EFFECTIVENESS OF ONLINE HIRING PORTALS (NAUKRI, LINKEDIN)
The rapid growth of digital technology has transformed the recruitment and hiring process across industries. Online hiring portals have become one of the most preferred methods for recruiters and job seekers to connect efficiently. This journal focuses on analyzing the effectiveness of two major online hiring platforms, Naukri and LinkedIn, in the recruitment process. The study examines how these platforms assist organizations in identifying suitable candidates and how they help job seekers secure employment opportunities. The journal discusses the advantages, limitations, features, and impact of online hiring portals on modern recruitment practices.
The study also explores employer satisfaction, candidate experience, accessibility, communication efficiency, cost effectiveness, and time-saving capabilities of these portals. Data collected from users and recruiters reveal that online hiring portals significantly reduce recruitment time, improve talent acquisition, and provide wider access to employment opportunities. However, challenges such as fake profiles, data privacy concerns, and high competition among candidates still exist.
The findings indicate that LinkedIn is highly effective for professional networking and corporate recruitment, while Naukri remains one of the most preferred platforms for mass hiring and job searches in India. The journal concludes that online hiring portals play a critical role
Ajin, C. (2026). Effectiveness of Online Hiring Portals (Naukri, Linkedin). International Journal of Science, Strategic Management and Technology, 02(05). https://doi.org/10.55041/ijsmt.v2i5.468
Ajin, C.. "Effectiveness of Online Hiring Portals (Naukri, Linkedin)." International Journal of Science, Strategic Management and Technology, vol. 02, no. 05, 2026, pp. . doi:https://doi.org/10.55041/ijsmt.v2i5.468.
Ajin, C.. "Effectiveness of Online Hiring Portals (Naukri, Linkedin)." International Journal of Science, Strategic Management and Technology 02, no. 05 (2026). https://doi.org/https://doi.org/10.55041/ijsmt.v2i5.468.
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