Recruitment Challenges in the Modern Business Environment

Ensuring effective staff recruitment policies exist in an organization is one of the duties that the HRM department in an organization is charged with. Having such programs for instance ensures that entities are able to attract the right people for the job from a pool of potential labor force. And with such an importance to organizations’ success, recruitment has been a subject widely explored in research (Rynes & Cable, 2003). One such subject of research has been what attracts job seekers to potential employers. In this respect Rynes and cable (2003) have noted aspects such as remuneration, tasks and working hours to be more important baits for job applicants than are the content of the advertisement, company’s design of its career website or the behavior of the employer (p. 63). Such propositions of employer characteristics being main determinants for attracting or discouraging applications put into question the need for having a different ways through which recruitment process is carried out.

Disregarding the manner through which recruitment is carried out could however be disastrous to the success of the process. First poor recruitment practices may prevent effective awareness of the vacancy to potential employees (Breaugh, 2008). Secondly, even when an employer is able to capture the attention of prospective employees to the vacancy; the treatment during the recruitment process would influence the applicants’ evaluation of the recruiting organization thus affecting their willingness to continue with the recruitment process (Boswell, Roehling, Lepine, & Moynihan, 2003; Breaugh, 2008; Thompson, Braddy & Wuensch, 2008). This then establishes the importance of both the recruitment process and the manner in which it is carried out in promoting positive outcomes for the entity.

Indications that the manner through which recruitment is carried out could affect recruitment outcomes have lead to conceptualization of effective recruitment strategies. Rynes and Cable (2003, p. 56) for instance present a recruitment framework that proposes a link between recruitment activities and decisions, recruitment process, and recruitment outcomes. Breaugh (2008) expounds on the recruitment process by observing that recruiters need to have established their recruitment objectives before the choice of recruitment method is made. Such is noted to help optimizing the recruitment method because the knowledge of the type of individuals an employer seeks to attract as job applicants beforehand would better the decision on how to bring the vacancy into their attention (Breaugh, 2008). As such organizations could have pre-hire objectives such as filling the number of vacancies available and/ or post-hire objectives such as recruiting for a certain level of retention rate (Breaugh, 2008).

Secondly, according to Breaugh (2008) the recruitment objectives should be followed by a clearly developed recruitment strategy. The strategy would encompass aspects such as when to begin and end recruitment activities, the message to be communicated to prospective applicants and the people to be involved in the recruitment process (Breaugh, 2008). Only after such delineation should the organization begin ‘actual’ recruitment activities and thereafter evaluate the outcomes of recruitment (Breaugh, 2008). Whether the organization would achieve the targeted recruitment outcomes could then be influenced partly by “intervening job applicant variables” such as applicant attention, message credibility and applicant interest (Breaugh, 2008, p.104). This conceptualization of the recruitment process provides a pointer to the challenges that organizations could face in achieving positive outcomes out of the recruitment process adopted.

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