Abstract
The purpose of this paper is to summarize and critically analyze the elements of a recruiting strategy. There are six key elements of a recruiting strategy including focus, timing, method, decision, location, and brand. Focus involves determining what positions need to be filled. It is highlighted as the first element and is the most vital element since the other five elements are met after the needs of the entity are met. There is evidence to support the six elements as the most essential elements of a recruiting strategy.
Introduction
The need for a suitable recruiting strategy has grown in recent years in the fast-moving business world. Budget and time constraints coupled with the increase in applicants have pushed firms to seek the best recruitment strategy rather than utilizing multiple strategies. An effective recruitment strategy lends credibility to the entity both from the applicant’s perspective. It also allows the entity to fulfill job requirements by providing accurate job descriptions. An effective recruitment strategy enables the entity to recruit the right applicant and, as a result, it can realize cost savings in the long run. In addition, it guarantees transparency in the hiring process. All effective recruitment strategies have similar elements, including timing, method, focus, location, decision, and brand. Focus is the most crucial element of a recruiting strategy, given that the other five elements are met after deciding which positions the entity needs to fill.
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Summary and Content Analysis
Chapter five highlights the elements of a recruiting strategy. According to Snell et al. (2015), there are six key elements of a recruitment strategy including, method, location, timing, decision, focus, and brand. Focus is concerned with the type of positions required in the entity. The human resource department needs to know what jobs the firm needs currently and in the future. A key strength is the authors’ discussion of a vital topic regarding the importance of determining which positions the entity needs to fill before it can begin the recruitment process. The authors highlight focus as the first element of a recruiting strategy and, in this way, signal it as the most important element out of all the six elements. A key weakness is that the authors do not offer information regarding how techniques the entity can use in determining which positions to fill. Dessler (2009) offers relevant information regarding how an entity can determine what type of positions are required. According to the author, personnel planning, which is the process of determining what positions are needed, can be carried out through trend analysis and ratio analysis. In trend analysis, the firm studies its past employment needs over a period and, in this case, can predict what positions it needs to fill in the future. Ratio analysis determines the positions to be filled using ratios between a causal variable and the number of positions needed. In this sense, it is recommended that firms use either of the two techniques in determining the type of positions needed. John (2019) also emphasizes the importance of determining what positions are needed as the initial recruitment step. The author indicates that deciding what positions are needed should flow from the firm's strategic plans. After deciding what job positions it needs to fill, the entity can focus on meeting the other five elements of an effective recruitment strategy.
Location is concerned with where the entity needs the talent and where it will find it. The two main locations where applicants can be found are those internal and external to the entity. Internal applicants are found where the entity needs, with their recruiting process being faster and easier (Snell et al., 2015). However, not all positions can be filled by internal candidates. Positions that need specialized training and experience may need to be filled by external candidates. External applicants, especially for specific technical and managerial positions, can be a source of innovative ideas. External recruitment is essential since it enables the entity to meet its diversity goals. A key strength of the authors' work is the distinction with regard to the job positions, which can be filled through internal recruiting and external recruiting markets. Bidwell & Keller (2014) examined how firms utilize both internal and external recruiting markets to fill positions. The authors concluded that jobs with high-performance variability are more likely to be filled through internal labor markets. They also discovered that jobs with lower grade ratios were likely to be filled by external recruiting markets. In this sense, it is recommended that firms determine the job position’s performance variability and grade ratio to determine which recruiting markets to use.
Timing is concerned with when the entity needs the talent. Recruitment professionals should not just carry out recruiting when a job position comes open. Rather, they need to comprehend the entity's business strategies and its talent by assessing succession plans and the firm's future requirements. According to Snell et al. (2015), a firm should not wait too long to recruit applicants since its rivals may exploit emerging business opportunities before the entity. HR professionals need to take into account which positions have the most significant effect on the entity’s financial outcomes and prioritize filling them. An entity can leave some positions, for instance, the administrative assistant position unfilled for some time, by allocating some of the position's duties to other employees. In contrast, leaving a salesperson position unfilled may cost the entity substantial revenues. The authors discuss an important topic by describing the essence of timing in recruitment. There is credible evidence to support the notion that timing is an important factor to consider in recruiting. Breaugh (2013) examined employee recruitment by addressing the effect of timing with regard to recruitment actions. According to him, if the job has a distinct hiring season, the entity should recruit early in the season to obtain a suitable pool of applicants. Delays at different stages of the recruitment process can have adverse impacts on the number and quality of candidates. In this respect, it is recommended that organizations avoid delays while carrying out recruitment. However, future research should be carried out to assess the impact of the delays on recruitment outcomes.
Method refers to how the entity finds the talent. Entities use different techniques to try and recruit different types of individuals for different positions. The recruitment methods also change over time due to technological changes and changes in the applicant sources. For instance, recruitment methods have changed due to the increased use of social media rather than print advertisements for obtaining applicants (Snell et al., 2015). The authors effectively support their own claims regarding the impact of technological changes on recruitment methods. They offer a relevant example regarding the increased use of social media sites such as LinkedIn and reduced use of print advertisements. There is evidence to support the increased use of digital methods in employee recruitment. According to Dhamjia (2012), the internet has completely altered the role of the traditional recruiter. Web-based tools are increasingly being used to recruit potential employees. Baykal (2020) argues that the digitization of business processes has forced recruiters to turn to online recruitment techniques. According to him, social media has turned out to be the main online recruitment method for entities. Ouirdi et al. (2016) indicate that social media recruitment has become the main online recruitment method in Central Europe. It is recommended that firms utilize social media in finding talent, given that it is currently being used widely.
Decision is concerned with who carries out the recruiting and makes the hiring decision. The entity’s size typically affects who carries out the recruitment function. Numerous large firms utilize in-house HR recruiters full-time. In smaller entities, recruiting may be carried out by an HR generalist (Snell et al., 2015). If the firm has no HR function, supervisors and managers recruit their own workers. Firms that focus on their main functions, including entities that lack HR personnel, tend to outsource their recruiting processes to outside companies. Irrespective of who performs the recruiting, it is essential that HR individuals have an excellent understanding of the abilities, knowledge, and experiences needed for the job. The authors effectively highlight decision authority as a key element of a recruitment strategy by indicating the distinction in the hiring decisions of big and small entities. According to Butler & Callahan (2014), small firms should carry out HR outsourcing to ensure cost savings are realized. It is recommended that small firms need to preserve their limited cash resources by outsourcing the HR function.
Branding deals with how the entity attracts talent. It is concerned with the entity's efforts to assist existing and prospective employees to comprehend why it is a desirable place to work. Every firm is keen on becoming the employer of choice to attract and recruit top talent before its rivals (Snell et al., 2015). The entity can showcase itself as an employment brand by thinking of candidates as consumers and focusing on what they need with regard to jobs and careers rather than what the entity has to sell them. Branding can also be carried out by reaching out to applicants through social networks and philanthropic activities. The authors offer valuable recommendations regarding how to brand itself from the candidates’ perspectives. According to Sokro et al. (2012), employer branding by creating professional social media profiles can assist the entity to attract top talent. It is recommended that firms focus on effective branding techniques, for instance, using social networks as a way of improving their recruitment strategies.
Conclusion
Overall, there is evidence to support timing, method, focus, location, decision, and brand as the primary elements of a successful recruiting strategy. The findings show that the authors discuss the six elements by providing key examples explaining the information presented. Based on the content analysis, it is evident that focus is the most important element of a recruitment strategy since the organization needs to determine what position it needs to fill before deciding on the other five elements.
References
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