Impact of Recruitment and Selection Process on Organizational Performance

 

Organizational performance in the fast-paced world of contemporary companies is a reflection of the efficiency of its internal procedures as well as an output metric. The hiring and selection process is one of the most important of these since it provides the means of obtaining talent that will influence the organization's destiny. The hiring process involves a methodical process that takes a lot of time and resources, from finding applicants to planning and conducting interviews. 

Job analysis refers to the techniques and processes used to comprehend the role and its requirements. The two primary sources of hiring are external and internal (Gardi et al. 2020). The process of choosing the best candidate for a position involves assessing and interviewing potential employees. Selection is the process of employing qualified candidates who can carry out the job duties with success (Prabhu et al. 2020). Human resource management is in charge of identifying and choosing the best candidate for a position that is open in an organization. Selecting the correct man for the job should be the first objective. (Anwar & Shukur, 2015).

Figure 1: Full cycle recruitment (Verlinden 2024)

How does full cycle recruiting improve organisational performance?

Efficiency in talent acquisition: 

Appropriate individuals are hired for appropriate roles when recruiting and selection processes are carried out well. This effectiveness reduces the possibility of candidates' skills and job needs not matching, which boosts output and performance right away.

Employee engagement and retention: 

Higher levels of employee engagement and retention result from a well-designed selection process that takes job satisfaction and cultural fit into account. Employee engagement increases the likelihood that they will put effort into their work, which boosts output and lowers attrition.

Diversity and innovation: 

The recruiting and selection process encourages innovation within firms by sourcing people with a range of expertise and backgrounds. Diverse viewpoints and concepts foster innovative problem-solving and flexibility, enhancing output and providing a competitive edge.

Alignment with corporate goals: 

Employees are more inclined to collaborate toward shared objectives when recruitment and selection practices are in line with corporate goals. By ensuring that all new hires support the mission and vision of the company, this alignment maximizes overall performance.

Positive employer branding: 

Top talent is drawn to a business by a simplified and transparent recruitment process, which improves employer branding. Gaining a favorable reputation as an employer of choice enhances applicant quality and fosters long-term organizational success.

Conclusion

The hiring and selection process shapes the workforce, encourages creativity and participation, synchronizes with strategic objectives, and builds employer brands, all of which have a direct impact on organizational success. Investing in these procedures is a strategic necessity for attaining long-term success in the current competitive environment, not just a way to cover gaps.

References:

Anwar, G. and Shukur, I. (2015) ‘The impact of training and development on job satisfaction: A case study of private banks in Erbil', International Journal of Social Sciences & Educational Studies, 

 2(1), p. 65.

Gardi, B. Sulaiman, V. Saeed, H. and Ali, R. (2020) 'The effect of capital competence on the profitability of development and investment banks in Turkey', Solid State Technology, 63(6), pp. 12571-12583. 

Hamza, P. Othman, BJ. Gardi, B. Sorguli, S. Aziz, MH. Ahmed, SA. Sabir, BY. Ismael, B. Ali, BJ. and Anwar, G. (2021) 'Recruitment and selection: the relationship between recruitment and selection with organizational performance', International Journal of Engineering, Business and Management, 5(10).

Prabhu, M. Nambirajan, T. and Abdullah, NN.(2020) ‘Operating competitive priorities of manufacturing firms: An analytical study', Journal of Industrial Engineering and Management, 

13(1), pp.38-55.

Verlinden, N. (2024) 'Full cycle recruiting: all you need to know', AIHR, viewed 30 March 2024, <https://www.aihr.com/blog/full-cycle-recruiting/>.