A complex hiring process

The use of a long and complex hiring process can be both beneficial and detrimental to an organization. While it can yield better qualified candidates applying for and ultimately selecting between for the job, it has a danger of resulting in not enough qualified candidates applying for the job or going through the long hiring process and could leave the organization with an unfilled skilled position (Youseff-Morgan, 2020). Another consideration an organization must make throughout the hiring process is the time, energy and money spent on recruiting applicants. If the position being hired for is a very highly skilled and niche position, it may make more sense for the organization to have a more complex hiring strategy as the return on investment could be substantial with the right candidate. If however, the job is an entry level position or there would otherwise be a large pool of qualified candidates, it could do more harm than good for the organization by creating an unnecessarily long and complex hiring process.

A study conducted by Zahra (2016) attempted to look at the impact of HR hiring practices with an offshore oil rig. They found exactly what was expected: the more “picky” the hiring team is choosing employees, the more efficient and safer the oil rig ran. This study was completed in a highly risky environment so it would be expected that safety is a top priority for the organization. This could also apply to most other industries as well though, if an organization hires specialty positions with more highly qualified individuals, it would stand to reason that the organization would get more efficiency out of that department.

Resources:

Youssef-Morgan, C. M., & Stark. E. (2020). Strategic human resource management: Concepts, controversies, and evidence-based applications. Retrieved from https://content.uagc.edu/

Zahra Jafari, & Mohamad Hamed Khanmohamadi. (2016). Relationship between talent management strategy efficiency with attracting, recruiting and developing human resources (case study: Iranian offshore oil company). Problems and Perspectives in Management, 14(3), 388–395. https://doi.org/10.21511/ppm.14(3-si).2016.12

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