Recruitment as Investment


Recruitment is often compartmentalized as a linear process. It begins with the specific goal of ensuring that an organizational vacancy is filled. The process ends with a selected candidate slotted into the vacancy and should, in accordance with good Human Resource practices, begin the next process of professional growth and development. If we follow the premise that good practices should set the path for all Human Resources activities, there is benefit in exchanging this compartmentalized approach (one process ends and another one begins) for one that views recruitment as the first step in a continuum of organizational and professional development.

When we look at recruitment as part of a continuum, we allow for the value creation of candidates as potential investments for long term organizational gain. This perspective is explored in a recent article that focuses on the emerging trend of employers recruiting new graduates from post-secondary programs that are linked directly to ‘work-integrated learning’.

Click here to read the article.

There is no doubt that the current labour market for recruiting candidates is competitive. In this type of environment, the temptation to make a quick hiring decision should not outweigh the benefits of recruiting individuals through thoughtful processes that support organizational investment for the long term.

As noted in the article, focusing recruitment efforts through post-secondary programs that provide co-ops, mentorships, or internships can help build organization strength based on an individual’s practical skills. More importantly, these opportunities allow for the critical development of qualitative skills such as resiliency, flexibility, and adaptability. All these characteristics impact job performance on both the individual employee level and the organizational performance level. Investing in the growth of personal and professional capacities for new employees, who are at the launching point of their own careers, just makes good business sense and provides mutual gains for the long term.


Discussion Questions:

  1. From a Human Resources perspective, how would you evaluate the qualities/skills of adaptability and resiliency through the candidate recruitment process?
  2. As a potential graduate, how would you assess the degree to which you possess the professional qualities/skills that are noted as requirements in the article?
  3. From a Human Resources perspective, what are the benefits of an organization hiring a new graduate? What are the challenges?
  4. How does the recruitment of new graduates influence job performance for both individual and organizational growth?