How job seekers’ social media profiles affect employability: Evidence from a research study

 

Social media plays an increasingly important role in recruitment and employee selection. Recruiters are tempted to check on job candidates’ social media profiles (SMPs) because SMPs could reveal more dynamic information about the candidates than their resumes alone. 

By checking the candidates’ SMPs, recruiters can discover their real personality, which cannot be easily achieved even through job interviews. Meanwhile, hiring managers can also assess job candidates’ social capital based on the size and the composition of their social networks.  

The study

 

To investigate how social media may affect recruiters’ hiring decisions, Antonio Muñiz, who graduated from the master’s program at the Collins College of Hospitality Management, Cal Poly Pomona, and I conducted a qualitative study together. We published our work in the Journal of Hospitality and Tourism Management. This research answers:     

The two research questions

 

1. What information or job candidate’s personality traits revealed on their SMPs gets the hiring managers’ attention?  
2. How do such information or job candidates’ personality traits revealed on their SMPs affect managers’ hiring decisions?

 

The research method

 

We conducted 11 semi-structured interviews in 2018 with 11 managers in major hospitality companies, representing the restaurant, hotel, country club, even planning, and managed foodservice sectors. On average, these 11 managers had 19 years of work experience in the hospitality industry. They made hiring decisions, ranging from hiring two to 18 candidates a month. Following the suggestions of ensuring a qualitative study’s trustworthiness, we firstly recorded and transcribed the interviews. We then performed a content analysis of the qualitative data. Finally, we reported the narrative results with direct quotes from the informants. 

 

Finding 1: The recruiting channels and legal considerations

 

The informants rated Indeed and LinkedIn the preferred websites for recruitment and selection. Surprisingly, none of them were aware of any policies issued by their companies about using social media in screening and selection. Many informants also held reservations about using social media in screening because of privacy concerns, the uncertainty of the information revealed from the candidates’ SMPs, legal compliance, and time constraints. 

 

Finding 2: LinkedIn is the preferred platform

 

About half of the informants used LinkedIn in screening. Only one informant admitted that s/he screened candidates’ other SMPs besides LinkedIn. That is, s/he also looked at candidates’ posts, videos, and pictures on Facebook, Twitter, and Instagram. 

 

Finding 3: The preferable content on social media

 

Most informants favored pictures about food, catering, and events, news articles, and organizational social activities. Having a clear headshot/smiling, professional/appropriate content, positive/motivational content, and activities in general were mentioned once or twice only. 

 

Finding 4: The unfavorable content on social media

 

Inappropriate language or content, negative posts, personal information on LinkedIn, and anything discriminatory came to the top. 

 

Finding 5: The influential traits that may affect recruiters’ hiring decisions

 

Of the Big Five personality traits, hospitality managers looked for extroversion, conscientiousness, and agreeableness. Additionally, leadership potentials, professionalism, a good match, the current position held, as well as skills and endorsements, can be influential. 

 

Finding 6: How candidates’ SMPs affect employability

 

Unfavorable content seemed to have a more substantial influence than favorable content. As far as a candidate’s starting salary is concerned, the informants only factored in the candidates’ skills and experience. 

 

The implications

 

Besides the research’s theoretical contributions, the findings provide helpful, practical implications for businesses, hiring managers, job seekers, and career counselors. We recommend: 

 

• Organizations should develop clear guidelines about using social media in recruitment and selection. 
• For a minimum, Organizations must provide guidelines or assessment rubrics that are specific to LinkedIn. 
• Hiring managers are advised to follow the company’s guidelines and policies if provided. 
• Hiring managers need to justify why and how SMPs are used in screening if no guidelines or policies are provided. 
• Job seekers are highly encouraged to build a complete LinkedIn profile with a professional picture that projects their personality. 
• Job seekers may consider sharing favorable content and should avoid the unfavorable content on their SMPs. 
• If possible, job seekers should have their LinkedIn profile and other SMPS critiqued by their friends, co-workers, and career advisors, as what they would do on their resumes and other application materials. 
• Career counselors should teach job seekers how to build professional SMPs, with specific examples of how they may strategically display the desired content favored by recruiters. 

 

Do job seekers need even more impeccable social media profiles during the pandemic? 

 

This study was conducted in 2018 before the pandemic hit the economy with numerous long-term effects. Nevertheless, I expect that job seekers’ SMPs may play an even more significant role in influencing recruiters’ hiring decisions for two reasons. On the one hand, more people are forced to leave their jobs, making it more challenging to secure a job offer in a competitive job market. On the other hand, more companies let their employees work from home permanently. The traditional screening methods, such as face-to-face job interviews in the workplace, may no longer be an option for hiring managers. 

 

Back in May 2020, it is reported that 84% of recruiters were adapting to new hiring practices that facilitate remote exchanges. Among them, 58% used LinkedIn, Facebook, and even Instagram to connect with potential hires. It is also believed that job candidates’ digital presence will matter even more in 2021 and beyond. 

 

Lastly, it is important to note that the above results were generated from 11 qualitative interviews. Although we took careful measures to ensure this qualitative inquiry’s trustworthiness, the results may not be generalized in other settings. Instead, this study’s strength relies on its in-depth, narrative results reported by those purposefully selected informants who have abundant first-hand experience of screening job candidates. 

Do you believe that people’s digital reputation is critical in a job search? How important are job candidates’ SMPs in helping them secure a job offer? 

Note: This post is also available on MultiBriefs.com; the picture was downloaded from ConstructionExec.com. 

7 technologies that will transform the hospitality industry by 2025

I was in Baltimore last week for the annual iCHRIE (International Council on Hotel, Restaurant and Institutional Education) Conference, where hospitality professors and graduate students got together to showcase their research work and network with one another. Additionally, selected executives in major hospitality firms were invited to share their perspectives about the industry and their views on the future trends.

For example, Mike Webster, the senior vice president and general manager at Oracle Retail & Oracle Hospitality, spoke in the opening general session at the conference. He believed that by 2025, the following technologies would make transformational changes to the hospitality industry:

1. Wearables

Smartwatch sales in the global market hit a record high in the last quarter of 2016, at 8.2 million for the quarter and 21.1 million for the calendar year. Experts predict wearable tech will make transformational changes in the sport and fitness sector. Will wearable tech also transform how we run business in the hospitality and tourism industry?

Take the MagicBands at Disney, for example. Not only do they enable guests to enter the theme parks, purchase food and merchandise, and enjoy the FastPass+ access, but travelers can also skip the check-in line and unlock their hotel rooms with the MagicBands at the Disney resorts.

Disney will even ship the MagicBands to their guests before their arrivals. When guests link their accounts with the MagicBands, Disney can store their activities and preferences in the database to build a stronger customer relationship over time, of which the information can also be used to develop customized sales and promotion packages to the guests.

2. Facial recognition

It is not a new idea for hotels to let guests use their mobile devices as room keys. With the advance of facial recognition technology, travelers can possibly skip the front desk without carrying any mobile devices; they can access their guestrooms by just showing up.

Certainly, the advance of facial recognition technology can also make it easier for restaurants, hotels and resorts to track and analyze travelers' activities inside the facility.

In addition to their potential of enhancing customer service, wearable and facial recognition technologies can be used to improve back-of-the-house operations as well. For example, employees may use wearable devices and facial recognition technology in clock-ins and clock-outs. The data that is recorded about employees' activities at work can also be used by the management in scheduling and job designs.

3. Voice activation

Aloft Hotels, a Marriott/Starwood brand, recently unveiled voice-activated hotel rooms in Boston and Santa Clara. In a voice-activated room, guests can control the room temperature, adjust the lighting, choose what type of music they want to play in the room, and explore local attractions by talking to the room.

4. 3-D printing

The idea of using 3-D printing in construction has been tested for years. It may not seem real for a 3-D printer to create a skyscraper at this point, but it is now possible to construct a hotel room or at least, part of a hotel room with a 3-D printer.

As a matter of fact, Marriott has adopted the modular construction method to support its need for rapid growth.

Modular construction allows Marriott to build parts of the guestroom, such as the bathroom, somewhere else other than on the construction site of the hotel. When building a hotel, Marriott only needs to ship the ready-to-install bathrooms and other necessary parts of the guestrooms to the construction site. All it takes to build a hotel is to assemble the parts onsite.

The modular construction method and 3-D printing technology can hence be combined to speed up the time of building a new hotel.

5. Automatic or robotic services

Today, more service jobs are performed by machines than ever before. We have seen restaurants with no hosts, no waiters and no tables; robots are cooking food in the kitchen; and restaurant food is delivered by robots.

In the hotel industry, robotic butler service has also been introduced. There are also hotels testing automatic drink dispenser in events and guestrooms.

6. Artificial intelligence

Artificial intelligence allows machines to "think" like a real human being. Artificial intelligence will then enable a service provider to anticipate customers' needs even in automatic or robotic services.

7. Virtual reality

A few years ago, Marriott was experimenting with VR technology in operations, such as in sales and marketing. The hotel chain allowed guests to use VR to experience the Marriott products in selected world destinations. Likewise, Disney is planning to use VR to enhance consumers' experience in the theme parks and in video games.

A concluding remark

There is no doubt that the advance of technology will transform the way we run a hospitality business. Some jobs will be replaced by machines, but additional opportunities can also be created for those who are well-prepared for the changes.

Moreover, while the seven technologies listed above were suggested by Webster in the opening session at the conference, I elaborated upon his key points with specific examples I have observed in service operations. Hence, this is not intended to be a summary of his speech. Rather, I am hoping to get your input based on my own interpretations of Webster's ideas.

Do you also believe these technologies will soon transform the hospitality industry? If so, in what way? Are there other technologies that would also make transformational impacts to the hospitality industry by 2025 but have not been discussed in this post?

Note: This article was also published at MultiBriefs.com - the leading source for targeted, industry-specific news briefs. The picture was also downloaded from MultiBriefs.com. 

How to shut down bad online reviews

What can managers do to shut down bad online reviews? Here is a real example: 

It started at the Broadway Oyster Bar in St. Louis this February when Mary S., a Yelper, left the business with a one-star rating and a description of the negative experience she received in the restaurant. As a reference, the restaurant is now being monitored by Yelp for any content related to media reports, meaning some reviews have been or would be removed from the business's page on Yelp, but the restaurant has an overall 4.4 star rating from more than 900 Yelpers in March.

Mary went there for a birthday dinner. She claimed that she had a reservation for a party of nine people, but the party waited for two hours before they were finally seated. To make it even worse, because there were three additional people joining the party and the manager was unwilling to work with them, they would have to wait for longer to be seated together or be split up.

She then took the group of 12 people with her to a nearby restaurant, where she and her guests could enjoy a "FABULOUS dinner with EXCEPTIONAL CUSTOMER SERVICE"(in Mary's own words).

Then, the owner of the restaurant exercised his rights of responding to Mary's review on Yelp — for every comment left by a customer, managers are usually allowed to post one response. As a matter of fact, managers are highly recommended to post managerial responses to online reviews because their responses have significant positive impacts on the helpfulness of reviews as well as their business's financial performance.

The owner of the Broadway Oyster Bar pointed out the "real" facts on Yelp, including:

• Mary did not have a reservation because the restaurant doesn't take reservations.
• The party was waiting for one hour and half, but not two hours.
• The party of nine was indeed squishing in a table for eight guests, but that was agreed to by the party.
• Shortly after the party was seated, five additional guests (not three) joined the party.
• Without asking for any assistance, the party helped themselves by getting more chairs from another part of the restaurant.
• When 14 people sitting in a table for eight, some guests were actually sitting in the aisles or right next to other guests.
• Because the party had infringed on other guests' personal space and the server found it difficult to serve the party in their current seating situation, the floor manager offered a separate table for those five additional guests, which triggered a fight between a member from the party and the staff, or "a heated argument with F-bombs" in the manager's words.
• Some members of the party ended up staying and not going with Mary to another restaurant.

Later, Mary posted another review to respond to the manager's "real" facts:

• Some members of her party stayed only because they had already ordered food and wanted to wait to take out their order so that they could join the party afterward in another restaurant.
• "The rest of your inaccuracies were not even worth debating."

Now that you have read the reviews from Mary and the manager's response, which side will you take? Who presented the real facts?

More importantly, do you see how critical it is for the owner to respond to Mary's review? In a case like this, managerial responses can provide additional information from the business's perspective, allowing other customers to make an informed purchasing decision with an evaluation of both sides of the story.

In the end, I would like to make the following recommendations for managers who are ready to take an active role in responding to online reviews:

• Listen to what customers say about your business, and treat online reviews as customer feedback.
• Encourage satisfied customers to post positive reviews and let them be the advocates for the business.
• Thank those "influential" customers who left positive reviews.
• Stay calm when reading negative reviews; do not get emotional.
• Focus on the facts, but not how you feel or how the guest felt when writing a response.
• When more than one customer brings up the same issue, it is likely that the customer is right.
• When the customer is right, acknowledge that and seek ways to address the issue. It is important to show that the management team is listening and working on the issue.
• Understand the needs and wants of the target customers. Because different customers are seeking different types of product-service mixes, managers should adopt different tactics in responding to online reviews based on the unique characteristics their product carries.

What else should a manager do in responding to online reviews? What are your suggestions?

* Another version of this post was published in MultiBrief.com. 

Looking forward to 2017 with a review of 2016

Are you ready for a new year? I know I am. As we are looking forward to 2017, let's review some of the key events and discussions in 2016 as published at MultiBriefs.com.  

Impacts from the major events in 2016

There were several surprising, if not revolutionary, changes in 2016 that need our special attention as we enter 2017. Here are some examples:

• Donald Trump will officially become the 45th president of the United States after the inauguration on Jan. 20. I do not believe his presidency or his comments about illegal immigrants will stop people from traveling to the U.S., but his foreign policies — such as tighter border controls and new regulations or procedures of handling visas for temporary visitors — might have a negative impact. Meanwhile, Trump's infrastructure plan may boost the travel and tourism industry, providing easier, faster and safer access to a destination.
• A growing number of terrorist attacks in Europe have made (or soon will make) it more difficult to travel from one country to another in Europe. Those tragic events also put people in great concern of their safety when traveling inside of Europe.
• Brexit is probably the most shocking news in 2016 for Europeans. This past weekend, Italian voters rejected a batch of reforms, and the resounding defeat has led to the resignation of Prime Minister Matteo Renzi. Now, there is a strong chance Italy will become the second country to separate from the European Union (EU). The collapse of EU would make it more difficult to travel in Europe. The positive spin of Brexit is that the value of the pound is at a historic low, making a trip to Britain a great bargain.
• President Barack Obama's visit to Cuba helps to spur travel to the country.

The economy

• The U.S. dollar remained strong in 2016, and this trend will probably continue in 2017. We can expect a more diverse mix of international travelers visiting the U.S. as the number of visitors from Canada and Mexico drops. Meanwhile, more Americans are expected to travel overseas.
• Travelers have been taking more road trips in recent years due to low gas prices. Last week, however, the Organization of the Petroleum Exporting Countries (OPEC) reached an agreement to cut production, which may lead to higher gas prices in the future.
• The possible recession, as well as the rising minimum wages will continue pushing hospitality businesses to optimize efficiency in operations. More restaurants and hotels are rolling out new concepts, such as automatic service and no-tipping policies.

The evolving competitive landscape

2016 has been an exciting year for many hoteliers. Marriott and Starwood completed a merger and became the biggest hotel chain in the world. Yet the competition is just going to get tougher. For example:

• More hotels are luring travelers with local flavors.
• Hotels are reinventing their loyalty programs to win travelers, as reflected in 2016's top travel reward programs.
• Room-sharing websites, such as Airbnb, have become a big threat to hotels, even though some believe Airbnb's negative impact remains negligible.
• As hotels continue to fight with online travel agents (OTAs) using book-direct campaigns, we need to pay close attention to the possibility of Airbnb and OTAs working together against hotels.
• Electronic word of mouth (eWOM) and online reviews deserve continuous attention from businesses. I am going to share the results of my research on online reviews as soon as my papers become available on the journals' websites.

Travelers want more authentic experiences

In 2016, I also shared a few discussions about new hotel and travel trends. Today's travelers want to gain more authentic experience in a tourist destination. They want to try local flavors, demand efficient service with the aid of technology, stay healthy and practice sustainability.

Above is a highlight of the key events of 2016, as reflected in my discussions over the year. Do you recall any big events in 2016 that I missed? How would they impact the future of hospitality and tourism business?

References:
The picture was downloaded from ArmstrongEconomics.com.

Advertising Methods Done Right (by Enmy Zheng Feng)

Hotels have a difficulty in building relationships with their customers through advertisements. Nowadays, it is not an easy task to inform a customer about one’s property, especially to the millennials. Some customers do not find ads credible or accurate, and new software such as AdBlock provides customers the options to remove advertisements from their computer. Today, people rely on social media to acquire and follow the latest trends. A new method of advertisement has taken over due to this concept. Many hotels are changing their marketing plan and trying to improve their social media presence to gain more sales. Moreover, Google has come up with a plan to help hotels acquire more businesses. 

Social media have become a great mean to advertise a product. However, advertising on social media is different than on television. It is not as simple as opening a Facebook fan page or creating an Instagram account. It requires hours of preparation and a good understanding of what customers are looking for. For instance, on Instagram, I follow a very well-known fashion stylist who is always traveling. Through her posts, I have noticed that she mentions the places that she has visited. The pictures that she posts show the beauty of those places and can inspire people to visit. The places she has visited, the hotels she has stayed, and the food she has eaten are all advertised in the forms of social media posts.

On the other hand, Four Seasons Hotels and Resorts have utilized social media in a different manner. They decided to create a campaign featuring a plush toy named Maxine. This plush toy was featured in all the most well-known social media such as Facebook, Twitter, Instagram, and etcetera. Maxine traveled everywhere in the Big Apple, and people were excited to see where Maxine was going to travel next. This was a genius idea since it was meant to target family travelers to their hotels. Kids loved the plush toy and they wanted to visit the same destinations that Maxine had visited. They were also able to interact with Maxine in their facilities. The campaign not only brought profits to the hotel, but also to nearby businesses featured in Maxine’s travels.

Google has been experimenting with a new way of advertising, according to Nicholas Ward (2016), CEO of a digital marketing agency. Every time a person searches for information about a hotel, or when they want to book a room through Google search engine, nearby deals will be shown at the top of the list. People will be able to click on them and more information about the hotel will be shown. Also, when changing the check-in and check-out dates, the deal will also change just like any other booking websites. Moreover, Google is trying to make the search engine better to their users by offering not only the best deal but also hotels that are similar in rating for people to compare. Users will be more well informed, and this will make their booking experience more satisfying. 

These new ways of advertisement will influence the sales of many hotels in the long run. On the other hand, it is important for hotels to understand this processes and to know how to employ each mean of advertising. For instance, for the hotel to thrive, it would be beneficial for the hotel to be seen in the nearby deals under Google’s search engine. This is because many millennials seek inexpensive hotels with a good location. Social media advertising can also be difficult but not impossible if they have a good sales marketing plan. I believe if done well, a hotel could increase its sales due to these new ways of advertising. What would the advancement in technology affect sales in the future? Would televised advertisement cease to exist? If so, why or why not?

About the Author

Enmy is a Chinese who was born in Venezuela. She loves to travel, discover new places, and plan events. These are the reasons why she chose hospitality management as a career. Enmy is fluent in Spanish, English, and Cantonese, and she is also in the process of learning Mandarin. Enmy is now a senior at California State Polytechnic University, Pomona, and she is expected to graduate in Spring 2017. She is very interested in event planning and wants to own her own event planning company in the future. She is diligent and cooperative, and she currently works at Wokcano, Pasadena as a host.

Reference

Ward, N. (2016, October 24). Google tests single hotel deal placements in search - Tnooz.            Retrieved November 02, 2016, from https://www.tnooz.com/article/google-tests-single-hotel-deal-search/ 

Olenski, S. (2014, February 7). The Impact Of Social Media In The Travel Marketing Industry.   Retrieved November 2, 2016, from                http://www.forbes.com/sites/steveolenski/2014/02/07/the-impact-of-social-media-in-the-travel-marketing-industry/#2f794f725c37  

Public Relations and Social Media (by Marlon Wong Granados)

“Every business interacts with a variety of publics: consumers, the general public, the financial community, the organizations’ employees, government, the media, suppliers, and many others. Public relations is the process by which the relationships with each to these publics is managed.” --- Reid and Bojanic, in Hospitality Marketing Management (2010, p. 492).

Just recently at my workplace, there was an incident regarding one of my coworkers. It turns out that he used Facebook’s personal messaging system as a medium to exchange harsh words with another person. This person was not in any way connected to our company, but after finding out where my coworker worked through my coworker’s Facebook profile, this person decided to post on our company’s public Facebook profile what my coworker had said to them for anyone to see. It appeared that my coworker said things that were not nice; and even though he thought he was having a private conversation via personal messaging with this person, this person exposed publicly what was said. The person also accused our workplace of hiring a person that was disrespectful and crass. The incident was handled by management, in essence it was a minor job in public relations, and as such the post was deleted, the person contacted by management, and after conducting an investigation, my workplace decided that my coworker must be let go.

This incident first made me think about our first amendment --- our freedom of speech. While my coworker said disrespectful words, was it right for the other person involved to accuse him at his workplace, to expose him on the company’s Facebook profile? Was it the correct decision for the company to let my coworker go? Secondly, I thought of the issue of public relations for company. A company’s public relations team might be an external company or it could just be an owner or a manager. Nowadays, companies should provide guidelines in employee manuals that refer to social media use, especially usage regarding the company. Even in the mentioned incident, where the private discussion was not about anything related to the company, the way someone projects themselves when speaking to another person, regardless of the medium, can be measured against the values of a company. While our company did have social media guidelines regarding the use of these tools concerning the company itself, and while there was nothing explicitly mentioned on the employee handbook about conducting oneself appropriately when speaking to other people outside of work, it was implied in our manual that we must conduct ourselves professionally in and out of work.

In the early days of Facebook, I wouldn’t think twice about posting any kind of status update, much less what I wrote in a personal message. In those days, while we still valued anonymity and privacy, as a society we were slowly changing. There was no Instagram or Yelp, and most people remained anonymous through nicknames and online handles. With the advent of social media sites, starting with Myspace, social media began to change. We started posting selfies, carefully manicuring our personal profiles, and increasingly communicating with one another online. Facebook came along and at first it was a college student only website. With the expansion of Facebook to encompass anyone in the world, including our parents and bosses, there were some issues that we began to deal with. 

Do we have to self-censor nowadays? If we do, does it inhibit part of our personality? What can companies do to protect themselves from incidents such as my coworker’s? As future managers, we will have to deal with issues such as this, and we must learn how to handle them effectively.

About the Author

Marlon Wong-Granados is a transfer student and Hospitality Management major at Cal Poly Pomona. His focus is on Restaurant Management. His ultimate goal is to be a restaurant operator and make a positive impact in the restaurant industry. He enjoys food, soccer, boxing, and travel.

References

Reid, R.D. and Bojanic, D.C. (2010). Hospitality Marketing Management (5th ed.). Hoboken, NJ: John Wiley & Sons, Inc. 

The picture was downloaded from the TopRankBlog.com 

Do you want the option of accessing all social media websites?

Social media allows mass communications, but WeChat does not.  When people post something on a social media website, such as Facebook, people can interact with their friends' friends even thought they may not connect with their friends' friends on Facebook. They can also search and participate in trending conversations with the aids of hashtags. Can people do that on WeChat?

People can only interact with the friends with direct connections on WeChat. Let's say two people, Tom and Amy are "friends" on WeChat. I happen to know both of them in person but I am only connected with Tom on WeChat. When Tom posts an update, Amy and I can both respond to Tom's update, but I will not be able to see the conversation between Amy and Tom. Likewise, Amy will not able to see my conversation with Tom because Amy and I are not connected. The hashtags do not work on WeChat either.

Therefore, I don't think WeChat is a real social media tool. And because most social media tools are blocked in Mainland China, people living there really don't have a voice on social media.

The fact that people don't have access to social media in Mainland China does not surprise me, however. Things have always been well controlled for decades. What shocks me the most is people's choice when they are presented with options.

I met a nice lady last week, who told me she originally came from Shanghai and had been working at Cal Poly Pomona for over 10 years. We briefly talked about the firewall issues in Mainland China. Her response was: "I only want one-to-one conversation like what WeChat offers. I don't want Facebook or any other social media tools. They are just too much! Why bother?" When she said "I,"  her attitude and body language suggested that she was referring to the people living in China. All of a sudden, she became very offensive.

I was shocked. It is fine for people not to use the real social media tools. And yes, they may choose to have one-to-one conversation via SMS, WeChat, e-mails, or phone calls, but the question is: Do we want people to have the option of carrying on one-to-many or many-to-many conversations besides one-to-one conversation?

I certainly respected her choice, and I stopped the conversation. Yet, her comments keep me wonder what Mainland Chinese really want. Unfortunately, they cannot answer my question as they are not allowed on Blogger.com.