Recruiting

Recruiting

DOI: 10.4018/978-1-5225-2044-3.ch004
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Abstract

After you read this chapter, you will be able to understand the definition, approaches, and sources of recruitment, and understand a lot of the recruitment processes. When an employer, human resource department, and the recruiter interview workers, what works do the employer, human resource department, and the recruiter should perform? This chapter will also develop the checklist about recruitment, understand the issues which the Millennial pay more attention to, and understand the issues which the recruiter side pays more attention to. This chapter is the first issue in this section. The author considers that how to progress with recruitment, what are the steps in recruitment, and what criteria are considered as standards for recruitment. In addition, at the end of this chapter, this book discusses the important issues to be concerned about when setting out to recruit a Generation Y worker.
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Recruitment Approaches

In human resource management, recruitment is often considered as a ‘stand-alone’ activity in the organization, and recruitment is implemented either by a line manager, human resource partners or an internal recruitment team (Brown, 2011). However, why is recruitment so important to a company? The first reason is that if the company is highly successful and needs to grow, recruitment will be a prime driver of growth, and the capacity to obtain the right skills, in the right place, at the right time, and at the right salaries will determine the organization’s capacity to keep up with, or drive, the growth curve. In contrast, if the company recruits the wrong employees, loses more people than it hires, and is unable to get them to deliver what is demanded, then high volumes of recruitment are liable to be a symptom of a wider problem. Hence, recruitment needs both to be a strong influence in the company and to capture regular board attention. The second reason is that people are the principal drivers of organizational success: a talented employee is able to assist the organization with executing and delivering on strategic objectives. Based on this viewpoint, recruitment is viewed as a vital part of building, nurturing, and maintaining organizational success (Brown, 2011; Yu & Cable, 2013).

Figure 1 shows the employment cycle, which contains four activities: recruitment, assessment, engagement, and retention. Good recruitment relies on good assessment. Selecting the appropriate people is likely to lead to strong engagement, in turn resulting in retention, following back through to recruitment. Nevertheless, the recruitment team or recruitment specialist may be able to hire a great workforce, but if this workforce is not brought on board and giving a through induction, engaged with, developed and retained, then the investment in the great recruitment team will have been a waste of resources, time, and costs (Brown, 2011). At this time, a loss exists between the company and its workers. Therefore, if this situation occurs, the best solution is to stop the labor–employer relationship. Then, the recruitment team or recruitment specialist should recruit new workers.

Figure 1.

The employment cycle

Source: Brown (2011).

How can the right and appropriate individuals be attracted to pay attention to a certain job from among many job opportunities? Generally, there are several recruitment approaches recruiters can apply, including recruitment messages, job bank advertisements, television advertisements, talent matchmaking, publishing the post, headhunting, and poaching.

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