The idea that employee recruitment and selection is one of a firm’s key priorities and drivers of its success is an interesting and bold statement that shouldn’t be taken lightly. As presented in the lectures, the cost of hiring incorrectly and the resource-based view of organizations are two points used to uphold this argument. While a firm’s goals might differ slightly from one another, it is very common to see a lot more time, effort, and money spent on product development or marketing than any other part of the business. From this perspective, a business that views employees and their capabilities as easily replenishable and replaceable within the firm’s key mission for success. In this view, having a best-selling product or an incredibly efficient and effective marketing plan will almost always (assuming a standard neutral market) yield some sort of positive return for the firm, despite the employees making it happen. Having only a few solid managers and leaders to drive the main components of the business can be all it takes to successfully grow a business, and the time and money spent on employee recruitment is nothing but a quick gap that needs to be filled in order to keep the mission alive.
When choosing to specifically not have an increased effort and money spent on employee recruitment and selection, a few things should be considered. The upside obviously is that this money and time not spent on recruitment can be spent elsewhere such as internal logistics, product development, or marketing. Depending on what stage the business is in its growth strategy, having an actual product or service that sells or a solid amount of research and development on their marketing strategy might actually be more beneficial for them and those goals rather than spending it on employee recruitment. The downside, however, is the fact that employee retention and overall productivity will be considerably lower and more likely to be inconsistent across firmwide operational teams. Not having a motivated team who feels inspired and passionate about the business or its mission can have money long-lasting effects beyond the boardroom such as bad press, public distaste, and corrupted company morale. All of these can hinder long-term growth; all from simply not choosing to take the time to recruit and hire the right people for the job.
One response to “The Case for Recruitment & Selection”
Why is it said that employee recruitment is one of the key events of the company? It is because employees are the basic way to supplement human resources, and the human resources of the organization are also changing, such as social mobility, personnel changes within the organization, and various factors that lead to changes in organizational personnel. Development goals and plans, and the growth process is also the expansion process of human resource ownership. This means that the human resources of the organization are in a state of scarcity, and employees need to be replenished. Therefore, obtaining the required human resources through the market has become a regular task in the organization, and personnel recruitment has become the basic way for the organization to replenish personnel. . At the same time, what kind of employees an organization has determined its position in the fierce market competition in a certain sense. Therefore, the acquisition of talents is achieved through recruitment. Whether the recruitment work can be effectively completed the work has a crucial impact on the organization’s improvement of competitiveness, performance, and achievement of development goals. Therefore, product development is always inseparable from the recruitment of talents. In many cases, a company focuses on product research because they have enough talents. Therefore, there are not many requirements for recruitment, but in order to better develop their products, they will also choose better talents.
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Yifei Lin