Introduction - Why Recruitment and Selection Organizations...

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Why Recruitment and Selection Organizations are increasingly realizing that human assets are their most important assets Pareek & Rao, 1995). With the rise in the practice of strategic HRM, it is also increasingly becoming apparent to organizations that they need to have the right kind of human resources. Superior talent is increasingly being recognized as the prime source of sustainable competitive advantage (Hiltrop, 1999]. Not just anyone would do. Another major driver in placing employees centre stage is the increasing amount of knowledge work that is involved in the modern organization. During the past century most of the routine tasks have been automated and most of the tasks that are now done by personnel require cognitive and technical abilities of a higher kind. In this context of the environment it becomes increasingly important to ensure that the right set of people are hired into an organization. The HRM process that deals with the acquisition of human assets is referred to as Recruitment and Selection [R&S]. The problem of recruitment is being further complicated by the fact that jobs are changing from static roles to more dynamic understandings between an individual and the organization [Singh, 2008). Yet another dimension that adds importance to this issue is that recently it has been seen that demand for labour outpaces supply of the requisite type of labour (Rynes, 1988). In her work, Rynes has gone on to mention that this would affect both the quality and quantity of applicants available for selection. Finally, in an article dated May 1st, 2012, The Economic Times projects that the attrition rate of Indian firms is set to increase to a whopping 31%. Such a high rate of turnover is bad for any organization that wishes to compete in today's environment. Barrick [2005] has explored the possibility of reducing voluntary, avoidable turnover by means of proper selection. Thus R&S can also be applied to reduce the debilitating effect of attrition on a company's strategic intent. From the above discussion we can appreciate that the R&S process is a critical part of an organization's functioning. It has clear and definite impact on the continuing success of any organization but more so for the case of organizations operating in knowledge intensive industries. Where does Recruitment and Selection Fit Recruitment and Selection needs to be considered in the context of the complete onboarding of talent into an organization. Figure 1 below gives a depiction of where in the complete process R&S actually fits.
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Where Recruitment and Selection fits As we can see R&S is not an independent process but a part of the larger process wherein an individual is brought from outside the organization to the inside. However, even though R&S is part of a larger process it is by no means small in itself.
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