Qualified Candidates Research Articles

Transformational leadership and moral norms: green human resource management and behaviour

PurposeThis study introduces a theoretical model that integrates the conservation of resources (COR) and ability-motivation-opportunity (AMO) theories. This model is used to examine the relationship between green transformational leadership and green human resources management. Additionally, the study explores the influence of this relationship on employee green behaviour and the development of personal moral norms.Design/methodology/approachThe hypotheses developed in this study were tested through a quantitative approach, employing structural equation modelling via partial least squares (PLS-SEM) along with bootstrapping estimation techniques. For data analysis, the study utilized responses from a total of 475 participants.FindingsThe findings of this study indicate that the implementation of green transformational leadership has a positive impact on green human resources management. In turn, enhanced green human resources management positively influences employee green behaviour. The research further reveals that employee green behaviour not only contributes positively to the development of personal moral norms but also plays a crucial mediating role in the relationship between green human resources management and personal moral norms. Additionally, evidence supports the significant mediating effect of green human resources management in the relationship between green transformational leadership and employee green behaviour.Originality/valueThis study highlights the pivotal role of employee green behaviour as a foundational element in developing personal moral norms, marking a departure from prior research in the green transformational leadership field, which has predominantly focused on green human resources management. By implementing green transformational leadership strategies, organisations can not only enhance their competitive edge but also effectively attract highly skilled and qualified candidates, thereby making a significant contribution to the field.

School Library Media SIG Session

A School Librarian Needs Assessment on Culturally Responsive and Impactful K-12 Online Teaching and Learning. There is a lack of research that examines school library education, professional development, or application of culturally responsive pedagogy in K-12 online settings. This research project investigates the characteristics of the school librarianship knowledge gap on culturally responsive online pedagogy through needs assessment research. Data was collected utilizing national online webinars as online discussion groups. The findings from the first phase of a national research grant project to examine, assess, and address the school librarianship knowledge gap on the design and delivery of targeted and culturally responsive online learning will be presented. Opening the Pipeline: Sustaining Recruitment for School Librarianship. Over the last decade, the number of school librarians (SLs) in US public schools declined. Among the reasons administrators shared regarding these unfilled (and potentially lost) positions were issues with “the pipeline” or the availability of qualified candidates to apply for posted positions. This was particularly true in states with no school librarian preparation programs (SLPPs) at their colleges and universities and resulted in areas (often rural) where school districts had openings for SLs but were unable to find candidates willing to relocate (Lance & Kachel, 2021). To understand this “pipeline problem” and the role that SLPPs play, we turn to the recruitment practices in SLPPs, and ask: what are the current practices for inviting, promoting, and/or recruiting candidates to SLPPs? Initial research findings and anecdotal academic experience reveal that barriers to entering SLPPs include rigid requirements for credentialing and the financial burdens of tuition and associated personal expenses. With new insights into the variety of strategies used (and not used) across programs, we hope to initiate professional conversations and create recommendations for opening and sustaining a national pipeline that ensures that well-qualified candidates are prepared to serve as school librarians. Share and Share Alike: School Librarians Sharing Their Truths about Evidence Based Practice. P12 educators are expected to utilize evidence to inform practices and decisions. Although most school librarians collect and use evidence, they struggle doing so systematically or in relation to teaching and learning. We conducted focus groups interviews with school librarians and their educators and supervisors to identify existing opportunities that prepare school librarians for evidence-based practice (EBP), challenges with those opportunities, and types and forms of professional learning that school librarians prefer as they continue to hone their application of EBP. Our findings indicate that additional tools and real-time learning opportunities would further support school librarians’ EBP knowledge and skills.

Modeling and Analyzing the Availability of Technical Professional Profiles for the Success of Smart Cities Projects in Europe.

The success of developing and implementing Smart Cities (SC) projects depends on a varied set of factors, where the availability of a qualified technical workforce is a critical one. The combination of ICT requirements, like the effectiveness and quality of solutions merging IoT, cloud computing, sensors, and communications with the work from many varied disciplines (e.g., civil engineering, architecture, etc.), mixed with aspects of environmental and business sustainability, makes the management of these projects really challenging. Reports forecast a scarcity of qualified candidates, given this complexity and the growth of activity in SC projects. The European project SMACITE has addressed the requirements of the qualification of an ICT workforce with an analysis of multiples sources of information from the labor market, feedback from involved stakeholders, and the literature. The goal was the development of two occupational ICT profiles as a reference for training and for the availability of candidates for job vacancies. The result is two ICT role profiles for engineers and technicians, mapped with the European skills frameworks ESCO and EN16234. The profiles determined the whole set of requirements, including not only the technical areas and soft skills, but also additional technical areas and sustainability and managerial skills and the analysis of different sources of information. Our work has also determined which existing ESCO occupations are similar to the two reference profiles, so they are better adapted to SC projects. The training activities of SMACITE have also suggested the amount of training expected for a varied sample of candidates who want to be qualified for SC projects.

Does biasedness starts with HR? - Analysis and outcomes and suggestions for transparent practices

HR research has shown that HR practitioners are influenced by different biases in their decision making. But do they know they are biased? This study looks at blind spots. These findings contribute to behavioural research in HR and practical tips to address workplace bias, whether deliberate or not Recognising and addressing biases is key to a fair and inclusive work environment across the globe whether international, national or local to identify common biases and their impact on the organisation and employees as well as ways to mitigate the unfair outcome.Cultural stereotypes, personal biases and institutionalised practices that unintentionally favour some groups over others are the main sources of HR bias. Gender, race, age and socio-economic status can for example determine who gets hired, evaluated for performance or promoted by employers. Without diversity considerations the result is uniform teams that stifle creativity as marginalisation excludes certain perspectives from consideration through exclusionary means.The impact of HR bias goes beyond individual employees to the organisation as a whole. Biased HR practices can erode trust in management, reduce employee engagement and increase turnover rates. This in turn can harm the organisation’s reputation making it less attractive to top talent and potentially lead to legal challenges. Biased decision making can also result in suboptimal talent management where the most qualified candidates are overlooked and the organisation’s overall performance is compromised.To address HR bias you need a 3 prong approach, bias awareness training, standardised and transparent HR processes and a culture of inclusion. Organisations need to actively work to identify and mitigate biases in their HR practices to be fair, equitable and utilise human capital optimally.

A Machine Learning Method for Allocating Scarce COVID-19 Monoclonal Antibodies

During the COVID-19 pandemic, the effective distribution of limited treatments became a crucial policy goal. Yet, limited research exists using electronic health record data and machine learning techniques, such as policy learning trees (PLTs), to optimize the distribution of scarce therapeutics. To evaluate whether a machine learning PLT-based method of scarce resource allocation optimizes the treatment benefit of COVID-19 neutralizing monoclonal antibodies (mAbs) during periods of resource constraint. This retrospective cohort study used electronic health record data from October 1, 2021, to December 11, 2021, for the training cohort and data from June 1, 2021, to October 1, 2021, for the testing cohort. The cohorts included patients who had positive test results for SARS-CoV-2 and qualified for COVID-19 mAb therapy based on the US Food and Drug Administration's emergency use authorization criteria, ascertained from the patient electronic health record. Only some of the qualifying candidates received treatment with mAbs. Data were analyzed between from January 2023 to May 2024. The primary outcome was overall expected hospitalization, assessed as the potential reduction in overall expected hospitalization if the PLT-based allocation system was used. This was compared to observed allocation using risk differences. Among 9542 eligible patients in the training cohort (5418 female [56.8%]; age distribution: 18-44 years, 4151 [43.5%]; 45-64 years, 3146 [33.0%]; and ≥65 years, 2245 [23.5%]), a total of 3862 (40.5%) received mAbs. Among 6248 eligible patients in the testing cohort (3416 female [54.7%]; age distribution: 18-44 years, 2827 [45.2%]; 45-64 years, 1927 [30.8%]; and ≥65 years, 1494 [23.9%]), a total of 1329 (21.3%) received mAbs. Treatment allocation using the trained PLT model led to an estimated 1.6% reduction (95% CI, -2.0% to -1.2%) in overall expected hospitalization compared to observed treatment allocation in the testing cohort. The visual assessment showed that the PLT-based point system had a larger reduction in 28-day hospitalization compared with the Monoclonal Antibody Screening Score (maximum overall hospitalization difference, -1.0% [95% CI, -1.3% to -0.7%]) in the testing cohort. This retrospective cohort study proposes and tests a PLT method, which can be linked to a electronic health record data platform to improve real-time allocation of scarce treatments. Use of this PLT-based allocation method would have likely resulted in fewer hospitalizations across a population than were observed in usual care, with greater expected reductions than a commonly used point system.

SIGNIFICANCE OF EMPLOYABILITY SKILLS IN SKILL DEVELOPMENT PROGRAMMES: A REVIEW

The constantly evolving industrial environment requires on advanced expertise, in the employment market, a job seeker's skill set is their most valuable asset. Job seekers are required to continually improve their abilities because industries are working to achieve sustainable development through innovations. However, Higher Education Authorities and universities emphasize the need to transform unmarketable university students into marketable students because the output's quality does not meet industry standards. That is contributing to unemployment. Policymakers need to address the unemployment issue with the appropriate course of action before things deteriorate further. On the other hand, there are not enough qualified candidates in the market with the most recent competences and skills. Industries are very concerned about the time and money invested in employee skill-upgrading training and development programmes. Thus, this paper will attempt to investigate the value of talents in the workplace and investigate the employability gap. The present study will examine existing literatures that addressed creating more employment opportunities through skill enhancement training activities. KEYWORDS: Employability, Skills, Employees, Development

Understaffed and beleaguered: a national survey of chiefs of police about the post-George Floyd era

PurposeThe 2020 murder of George Floyd resulted in challenges to policing in the United States of America, but little is known about how police chiefs perceive them. At the same time, chiefs of police wield great influence over public perceptions of crime and disorder, the state of their profession, the laws and policies that govern the conduct of police officers and municipal public safety budgets. It is therefore critical to understand how police perceive the changes to their profession post-Floyd.Design/methodology/approachThis study surveyed a randomly selected national sample of 276 municipal chiefs of police. Items probed resignations, recruitment, efforts to defund departments, community support, officer morale, suspects’ likelihood of obeying lawful orders and career risks that could inhibit proactive police work. It examined associations between perceptions and Census Bureau region, length of tenure as chief, size of police department, population served and the urban or rural designation of the jurisdiction.FindingsChiefs overwhelmingly reported recruiting qualified candidates had become much harder, and the present risks of proactive police work encourage inaction. Chiefs of agencies in the Northeast perceived more challenges than those in the South. Respondents with more years of experience were less likely to perceive the current situation as dire. Approximately 13.5% reported an attempt to defund their department, 56.8% of which yielded some success. Our study suggests an increase in the number and scope of challenges perceived by chiefs of police. Results vary by region and police chief years of experience.Originality/valueThis study provides researchers and practitioners with the perspectives of chiefs about the post-Floyd era that influence their decisions, policies and initiatives.

Bridges and gatekeepers: Employees' willingness to refer qualified candidates on the autism spectrum

AbstractRecruiting neurodiverse talent has increasingly featured on the organizational diversity agenda, yet recruitment practices geared toward locating and attracting neurodivergent candidates remain understudied. While research and practice have shown that employee referral is one of the channels through which a significant part of new talent is recruited, little is known about employees' willingness to refer qualified social contacts who are neurodivergent. We address this limitation by investigating employees' willingness to refer highly qualified candidates on the autism spectrum and some conditions under which they are more or less likely to refer such candidates. We explore these aspects in a study of working individuals, using a mixed‐method approach. The quantitative analysis shows that disclosure of an autism condition to potential referrers might pose some advantage, in that it increases the likelihood of being referred, but this advantage accrues only to male candidates. Furthermore, cues that hint at the social dimension of the “ideal worker,” commonly used in job recruitment materials, are the strongest deterrent for referrers. The qualitative analysis of the reasons behind decisions to refer sheds light on some mechanisms that might explain these findings.

Zirconium doping facilitates a vertically aligned NiCoZr-layered hydroxide nanoneedle arrays electrode for hybrid supercapacitors exhibiting a 90,000 cycle durability

LDHs (Layered Double Hydroxides) are a kind of promising cathode material for high-performance hybrid supercapacitor. Nevertheless, it suffers quick capacitance decay after only thousands of cycles, which greatly prevents it from further application. In this contribution, zirconium (Zr) is introduced to the host layer of NiCo-LDH via a simple one-pot hydrothermal process. Owing to the strong bonding energy of ZrO (760 kJ mol−1) and special electronic structure (fully empty 4d orbits), the doped Zr could not only act as a structural stabilized element, but also change the mechanism of the energy storage process to alleviate the Jahn-Teller distortion of NiCo-LDH. Moreover, the introduction of Zr boosts an orderly growth of the LDHs, changing from disorder stack structure to vertically aligned nanoneedle arrays, which improve their structural stability. By controlling a varying level of Zr content, the electrode NiCoZr-LDH@CC with a Zr content ratio of 6.4 % delivers the best comprehensive electrochemical performance with a specific capacitance of 1758 F g−1 and good rate performance (73 % capacitance retention at 10 A g−1). The assembled asymmetric supercapacitor shows a highest energy density of 42.3 Wh kg−1 at 504 W kg−1 and an ultralong cycling lifespan beyond 90,000 cycles with a 97 % capacitance retention. The results exhibit the great potential of NiCoZr-LDH as a qualified candidate for high-performance hybrid supercapacitors.

Artificial intelligence in talent acquisition: exploring organisational and operational dimensions

PurposeWith the recent proliferation of AI, organisations are transforming not only their organisational design but also the input and output operational processes of the hiring process. The purpose of this paper is to explore the organisational and operational dimensions resulting from the deployment of AI during talent acquisition process.Design/methodology/approachThe authors conducted semi-structured interviews and meetings with human resources (HRs) professionals, recruiters and AI hiring platform providers in Sweden. Using an inductive data analysis rooted in the principles of grounded theory, the study uncovered four aggregate dimensions critical to understanding the role of AI in talent acquisition.FindingsWith insights from algorithmic management and ambidexterity theory, the study presents a comprehensive theoretical framework that highlights four aggregate dimensions describing AI’s transformative role in talent recruitment. The results provide a cautionary perspective, advising against an excessive emphasis on operational performance driven solely by algorithmic management.Research limitations/implicationsThe study is limited in scope and subject to several constraints. Firstly, the sample size and diversity are restricted, as the findings are based on a limited number of semi-structured interviews and meetings with HRs professionals, recruiters, and AI hiring platform providers. Secondly, the rapid evolution of AI technologies means that the study’s findings may quickly become outdated as new advancements and applications emerge.Practical implicationsThe results provide managers with actionable information that can lead to more precise and strategic management practices, ultimately contributing to improved organizational performance and outcomes. Plus, enhancing their ability to make informed decisions, optimize processes and address challenges effectively.Social implicationsThe results signal both positive and negative impacts on employment opportunities. On the positive side, AI can streamline recruitment processes, making it easier for qualified candidates to be identified and hired quickly. However, AI systems can also perpetuate existing biases present in the data they are trained on, leading to unfair hiring practices where certain groups are systematically disadvantaged.Originality/valueBy examining the balance between transactional efficiency and relational engagement, the research addresses a crucial trade-off that organizations face when implementing AI in recruitment. The originality lies in its critique of the prevailing emphasis on e-recruiting.

Maximizing Efficiency in University Human Resources Management for Lecturers

In today's dynamic academic landscape, effective human resource (HR) management is essential for the successful operation of universities. This paper explores the critical role of HR practices in shaping the academic environment and institutional culture, focusing on recruitment, development, retention strategies, and performance management of lecturers. Recruitment strategies are crucial for attracting qualified candidates who align with institutional goals. Development and training programs ensure lecturers remain innovative and productive, with a focus on pedagogy, research, leadership, and mentorship. Retention strategies, including fair compensation and benefits, foster a supportive work environment and promote job satisfaction. Performance management systems, emphasizing goal-setting and professional development, enhance lecturer effectiveness and contribute to overall academic achievements. In conclusion, effective HR planning is vital for universities' prosperity and survival, fostering a culture of excellence, innovation, and continuous improvement. By investing in their lecturers, universities can fulfill their fundamental mandate of knowledge dissemination and societal contributions.

Challenges of Political Parties in the Appointment of Public Positions

Political parties face several challenges when appointing public positions, the importance lies in the need to guarantee efficiency, transparency and legitimacy, in public management it is the selection of suitable and qualified candidates to occupy positions of responsibility in the government. In one context, citizens demand greater professionalism and ethics in public service, ensuring that their candidates have the skills to perform their duties efficiently. At the same time, it is about promoting inclusion and diversity in the appointment of public positions, ensuring the participation of all sectors of society. This means promoting the inclusion of women, young people, indigenous peoples, as well as people with special abilities and groups that have been relegated for many years. This will contribute to strengthening institutions and improving the quality of public management, responding to the demands of increasingly demanding citizens.

Skills Mismatch in Entry-level Programmer Positions: Employer Expectations vs. Observations in Lalitpur, Nepal

Despite an annual influx of programming graduates from Information Technology (IT)-focused educational institutions, software companies struggle with the persistent challenge of finding qualified candidates for entry-level programming roles. In this context of skill shortage, this study explored the crucial issue of skill mismatch of IT graduates, by assessing the employers’ expectations and observations vital for entry-level programming positions. This study employed a quantitative survey approach to delve into this skills mismatch issue. Professionals within 128 software development companies in Lalitpur were surveyed, all holding managerial positions and possessing programming experience. Utilizing a Likert scale questionnaire distributed through Google Forms, these industry experts rated their expectations and real-world observations concerning the specific skills requisite for entry-level programming positions. The analysis of expectations of skills showed that learning attitude (personal), basic concepts of programming (technical), and organizational culture fit (interpersonal) were considered the most important skills. Personal or college projects and skills in version management and testing were considered equally important. The analysis of skill expectations versus observations uncovers noteworthy disparities, mostly observed in personal skills, with expectations significantly exceeding actual observations. Almost 50% of the skills were found to have high importance and high gaps, most of which were personal skills. The discrepancy was comparatively less in interpersonal and technical compared to personal skills. Perceptions regarding the alignment of knowledge, skills, and attitude (KSA) were mixed in which most of the respondents indicated moderate to strong alignment between expectations and observations for knowledge and skills, while weak alignment for attitudes. Statistical analysis confirmed significant mean differences between expected and observed skills across all skill categories, reaffirming the existence of a skills mismatch. Notably, employers overwhelmingly advocate ii addressing these skill mismatches through training and development initiatives. These findings shed light on the multifaceted nature of the skills mismatch challenge in Lalitpur’s entry-level programming job market, emphasizing the need for targeted interventions to bridge this gap and foster alignment between employer expectations and the skills of recent graduates. Aligning curriculum with industry needs and designing skill development approaches is of utmost importance to enhance graduates’ workforce readiness, facilitating a smoother transition for entry-level programmer positions.

Evaluation of a pharmacist-led personal continuous glucose monitor workflow to improve glycemic management in an internal medicine clinic

BackgroundThe use of personal continuous glucose monitors (CGMs) in patients with diabetes has increased substantially and is expected to continue to increase as CGMs become more affordable and insurance plans improve coverage. The utilization of CGMs has improved diabetes management and reduced hypoglycemic events. ObjectivesTo create pharmacist-led personal CGM workflow and evaluate its impact on glycemic management in patients with diabetes. Practice DescriptionThe study took place at an Internal Medicine Clinic. The practice providers include 2 medical doctors, 5 physician assistants, 2 nurse practitioners, and 1 clinical pharmacist. Practice InnovationTo create and implement a sustainable pharmacy led CGM workflow for enhanced CGM use within an internal medicine clinic. Evaluation MethodsThis was a prospective, investigator-initiated pilot study conducted at an Atrium Health Internal Medicine clinic over 28 weeks. In this pilot, 42 patients were qualifying candidates with diabetes and personal CGM use. In addition, 30 patients were followed until study completion and included into final analysis. ResultsThe average baseline A1c was reduced from 8.3% to 7.1% over a 3- to 6-month period. The pharmacist-led CGM workflow revealed a statistically significant reduction in A1c from baseline by an average of 1.2% (95% CI −0.6 to −1.8, P = 0.0006). On average, patients were enrolled for 19.9 weeks and had an average of 5 visits during this time. During the study duration, 100 medications changes were implemented under the existing clinical pharmacist practitioner agreement between the pharmacists and the provider. Overall, 58 Current Procedural Terminology 95251 codes were billed yielding $7052.00 in billed CGM services for the clinic. This project generated 40.6 provider relative value units. ConclusionThe utilization of a pharmacist-led personal CGM workflow can improve diabetes outcomes.

TALENT TRACK HUB

Talent Track Hub is a comprehensive web platform designed to streamline the college placement process by providing a centralized hub for students and administrators. The platform facilitates job postings, student registrations, and application management, enhancing the efficiency and transparency of the placement process. Talent Track Hub is a dynamic and user-friendly website designed to streamline the college placement process, serving as a centralized platform for both administrators and students. The platform empowers college placement cells by providing a seamless interface for posting job opportunities, managing applications, and fostering effective communication between recruiters and students. Talent Track Hub aims to bridge the gap between recruiters and students, fostering a transparency and efficient placement process. By leveraging technology, this platform enhances collaboration, simplifies administration, and ensures that students are well-informed and prepared for the opportunities presented by prospective admin cell. Talent Track Hub represents a paradigm shift in college placement processes, offering a user-friendly and efficient platform that benefits both students and administrators. By centralizing job postings, simplifying application management, and facilitating communication, the platform empowers students to navigate their professional journeys with confidence. The Talent Track Hub allows colleges to post detailed information about upcoming placement drives, including company profiles, job descriptions, eligibility criteria, and schedules. This ensures that students have access to up-to- date information and can prepare adequately for recruitment processes. Additionally, the platform enables colleges to list the latest job openings, providing students with a comprehensive view of available opportunities in real-time. For placement officers, the Talent Track Hub offers tools to monitor and manage the placement process efficiently. They can track student participation, manage company engagements, and generate reports on placement statistics. This data-driven approach allows for better decision-making and continuous improvement of the placement strategy. Recruiters benefit from the Talent Track Hub by gaining access to a curated database of qualified candidates, making the hiring process more targeted and efficient. The platform supports seamless communication between recruiters and colleges, facilitating the coordination of placement events and interviews. By integrating all aspects of the placement process into a single platform, the Talent Track Hub aims to foster a more dynamic and responsive ecosystem for campus placements. It empowers students with better access to job opportunities, equips colleges with effective placement management tools, and provides recruiters with a reliable source of potential hires. Ultimately, the Talent Track Hub contributes to the overall development and employability of college graduates, paving the way for successful career beginnings.

High-quality integratable microlasers from scalable perovskite heterostructures enabled by solution-phase processing

High-performance transferable and integratable microlasers hold great promise to construct the integrated photonics and optoelectronics. However, the qualified candidates are still being pursued. Herein, a mass-production of low-threshold and wavelength-tunable microlasers that is readily integratable with the optical fiber platform is realized by a two-step solution-phase approach. The demonstration is enabled by the formation of a novel semiconductor heterostructure from halide perovskites featuring the quasi-free-standing and highly emissive properties. Corroborated by the in-situ optical characterization, we reveal that the lateral perovskite heterostructures are constructed through a sequential reaction driven by the surface energy contrast. These perovskite heterostructures exhibit low-threshold and broadband tunable lasing action thanks to the efficient spatial light conversion nature and the facile composition tunability. Taking the merits together, the heterostructure microlasers can be the competitive applicants for photonic integration as demonstrated by the laser-on-fiber configuration.

A Study of Diversity on Recruitment

Recruitment is the process of finding and attracting qualified individuals to fill job positions within an organization. It involves identifying the staffing needs of the organization and seeking out suitable candidates to meet those needs. Recruitment plays a crucial role in ensuring that organizations have the right talent to achieve their goals and objectives. It encompasses various activities, including job posting, candidate sourcing, resume screening, interviewing, and selection. A well-executed recruitment process can result in the hiring of talented individuals who contribute positively to the organization’s success. Recruitment is the cornerstone of building a successful organization. It’s the process by which companies identify, attract, and hire the most qualified individuals to fill job vacancies within their ranks. Beyond merely filling positions, recruitment is about finding the right fit — individuals who not only possess the necessary skills and qualifications but also align with the company’s culture, values, and long-term objectives. In today’s competitive business landscape, recruitment has evolved from a transactional process to a strategic function. Companies recognize that their success hinges on the talent they attract and retain. As such, recruitment practices have become more sophisticated, incorporating elements of employer branding, candidate experience, and diversity and inclusion. This introduction sets the stage for exploring the multifaceted nature of recruitment — from understanding the evolving needs of organizations to navigating the complexities of attracting top talent in a competitive market. Throughout this exploration, the importance of recruitment as a driver of organizational success will become increasingly apparent. Talent Acquisition: The primary objective of recruitment is to attract and identify talented individuals who possess the skills, qualifications, and experience necessary to fulfil the requirements of specific job roles within the organization. Fulfilling Organizational Needs: Recruitment aims to address the staffing needs of the organization by filling vacancies promptly with qualified candidates. This ensures that the organization has the right personnel in place to achieve its short-term and long-term goals. Building a Diverse Workforce: Recruitment plays a vital role in promoting diversity and inclusion within the organization by seeking candidates from varied backgrounds, experiences, and perspectives. A diverse workforce fosters innovation, creativity, and better decision-making. Enhancing Organizational Performance: By recruiting top talent, organizations can improve their overall performance and competitiveness. Hiring individuals who possess the required skills and expertise can lead to increased productivity, efficiency, and effectiveness across all levels of the organization. Creating a Talent Pipeline: Recruitment serves as a proactive measure to build a pool of potential candidates for future job openings. Establishing a talent pipeline ensures that the organization has access to a continuous supply of qualified individuals, reducing the time and resources spent on future recruitment efforts.

The Essential Skills for Becoming a Today’s Automotive Vocational Teacher: Focus Group Interview Study

Vocational education, as a kind of education, has an important role not only for people to get a job but also for nations to grow their national economy. Vocational teachers, especially, are the keys to the success of vocational education, so the competencies required to become such teachers are crucial issues that need attention. This study aims to explore the most needed and recent competencies that an automotive vocational teacher needs to master to survive in career life. A Focus Group Interview (FGI) study with two main questions was used to collect data from 6 participants consisting of 3 automotive vocational teachers and three automotive industrial instructors. The interview was recorded, and the data was analyzed qualitatively. The findings stated that the ability to conduct sustainable learning or lifelong learning becomes the most essential competency that automotive vocational teachers need to have. Additionally, there is a suggestion to automotive vocational teacher education institutions to conduct instructional design of learning activities that could promote the abilities of sustainable learning for the students. This is necessary because automotive technology is developing very quickly, so vocational education should deal with that phenomenon by preparing qualified automotive vocational teacher candidates who can conduct sustainable learning or lifelong learning effectively.

Influence of Gender Stereotypes in Hiring Decisions

Purpose: The aim of the study was to investigate the influence of gender stereotypes in hiring decisions. Methodology: The study adopted a desktop research methodology. Desk research refers to secondary data or that which can be collected without fieldwork. Desk research is basically involved in collecting data from existing resources hence it is often considered a low cost technique as compared to field research, as the main cost is involved in executive’s time, telephone charges and directories. Thus, the study relied on already published studies, reports and statistics. This secondary data was easily accessed through the online journals and library. Findings: The findings reveal that there exists a contextual and methodological gap relating to the influence of gender stereotypes in hiring decisions. Preliminary empirical review revealed that gender bias significantly influenced hiring processes, favoring male candidates over equally qualified female candidates. Through an analysis of empirical evidence from various studies conducted by scholars, it was evident that gender stereotypes intersected with other forms of discrimination, such as racial or ethnic bias, exacerbating disparities in employment opportunities, particularly for women of color. Despite increasing awareness of the importance of diversity, gender bias persisted, hindering progress towards gender parity in the workplace. Recommendations included implementing blind recruitment processes and diversity training to address bias and promote transparency in hiring practices, facilitating the creation of more equitable and inclusive workplaces. Unique Contribution to Theory, Practice and Policy: Social Role Theory, Ambivalent Sexism theory and Intersectionality theory may be used to anchor future studies on influence of gender stereotypes in hiring decisions. The study provided several recommendations that contributed to theory, practice, and policy. It emphasized the need to raise awareness of gender bias, suggested implementing structural changes like blind recruitment, advocated for diversity and inclusion initiatives, highlighted the role of organizational culture, and called for the involvement of policymakers in addressing systemic barriers. These recommendations aimed to promote fairness, equity, and diversity in employment practices within STEM and beyond, contributing to theoretical understanding, informing practical strategies, and shaping policy interventions.

EFFECTIVENESS OF SOCIAL MEDIA ON THE RECRUITMENT & SELECTION

INTRODUCTION The HR department’s primary responsibility is recruitment. While HR works in a variety of areas such as worker commitment, representative turn of events, legal consistency, information the board, and many others, one of the most important areas of focus for HR is to attract, select, and locally accessible qualified candidates for the organization. Recruitment is the process of attracting eligible candidates for a certain position, whereas selection is the most typical technique of identifying and selecting the best candidate for that job. Every representative’s pledges play an important role in the food and development of a firm. As a result, it is vital to select the best person to do all tasks. A bad hire may have an impact on overall business success in the same way as a square stake can not fit in a round aperture. The impact on your organization when you choose an unsuitable candidate is usually far greater than not hiring anyone at all! Enlistment is a significant essential activity for the business, not merely a functional action. As a result, there is a need to create a strong enrollment and choice interaction. The appropriate cycle considers your organization’s fantastic ability and represents your organization’s progress in attracting and hiring the suitable talent. A feasible engagement aids in the proactive formation of an ability pool, hence assisting in the achievement of medium- and long-term corporate objectives.