{"id":6,"date":"2021-04-02T22:22:10","date_gmt":"2021-04-02T22:22:10","guid":{"rendered":"https:\/\/blogs.oregonstate.edu\/gibsonmackenzie3\/?p=6"},"modified":"2021-04-02T22:22:11","modified_gmt":"2021-04-02T22:22:11","slug":"the-case-for-recruitment-and-selection","status":"publish","type":"post","link":"https:\/\/blogs.oregonstate.edu\/gibsonmackenzie3\/2021\/04\/02\/the-case-for-recruitment-and-selection\/","title":{"rendered":"The Case for Recruitment and Selection"},"content":{"rendered":"\n

Specifically, in smaller companies or startups, organizations are focused on building the product or service rather than scaling the organization\u2019s workforce thoughtfully. At least from my own insight into hiring, I\u2019ve heard our executives discuss over and over the capital we are pouring into our product 2020-2021. In 2019 when I first joined the company I currently work for, I was the 74th<\/sup> employee. The goal for 2020 was to hire ~50 more employees and even more in 2021 but we currently only have just over 100 employees. I believe this is in part due to COVID-19 and in part due to the attrition of employees who did not fit their role. These people were either unhappy and left or let go because they were not fulfilling the duties and requirements expected of them. Often times companies will not pour resources into hiring but instead into the production, engineering, and marketing of the product or service they provide because they are trying to \u2018get the word out\u2019. With this business model, they are thrown out of balance. For example, the problems the organization will face on the back end such as employee happiness and longevity, as well as quality customer service and experience.<\/p>\n\n\n\n