Note: I participated in the March 31st class session to fulfill the requirement. I am reposting my contribution here for reference and for further discussion with others.
1. Why might an organization decide to allocate more resources toward marketing or product design rather than using those resources to do a really good job in employee recruitment and selection?
Indirectly the resources allocated to marketing or product development may in part be hiring or incentivizing employees in those departments to strengthen those departments, which also relies on recruitment and selection to be successful. Ensuring that the recruitment and selection process is robust and successful is a key enabler for those departments to be successful, and that needs to be recognized by management. Management may be focused on easily quantifiable metrics such as customer acquisition and product quality, which can be more closely correlated to the companies profit and bottom line. These are good metrics, but it must be recognized that having the right people in the right positions enables success in improving these metrics.
2. What are the potential strengths and weaknesses of an organization’s decision to not prioritize recruitment and selection in favor of a focus on the other aspects of the business?
I believe that the employees in a company are the most important asset of the company. The importance of employee recruitment and selection needs to be recognized by management. The amount of focus and resources applied to employee recruitment and selection needs to be proportional to the needs of the company to improve the workforce and to the opportunities to hire new employees. Management needs to discuss gaps or deficiencies in the workforce and look at the opportunities to improve those areas and apply the right resources. If a company believes they have a strong work force, then recruitment and selection should focus on maintaining that. If there are gaps and deficiencies the company should look at the amount of resources needed to close those gaps and make trade-off with other resource allocations. It is important to have a Human Resource expert involved in the discussions of resource allocations across a company to help identify the value and trade-off of employee recruitment and selection.