MGMT 448 Hannah Daddario

Why might organizations decide to allocate more resources toward marketing or product design rather than using those same resources to do a really good job in employee recruitment and selection?

Recruitment and selection are crucial, but are they always the most important function of a business? Not necessarily. For many companies, especially startups and those in highly competitive industries, allocating more resources to marketing or product design can be a smarter move in the short term.

Think about it—without a strong product or compelling brand, even the best employees won’t save a failing business. Companies need customers first and foremost, and that means creating something worth buying and ensuring people know about it. If a company pours resources into hiring but neglects its product or brand, it risks financial instability, making all those carefully selected employees irrelevant.

Startups, in particular, often face a “grow or die” scenario. If they don’t capture market attention quickly, they won’t last long enough to perfect their hiring strategies. Investing in innovative product development and strategic marketing can ensure survival and pave the way for future recruitment efforts.

What are the potential strengths and weaknesses of an organization’s decision to not prioritize recruitment and selection in favor of a focus on other aspects of the business?

The upside of an organization’s decision to not prioritize recruitment and selection in favor of a focus on other aspects of the business is that a strong product and brand naturally attract top talent—people want to work for companies that lead the industry. Plus, driving sales and revenue first can provide the financial foundation to later build a robust hiring process.

The downside? A weak recruitment process can lead to high turnover, productivity issues, and skill gaps. Even the best product won’t save a company that can’t sustain a talented workforce long-term.

Ultimately, businesses need a strategic mix of both. Prioritizing marketing and product development can help a company gain traction, but long-term success depends on eventually building a strong, capable team. Finding that balance is the key to sustainable growth.

Question 1: Experiences as an Applicant

The last job I applied for was the student position I currently hold as a Career Success Ambassador for the College of Business. When I applied, I initially submitted my application, resume, and cover letter. After a month of no response, I assumed I wouldn’t be selected, especially since I already held another campus job as a Graduate Student Recruiter. However, when I was finally contacted for an interview, I was both excited and nervous, particularly about whether they could accommodate my availability. To prepare, I used AI to generate potential interview questions and practiced answering them in real time. By the time of the interview, I felt well-prepared, and the conversation flowed naturally. I was able to discuss my aspirations and how I could contribute to the role in a way that felt authentic rather than rehearsed. To my surprise, I received a job offer within an hour of my interview, with the hiring team expressing that they had seen me as their top candidate from the start based on my resume and qualifications.

Question 2: Impressions of the Job and Desire to Work There

The interview experience positively shaped my impression of the job and increased my desire to work there. The professionalism and efficiency of the hiring process reassured me that the Career Success Center was a well-organized and supportive environment. From the interview, I could tell I would have a great boss and mentor, which has proven true. The clear expectations set during the hiring process made my transition seamless, and the opportunities for professional growth and meaningful work have kept me engaged and excited about my role every day.

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