As noted in the focal article (Chamorro-Premuzic, Winsborough, Sherman, & Hogan, 2016), recent advances in technology have provided new tools for talent identification; however, identification alone is not enough to win the war for talent (Chambers, Foulon, Handfield-Jones, Hankin, & Michael, 1998). Big data, social media, and mobile apps provide access to previously untapped information about individuals; unfortunately, that information has limited value if it cannot be used to attract and retain the top talent it identifies. Therefore, new tools for talent identification must also be vetted for how well they provide human resource (HR) practitioners a means for attracting top talent and retaining that talent. Although far from a silver bullet, gamification opens the door for collecting information on an individual's talent potential while also fostering organizational attraction and employee retention.

The growth in the popularity of social networking websites (SNSs) has resulted in many organizations using such platforms for organizational activities, including recruitment, employee selection, employee monitoring, and termination. However, the legality of organizations using social networking for these purposes is unclear. Although many researchers have touched on the potential legal implications of organizations using these tools (see e.g., Brown & Vaughn, 2011), no empirical studies have examined how the court system views their use in organizational settings. Thus, the current study examined federal court cases related to the use of SNSs in various employment practices.