UNIVERSITE INTERNATIONALE DE RABAT

RABAT BUSINESS SCHOOL

BACHELOR DISSETATION

To Obtain Bachelor Degree

Major/Track: IPM3 Human Resource Management

Title:

…………………………………..

Submitted by: Supervised by:

Meryem CHEHABI Moustafa ABDELMOTALEB

Date: …..

Academic Year 2021/2022

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UIR Campus, Technopolis Park, Rocade de Rabat-Salé 11100 - Sala Al Jadida - Morocco
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 Aknowledgment:

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At the beginning, I would like to express my sincere thanks to my supervisor MR. Moustafa
ABDELMOTALEB for having accompanied and advised me throughout the realization of
this thesis.

Furthermore, I also want to thank my professors, and the staff of my university for the
pedagogy they have shown.

This thesis would never have been possible without the active support of my family
members, especially my parents who have always encouraged and supported me, motivated
me and helped me during the development of my project.

Finally, I would like to express my deepest gratitude to all the people who have contributed
in any way to its realization.

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 i- Introduction

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The use of information and communication technologies by those responsible for human
resources has been developed in the literature for about fifteen years (Gardner, Lepak and
Barthol, 2003). The evolution of computerization in the HR department is a reality that has
changed the professions and practices. This evolution is defined by the term e-HRM
(Dhamija, 2012, p. 34). More recently, the arrival of social media in this department has also
been the subject of much research. More specifically, recruitment, a crucial mission of the
HR department, turns out to be one of the more impacted by the rise of social media (Girard,
Fallery and Rodhain, 2015, 3rd page). According to Srinivas (date unknown, after 2014),
these media radically transformed the procedures of recruitment (4th page).
Social media, in particular, allows interaction increased among their users. No need to wait
for a brand to communicate to find out about it. The information is written by all and
available to all. It is therefore necessary for companies to be present there, in order to be able
to communicate directly with potential candidates, and give them the opportunity to obtain
information directly from recruiters (La Pinta and Berthelot, 2015).
To develop my research, I will first ask to what extent social media influence the recruitment
process. They can be used to publish job offers, to actively search for candidates, to promote
the employer and to find additional information.
Secondly, we will integrate the notion of network as developed by Granovetter in 1973.
According to the author, the weak links are those which prove to be the most effective for the
recruitment. However, social media precisely make it possible to extend the network of weak
ties to infinity (Sander, 2012).
In the last part we will talk about the e-recrutement in morocco, what are the web2.0 methods
used in recruitement, and what place does the employer brand and the e-reputation of the
company hold in recruitment.

II- Framework and Concepts

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 1. Recruitment :

The task of finding and selecting a new employee is crucial for the viability and stability of
the company (Girard and Fallery, 2001, p. 144; Buyens, De Schamphelaere, Verbrigghe and
Verhaeghe, 2012, p. 6). However, this central function, like all of the HR functions, is in full
mutation (Dessler, 2005, p. 10). Under the pressure of the globalization of economic markets,
technological developments, the changing nature of work – increasingly more flexible
professionals must constantly evolve and renew themselves if they want to continue to
provide quality and value-added work (Ibid., pp. 10-12). The current labor market is also
characterized by significant demographic changes. The working population is aging and the
representatives of a new generation marked by technologies arrive in mass in the labor
market (Ibid., p. 13). Another characteristic of this labor market is the shortage, sometimes
endemic, which makes the recruitment of certain functions particularly difficult (Ibid., p.
157).
The context in which recruitment professionals operate is now clarified, we can focus on
developing the recruitment process. Of course, as we confirm Cadin, Guérin and Pigeyre
(2002), there is no "one-best-way" in the way of leading his recruitment (p. 240). The
strategy will mainly depend on the size of the company, the sector of activity, the
competitiveness that reigns there, and of the HR managers themselves (Ibid.).
The development of debates surrounding the best recruitment processes to put in place
is not the purpose of this dissertation. I will therefore not going to attempt to carry out a study
comparison of different theories and opinions on the subject. I will refer here to Grasser's
book and Noël (2012), to explain a five-step recruitment process (p. 171).
As shown in the diagram below (Figure 1), the first step is to "define the recruitment
strategy" at the outset, The first step is to "define the recruitment strategy" that will dictate
the practices to be followed. This strategy is specific to each This strategy is unique to each
company and will vary, for example, according to its social and economic context (p. 172).
The second step in the recruitment process is to "identify the needs and determine
the profile of the candidate" (Ibid.). The identification of the need can be done in two ways: it
can come from an "ad hoc need", i.e. the position is to be filled as soon as possible. The need
can also be also be determined in an anticipatory and forward-looking manner, with an
estimate of future positions that the coming year, for example (Buyens, De Schamphelaere,
Verbrigghe and Verhaeghe, 2012, p.7)

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The third stage resumes the attraction of candidates, or “sourcing” (Grasser and Noël, 2012,
p. 173). This step is crucial because, as Cadin, Guérin and Pigeyre (2002) write, “it is
fact of choosing the central operator of the act of recruitment” (p. 261). This importance is
still reinforced by the difficulty of finding the right person for the right position, and the "war
for talent" which characterizes the current labor market (Girard, Fallery and Rodhain, 2013,
p. 101). It is then of this stage that the recruiter will activate various channels that can make it
possible to disseminate the offer of the as relevant as possible (Grasser and Noël, 2012, p.
173).
As I have noticed in the course of my readings, the means implemented by the
recruiters to attract candidates can be very diverse. Grasser and Noël (2012) cite
"spontaneous applications", public and private placement, recruitment and temporary work
agencies, "professional and personal relationships", the tools offered by the Internet, as well
as "the press written” (p. 173). The most important thing is then to strategically choose the
sources that will be used depending on the profile, "its rarity on the market of sought-after
profiles", the sector of activity of company, its size and the budget available to the recruiter
(Cadin, Guérin and Pigeyre, 2002, p. 262).
As Grasser and Noël (2012) put it, “each source has its advantages and limitations, and it is
up to the recruiter to mobilize them according to his objectives” (p. 173).
The fourth step is the selection of collected applications. It is important to be able to
sort in order to bring out the best, the most suitable for the position and the company. The
selection is organized by means of CV and telephone screenings, followed by a course of
tests and interviews, specific to each company, so that the most relevant profile is ultimately
chosen (Cadin, Guérin and Pigeyre, 2002, pp. 262-263). Finally, the fifth and final stage of
this process concerns welcoming and integrating new recruits (Grasser and Noël, 2012, p.
174).

Figure 1 - Recruitment: a five-step process (Grasser and Noël, 2012, p. 171).

According to Marchal and Rieucau (2010), recruitment can be done directly or indirectly (p.
44). He is done directly when the company takes charge of it internally. It sets up a person,
or a team depending on its size and needs, to directly manage sourcing and selection.

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Recruitment is done indirectly when the company uses an “intermediary” to take care of.
Among these intermediaries we can find private recruitment firms, temporary agencies and
public placement actors (Ibid., p. 44).
Within interim agencies, temporary workers and students often come to register
spontaneously. Temporary workers are often described as a poorly educated and more
vulnerable population, finding it difficult to find stable employment due to their lack of
qualifications. They are then selected by the agency's recruiters and "sent" to the client
company (Dessler, 2005, p. 174). Recruitment firms are more like headhunters. The
companies often call on them to find a profile that they cannot find by their own means (in
time and budget). Recruiters will therefore have to "go hunting", and contact people who are,
for many, already at work (Dessler, 2005, p. 175). So the different steps previously explained
will generally be distributed between the intermediary and the client company. The final
selection of candidates already pre-screened being left to the latter (Rieucau, 2010, p. 44).
As I have already mentioned, the labor market at present is governed by a "war for talent".
Very sharp and quite rare profiles are sought after by many of companies. Being able to
attract and retain them is therefore a crucial task for societies (Girard, Fallery and Rodhain,
2013, p. 101). Other phenomena, such as the aging of the labor force as well as the massive
arrival of what is called “generation Y” on the market employment, also impact the work and
practices of hiring managers.
Finally, I want to highlight the transformation of the job of recruiter due to
numerous technological developments in the sector (Buyens, De Schamphelaere, Verbrigghe
and Verhaeghe, 2012, p. 3). This phenomenon, combined with those already mentioned, leads
to upheavals important for recruiting professionals. The place occupied by social media has
become central to the recruitment process and we will endeavor to develop these
developments in this work (Dhamija, 2012; Girard, Fallery and Rodhain, 2011; Girard,
Fallery and Rodhain, 2013; Girard, Fallery and Rodhain, 2015, La Pinta and Berthelot, 2015).

2. Social media :

In order to understand social media, its scope and origin, it is important to understand
the evolution of the internet. In the beginning, the web was 1.0. The content was made
available to the public who could neither alter it, nor contribute to it, nor comment on it
(Chartier, 2013).

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It was only later that the Web became 2.0, i.e. interactive (Chartier, 2013, p. 7). As Fondeur
and Lhermitte (2006) tell us, the concept of Web 2.0 is vague and no consensus exists on a
universal definition (p. 108). Therefore, "let us simply remember that this concept [...]
emphasizes the provision of Internet users with tools that encourage interaction online social
media: by giving individuals without technical skills the possibility of broadcasting online
online content and interact with their peers, all for free or at low cost” (Ibid., p. 108). The
consumer becomes a “consom’actor”, he expresses himself, gives his opinion, criticizes, all
in front of the world (Girard, Fallery and Rodhain, 2011, p. 4). We then speak of “User
Generated Content” (Kaplan10 and Haenlein, 2010, p. 60). The customer can now learn
about everything and directly from the source.
It is in this context that social media prove to be equally important tools for customers than
for companies (Ibid., p. 60).
However, a clarification is necessary. According to Chartier (2013), "we often confuse social
networks in the literal sense of the term with their extended family, i.e. social media." (p. 16).
The author thus differentiates: "social networks composed of people who exchange ideas or
files, and social media, which are tools of all kinds that offer interactivity with other
interactivity with other users. (Ibid., p. 16). In other words, all social networks are
social media, but not all social media are social networks.
For a more precise definition of social media, we will refer here to the definition given by
Cordina and Fayon (2013): “Social media bring together all the tools Web 2.0 collaboratives,
namely social networks, blogs, wikis, discussion forums. There also add a host of other
sharing tools (for example: Skype and chat tools, or virtual universes)” (cited by La Pinta and
Berthelot, 2015, p. 42). With regard to social networks, Boyd and Ellison give the following
definition in their must-have article Social Network Sites:
Definition, History, and Scholarship (2008): “[social networking sites are] web services that
allow individuals to build a public or semi-public profile in a given system, articulate a list of
other users with whom they share a relationship and see and compare their list of
relationships with those made by other [users] in the system. »2 (p. 211).
On the images below, we can see that the tools listed under the name "social media are
constantly evolving. In 2016, Fred Cavazza, an internet specialist, believed that the social
media can be six types: publishing, sharing, messaging, discussion collaboration and
networking (www.fredcavazza.net 3). We can also observe that generalist social networks
like Facebook and Twitter bring together these six features. LinkedIn is a more specialized
network, categorized between Networking and Collaborating. Although this network also

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allows the other functionalities, they do not represent its primary vocation (Russell, 2013,
p.89).

Figure 2 Figure 3

https://fredcavazza.net/2015/05/29/panorama-des-medias-sociaux-2015/

3. Recruitment and social media:

Before talking about the position of social media in recruitment nowadays, it is important to
differentiate between use of social media in the recruitment process" and "e-recruitment".
In fact, e-recruitment, which follows the "e-HRM " movement, corresponds to the application
of information and communication technologies in recruitment practices (Dhamija, 2012, p.
36). More and more candidates are going online to look for a job. Being online is therefore a
necessity for recruiters (Dessler, 2005, p. 175). Moreover, according to Ruël, Bondarouk and
Looise (2004), the integration of the Internet in the recruitment process makes it possible to
improve the globalization of the company, both in terms of image and process. It places
strategy at the heart of the HR role, offers better support both internally (employees) and
externally (candidates), and reduces costs while increasing efficiency (p. 374).
The computerization of recruitment methods began in the 1990s, notably with the advent of
HR Information Systems (HRIS) (Girard, Fallery and Rodhain, 2015, 2nd page).

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According to Holm (2012), e-recruitment allows for the "tracking" of the candidate
especially, i.e. the fact of be able to pull up datasets - data - that show candidate behavior, the
channels they use, the times they are most active, etc. (p. 245). The main tools for
e-recruitment tools are job sites - such as job boards and employment agency sites -,
corporate career sites and career sites and application management tools (Dhamija, 2012, pp.
37-38).
It is in the 2010s, due to the importance of social media in society, that HR managers will
really start to take an interest in it as a potential recruitment tool (Girard, Fallery and
recruitment (Girard, Fallery and Rodhain, 2015, 2nd page). Social media recruitment
therefore represents an e-recruitment practice to which the same functionalities, such as
tracking can be associated with, thanks to their technological nature.
15 years ago, Cullen (2001) wrote that technology tools should not be treated as separate
tools in their own but rather should be integrated into the overall recruitment strategy (as
cited in Dhamija, 2012, p. 37). Today, these tools are no longer considered by recruiters as
"just complementary tools " but as increasingly important in attracting talent (Girard, Fallery
and Rodhain, 2013, p. 110). Social media media have become particularly important in these
e-recruitment strategies, so much so that the term "social recruiting" has entered the term
"social recruiting" has entered the common language to define the use of "social media to
communicate, engage, inform and recruit [future] talent" (Jacobs, 2009, cited in Vicknair,
Elkersh, Yancey, & Budden, 2010, p. 7).
As Baillette, Fallery, and Girard (2013) write, career sites and job boards are still considered
central, however, "most experts consider social media to be more dynamic tools, allowing
them to broaden their sourcing and develop a more relational approach." (p. 13). Girard and
Fallery (2011) cite blogs, online social networks, virtual world platforms, cooptation sites,
identity management sites and finally video platforms as representative technological
supports of this Web 2.0 used for recruitment purposes (pp. 147-148).
Many authors agree that the integration of social media in the recruitment process presents
multiple opportunities, but also challenges for recruiters (Dhamija, 2012; La Pinta and
Berthelot, 2015). Among the opportunities, La Pinta and Berthelot (2015) mention the almost
free availability of tools and their universal accessibility (pp. 48-50). According to Dhamija
(2012) this near-freedom also allows small and medium-sized enterprises to not be excluded
(p. 38). Girard and Fallery (2011) add that these tools are also interesting in that they are
particularly appreciated by Generation Y (p. 154).

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As for worries, we find those related to budget and safety, as well as the fear of not knowing
how to properly master the tools (La Pinta and Berthelot, 2015, p. 81). The difficulty of
"mastering and controlling the information that concerns them" also represents a major
challenge for challenge for companies in a world governed by "the dictatorship of
transparency" (La Pinta and Berthelot, 2015, pp. 96-97). Dhamija (2012) adds that the use of
social media can lead to drifts in terms of discrimination between internet users and non-
users, such as ethnic minorities who have less access to the internet, or people who are not
comfortable with the tool. They find themselves excluded from a channel that is central to
their job search (p. 38).
Although everyone agrees on the need to use social media in the recruitment process, Buyens,
De Schamphelaere, Verbrigghe and Verhaeghe (2012) qualify the real use of social media in
the use in the field (p. 11). According to them, "companies are aware of the need to opt for
more interactive channels, but often they have not yet integrated this into their recruitment
strategy and, for this reason, they fall back on more traditional recruitment channels."(p. 11).

3.1. Attracting candidates: employer branding and sourcing

a. Employer branding and corporate image:

According to Buyens, De Schamphelaere, Verbrigghe, and Verhaeghe, (2012), "marketing
concepts" are increasingly used for recruitment purposes, especially through employer
branding (p. 33). The Pinta and Berthelot (2015) argue that given the "competitive logic"
prevailing in today's job market, the candidate must be considered as a "consumer of
employment must be " attracted and convinced " (p. 122).
This new marketing requires HR managers to implement new strategies that define objectives
and targets (Ibid., p. 123). According to Girard, Fallery and Rodhain (2011), this strategy
must be long-term and develop "as progressively" (p. 7). However, as the authors confirm,
this strategy, when it exists, is only too little thought is still not considered at its true value
(La Pinta and Berthelot, 2015, p. 151).
In this sense, the functionalities offered by Web 2.0 tools are very interesting for developing
employer branding and building the company's reputation in order to attract the best
candidates (Girard and Fallery, 2011, p. 150). Indeed, for Buyens, De Schamphelaere,
Verbrigghe, and Verhaeghe (2012), communicating on social media is a good opportunity to

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speak in a “authentic” way to candidates by appealing to employees to lend weight to this
authenticity (p. 10).
In addition, HR managers were, until a few years ago, the only gateway to the company for a
potential candidate who wanted more information about the company.
Today, candidates can find all the information they want "at the source" without going
through an HR representative. It is therefore essential for hiring managers to invest in these
media to communicate with candidates about the company (La Pinta & Berthelot, 2015, pp.
163-164). Thinking about how to do this is essential, because as Buyens, De Schamphelaere,
Verbrigghe, and Verhaeghe, (2012), poor communication about the company and what it
offers can dissuade a candidate from joining it (p. 16). The impact is therefore clear.
According to La Pinta and Berthelot (2015), the arrival of social media as a recruitment tool
has led to a "paradigm shift" in sourcing (p. 163). This change also explains a shift in the way
the relationship with candidates is managed. Web 2.0 allows any interested person to find out
more about the company they are approaching, by consulting their network.
As for recruiters, the fact of having to exchange with candidates on a larger scale and in a
more transparent manner would represent a fear (Baillette, Fallery and Girard, 2013, p. 12).
They feel a "loss of information control," a loss of control that makes them uncomfortable
(Ibid,p. 12).

b. Sourcing :
Sourcing consists of attracting candidates, whether by encouraging them to apply
spontaneously (notably by developing an employer branding strategy), by publishing job
offers (which also helps to increase the company's visibility (Bessy and Marchal, 2009, p.
127)), by activating his or her network, or by hunting for the desired profile.
In each of these possibilities, we find the use of social media (Girard, Fallery and Rodhain,
2011, p. 10).
La Pinta and Berthelot (2015) explain in particular that the system of recommendation and
and keyword search system of social media allows one to be more efficient in his sourcing by
delimiting searches from the start (pp. 51-52). They also allow, conversely, the wide and
rapid dissemination of communication and offers (Girard and Fallery, 2011, p. 154). Dhamija
(2012) adds that they allow access to passive candidates (p. 38).
These passive candidates are people who already have a job and are not looking for another
one, while being at the same time interested in being contacted by recruiters (DeKay, 2009, p.

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102). DeKay (2009) conducted a study on the real importance of these candidates on
LinkedIn, the first professional social network. According to the results of this study, "only a
minority of professionals present on LinkedIn can really be considered passive job seekers.
The vast majority of respondents are open to other job offers, but not really
interested in leaving their current position” (pp. 103-104). Therefore, the majority of
candidates called "passives" do not represent a gain for recruiters, who waste their time by
contacting them.

3.2 Selecting candidates: skills check or privacy breach

According to Baillette, Fallery and Girard (2013) social media allow for "a better adjustment,
particularly through greater visibility of candidates' skills." (p. 14). However, ethical
questions arise regarding the increased use of data, considered private by their authors, yet
made accessible by social media (Benraïss-Noailles and Viot, 2012, p. 126). Girard, Fallery,
and Rodhain (2013) state that "most experts believe that social media can facilitate (not
promote) unethical behavior," while adding that these behaviors have more to do with the
personality of the recruiter than the social media themselves (p. 113).
According to Srinivas (date unknown, post-2014) who cites Schwabel (2012), recruiters
will definitely look at the candidates' Facebook profile in order to make a decision (3rd
page).Vicknair, Elkersh, Yancey, and Budden (2010), qualify this position by saying that
recruiters are onlyconfirming an already negative or positive choice by looking at candidates'
social profiles (p. 7). Benraïss-Noailles and Viot (2012) argue that it is mainly the profiles
available on professional networks, such as LinkedIn, that are used by recruiters. The latter
information that is strictly professional and complementary to that found on the CV (p. 132).
Throughout the literature, a gap seems to be emerging between recruiters - some of whom
consider it legitimate to look at "private" information on social media - and candidates, who
most of them believe that, although available on social media, this information is strictly
private and cannot be used for professional purposes (Benraïss-Noailles and Viot,
2012, p. 134). According to Vicknair, Elkersh, Yancey, and Budden (2010), some never even
thought the possibility that recruiters would check out their profiles (p. 8).

3.3 Social media and strategy :

Several authors agree on the fact that in terms of recruitment, a thought-out and adapted
strategy following feedback from what is already in place is necessary (Dessler, 2005;

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Dhamija, 2012, p. 35). This imperative is therefore logically just as true for recruitment via
social media.(Madia, 2011, quoted by Srinivas, date unknown, after 2014, 2nd page).
In addition, the use of social media allows monitoring, and what is called data
(Boyd and Ellison, 2008, p. 220). That allows recruiters to more easily analyze the feedback
from their uses and therefore adapt their policies accordingly.
For Srinivas (date unknown, post-2014), simply posting job announcements on social media
is not enough. Hiring managers need to really think about the image the company wants to
give of itself and its target audience. They have to create a real communication using the
different channels available (2nd page). Girard, Fallery and Rodhain (2013) add that content
must be adapted and personalized on each platform (p. 117).
According to Girard Fallery and Rodhain (2013), social media have a positive impact on the
strategic role of HR managers within the company, and their handling would even require in
some cases the creation of In some cases, their handling would even require the creation of
new positions specifically dedicated to the use of these media (p. 116).
However, the authors insist that this strategy for using social platforms must be part of the
overall HR strategy, a continuation of it (Ibid., p. 117).

4. The notion of network :

4.1 Granovetter's theory :

In his 1973 article, which is still a reference today, Granovetter explains what he calls "the
strength of weak ties. He defines bond strength as a function of "the combination (probably
linear) of amount of time, emotional intensity, intimacy and reciprocal services that
characterize the bond "(p. 1361). The more intense, long and reciprocal a relationship
between two people and reciprocal, the stronger the bond. In contrast, weak ties are
characteristic of people who do not meet often, are not intimately connected, do not exchange
services (Ibid., pp. 1362-1363).
According to Granovetter (1973), it is important for an individual to have in his network
many people with whom he or she has weak ties. If an individual is only surrounded by
people with whom he is strongly connected, he will not have access to new information and
opportunities. Weak ties allow one to contact a wider network of people who are further
away, and therefore hold information and opportunities that are not yet known (p. 1366).

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In this sense,the "link people" have a particularly critical role, as they serve as a "bridge"
within networks characterized by weak ties (Ibid., p. 1367).

4.2 Network and recruitment :

The role of the network in recruitment is particularly important, as this channel is the second
most important source of applications, just after unsolicited applications (Marchal and
Rieucau,2010, p. 21). Bessy and Marchal (2009) distinguish three types of "networks of
relations" that can be mobilized for recruitment purposes networks" that can be mobilized for
recruitment purposes: personal networks (family, friends), professional networks professional
networks (where weak ties are distinguished) and networks directly linked to the company
(former employees, trainees, clients, suppliers) (p. 129).
In his article, Granovetter (1973) refers to a study he conducted in 1970 on the relationship
between the nature of the ties and the ability to find a job. His results are clear and consistent
with his theory: whether we are interested in white-collar or blue-collar workers, weak ties
are more effective in job search (p. 1371). He wrote in his 1973 article: "In many cases, the
contact was someone marginally included in the contact network of that time […], with
whom only sporadic contacts had been maintained (Granovetter, 1970, pp. 76-80). [...] For
the links of nature professional, the respondents almost systematically said that they had
never seen the person in a non-professional context 9” (pp. 1371-1372). Weak ties therefore
turn out to be paramount importance for the development of an individual in society, and his
recruitment is no exception to this rule (Granovetter, 1983, p. 203).

4.3 Weak ties and social media :

According to Gratton (2011), "with the growing importance of recruitment and the rise of
social media, [transactional] activities are no longer at the forefront. Increasingly, the focus is
on building a relationship, including with people who are not actively looking for a job."
(quoted in Buyens, De Schamphelaere, Verbrigghe, & Verhaeghe, 2012, p. 33).
In this sense, one of the consequences of using social media for recruitment purposes is
the shift from a transactional HRM to a relational HRM (Girard, Fallery and Rodhain, 2015,
p. 14). For Girard, Fallery, and Rodhain (2011), the role of the recruiter is shifting from that
of "lone hunter" to that of "community facilitator" (p. 12). The recruiter must therefore detach
themselves from their work tools, take a step back and delegate the most mechanical tasks, in
order to be able to offer a more personalized service to each person with whom they deal.

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In 2012, Sander wrote an article in which, based on Granovetter's definition of the different
types of ties, he introduces a new type of tie that has followed the advent of the internet and
social media in recruitment processes: the "virtual inactive tie" (p. 121).
These ties are virtual in the sense that they exist between an individual and a social medium
(Ibid., p. 125). The social media makes it possible to "connect" with a person without even
having met or contacted them.
The social platform is then the only common framework between the individuals in the
network (Ibid., p.127). It takes on the role of "liaison person" as developed by Granovetter.
Finally, a paradox can be identified in the use of social media as a
professional networking platform: the one of noise. We already talked about it above
concerning the information available on candidates. Here, several authors argue that,
the fact that on the one hand, social media allow for better sorting of sources, more targeted
research, and information "filtered by the network" (Girard, Fallery and Rodhain, 2015, p.
13), while on the other hand leading to an accumulation of contacts, with the quantitative
notion taking precedence over that of quality, which is going to negatively affect these
"filtering qualities" (Fondeur and Lhermitte, 2006, p. 128) and the time and money savings
perceived at first sight (Marchal and Rieucau, 2010, p. 29).

5. The socio-constructivism of technologies and the theory of

structuration :

In the 1980s, Trevor Pinch and Wiebe Bijker (1984) theorized a new approach to
technologies: the socio-constructivism of technologies, or SCOT11. This theory states that
"the development of science and technology is a social process" 12 (Bijker, 2001, pp. 22-23).
Brey (2003) adds that "a technology [...] can, in subtle ways, guide the behavior of its users,
[...] and can fundamentally change certain cultural categories," certain paradigms (p. 53).
So, according to the SCOT theory, individuals have an impact on the technologies they
use, just as technologies have an influence on those who use them, on their practices
(Brey, 2003; Bijker, 2001).
Pinch and Bijker (1984) identify four concepts in their social constructivist theory:
a) "interpretive flexibility", b) "relevant social groups", c) "stabilization", and d) the "general
context" surrounding the use of technology (p. 409). The concept of "interpretive flexibility"
explains that different meanings and uses can be attributed to the same technology. The

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meaning will depend on the group or category that uses it, referred to by Pinch and Bijker
(1984) the "relevant social group". It will also vary according to the social, political,
economic and cultural context surrounding that use. The concept of stabilization represents
the consensus in the precise use of a specific technology by a defined social group.

5.1 The interpretative flexibility applied to the use of social media for the
purposes of recruitement :
From these two theories - the socio-constructivism of technologies and structuration - we will
retain the concepts of interpretative flexibility, agents and structures in order to study the use
of social media in recruitment processes in the most comprehensive way possible.
We will therefore be interested in the personality of the recruiters in order to know if patterns
emerge or if each use depends on its manager.
Moreover, as Cadin, Guérin and Pigeyre (2002) argue, HR managers have a great deal of
influence on the practices and on the tools used in their service (p. 240). In this sense, the
question whether usage varies based on the recruiter's work environment can also be
interesting, namely recruiters working in the company or recruiters working for
intermediaries, such as recruitment firms and interim agencies (Girard, Fallery and Rodhain,
2015). An example of difference is given to us by Benraïss-Noailles and Viot (2012),
according to whom external consultants use social media more and take less account of issues
related to private life than recruiters within companies, who directly bring into play the image
of their firm (p. 132).
In another register, variables specific to the company, such as its sector and its size, are
also cited as potentially influencing the use of social media. According to Girard, Fallery and
Rodhain (2015), the “nature of the activity” can explain the fact that the use is “more or
pushed less” in the different companies (p. 12). For Cadin, Guérin and Pigeyre (2002), the
strategy recruitment depends, among other things, on the size of the company (p. 240).
The profile sought appears to be just as important to consider. According to
Dessler (2005), the distribution channel must be adapted to the profile sought (p. 164).
According to various authors certain profiles are more likely to be found in one medium than
in another (Davison, Maraist and Bing, 2011, p.155). However, there is controversy over the
fact that social media will only ever "concern particular profiles" (Baillette, Fallery, &
Girard, 2013, p. 13). In 2001, Ferrero and Vidal wrote that internet tools were not
"appropriate and desirable for top management16 " (quoted by Dhamija, 2012, p. 38). Five

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years later, in 2006, Fondeur and Lermitte emphasized that "the members of these
departments are mostly executives and professions in information technology, marketing,
business functions, human resources and communication" (p. 119). Bessy and Marchal
(2009) state that profile scarcity may also be an interesting variable (p. 126).
For Davison, Maraist, and Bing (2011), with the arrival of Generation Y in the labor market,
the question of generation also arises (p. 155). Indeed, according to Girard, Fallery and
Rodhain (2013), this generation is very present on social media, yet they use them only
slightly in a professional manner (p. 114). According to the authors, age is not a determining
factor in the professional use of social media (Ibid., p. 114).
Finally, the type of social media also leads to variations. Many authors differentiate between
"general" or mainstream social media and professional social media (Fondeur and Lhermitte,
2006; Davison, Maraist and Bing, 2011, p. 155). According to Girard, Fallery and Rodhain
(2011), Facebook and Twitter - considered to belong to the first category - will be mainly
used to work on the company's image and employer brand, while LinkedIn or Viadéo
(a kind of French LinkedIn) - thus belonging to the second category - are seen as recruitment
tools in their own right (pp. 7 - 9). However, in a study published in 2013, Baillette, Fallery
and Girard report on the fact that most professionals do not believe that these media should
be differentiated that "all social media can be used for both developing employer brand and
recruitment" (p. 14).

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 III- E-recrutment in Morocco :

Recruitment websites continue to dominate as the preferred recruitment and job search tools.
Social media, although growing, are still struggling to establish themselves in this field.
Confidentiality, complex usage... several obstacles explain this trend, in a study conducted by
Rekrute.
They may have taken over the daily life of companies and their employees. However, they
are still struggling to establish themselves as an effective tool for establishing relationships
between them. Today, several questions are being asked about the role that social media can
play in bringing companies and potential employees together as part of a recruitment
approach. The question, which has just been the subject of several studies at the international
level, has also been addressed by the online recruitment specialist in MarocRekrute.

1. Recruitment tools used by recruiters :

Today, companies use different information channels to obtain applications for executive
profiles/middle-level positions. In order to better understand the trends, a survey conducted
by Rekrute provides a clearer picture of the different ways to access applications.
Online recruitment sites are indeed the most used recruitment media, followed by the
company's website and the websites of recruitment agencies or temporary employment
agencies. Classified ad sites are the least used media. The reason for the popularity of
recruitment sites is that this method saves time in receiving the first CV, followed by the
quantity of applications received and the time saved in selecting the best CVs thanks to the
filtering tools (criteria that make it possible to highlight the CVs that best meet the recruiter's
needs). In addition, job postings are considered by companies as the best source of
applications.
Generally speaking, the tools that generate the most relevant applications for recruiters are
indeed the dissemination of job offers according to 57.63% of the companies surveyed,
followed by the use of the contact network for 52.54%. In this line, the means that generate
the least number of relevant applications are recruitment fairs and alumni associations. In
terms of satisfaction, more than 81% of the recruiters who responded to the survey said they

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were satisfied with the quality of the applications for executive profiles/intermediate
professions received through the recruitment channels mentioned above.
Still in this perspective of satisfaction, companies today believe that they are globally
satisfied with the recruitment timeframes, which are becoming shorter thanks to these
different sourcing tools. In fact, for 40.35% of recruiters, the last recruitment of executive and
middle management profiles took an average of 1 to 3 months, which allows companies to
ensure the responsiveness of their recruitment system.
Figure 2- Tools used for job search

Source : ReKrute, Casablanca, Aout 2017

2. Recruitment operated through professional social networks :

Professional social networks allow recruiters to reach a wider target. Innovative and daring,
recruitment by professional social networks, represents a new way for companies. These have
the possibility to post an ad online, or to access the CVs of candidates through
Viadeo/LinkedIn recruitment. In addition to saving a considerable amount of time,
recruitment on social networks allows to refine the sourcing by performing a simple search
on the social network and directly accessing the different profiles. The pre-selection of
candidates is thus facilitated. This effective recruitment to attract young candidates anchored
in new technologies, is thus increasingly used by recruiters.

2.1Linkedin :

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Linkedin the leader in professional social networks in the world with more than 250 million
users in over 200 countries around the world. In Morocco, about 112,000 dʼusers14. And this
international dimension is lʼun of its strengths.
This social network is founded in California (U.S). It appeared in May 2003 and quickly
reached one million users by the year after September 2004.
Recruiters and candidates are listed in LinkedIn by keyword, they can all have their ads, their
profiles describing their purpose, expertise and path. But most importantly on linkedin is the
ability to start and build relationships thus developing networks of potential candidates for
recruiters.
LinkedIn allows recruiters to find candidates and be found, and also allows them to evaluate
candidates and maintain the recruiterʼs network.
We can distinguish for LinkedIn the three main uses of functionality that are unique to it:
The development of its company, its business: to give visibility to its company, its offers and
services, to develop its employer brand, to disseminate job offers.
Social Networking, in other words, developing your professional network: finding old
classmates, weaving new professional links, enriching your address book.
Personalbranding: manage your professional visibility, present your professional background
(Education; Experience; Expertise), open yourself up to new professional opportunities
(active watch; headhunting etc.), look for a job. Nevertheless, the network is still more
focused on active job search and headhunting than its competitor Viadeo.

2.2Viadéo :
It all starts with the creation of a professional social network; first launched in France in
2004; whose principle of using the power of the internet to allow professionals to add new
contacts to their local network, but with a global reach. Two years later in 2006, the social
network marked an expansion to a global reach.
The social network had 35 million members in 2011. Currently the number of members has
increased to over 55 million. Viadeo is poorly used by the Moroccan population which
prefers LinkedIn, the latter tends to gain more and more ground in Morocco.
We can distinguish three main uses of the network, the same as linkedin: The development of
its business, Social Networking, Personalbranding.
Properly speaking, Viadeo is used more for professional network development than for job
search. This is less the case for the LinkedIn network.

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In the context of recruitment, viadeo also symbolizes a community recruitment: recruiters can
create or subscribe to hubs, a kind of group dedicated to a single topic and exchange with
expert candidates on a technology for example. This is another advantage of viadeo
recruitment. Also a candidate can register to a company's hub. This shows that Viadeo
recruitment is a simple practice that is still not widely used by recruiters.
Another interesting point about viadeo, the publication of job offers: Viadeorecruiter. This
service appeared at the end of 2011, it allows members, especially employers, to post their
job ads inside the network. The important feature is that the ads are automatically targeted, so
people with the requested qualifications will see the ad on the side of their profile.

3. The use of non-professional social networks for recruitment :

3.1Facebook:
Facebook is undoubtedly the world leader in social networking with some 1.2 Billion
members worldwide. Mark Zuckerberg; a student at the American Harvard University;
created in February 2004 "TheFacebook", which became after facebook.com, and is
conquering the world little by little.
Today Facebook has about 18.95 million usersMoroccan users. These users create their
personal profiles, add other users as friends, and exchange messages on instant chats; in other
words they chat.
The information presented on the profile is extensive; Photos, videos, comments, posting,
etc.; anything can be shared on Facebook. The profile holder has the choice to limit the
access on their information.
The number of users using Facebook has called into question the networkʼs utility in
changing the recruitment landscape. Thus the social network has emerged as one that can also
be a universe representing a window of choice for recruiters and candidates seeking
employment.
The way recruitment works on Facebook requires job seekers to make it known on the
network. Indeed, Facebook constitutes a network whose visibility of shared information
relays through the number of members. The only issue that arises is to differentiate between
personal and professional publications, so You will need to have the ability to reconcile
"personal profile" that you do not necessarily want recruiters to see, and "professional

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profile". This is why candidates should work on their personal branding and limit access to
private life events.

3.2Twitter:
Twitter is a microblogging social network20 launched in July 2006 and headquartered in San
Francisco,
USA. It allows to
broadcast short
messages on
the Internet that
lʼon call "Tweets".
Initially the purpose of
the network was to
publish what the person
was doing at the
time he was doing it.
This determines the
main characteristic of
twitter: instantaneity.
At the beginning, this
network had a personal objective, however employers and recruitment intermediaries
presented themselves on this network, and since then it has become a relevant network for the
diffusion of offers and sourcing.

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 Recruiting intermediaries

Many companies are present on Twitter in order to develop their "Employer Branding ", and
to benefit from a relevant asset called a "Tweet" that allows the dissemination of job offers to
the general public. Tweets allow recruiters to publish their job offer which is often composed
of keywords (the job title, Location) and accompanied by the hyperlink sending directly to
the full description of the position to be filled.
As the recruiter tweets the job offer, they insert what we call hashtags, characterized by the
"#" symbol. The hashtag allows one to access a thread of information referring specifically to
a specific keyword. It thus allows to broaden and reach a target likely to be interested in the
information disseminated. Example of a search that can be done according to the sector: -
#recruitment #Distribution; #employment #Communitymanager.
So it allows candidates to search by hashtags related to their industry, which will optimize
their searches on Twitter.

4. Other tools of recruitement 2.0 :

4.1Google+ :
Google+ is a social network with networking content that mixes the personal and professional
enabling a rich form of skill building. Just like other social networks it allows you to make
new connections for professional as well as personal objectivity.
Furthermore, Google+ does not serve recruiters as a sourcing tool, but rather as a way to find
additional information about the candidate.
Google+ communities are multiple and different depending on the topic or theme. Itʼs what
allows job seekers to join communities of their industry and expertise, and can comment

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constructively on the discussion channels or start their own discussions, remaining intelligent
and respectful. By doing this, candidates showcase their expertise in a natural setting.
Google also contains the ability to relay the information, and more specifically choose which
contacts can see the posts. Google circles allow users to create distinct categories (friends,
family, colleagues,...) and choose who those circles share each post with. This is certainly
important in a rather professional sphere, when it comes to sharing a job search ad, obviously
the author of the ad will not let his current colleagues know.
In addition, circles are a key way to get the attention of professionals in the desired integrated
field by inviting them to be part of a circle, from there candidates can solicit others in their
job search process.

4.2 Recruiting blog :

The blog is a site that serves to put online publications allowing a candidate or a company to
communicate on a specific theme. These publications, called articles, are posted
chronologically and readers participate by sharing a comment. Itʼs in this way that the blog
creates its own community.
In a professional point among employers, recruitment blogs allow to inform candidates and
give a vision on a companyʼs recruitment policy. In other words, the blog allows the
company to communicate on its employer brand, its sector of activity and to get in touch with
its customers to better understand them. The blogger/employer is provided with a timely tool
allowing him to create a section where he posts job announcements online.
The advantages of blogs in terms of recruitment are presumed in the ease of publishing
content, the possession of a comment thread of readers, a very good resolution of keyword
referencing on the search engine.
Recruitment blogs are sources of information exchange for recruiters as well as candidates.
This tool develops a well social form between the recruiter and the candidate, and builds
virtual links. This media is more favored being an HR marketing operation that releases the
contribution of certain professions, such as the positions of website developer, web master, or
community manager.

4.3 Virtual job forum:

Web 2.0 has allowed us several innovations Virtual forums innovative tool; all the
advantages of a real job fair but on an innovative 3D platform.

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Since 2011, in Morocco, the virtual job forum "RekruteIdays" has allowed the 2 main actors
of the job market to be closer and more connected.
On this forum, recruiters have a booth with several modules and present their structure and
recruitment needs using all the technologies available to them: HR chat, informal discussions,
product presentation, company video presentation, etc; allowing candidates to get to know the
best recruiters in the market.
Virtual forums allow candidates to chat freely and directly with recruiters to learn about their
organization and the positions available. The chats with the HR managers allow a certain
flexibility in the exchange with the recruiter. Thus, the candidate has the possibility of
depositing his or her CV which remains in the recruiters' database.

IV- Developing your employer brand :

1. Employer Branding :

"HR are the primary ambassadors of the employer brand" - Jean Christophe Anna
The term "Employer Brand" is defined from the set of functional economic and psychological
benefits of jobs that a company offers as an employer.
Employer branding consists in giving an attractive image about the employer in order to
recruit and retain the best profiles. It can be defined in 4 key words:
- Attractiveness : which makes young people from the outside want to join the
company. In order to control the evolution of its reputation.
- Reputation: Companies are keeping a very close eye on their e-reputation with the
lʼexplosion of social networks, companies are setting up real watches to track down
comments that could damage the e-reputation. Companies are seeking to accustom

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 and train employees internally to the "good practices" of using communication tools
given that they are the ambassadors of their company.
- Differentiation: the company gets for an employer brand concept in order to position
itself as an employer of choice in the market and gain the loyalty of a large audience.
- Employee engagement: loyalty, career path, mobility of the company.

1.1 The four dimensions of the employer brand :

According to Franck La Pinta; specialist in Web Marketing and HR 2.0; the employer brand
is defined with its four dimensions:
- What the company really is ?
This aspect is determined by the distinction of a company by measuring its added value
offered to its employees, in what connects the career within the company, the interest of the
missions as well as the international opportunities.
This view of the employer brand refers to the companyʼs policy, history, type of
management, position in relation to competitors, and other aspects that can differentiate it
from another company.
- What the company says about itself ?
On this point, the company relies on its external communication transmitted to candidates.
This communication recovers on commercial or financial advertisements, and even
sponsorships or partnerships. All these official communications have a great impact on the
candidates. It is through this that the choice of the company will be imposed in the
application stage of candidacy. According to the established 83% of individuals give great
importance to the companyʼs image.
- What employees are saying about the company ?
La Pinta points out that: "Once recruited, your candidates do not lose this bad habit of venting
on social media... It is quite difficult to find the right balance between constraints to be
imposed on a community to achieve common goals, and the desire to preserve individual
freedom spaces essential to the employeesʼ fulfillment, and therefore to the creation of
value." To the presence of collaborators on all social networks, companies can not afford a
regular monitoring on the publications established by their collaborators, that is why
companies should put and impose some rules in a charter that must be respected, and that will
bear on a virality as healthy for the companyʼs culture and its image. The collaborators
represent an obstacle for companies when it comes to managing their image, so employers

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should contribute with their collaborators on the point of disseminating information about the
latterʼs image.
- What the public says about the company ?
The term public relates to people outside the company who generate an impact on the
companyʼs image and reputation by relaying information with any legitimacy of
dissemination on social networks or word of mouth. This audience presents a risk of
influence and bias for the companyʼs position.
This audience shares its own negative view whether it is or positive without any constraints.
This is why the company should face and intervene to be able to manage its traditional
employer brand presence as well as on social media.
Pinta distinguishes this category as "transmitters outside of the company, who speak out
about the employer brand and who, through their diversity, potential importance and
subjectivity, can generate considerable "noise" about the company, noise easily propagated
through social media."

1.2 Setting up your employer brand on web 2.0:

For a company to create its employer brand, it will have to work from the content of the
Employee Value Proposition (EVP), which is defined by the components that a company
offers to its current and future employees. The EVP contributes in achieving an excellent
relevance of the communication that will project the employer brand.
The communication of the employer brand appeals on some fundamental aspects, which will
stimulate a successful attractiveness. The future employees decline towards its aspects that
will be able to convince them to apply to the company.
Mostly the company communicates on its HR policy, its culture, its values that differentiate it
from other companies, as well as the principles of actions on which is based. And after
comes, the releases relating on the career that the companies collaborators acquires, in
majority the choice of the companies rests on the career that will be able to evolve the
professional life standard of an individual, so the collaborators require certain facts from
which they take advantage whether it is training of a technical side or learning, henceforth the
improvement of skills and bring others.

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Generation Y is looking for comfort and the match of what the company offers and what the
individual would like to have in the psychological and safety context, that is why the
employer brand must represent the work environment reflecting the working conditions.
The presence of companies on social networks is a boost that allows to hold coherent
speeches soliciting the allocation of good means of communication, in order to face the
general public present on the net. The commitment established on social networks calls for
what we call community manager, the person most favorable to manage the pages created on
social networks whose dissemination of publications related to external communication. The
community manager has the ability to put forward the companyʼs good values and improve
its image. As a result, the company will attract a huge wave of talent, and have an appropriate
image. The commitment to work on its employer brand and take care of the companyʼs
profile on social networks generates a community that in turn relay the image to other people
and so on. As a result the companyʼs position in searches will be listed among the top search
results.

2. The challenges of e-reputation :

Reputation is linked to a social evaluation that corresponds more or less to reality, described
by opinions, this means that it can be fair or unfair. So it is difficult to manage its reputation
especially with web 2.0 where anyone can publish anything, which creates a risk if what is
published does not match the brand image.
Dimitri Granger notes that "the reputation is composed of multiple indicators, a dashboard is
needed for better readability and monitoring of your image. "
When a company presents itself on social networks. It is therefore obvious to watch and
follow over time what lʼon says about the company and on its strategic themes, and on which
media the company is a center of discussion. Thus even to know the topics and channels of
news related to the company, the share of voice in comparison to competing companies, and
most importantly is to track the impact and effectiveness of communications campaigns and
especially to know the market reaction following an announcement.

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On the other hand, it is unlikely that an employer can control the publications of its
employees, but on the other hand it is crucial for employees to take into consideration certain
conditions:
- They are not allowed to deliberately harm the brand.
- If they publish content that can harm the company, they must delete it immediately.
- They are ambassadors of the brand during and outside working hours.
- They should never insult a customer online, in a forum or otherwise.
- They have to be careful about the information they reveal about the company even to
supposed friends.

V- Conclusion:

In Morocco, since 2012 web 2.0 has imposed itself in an unavoidable way through social
networks and other innovative tools. Currently web 2.0 now represents the most used job
search tool for executives and young graduates in developed countries. These new solutions
have impacted almost the entire recruitment process. They now bring new management tools
and innovative means of communication, effectively serving the companyʼs strategy, leading
to an awareness of the importance of skills management.
The web 2.0 has allowed a transparency of the market, in particular the recruitment is
conceived in the contributive and the community which links more and more the relation
candidate and recruiter.
Particularly, social networks,which bring together different audiences, have come to integrate
corporate practices. Wanting to get into the immediacy, the speed of information flows and
obviously manage and cover the impatience of individuals, companies are adopting new

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recruitment strategies. On social networks, they mark a presence through the dissemination of
job ads, and benefit from a well-qualified sourcing through advanced search and the
complexity of the information on the candidatesʼ profiles.
The Moroccan companies as a whole have become aware of the contribution of this
technology in recruitment, but they are still rather little users of the major technological
advances in this field.
In addition, this use is based on the companyʼs global communication. It is then essential for
the company to develop a strategy regarding its online presence and social networks.
It would seem that one of the approaches to consider is a total adaptation to the web, a
constant questioning of the image that the company sends back to its current and future
employees. For this, human resources must have a person in charge of communication on the
new Media, the community manager.
Well in particular, in terms of communication on social networks, we notice a win-win
relationship. The moment companies seek to enhance their image as an employer, the
candidate highlights his skills and talents through regular monitoring of his profile on social
networks and takes care of his personal image (personalBranding).

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