DOI: 10.4018/978-1-5225-6264-1.ch004
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This chapter is the first issue in this section. The author considers how to progress with recruitment, the steps in recruitment, and what criteria are considered as standards for recruitment. In addition, at the end, this chapter 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 rapidly, recruitment will be a key driver of growth, and the capacity to obtain the required skills, in the right place, at the appropriate 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 inappropriate employees, loses more people than it employs, and is not able 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 an important part of building, nurturing, and achieving organizational success (Brown, 2011; Yu & Cable, 2013).

Brown (2011) 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.

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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