Organizational Change Process: Recruitment and Selection


Constant organizational change is a prerequisite for organizations to meet shareholders’ objectives. Organizational change requires resources, which include finances and qualified human resource. Organizations need to recruit various individuals to perform roles in the organizational change process. This essay defines organizational change and shows how recruitment and selection contribute to organizational change.

Organizational Change

Change refers to transformation. Organizational change refers to the process by which organizations undergo a transformation from one level or setting to another. It is an array of activities that lead to altering of directions or processes previously followed by an organization (McNamara, 2013). Such a change can be planned or unplanned but it originates from dissatisfaction with prevailing processes in an organization. Planned changes relate to a vision of leadership entrenched in long term strategy of an organization while unplanned changes occur as a reaction to prevailing market dictates and are necessary to see an organization through a certain period (McNamara, 2013).

There are various types of organizational change depending on the type of organization and existing environmental factors. Some organizations go for minor changes while others go for major changes. Minor changes or incremental changes are easier to handle than major or radical changes. Either of the types of change follows three steps to effect. The steps include unfreezing, moving and refreezing (Senior & Fleming, 2006).

Organizational change is beneficial to an organization since it enhances competitiveness, financial performance and leads to increased staff as well as customer satisfaction. Overall, organizational change leads to sustained improvement and sustainable organizational culture (Senior & Fleming, 2006).

Organizational change requires resources. Such resources include finances, skills and willingness to change. Human resources are the most important resources required in the process of organizational change. Such individuals find their way into an organization through recruitment and selection.

Recruitment and Selection

Recruitment is the process of determining and bringing in potential candidates for employment from within or outside an organization for a future appointment. Recruitment begins with a manager’s decision to hire and proceeds through to induction and placement of new staff members (Grimshaw, 2009). Selection refers to the process of choosing suitable candidates for various roles in an organization. Selection involves intensive screening of various candidates in a pool of potential candidates with the aim of making an offer to successful candidates. Selection is largely a negative process since it involves rejecting unsuitable candidates. Recruitment and selection assist an organization in various ways geared towards organizational change.

Recruitment and selection enable an organization to maintain present levels of performance (Grimshaw, 2009). This happens when staff members who have played key roles in getting an organization to current levels of performance leave an organization for various reasons. Through recruitment and selection, an organization fills positions left vacant with staff members capable of maintaining or even producing better results.

Recruitment and selection lead to an organization’s ability to meet increased requirements in a dynamic environment (Grimshaw, 2009). The business environment keeps on changing due to demands resulting from competitors’ behaviors, customers’ preferences or technological advancements. In such situations, an organization needs to get the right people to come up with strategies to check the competition. Such strategies involve differentiation of products or services as well as execution of services using the latest and appropriate technology to customers’ satisfaction. These strategies increase customer recruitment and retention.

Recruitment and selection improve an organization competitive edge (Grimshaw, 2009). Competitive edge refers to an organizations ability to outdo its rivals in industry. Individuals are the most important resources an organization can use to maintain or improve competitive advantage. An organization must realize that such individuals are scarce and rival organizations need them too. As such, an organization offers the best terms possible to qualified individuals during recruitment and selection.

Culture change is part of organizational change. Recruitment and selection assist an organization in achieving such culture change (Grimshaw, 2009). Individuals recruited to get a mandate to initiate the process of culture change with the main aim of meeting desired goals. Some corporate cultures fail to yield envisaged organizational changes. In most cases, such cultures originate within an organization and may be hard to task an internal employee with changing such a culture. In such situations, an organization must recruit from outside.

Recruiting and selection are crucial when an organization needs to restructure or remodel (Grimshaw, 2009). Individuals who have previously engaged in a corporate restructuring or business remodeling in industry stand a good chance of receiving offers for employment in other organizations within an industry. As such, an organization that desires restructuring or remodeling must recruit and select individuals versed in such activities. In most cases, it involves recruiting such individuals from rival organizations.


An organization requires qualified and skilled employees to effect desired organizational changes. Recruitment and selection afford an organization such as employees who accomplish organizational change through maintenance of present standards, meeting of requirements in industry, improving competitive advantage, initiating cultural change, business restructuring and remodeling.


Grimshaw, E. (2009). The Perfect Fit. New York: DragonRising. Web.‎

McNamara, C. (2013). Organizational Change and Development. Web.‎

Senior, B., & Fleming, J. (2006). Orgnizational Change. New York: FT Prentice Hall. Web.‎