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Online File W8.1 Google and Company: Advertisement and Search Engine Wars - page 14 / 20





14 / 20


Part 4: Other EC Models and Applications


EC Application


The Internet has made advertising and applying for jobs online a much simpler process. However, sometimes with simplicity comes complexity. The challenge now for some large companies is how to cost-effectively manage the online recruiting process, because online ads are attracting large numbers of applicants. For example, Infosys now receives in excess of 1 million job applications each year to fill about 9,000 positions. It might sound like a good prob- lem to have too many applicants, but companies are find- ing that there is often a poor match between the skills and attributes they require and the many hundreds of applica- tions received. Thus, despite attracting a lot of applicants, they often still suffer from a shortage of good applications. Furthermore, how can a company be sure it is accessing and attracting the very best talent in a particular field? Some interesting new developments are changing the way companies may address these issues.

Trovix offers a service to companies based on its award- winning HR software, which uses embedded intelligence to help manage the entire recruitment process. Trovix argues that its tools Trovix Recruit and Trovix Intelligent Search can emulate human decision makers and assess a candidate’s amount, depth, relevance and recency of work experience, education, and the like. The software presents in rank order the best candidates to fit an advertised position. Other fea- tures enable tracking of applicants, reporting, and communi- cations. A number of institutions are using this service, including Stanford University, which needs to fill thousands of positions each year. Trend Micro adopted Trovix and was able to screen 700 applicants and list the top 10 in about 20 minutes. The accuracy is probably no better than manual processing, but the software can screen applicants in a much shorter period of time.

A slightly more personal approach is available through some of the social networking sites, which offer support for companies to locate the best talent for a particular position. Sites such as Jobster ( jobste .com) and LinkedIn (linkedin.com) rely more on a networking approach. Jobs posted on Jobster, for example, are linked to other job sites, to blogs, to user groups, to university alumni sites, and so on. People who are part of the social network are encouraged to recommend others who might be suited to a particular job, irrespective of whether they are actively seeking new work. In this way, a company looking to recruit the best talent has its job advertised much more widely and may benefit from word-of-mouth recommendations and referrals. For example, LinkedIn offers prospective employers a network of more than 8 million people across 130 industries, meaning much larger exposure for job vacancies and a much larger talent pool to seek referrals from. Sites such as Jobster can also track where applicants come from, helping companies adopt better recruitment strategies and thus achieve better returns from their investments in seeking the best staff.


  • 1.

    What are some of the challenges of online recruitment?

  • 2.

    How can intelligent recruitment software and Internet technologies support and improve an organization’s search for new talent?

  • 3.

    What role can social networking approaches to recruitment play? Are there any disadvantages or risks involved in such approaches?

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