hiring criteria identified by principals and the leadership role specified in the school librarian standards. This mixed-methods study examines the criterion principals use to hire librarians and their alignment with the transformational leadership behaviors of preservice librarians.

Investigating interdisciplinarity in SaP programming

In recent years, many universities across the world have been implementing students-as-partners (SaP) programs to collaborate with students on teaching and learning projects. Within these SaP programs, for the benefits that cross-disciplinary learning brings, interdisciplinary partnership has been made a priority. To assess the extent to which interdisciplinarity has occurred within a university’s SaP program, this study quantified the number of interdisciplinary partnerships that have occurred in the Student Partners program at McMaster University since 2020 and investigated the hiring practices within those partnerships. Results showed that certain faculties comparatively did not have as many interdisciplinary partnerships. Hiring practice analyses also revealed that there were faculties with a greater proportion of students applying to work with faculty/staff of the same faculty origin as themselves. This case study examines the variations in interdisciplinarity across faculties at McMaster University involved in a SaP program and explores ideas on future directions for enhancing interdisciplinarity in student partnerships.

“Hi. I’m Molly, Your Virtual Interviewer!” Exploring the Impact of Race and Gender in AI-Powered Virtual Interview Experiences

The persistent issue of human bias in recruitment processes poses a formidable challenge to achieving equitable hiring practices, particularly when influenced by demographic characteristics such as gender and race of both interviewers and candidates. Asynchronous Video Interviews (AVIs), powered by Artificial Intelligence (AI), have emerged as innovative tools aimed at streamlining the application screening process while potentially mitigating the impact of such biases. These AI-driven platforms present an opportunity to customize the demographic features of virtual interviewers to align with diverse applicant preferences, promising a more objective and fair evaluation. Despite their growing adoption, the implications of virtual interviewer identities on candidate experiences within AVIs remain underexplored. We aim to address this research and empirical gap in this paper. To this end, we carried out a comprehensive between-subjects study involving 218 participants across six distinct experimental conditions, manipulating the gender and skin color of an AI virtual interviewer agent. Our empirical analysis revealed that while the demographic attributes of the agents did not significantly influence the overall experience of interviewees, variations in the interviewees' demographics, significantly altered their perception of the AVI process. Further, we uncovered that the mediating roles of Social Presence and Perception of the virtual interviewer critically affect interviewees' Perceptions of Fairness (+), Privacy (-), and Impression management (+).

Compare the teaching effectiveness and student satisfaction between native Japanese language teachers and non-native Japanese language teachers

This study examines the comparative teaching effectiveness and student satisfaction between native Japanese language teachers (NJLTs) and non-native Japanese language teachers (NNJLTs). Utilizing a sample of 740 students from various educational institutions in Japan, the research employs a quantitative design, including structured questionnaires adapted from established scales. Advanced statistical methods, including factor analysis and multiple regression, were used to analyze the data. The findings reveal no significant differences in student satisfaction and language proficiency between students taught by NJLTs and NNJLTs. Additionally, regression analysis showed that cultural relatability and empathy were not significant predictors of teaching effectiveness, suggesting that factors beyond nativeness influence student outcomes. These results challenge the native-speakerism ideology, highlighting the importance of pedagogical skills, teacher-student rapport, and effective teaching strategies. The study underscores the need for inclusive hiring practices, comprehensive teacher training programs, and collaborative teaching models that leverage the strengths of both NJLTs and NNJLTs. Implications for educational policy, curriculum design, and teacher professional development are discussed, advocating for a balanced approach that values the contributions of both native and non-native teachers. Limitations include the reliance on self-reported data and the specific cultural context of Japan. Future research should explore additional variables, employ longitudinal designs, and utilize mixed-methods approaches to provide a more nuanced understanding of language teaching effectiveness.

Revitalizing Colleague‐Specific Human Capital: Boomerang and Pipeline‐Based Hiring in a 41‐Year Multilevel Study of Employee Mobility

ABSTRACTAmidst the decline of permanent employment contracts and the rapid shortening of career cycles, organizations often face challenges in fully capitalizing on employee mobility. This study adopts a multilevel perspective to explore how mobility impacts both individual and team performance, focusing on acquiring colleague‐specific human capital through two talent acquisition strategies: boomerang hiring and pipeline‐based hiring. Using a unique Major League Baseball database spanning 41 years, including 19,927 player‐year records and 1156 team‐year records, our analysis reveals that individuals engaged in boomerang and pipeline‐based hiring and possessing higher levels of individual colleague‐specific human capital, experience greater benefits from mobility in terms of individual performance. Moreover, these hiring strategies allow organizations to effectively harness colleague‐specific human capital. Specifically, team performance is positively influenced by a greater proportion of boomerang hiring through team colleague‐specific human capital resources. Similarly, a higher ratio of pipeline‐based hiring, alongside other recurrent hiring practices, positively impacts team performance through team colleague‐specific human capital resources. Our findings provide valuable insights for organizations aiming to rejuvenate their colleague‐specific human capital resources through strategic hiring practices to achieve sustained success.

Mitigating Bias in AI-Driven Recruitment : The Role of Explainable Machine Learning (XAI)

This article explores the critical role of Explainable Artificial Intelligence (XAI) in mitigating bias within AI-driven recruitment processes. As AI becomes increasingly prevalent in hiring practices, concerns about algorithmic bias and fairness have emerged. The article discusses how XAI techniques, such as SHAP and LIME, can be used to detect and interpret potential biases in recruitment algorithms. It examines the implementation of XAI for feature importance analysis, algorithmic bias detection, and disparate impact analysis across different demographic groups. The article addresses the challenges of balancing model complexity with explainability and the limitations of XAI in identifying systemic biases. By implementing XAI strategies, organizations can enhance the fairness and transparency of their hiring practices, ultimately fostering more diverse and equitable workplaces.

Race, Market Size, Segregation and Subsequent Opportunities for Former NFL Head Coaches

Abstract This study examines subsequent head coach opportunities for former National Football League (NFL) head coaches. Under a subsequent CEO career framework, survival analysis is used to examine the effects of race and market characteristics on subsequent NFL head coach opportunities for former head coaches. Observations of former head coaches who neither ended their coaching careers nor possess head coach positions in the observed seasons are used (n = 1,132). Black former NFL head coaches are less likely to secure subsequent NFL head coaching opportunities if their most recent coaching position was in a large media market. However, both Black and non-Black former head coaches who most recently coached in highly segregated metropolitan areas experienced higher likelihoods of securing subsequent head coaching opportunities. This segregated market effect is even stronger for Black former head coaches. The NFL can utilize this information in policy formation decisions regarding hiring policies and practices. Teams and their lead executives can also use this information to identify any personal biases that may arise within the head coach labor market. Coaches may use the information to best position themselves for subsequent career opportunities.

Ontology and its applications in skills matching in job recruitment

In the recruitment process, manually selecting suitable candidates from curriculum vitae (CVs) for a job description (JD) is both time-consuming and expensive. Traditional keyword-based methods struggle to capture skill semantics, prompting the development of more advanced JD-CV matching systems. This paper aims to investigate and construct an ontology-based skills recommendation system, with objectives including creating a skills ontology and developing skills matching methods for JD-CV pairs. The objective of our approach is to enhance the accuracy and contextual relevance of recommendations by utilizing the proposed score. The proposed skills ontology and skills matching strategies are applied to a real dataset in Vietnam. The results of our study can automatically recommend a list of CVs for a given JD. Furthermore, the findings indicate that our proposed model surpasses comparative approaches by a margin of at least 1% to 5%. Overall, the study demonstrates the potential of utilizing ontology-based approaches to offer a practical solution for enhancing hiring practices.

Green Recruitment and Selection: Enhancing Environmental Performance through Sustainable Hiring Practices

Green Recruitment and Selection: Enhancing Environmental Performance through Sustainable Hiring Practices

The Strategic Recruitment Process And Its Impacts On Achieving Organizational Objectives: Bibliographic Review

Background: Strategic recruitment is a planned process that aligns hiring practices with the organization's longterm goals. Unlike traditional recruitment, which focuses on filling vacancies momentarily, strategic recruitment seeks to identify and attract talent that contributes to the achievement of organizational goals and the sustainable growth of the company. This approach includes analyzing the organization's future needs and devising a plan that ensures the talent needed to meet its long-term goals is available. Materials and Methods: This study consists of a narrative review of the literature that explores the understanding of how strategic recruitment, by being aligned with organizational objectives, can bring more benefits to the company. This approach aims to provide a comprehensive and detailed understanding of the findings, theories, and practical applications relevant to the topic, using diverse academic and scientific sources to support the arguments presented. Results: The results address the effectiveness and impacts of strategic recruitment practices on performance and the achievement of organizational objectives. It was analyzed how the integration of well-defined strategies in the recruitment process optimizes the selection of talents and aligns the skills of new employees with the company's strategic goals and needs. Through data analysis and recent studies, it was possible to understand the importance of a strategic approach in recruitment, highlighting its influence on productivity, innovation, and organizational competitiveness. The results presented indicate the best practices and challenges faced by companies in the search for recruitment that supports and enhances their long-term goals. Conclusion: The study suggests that there is significant room for future research in the area of strategic recruitment. Additional studies can explore how different organizational contexts and sectors influence the effectiveness of recruitment practices and how these practices can be adapted to maximize their impact. It is therefore necessary to continue research on how to integrate new technologies effectively into recruitment, while maintaining a balance between efficiency and human interaction

THE AI-GENDER INTERSECTION: PIONEERING SOLUTIONS FOR WORK-LIFE BALANCE BEYOND TRADITIONAL HOURS

The paper explores the intersection of artificial intelligence (AI) and gender equality, focusing on how AI can address gender disparities in the workplace and enhance work-life balance. It begins by outlining the historical context of the traditional 9-5 work model and its implications for gender inequality, particularly the challenges faced by women in achieving career advancement and work-life balance. The research objectives include investigating the potential of AI technologies to reduce gender disparities, improve work-life balance, and foster unbiased hiring practices. Key findings highlight that AI can play a pivotal role in transforming workplace dynamics by automating repetitive tasks, enabling flexible work arrangements, and providing personalized support for employees. Case studies illustrate successful implementations of AI in recruitment processes, showing how organizations like Unilever and Hilton have utilized AI to promote fairer hiring practices and enhance diversity. However, the paper also addresses the risks of AI reinforcing existing biases if not carefully managed. The significance of this research lies in its implications for policymakers, employers, and workers. By leveraging AI responsibly, organizations can create more equitable workplaces that accommodate diverse needs and promote gender parity. The paper concludes with recommendations for ethical AI use, emphasizing the importance of transparency, accountability, and continuous monitoring to mitigate biases and ensure that AI technologies benefit all employees.

Addressing gender inequality in tech workplaces: Challenges and opportunities

Gender inequality in the tech industry remains a significant barrier to innovation and growth. This review paper explores the historical context and current landscape of gender inequality in tech workplaces, highlighting persistent issues such as biased hiring practices, career advancement barriers, and challenges related to workplace culture and work-life balance. The paper examines opportunities for addressing these inequalities through policy and regulatory changes, corporate initiatives, and educational and training programs. Recommendations for improvement include implementing comprehensive diversity and inclusion programs, enacting more substantial equal pay and anti-discrimination laws, and integrating tech education from an early age. Future research areas are suggested to understand the root causes of gender inequality better and evaluate the effectiveness of existing initiatives. Addressing gender inequality in tech is essential for equity and leveraging the full potential of a diverse workforce.

Developing a Model to Enhance Employability for Graduates with Disabilities in Negri Sembilan's Private Sector, Malaysia

Purpose: This research is to design a comprehensive strategy to improve employability of graduates who have disabilities in the business sector of Negri Sembilan in Malaysia. Notwithstanding their relevant qualities, these people encounter considerable obstacles to employment, such as attitudinal prejudices, insufficient workplace accommodations, and discrepancies between their skills and employer expectations. The study used a mixed-methods approach to identify significant obstacles and evaluate the readiness of private sector firms to employ handicapped graduates. Findings: The study indicates that while several private sector businesses are inclined to employ graduates with impairments, they encounter obstacles concerning accessibility, knowledge, and preparation. Identified key impediments are inadequate training opportunities, adverse views toward disability, and the absence of support structures inside enterprises. The suggested strategy includes specialized training programs, promotion of inclusive hiring practices, and strategic alliances with disability groups, designed to align the abilities of handicapped graduates with corporate needs. Implications/Values: The results underscore the need for systemic reform in employment processes to promote diversity and fairness throughout the workforce. This concept, by aligning with the United Nations Sustainable Development Goals—especially in fostering decent work and mitigating inequalities—has the potential to cultivate a more inclusive job environment in Negri Sembilan. The results are anticipated to provide significant insights for policymakers, employers, and disability advocacy organizations, facilitating improved socio-economic inclusion and empowerment with disabilities in the labor market.

Assessing Academic Preferential Hiring Practices in Highly Ranked Otolaryngology Departments.

Objective: To assess whether preferential hiring practices, particularly self-hiring, are present in academic otolaryngology departments. Setting: A list of academic Otolaryngology-Head and Neck Surgery (O-HNS) departments ranked #1-40 was generated from the Doximity 2021 rankings. The educational background and training information of clinical faculty members and departmental leadership was extracted from each department's online directories. Methods: Descriptive statistics were used to examine inter/intradepartmental relationships and affiliations of included clinical faculty and departmental leadership based on current employment and medical training sites. A "prior affiliation ratio" was calculated to assess the degree of self-hiring and account for multiple possible prior affiliations (medical school, residency, and fellowship) by dividing all prior self-hired affiliations of faculty by the total number of faculty at each department. Results: A total of 1344 clinical faculty were identified, and 596 (44.35%) had at least 1 prior affiliation with their department. The overall prior affiliation ratio was 0.6, and 7 departments had a value >0.8, with the highest being 1.27 (>1.0 indicating multiple prior affiliations per individual such as both residency and fellowship). A network map of departments #1-10 showed heavy intradepartmental faculty recruitment with 24% of faculty having completed a #1-10 residency, 24% a #11-20 residency, 13% a #21-30 residency, and 11% a #31-40 residency. Totaling this data, 76% of faculty at departments ranked #1-10 had completed training at a program ranked #1-40. Furthermore, our data shows high rates of self-hiring among departmental leadership, (40% of Departmental Chairs and 62.5% of Program Directors) though rates are not significantly higher than self-hiring among faculty overall. Conclusion: The top 40 ranked O-HNS departments have high rates of self-hiring, relying on prestige of training programs and prior affiliation in hiring decisions. The effect on departmental productivity and training is unclear.

Strategic insights from a Delphi study: enhancing employment for multiply marginalized people with disabilities.

The employment landscape for multiply marginalized people with disabilities presents significant challenges, exacerbated by intersecting identities such as race/ethnicity, sexual orientation, gender identity, poverty, and geography. Recent studies highlight the compounded employment disparities faced by this group, including discriminatory hiring practices, inadequate accommodations, and uneven gains in employment during the COVID-19 public health emergency. Our study employed a three-round Delphi process with 20 diverse experts across 14 states across the United States (U.S.) to formulate recommendations for improving employment experiences for multiply marginalized people with disabilities. The panel's insights were gathered through surveys administered online, with each round designed to refine the collective recommendations. This iterative process aimed to build a consensus on the most effective policy and practice recommendations for improving employment outcomes within this population. The Delphi study identified key areas for strategic focus, including emergency preparedness, education and training, transportation, assistive technology, workplace accommodations, and combating discrimination and stigma. Notable recommendations included improving emergency preparedness training, enhancing employment education, increasing funding for accessible transportation and assistive technology, and promoting inclusive hiring practices. The study also emphasized the need for policies supporting telework and simplifying disability-related benefits. The findings highlight the critical role of tailored strategies to address employment challenges faced by people with disabilities from marginalized communities. Meaningfully and fully implementing these recommendations would create a more inclusive environment that improves employment outcomes for multiply marginalized people with disabilities.

Sourcing algorithms: Rethinking fairness in hiring in the era of algorithmic recruitment

AbstractSourcing algorithms are technologies used in online platforms to identify, screen, and inform potential applicants about job openings. The popularity of such technologies is rapidly increasing due to their pervasiveness in online advertising and beliefs that sourcing algorithms can decrease time to hire while improving the quality of new hires. What is little known, however, are their potential risks: sourcing algorithms could (intentionally or unintentionally) encode or exacerbate occupational demographic disparities, thereby hindering organizational diversity and/or decreasing the effectiveness of online hiring practices. Because sourcing algorithms identify and screen potential job applicants before they are made aware of employment opportunities, methods for evaluating discrimination in hiring which focus solely on job applicants (e.g., adverse impact ratio), may fail to detect the effects of discriminatory sourcing algorithms. Thus, we propose an expanded model of the employee hiring process to take into account the role of sourcing algorithms. Based on empirical approximations, we conducted a Monte Carlo simulation study to examine the magnitude and nature of sourcing algorithms' influence on hiring outcomes. Our findings suggest that sourcing algorithms could hinder the diversity of new hires while misleadingly suggesting positive diversity outcomes in personnel selection. We provide practical guidance for the use of sourcing algorithms and call for a systematic re‐examination of how to evaluate selection system fairness in the era of algorithmic recruitment.

Impact of Gender Stereotypes on Career Advancement in STEM Fields in Tanzania

Purpose: The aim of the study was to analyze the impact of gender stereotypes on career advancement in STEM fields in Tanzania. Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries. Findings: In Tanzania, gender stereotypes significantly impede career advancement for women in STEM fields, creating barriers to their professional growth and development. Research reveals that societal expectations and cultural biases often undervalue women’s contributions and limit their opportunities for advancement. Women face challenges such as unequal access to resources, mentorship, and networking opportunities compared to their male counterparts. These stereotypes contribute to lower representation of women in leadership positions within STEM sectors, further perpetuating gender disparities. Unique Contribution to Theory, Practice and Policy: Social role theory, stereotype threat theory & expectancy-value theory may be used to anchor future studies on impact of gender stereotypes on career advancement in STEM fields in Tanzania. Establish mentorship programs that pair LGBTQ+ individuals with supportive mentors who can provide guidance and advocacy. Implement and enforce policies that promote diversity and inclusion in hiring and promotion practices within STEM fields.

Peer support for patients with opioid use disorder in the emergency department: A narrative review.

Faced with a growing opioid overdose crisis, emergency departments (EDs) are increasingly hiring peers-people with lived experiences of addiction and recovery-to work with patients in the ED who have opioid use disorders (OUDs) or who have experienced an opioid overdose. Despite a clear need for more support for patients with OUD and rapid expansion in grant funding for peer programs, there are limited data on how these programs affect clinical outcomes and how they are best implemented within the ED. In this narrative review, we synthesize the existing evidence on how to develop and implement peer programs for OUD in the ED setting. We describe the key activities peers can undertake in the ED, outline requirements of the peer role and best practices for peer supervision and hiring, detail how ED administrators have built financial and political support for peer programs, and summarize the limited evidence on clinical and care linkage outcomes of peer programs. We highlight key resources that ED clinicians and administrators can use to develop peer programs and key areas where additional research is needed.