Recruitment and Selection Strategies


Recruitment refers to the seeking and engagement of the right personnel for a given position in any given organization either to work as a temporary or permanent employee. Such positions may be paid or unpaid depending on whether the position is voluntary not. On the other hand, selection is the process of choosing from a pool of qualified candidates, the candidate who best fits a position. The selection and recruitment strategy adopted depends on the size and type of organization.

Small Organization: Cascio (2013) states that other organizations use strategies such as institutional plans. These plans refer to written documents or policies that offer the recruitment and selection officers the procedures to follow. As such, the strategies can help the organization in weighing both its positive and negative aspects. This strategy can best be used by a small organization with net revenue of up to $50,000 that is expected to grow at a rate of 5% yearly. The strategy is appropriate since it is cost-efficient and offers the procedure to be followed. Such procedures reduce employee turnover rates when all activities are done fairly.

Cook (2005) states that looking for talent in unlikely places such as in local retail stores is another good strategy. Interviews are then used to choose the right candidates. Tests such as intelligence and aptitude are also used to choose the best candidates. Candidates who stand out of the crowd stand a better chance to be employed or included in an organization’s databank. Such a strategy is more effective for the small organization since it is cost-effective. Again, it guides in selecting the best candidates for a job. Bradley Stonefield, who is opening a small business, can thus use the above-mentioned strategies in recruiting his employees.

Medium Organization: Self-selection is a strategy that helps in finding out who is interested in a job position. It creates a layer between those submitting their resumes and the interviewed. Such a strategy is mostly used for medium organizations since potential employees already have information on the organizational existence and operations. However, the strategy could be expensive since all those submitting their resumes have to be interviewed. As such, it can be used by medium-sized organizations earning net revenue of up to $10,000,000. Since the company expects the turnover rate of 20%, recruitment and selection should be continuous to fill the gaps left.

According to Cook (2005), successful human resource managers from medium-sized businesses use group interaction strategies. Interaction of the manager with potential employees helps them in learning about the employee’s character, working knowledge, skills and abilities, level of interest, and communication skills among others. Learning the character and qualifications of an employee encourages workforce diversity. Such diversity ensures that an organization has a variety of talents from different places and experiences. As a result, employees provide a wide range of ideas towards the collective achievement of organizational goals and objectives. Interaction with the candidates helps the manager in assessing those who can easily adapt to the organizational culture. The above-discussed strategies are of critical importance if used by Marylee Luther, who is a human resource manager with an aim of expansion.

Large Organization: A large organization may use both internal and external methods of recruitment, whereby handpicking may be used (Cascio, 2013). Internal recruitment strategy involves pointing at current employees who are not actively searching for a job and showing them how important they are. This strategy can be used by a large business and be effective because the human resource manager has worked with the employees. Working with the employees allows the manager to establish trust and know which employee can handle assignments best. As such, current employees can help the manager by filling new positions. The manager then gives less important positions to new employees. External recruitment, on the other hand, can help the manager to get qualified employees from different countries. The strategy is however important and can be used by organizations getting a net income of $100,000,000. Therefore, Jason Galvan can use such strategies for the expansion of his business to other countries.

Different organizations have different goals on recruitment and selection depending on their overall objectives (Cascio, 2013). For instance, some may aim to widen or enlarge their data bank for future selection. Others aim at projection of organization and vacancies as well as examination of the whole employment packages that an organization offers to identify any needed actions. For effectiveness, both time and money, some organizations just want to review different selection methods for best result delivery. As a common goal, almost all the organizations aim at developing their recruitment and selection strategies to foster equal employment opportunities and abide by employment laws.

Demographic studies, which involve statistical analysis of human population, should be considered before any recruitment and selection strategies are adopted. Such statistics include the birth and death rates, aging and retirements among others (Cascio, 2013). These rates determine how many employees will be available at a given time. Providing training and development opportunities is a strategy that attracts any young and newly graduated candidates. Such a strategy would help organizations utilize the best out of any available population. After the candidates have been obtained, the organization may get interested in their ideas. Such ideas include what attractions are there for the organization and what can make them stay or leave. Organizational branding is another critical strategy used by most successful organizations. Such branding includes interviewing the current employees on what they think can be used to attract more people to the organization.

Organizational goals and demographic changes help in the projection of future human resource needs of an organization. Data development and analysis help in the identification of HR needs (Cascio, 2013). Such data shows the expected employee surpluses and shortages that may assist the Human Resource Manager in planning for recruitment. Employee turnover rates and causes are included during the study of future surpluses and gaps. Therefore, it is the role of the human resource manager to emphasize issues that help in employee retention. Such issues may include fairness and justice, health and safety, and employee development strategies among others. Once the needs are identified, recruiting and training plans should be documented to curb such shortages or surpluses.


Because different organizations use different employment strategies, the major determinants should be the particular organization’s goals. Every organization uses different strategies depending on its size or type. However, the strategy used should always ensure transparency, effectiveness, shared responsibility, accountability and documentation.

Reference List

Cascio, W.f. (2013). Managing Human Resources: Productivity, Quality of Work Life, Profits. Boston, MA: McGraw-Hill/Irwin.

Cook, M. (2005). The AMA handbook for employee recruitment and retention. New York: American Management Association.