SHRM Survey Findings: Using Social Media for Talent Acquisition—Recruitment and Screening

SHRM Survey Findings: Using Social Media for Talent
Acquisition—Recruitment and Screening
January 7, 2016

SHRM surveyed HR professionals with the job function of employment or recruitment to learn more
about organizations’ use of social media for talent acquisition. Specifically, this report focuses on
recruitment and screening of job candidates. It also looks at trends over time, comparing the results to
data from 2011 and 2013 when possible.
Table of Contents:
• Key Findings
• What These Findings Mean for the HR Profession
• Recruitment Strategies: Mobile & Social Media
• Screening Job Candidates Using Public Social Media Profiles & Online Search Engines
• Demographics
• Methodology
• Additional SHRM Resources
• About SHRM
Using Social Media for Talent Acquisition—Recruitment and Screening ©SHRM 2016 2
Introduction

• Two-thirds of organizations (66%) have taken steps to leverage mobile recruiting—to target
smartphone users. Most commonly, organizations have optimized their career websites (39%), job postings (36%)
and application processes (36%) for mobile users.
• Recruiting via social media is growing with 84% of organizations using it currently and 9% planning
to use it. In 2011, only 56% used social media for recruitment. For most organizations (81%) in 2015, it was one out of
2015, it was one out of many recruiting tools used, but 5% said it was their primary recruiting tool.
• Recruiting passive job candidates (82%) continues to be the top reason that organizations use
social media for recruitment. This was closely followed by increasing employer brand and recognition (77%), and
recognition (77%), and targeting job candidates with a specific set of skills (71%).
• Overall, 43% of organizations said they use social media or online search engines to screen job
candidates, an increase from 2013. Forty-four percent of HR professionals agreed that a job candidate’s public
candidate’s public social media profile can provide information about work-related performance.
• Over one-third (36%) of organizations have disqualified a job candidate in the past year because of
concerning information (e.g., illegal activity, discrepancy with application) found on a public social
media profile or through an online search. Two out of five organizations (39%) allow candidates to explain any
Key Findings

• Consumers and Internet users have shown an increased preference for using mobile devices when
online, and searching for employment is no exception. Most major job search websites, such as
Indeed, LinkedIn and Monster, have free applications for mobile users that make the process easier
for those seeking employment. Employers that use these and other job search websites are likely
reaching a broader array of candidates when advertising for open positions.
• Research has shown that although many people are open to new job opportunities, most are
“passive” job seekers and are not actively looking for new employment, and they may pursue an
opportunity only if contacted regarding a new job. This is an area in which the use of social media
for recruitment and screening can be an effective tool. By viewing online profiles and resumes of
passive and active job seekers, HR professionals can quickly identify potential candidates for their
open positions. Other SHRM research has revealed that a high percentage of HR professionals are
also struggling to find qualified candidates for their vacancies, and the use of social media may help
ease that difficulty.
• Although the majority of HR professionals say they are using social media for recruitment, others
are not, and it may be due to a lack of resources and/or experience with this method of talent
acquisition. If this is the case, these HR professionals should consider low-cost options or training
measures that will increase their organizations’ online presence and incorporate the use of these
technologies into their talent acquisition strategies. Ideally, these moves would broaden the pool of
talent that these HR professionals search from to fill their openings.
What These Findings Mean for the HR Profession

Recruitment Strategies:
Mobile & Social Media

Two-thirds of organizations have taken steps to leverage mobile
recruiting—targeting smartphone users—most commonly by optimizing
their website and application process for mobile users.
Note: n = 393. Percentages do not equal 100% due to multiple response options.
39%
36%
36%
35%
23%
21%
17%
13%
1%
34%
Career website optimized for mobile users
Job postings optimized for mobile users
Job application process mobile-enabled
Career website prominent on homepage
Frequently update applicants via e-mail, text
or phone
Use technology specifically designed for
mobile recruiting
Track if website visitors use mobile or
desktop/laptop
Accept social networking profile in lieu of
resume
Other
None; have not taken any actions regarding
mobile recruiting
How Organizations Leverage Mobile Recruiting—Target Smartphone Users

Recruiting via social media continues to grow. Mainly, it is one among
several recruiting tools, but for some organizations, it is their primary
method of recruiting.
7
Note: Percentages may not total 100% due to rounding. Respondents who answered “don’t know” were excluded from this analysis.
3%
21%
20%
56%
1%
11%
11%
77%
2%
5%
9%
84%
Used previously, but
do not plan to again
Never have used
and do not plan to
Never have used,
but plan to
Currently use
Use Social Media for Recruitment
2015 (n =
399)
2013 (n =
630)
2011 (n =
499)
Using Social Media for Talent Acquisition—Recruitment and Screening ©SHRM 2016
81%
13%
5%
1%
One recruiting tool
among several used
Lesser-used
recruiting tool
Primary method
of recruiting
Last resort
Among Those Using
Social Media in 2015:
n = 336

Publicly and privately owned for-profit organizations were more likely
than the government to use social media for recruitment. They also
tended to use it more often than nonprofit and government
organizations.
Note: Only statistically significant differences are shown.
Use social media for recruitment
Publicly owned for-profit (88%)
Privately owned for-profit (89%)
> Government (68%)
Comparisons by organization sector
Social media is a lesser-used recruiting tool
Nonprofit (22%)
Government (41%)
>
Privately owned for-profit (8%)
• Publicly and privately owned for-profit organizations were more likely than government organizations to use social
media for recruitment.
• Of organizations that use social media for recruitment, nonprofit and government organizations were more likely than
publicly and privately owned for-profit organizations to say that social media is a lesser-used recruiting tool.

LinkedIn is the top and most effective social media site for recruiting, but
Facebook, Twitter and professional/association social networking sites
are gaining popularity.
Note: (2015 n = 337; 2013 n = 484; 2011 n= 277). Only respondents who were currently using social networking websites to recruit job candidates were
asked this question. Total does not equal 100% due to multiple response options. An asterisk (*) indicates this response option was not available in that
year.
Social Media Sites Used for
Recruitment
2011 2013 2015
LinkedIn 95% 94% 96%
Facebook 58% 54% 66%
Twitter 42% 39% 53%
Professional or association
social networking site (other
than SHRM Connect)
23% 29% 35%
Google+ * 8% 12%
YouTube * 8% 11%
Instagram * * 7%
SHRM Connect 6% 5% 4%
Pinterest * 4% 3%
Vine * * 1%
Other 6% 2% 5%
73%
14%
9%
1%
<1%
<1%
<1%
2%
LinkedIn
Facebook
Professional or
association site
Google+
Instagram
YouTube
Twitter
Other
Most Effective Site for Recruitment
n = 287

Small staff-size organizations were more likely to recruit using
professional or association networking sites. Very large organizations
were more likely to recruit using YouTube.
Recruit Using Professional or Association Social Networking Sites
1 to 99 employees (57%) >
500 to 2,499 employees (28%)
2,500 to 24,999 employees (30%)
Comparisons by organization staff size
• Organizations with 1 to 99 employees were more likely than organizations with 500 to 24,999 employees to use
professional or association social networking sites (other than SHRM Connect) to recruit potential job candidates.
Recruit Using YouTube
25,000 or more employees (31%) >
100 to 499 employees (2%)
500 to 2,499 employees (7%)
• Organizations with 25,000 or more employees were more likely than organizations with 100 to 2,499 employees to
use YouTube to recruit potential job candidates.

Recruiting passive job candidates remains the top reason for using
social media, whereas a growing number of organizations are using it
for brand recognition and to identify candidates in other geographic
regions.
Note: Only respondents who were currently using social networking websites to recruit job candidates were asked this question. Total
does not equal 100% due to multiple response options.
Why Organizations Use Social Media for Recruiting
2011
(n = 277)
2013
(n = 485)
2015
(n = 327)
Recruit passive job candidates who might not otherwise apply or
be contacted by the organization
84% 80% 82%
Increase employer brand and recognition 60% 67% 77%
Target job candidates with a very specific set of skills 52% 69% 71%
Allow potential job candidates to easily contact the organization
about employment
47% 57% 64%
Target a specific job level to recruit or contact (e.g., entry level,
managers, executives)
54% 55% 61%
Less expensive than other methods of recruiting job candidates 67% 56% 55%
Identify potential job candidates in other geographic regions 39% 41% 53%

More organizations are using social media to effectively disseminate job
and organizational information, and to target underrepresented groups.
Note: Only respondents who were currently using social networking websites to recruit job candidates were asked this question. Total
Why Organizations Use Social Media for Recruiting (continued)
2011
(n = 277)
2013
(n = 485)
2015
(n = 327)
Target a specific geographic region in which to recruit job
candidates
44% 45% 51%
More qualified job candidates relative to the amount of time and
effort invested
36% 40% 44%
Effectively disseminate job- and organization-related information 33% 34% 43%
Create an online community focused on the organization 36% 33% 36%
Large quantity of job candidates relative to the amount of time and
effort invested
29% 29% 34%
Target traditionally underrepresented groups (e.g., women,
minorities, veterans, people with disabilities)
22% 24% 33%
Other 3% 1% 1%

Most organizations use social media to post job advertisements, three-
quarters use it to contact candidates, and over two-thirds use it to
search for passive or active job candidates.
Note: n = 337. Only respondents who were currently using social networking websites to recruit job candidates were asked this question. Total does not
equal 100% due to multiple response options.
How Organizations Use Social Media for Recruitment 2015
Post job advertisements 89%
Contact candidates or potential candidates 75%
Search for passive job candidates by using the social networking website’s search feature
73%
Search for active job candidates by using the social networking website’s search feature
67%
Encourage employee referrals 58%
Create interest in jobs by posting useful information, photos or video 56%
Create a group or page for your organization to post information and career opportunities
46%
Contribute to discussion through social networking websites (such as read and submit blog
posts)
24%
Other 2%

The majority of organizations use social media to recruit managers and
nonmanagement, salaried employees, but recruitment of hourly
employees via social media is increasing.
Note: Only respondents who were currently using social networking websites to recruit job candidates were asked this question. Totals do
not equal 100% due to multiple response options. Respondents who answered “don’t know” were excluded from this analysis.
39%
77%
82%
36%
41%
80%
87%
48%45%
82%
87%
55%
Executive/upper
management (e.g.,
CEO, CFO)
Management (e.g.,
directors, managers)
Nonmanagement,
salaried employees
Nonmanagement,
hourly employees
Job Levels Recruited Via Social Media
2011 (n = 277) 2013 (n = 481) 2015 (n = 335)

Organizations report that it is becoming increasingly efficient to recruit
various job levels via social media in terms of decreasing the time to fill.
Note: Only respondents who were currently using social networking websites to recruit job candidates were asked this question. Figure
represents those who answered “very efficient” or “somewhat efficient.” Respondents who selected "Not applicable" were excluded from
this analysis.
52%
58% 58%
41%
59%
67%
71%
53%
Executive/upper
management (e.g.,
CEO, CFO)
Management (e.g.,
directors, managers)
Nonmanagement,
salaried employees
Nonmanagement,
hourly employees
Efficiency of Recruiting (Very or Somewhat Efficient) via
Social Media by Job Level—Decreases Time to Fill
2011 (n = 277) 2015 (n = 187-311)

20%
22%
22%
14%
40%
47%
46%
42%
27%
21%
22%
28%
8%
7%
7%
9%
4%
3%
3%
7%
Executive/upper management (e.g., CEO,
CFO)
Management (e.g., directors, managers)
Nonmanagement, salaried employees
Nonmanagement, hourly employees
Effectiveness of Recruiting via Social Media by Job Level—Quality
of Hire, Meets Performance Needs of the Job, etc.
Very
effective
Somewhat
effective
Neither effective
nor ineffective
Somewhat
ineffective
Very
ineffective
Overall, the majority of organizations find it effective to recruit various
job levels via social media in terms of the quality of hire.
Note: n = 171-285. Only respondents who were currently using social networking websites to recruit job candidates were asked this
question. Respondents who selected "Not applicable" were excluded from this analysis. Percentages may not equal 100% due to
rounding.

Over one-half of organizations track the number of qualified job
candidates by source, but far fewer track the quality of these
candidates by source.
Note: Only respondents who were currently using social networking websites to recruit job candidates were asked this question.
Respondents who answered “don’t know” were excluded from this analysis.
56%
30%
Number of Qualified Candidates Quality of Qualified Candidates
Track the Number and Quality of Qualified Job Candidates by Source—
Social Media, Job Boards, Print Ads, Employee Referrals, etc.
Yes

The top reasons organizations give for not using social media for
recruiting are legal concerns and not having enough HR staff time.
Note: Only respondents who were not currently using social networking websites to recruit job candidates were asked this question. Total
Reasons Organizations are NOT Using Social Media for Recruiting
2011
(n = 259)
2013
(n = 143)
2015
(n = 61)
Concerns about legal risks/discovering information about protected
characteristics (e.g., age, race, gender, religious affiliation)
53% 52% 46%
Not enough HR staff time to use this recruiting method in addition to
others
43% 48% 46%
Questions about the veracity of the information contained on social
networking websites
27% 26% 21%
Lack of knowledge or skills to recruit using this method among HR
staff
17% 16% 18%
Social networking websites do not have job candidates at the job
level that the organization is targeting
11% 15% 18%
Smaller quantity of job candidates relative to the amount of time and
effort invested
7% 12% 11%
Less qualified job candidates relative to the amount of time and effort
invested
5% 8% 10%
Other 24% 12% 13%

Screening Job Candidates Using Public Social
Media Profiles & Online Search Engines

Organizations that screen a job candidates’ public social media profiles
typically do so to gain more information or to verify information.
Note: Only respondents who currently use social networking websites or online search engines to screen job candidates were asked this question.
Percentages do not equal 100% due to multiple response options.
Reasons for Screening Job Candidates’ Public Social Media Profiles
2011
(n = 80)
2015
(n = 109)
Able to obtain more information about an applicant than would be
provided by just a resume, cover letter or CV
70% 61%
Able to easily verify information from an applicant’s resume, cover letter
or CV
28% 50%
Job candidates include their social networking websites on their
resumes
18% 41%
It takes little time and effort in relation to information gained 63% 34%
Able to assess the applicant’s work-related potential or performance 28% 27%
It is less expensive than other methods of screening job candidates 20% 18%
Other 3% 9%

Similar to 2011 and 2013, two out of five organizations have a policy on
screening job candidates using public social media profiles or online
search engines—22% allow and 19% prohibit this type of screening.
21
Note: Percentages may not total 100% due to rounding. Respondents who answered “don’t know” were excluded from this analysis.
17%
7%
12%
8%
56%
17%
4%
13%
8%
57%
13%
6%
12%
10%
59%
Informal policy
prohibiting screening
Formal policy
prohibiting screening
Informal policy
allowing screening
Formal policy
allowing screening
No formal or
informal policy
Policy on Screening Job Candidates Using Public Social Media
Profiles or Online Search Engines
2015 (n = 342)
2013 (n = 593)
2011 (n = 531)
Of those
organizations that
did not have a
formal policy in
2015, 21% said they
plan to implement a
formal policy in the
next 12 months.

More organizations are using public social media profiles or online
search engines to screen job candidates compared with 2013.
22
Note: Total may not equal 100% due to rounding. Respondents who answered “don’t know” were excluded from this analysis.
18%
20%
39%
11%
12%
10%
67%
68%
50%
4%
1%
1%
2011 (n = 441)
2013 (n = 529)
2015 (n = 304)
Screen Using Public Social Media Profiles
26%
28%
34%
9%
7%
10%
59%
63%
56%
5…
2%
<1%
2011 (n = 417)
2013 (n = 535)
2015 (n = 285)
Screen Using Online Search Engines
Currently use Plan to use Never used and
do not plan to
Used previously, but
do not plan to again
Overall, 43% of
organizations
used public
social media
profiles or online
searching to
screen job
candidates in
2015.

Privately owned for-profit organizations were more likely to use public
social media profiles or online search engines to screen job candidates
compared with other sectors.
Use Public Social Media Profiles to Screen Job Candidates
Privately owned for-profit (51%) >
Nonprofit (28%)
Comparisons by organization sector
Use Online Search Engines to Screen Job Candidates
Privately owned for-profit (45%) > Publicly owned for-profit (24%)
• Privately owned for-profit organizations were more likely than publicly owned for-profit and nonprofit organizations to
use social media to screen job candidates.
• Privately owned for-profit organizations were more likely than publicly owned for-profit organizations to use online
search engines to screen job candidates.

LinkedIn and Facebook remain the top sites used for screening, but
professional/association sites have grown to become as commonly used
as Twitter and Google+.
24
Note: Only organizations that use social media to screen job candidates were asked this question. Total does not equal 100% due to multiple
response options. An asterisk (*) indicates this response option was not available in 2011.
20%
15%
11%
78%
85%
8%
5%
6%
25%
15%
31%
58%
92%
3%
4%
7%
26%
29%
29%
63%
93%
Other
*Pinterest
*YouTube
*Google+
Professional or association social networking site
Twitter
Facebook
LinkedIn
Social Media Sites Used to Screen Job Candidates
2015 (n =
112)
2013 (n =
104)
2011 (n = 80)

More job candidates are including their social media profiles on their
resumes compared with 2011.
25
Note: Respondents who answered “don’t know” were excluded from this analysis.
4%
13%
19%
41%
52%
32%
25%
14%
2011 (n = 515)
2015 (n = 359)
How Often Job Candidates Include Their
Social Media Profile on Their Resume
Always Frequently Occasionally Seldom Never
0%
0%

Two out of five HR professionals agree that a public social media profile
can provide important information about work-related potential or
performance.
26
Note: Respondents who answered “don’t know” were excluded from this analysis.
3%
5%
27%
39%
36%
26%
22%
19%
12%
12%
2011 (n = 541)
2015 (n = 370)
A Job Applicant’s Public Social Media Profile Can Provide Important Information
About Work-Related Potential or Performance
Strongly
agree
Somewhat
agree
Neither agree
nor disagree
Somewhat
disagree
Strongly
disagree

Of organizations that screen candidates using public social media profiles
or online search engines, one-quarter always screen executive-level,
more than for other job levels.
27
Note: Only organizations that use social media or online search engines to screen job candidates at any point in the hiring process were asked
this question. Percentages may not total 100% due to rounding. Respondents who answered “don’t know” were excluded from this analysis.
8%
11%
19%
24%
28%
37%
35%
34%
23%
30%
29%
23%
19%
12%
8%
7%
17%
6%
5%
9%
5%
4%
4…
4%
Nonmanagement, hourly employees
Nonmanagement, salaried employees
Management (e.g., directors, managers)
Executive/upper management (e.g., CEO)
How Often Organizations Screen Job Candidates Using
Public Social Media Profiles or Online Search Engines by Job Level
Always Frequently Occasionally Seldom Never Only if candidate
requested or social
media listed on resume

Of organizations that screen candidates using public social media
profiles or online search engines, one-quarter do so before the interview,
and three out of 10 wait until after the interview.
Note: Percentages do not equal 100% due to multiple response options.
36%
28%
20%
9%
8%
27%
25%
35%
11%
1%
Varies by job level
After completion of application but before
interview
After job interview but before a job offer
After a contingent job offer
Other
When Organizations Screen Job Candidates
Using Public Social Media Profiles or Online Search Engines
2015 (n =
128)

Two out of five organizations allow candidates to explain concerning
information found on public social media profiles or online search
engines before the hiring decision is made.
Note: Only respondents who currently use social networking websites or online search engines to screen job candidates were asked this
question. Respondents who answered “don’t know” were excluded from this analysis.
27%
23%
6%
30%
15%
4%
Job candidate’s public
social networking page
Online search engine
Someone else’s public
Disqualified Job Candidate in Past Year
Because of Concerning Information on:
2015
(n = 95-97)
2011
(n = 53-61)
47%
39%
14%
73%
26%
1%
No, not at any time
Yes, after screening
but prior to the
decision to hire
Yes, after the
decision to hire
Allow Candidate to Explain
Concerning Information
2015
(n = 115)
2011
(n = 80)
Overall, 36% of organizations have disqualified job candidates because of concerning information (e.g.,
illegal activity, discrepancy with application) found on public social media profiles or online search engines in
2015.

The most common reasons for not using public social media profiles to
screen job candidates are legal risks, relevancy and accuracy of
information, and privacy concerns.
Note: Only respondents who currently use social networking websites or online search engines to screen job candidates were asked this question.
Percentages do not equal 100% due to multiple response options.
Reasons for NOT Using Public Social Media Profiles for Screening
2011
(n = 461)
2013
(n = 406)
2015
(n = 172)
Concerns about legal risks/discovering information about protected
characteristics (e.g., age, race, gender, religious affiliation)
66% 74% 76%
Information about job candidates taken from these sites may not be
relevant to their work-related potential or performance
36% 63% 60%
Information about job candidates taken from these sites may not be
relevant to whether they will be a good fit with the organization
33% 61% 53%
Concerns about invading the privacy of job candidates 33% 48% 49%
Not able to verify with confidence information from an applicant’s
48% 47% 47%
Not all job candidates have information on social networking sites 34% 43% 37%
Takes too much time and effort in relation to information gained 17% 18% 15%
Job candidates might be less likely to apply if they knew your
organization screened job candidates in this manner
7% 11% 10%
Other 8% 6% 10%

Demographics

Demographics: Organization Industry
Percentage
Professional, scientific and technical services 23%
Health care and social assistance 16%
Manufacturing 12%
Finance and insurance 12%
Educational services 11%
Government agencies 9%
Transportation and warehousing 8%
Retail trade 5%
Information 5%
Administrative and support and waste management and remediation services 5%
Construction 5%

Demographics: Organization Industry (continued)
Percentage
Repair and maintenance 4%
Accommodation and food services 4%
Mining, quarrying, and oil and gas extraction 4%
Utilities 4%
Arts, entertainment, and recreation 3%
Real estate and rental and leasing 3%
Agriculture, forestry, fishing and hunting 3%
Religious, grant-making, civic, professional and similar organizations 2%
Wholesale trade 1%
Personal and laundry services 1%
Other industry 9%

Demographics: Organization Sector
n = 367
44%
23%
19%
14%
Privately owned for-profit
Publicly owned for-profit
Nonprofit/not-for-profit organization
Government

Demographics: Organization Staff Size
n = 338
13%
20%
25%
31%
11%
1 to 99 employees
100 to 499 employees
500 to 2,499 employees
2,500 to 24,999 employees
25,000 or more employees

n = 367
Demographics: Other
U.S.-based operations only 69%
Multinational operations 31%
Single-unit organization: An organization in
which the location and the organization are
one and the same.
24%
Multi-unit organization: An organization that
has more than one location.
76%
Multi-unit headquarters determines HR
policies and practices.
56%
Each work location determines HR policies
and practices.
1%
A combination of both the work location and
the multi-unit headquarters determines HR
policies and practices.
43%
Is your organization a single-unit organization or a
multi-unit organization?
For multi-unit organizations, are HR policies and practices
determined by the multi-unit headquarters, by each work
location or by both?
Does your organization have U.S.-based
operations (business units) only, or does it
operate multinationally?
n = 367
n = 288
Northeast 17%
South 41%
Midwest 27%
West 15%
n = 349
What is the region of your work location?

37
SHRM Survey Findings: Using Social Media for Talent
Acquisition—Recruitment and Screening
• Response rate = 14%
• 410 HR professionals with the job function of employment or recruitment from a randomly selected
sample of SHRM’s membership participated in this survey
• Margin of error +/-5%
• Survey fielded November 19-December 4, 2015
Survey Methodology
Project lead:
Tanya Mulvey, researcher, SHRM Research
Project contributors:
Evren Esen, SHRM-SCP, director, Survey Research Center, SHRM Research
Joseph Coombs, senior analyst, Workforce Trends and Forecasting

Other SHRM research related to talent management
• SHRM/Ascendo Resources: The Importance of Social Media for Recruiters and Job Seekers
• Resumes, Cover Letters and Interviews
• Business and Human Capital Challenges Today and in the Future
• Recent survey/poll findings: shrm.org/surveys
• SHRM Talent Management Conference, April 18-20, 2016, Orlando, FL
• For more information about SHRM’s Research Services:
» Customized Survey Research Services: shrm.org/CustomizedResearch
» Engagement Survey Service: shrm.org/PeopleInSight
» Customized Benchmarking Service: shrm.org/Benchmarks
» Salary Survey Data shrm.org/shrmCompensationDataService
• Follow us on Twitter @SHRM_Research
Additional SHRM Resources

Founded in 1948, the Society for Human Resource Management (SHRM) is the
world’s largest HR membership organization devoted to human resource management.
Representing more than 275,000 members in over 160 countries, the Society is the
leading provider of resources to serve the needs of HR professionals and advance the
professional practice of human resource management. SHRM has more than 575
affiliated chapters within the United States and subsidiary offices in China, India and
United Arab Emirates. Visit us at shrm.org.
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SHRM Survey Findings: Using Social Media for Talent Acquisition—Recruitment and Screening

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