Human Resources Planning, Recruitment & Selection - Mahara E-portfolio - Literature review Example

The Mahara e-portfolio Name Grade course Tutor Institution Date Human Resources Planning, Recruitment & Selection An E- portfolio entails a collection of digital content that is leaner driven and that demonstrates the occurrences, accomplishments and the evidence of learning. They provide these learners with a designed mode of recording their learning incidences and work experience in history. It is vital to use an E- portfolio because it can be modified and personalized into a one stop spot of displaying experience and skills to professionals like teachers, peers, employers and trainers. Learners who are exposed to the E-portfolio have reported to have an increased consciousness in the experience of their careers. These learners show increased confidence and feel more confident and independent in their learning activities. E- Portfolios are gaining popularity internationally as a chief tool of enhancing learning, career development and a recording of occurrences (Gardner 2003, p.35). The Mahara E-portfolio system is basically leaner centered since it involves a type of an individual learning environment. This is different from other portfolios in the manner that most of the E-portfolios are organization centric learning management system. The Mahara E-portfolio will be used widely in this paper to show how E-portfolios can be used in business for recruitment, ethical and legal implications. The use of the E-portfolios such as Mahara can be used for recruitment and appraisal purposes. This is due to the fact that they improve the quality of the promotion or job applications. In addition, they also assist in rationalizing the appraisal processes of the candidates (Gardner 2003, p.41). Employers apply this system specifically in the knowledge based surroundings. In addition, employers apply and utilize the inventory skills and knowledge in their personnel in a style referred to as human capital assets management (Whang 2000, p.82). Kaplan & Haenlein (2010, p.63) note that the social media has changed the recruitment industry; as a result, one of the most valuable features in a recruitment company is the database. It is therefore critical to have a large and accurate database due to the fact that candidates often choose a recruiter on the basis of database size. On the other hand, clients tend to incline to recruiters who are well established since they are aware that they have in hand all the information of the applicable candidates. In the contemporary world that can be referred to as a social media world every individual has access to the information about recruiters. It’s now easier for clients to look for candidates online for the specific jobs. Mahara E- portfolio has a social networking section whereby the users create a list of other people’s details within the system. This system is created a web application that has a plug in design and therefore making it possible to scale the application through different feature such as search, storage of files, web servers and database (Kane 2011, p.173). According to Waters (2009, p.103) the digital and social media recruitment has had several implications in the human resource faculty. There is a war on talent and for this reason, it getting hard for employers to find candidates who have the desired characteristics. It is therefore important that the candidates have an affirmative experience in recruitment. This is reached through; first, use of the social media in hiring of top talent, due to the changing campaign I n the recruitment sector, its clear that an organization doesn’t need to a large scale company in order to develop a buzz around its brand. Recruitment advertising can take many forms as a result of organizations identifying and leveraging social media to enable communication of their hiring information. The Mahara E-portfolio uses the right and effective social media tools to attract talent (Barrett 2009). The E- portfolio tools have an advantage of transparency of one’s credentials and work experience that allow the identification of international recommendations and thus encourage labour mobility (Brandes & Erickson 1998, p.41). It is therefore evident that the E- portfolios assist even the job applicants in contextualizing and consideration of their personal development in terms of proficiency and traits that are required by most employers. In addition, The E- portfolios boost the value of a job to an applicant or promotion to an existing employee (Barrett 2009). According to Kaplan & Haenlein (2010, p.66), legal issues surrounding ePortfolio development require a lot of time and efforts to be addressed. However, it is worth to address such issues on a timely manner in order to be safer as more effort is applied in future. Most of such issues can be addressed if the learners as well as the staff providing e-portfolio are equipped with guidance and adequate information. Further, documentation of decisions and procedures should be well done since it would ensure consistency in the process of legal issues. According to Hendler & Berners-Lee (2010, p.59), in the context of a working situation, the E- portfolio relates to the development and employment of social capital. Social capital entails a socio-economic concept that has a range of interrelated definitions that are on the grounds of social networks such as twitter and face book. In today’s world, social capital entails the worth of social obligations or the contacts that are created via the social sites (Banerjee 2004, p.398). It is also vital to note that these social networks are the avenues via which the social capital that is essential in an organization is created. Social capital development in the E- portfolio system is essential the context of skilled immigrants due to the fact they may have lost their social networks at their previous organizations and they benefit for the development of the new social networks in their new stations (Barrett 2009). From the Mahara E- portfolios system, it is vivid that E- portfolios are of use in a range of activities as learners who use these systems have a great awareness in their day-to-day actions in their profession. It is also clear that these systems are gaining popularity due to the technologically changing world. As a result, some of the legal issues in these systems continue to change with time. Upon using the E- portfolios system; learners and employees develop a more holistic impression of their personal development. A rising number of professional associations just like Mahara are employing E-portfolios to provide proof of accomplishing professional standards. References Banerjee, P. 2004, ‘Aesthetics of navigational performance in hypertext’, AI & Society, vol. 18, no.4, pp 297-309. Barrett, H. (2009). ‘Supporting reflection in electronic portfolios: Blogs, wikis and digital storytelling’ retrieved from http://electronicportfolios.com/portfolios/ReflectionUBC.pdf UBC ePortfolio, Vancouver, BC. Brandes, G. M. & Erickson, G. L., 1998, ‘Developing and sustaining a community of inquiry among teachers and teacher educators’, The Alberta Journal of Educational Research, no.44, vol.1, pp 37-50. Gardner, C. 2003, ‘Meta-interpretation and Hypertext Fiction: A critical response,’ Computers & the Humanities, vol.37, no.1, pp 33-56. Hendler, J. & Berners-Lee, T. 2010, ‘From the Semantic Web to social machines: A research challenge for AI on the World Wide Web’. Artificial Intelligence, vol.174, no.2, pp 156- 161. Kane, L 2011, ‘A Social Networking Primer for Librarians’, J Med Libr Assoc, vol. 99, no.2, pp 173–174. Kaplan, A. & Haenlein, M 2010. Users of the world, unite! The challenges and opportunities of Social Media. Business Horizons, vol. 53, no.1, pp 59-68. Landow, G. P. 1997, ‘Hypertext 2.0: The convergence of contemporary critical theory and technology’ The Johns Hopkins University Press, Baltimore, MD. Waters, R 2009, Engaging stakeholders through socialnetworking: How nonprofit organizations are using Facebook. Public Relations Review, vol 35, no. 2, pp 102-106. Whang, S. 2000, ‘ Information sharing in supply a chain. International journal of manufacturing technology and management, vol.1, pp 79-93. Read More