Recruitment as a facet of HRM

Recruitment is described as “the set of activities and processes used to legally obtain a sufficient number of qualified people at the right place and time so that the people and the organisation can select each other in their own best short and long term interests” (Richardson, 2006). Recruitment as a facet of HRM is one of the activities that have a critical impact on the performance of an organisation.
Poor recruitment decisions in fact affect organisational performance. Terpstra, (1994) observes competition among business organisations for recruiting and retaining best talents have led to the discovery of innovative recruitment techniques. Successful recruitment starts with a proper planning of the employee requirements and forecasting. In this step of staffing process, an organisation makes clear planning to fill up some positions or to eliminate future job openings.
Such planning is done based on the future staffing needs of the organisation, talents available within as well as outside the organisation. The organisation has also to take into account the current and anticipated resources that the organisation has to use to attract and retain the required talent. Earlier Research in the Field of Recruitment Previous research in the field of recruitment has identified the influence of several variables on the recruitment process of an organisation.

These variables include education (Blaug, 1976); Mincer, 1974), early career attainments (Rosenbaum, 1984), age (Lawrence, 1984), preferences of the recruiter (Kanter, 1977), and rates of job vacancies (Granovetter, 1981) However not many of the researches have addressed the issue of factors influencing firms’ decisions to recruit internally or externally. Literature has identified the circumstances under which external recruitment becomes necessary. The impact of equal opportunities legislation on the recruitment process has not been extensively researched earlier.

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