Recruitment Strategy

Recruitment and selection forms the foundation of the core activities and processes underlying human resource management and such activities include the acquisition, training and development, and rewarding performance of workers (Gilmore, and Williams, 2009). The success and sustainability of most organizations is directly proportional to skills and competencies of the employees. Equally, the entry point into any organization is dependent on the effectiveness of the recruitment and selection practices of the hiring team within the organization. In light of this, competition in the UK employment market has increased tremendously over the past few decades. This can be attributed to the inability of the employment market to absorb the growing

Those questions are “Whom to recruit?”, “Where to recruit?”, “What recruitment sources to use?”, “When to recruit?” and “What message to communicate?” The notion of effectiveness in this study relates to the manner which implements its employment policies. The essence is to understand whether such policies are applied appropriately in the way they have been designed. What is of interest here is that if such policies are contravened in the process of implementation it implies that the recruitment and selection of candidates in the studied company is likely to be biased. Boxall and Purcell (2008) present the best fit and best practice approaches as a two way process to be used by firms in order to connect their human resource strategy with their business strategy. Efficiency on the other hand reveals whether the planned objectives of the policies bring forth the anticipated returns to the business. The bone of contention here is to establish a matrix of the policy objectives and the intended outcome. James et al., (1979) state that effectiveness is measured in terms of achieving and with the use of limited resources. They emphasize that; the concept of efficiency must be added to that of effectiveness. Though these two concepts are related, they however have some common differences.

The longitudinal case study provides a snapshot of the dynamic and turbulent nature of the new liberalized Indian economic environment and how an organization such as Hindustan Motors Securities needed to brace itself from competition through innovative HR practices. The article argues that in challenging liberalizing business environments like India, the nature of HR itself demands that organizations develop new capabilities and that HR's role is to reevaluate its competencies and develop new ones to help in the overall strategic redesign of organizations. The article elaborates on two critical issues: (1) the peculiarities and defining characteristics of HR models unique to India and (2) the main factors that shape people management policies and practices in the liberalized Indian