Social recruiting is currently practiced across various industries in many countries. And while social media exists in multiple forms globally, there are very few socio-digital environments like that of the Philippines. The incredible rate of ICT adoption and the extremely high level of social networking site (SNS) penetration makes the Philippines an exceptional environment to analyze the use and application of social media to optimize business processes. A study published in the American Journal of Sociology by Emilio J. Castilla, "Social Networks and Employee Performance" tested the first year performance of two separate groups of employees in a call center. Existing employees to their referred one group to their position and the other group was not. The study found that the new hires that were referred initially were higher performing call center employees, based on objective and quantitative criteria. The "social networks" referenced in this study are those within the context of sociology, not web-based social networks (Castilla, 2005). Using this preliminary research as a foundation, this report intends to detail the process of implementing a social recruiting strategy for call-center companies operating in the Philippines; placing emphasis on the efficiency and effectiveness of the "digital referral" offered by many web-based services as a means to optimize the recruitment and hiring process within the Filipino call center industry. (National Statistics Office of the Republic of the Philippines)

Knowledge Management Systems have been actively promoted for decades within organizations but have frequently failed to be used. Recently, deployments of enterprise social networking platforms used for knowledge management have become commonplace. These platforms help harness the knowledge of workers by serving as repositories of knowledge as well as directories of knowledge holders. As with prior systems, a key challenge faced by organizations is how to initiate and maintain a minimum level of knowledge contributions. Existing IS literature on the causes of knowledge contributions shows conflicting findings. This work suggests that human factors, social networking platform technology and community factors, and environments internal to organizations are each necessary for understanding the causes of knowledge contributions. This work presents three studies that: 1) develop a framework for the analysis of knowledge contributions via social networking platforms, 2) demonstrate the impacts of different incentives and managerial controls, and 3) extend our understanding of group-level influences within organizations. With a better understanding of what drives knowledge contributions in a social networking platform used in organizations, we are better prepared as researchers to engage in research that reduces inconsistencies in the knowledge management literature, as well as more able to assist practitioners in designing optimal conditions for knowledge sharing within organizations.