Different recruitment and selection strategies used by the managers in a business environment


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The paper attempts to examine different recruitment and selection strategies used by the managers in a business environment and how the leadership qualities are applicable in the management and the overall performance of the business. The paper also attempts to identify the importance of leadership in the organization. In order to maintain the competition for the business, the managers should recruit and select the best people based on merit, talents and the leadership qualities.

Organizational leadership

Organizational leadership involves the ability of the management staff to give inspiration, operational oversight and prioritizing the objectives for the employees with the aim of meeting the corporate vision. As a student pursuing business management at Trident Technical College, organizational leadership course will provide me with insight on how to be an effective and a successful leader in today’s challenging and changing business environments. As such, motivating the teams is a crucial skill needed in any organizational setting. In addition, organizational leadership provides a balanced foundation for business management and equips managers with skills to know how to interact with each layer of employees in the business structure. As Schein (7) explains, communication skills and delegation are some of the key ingredients of a manager needed for the company’s progress, proper use of resources and ways to make the employees love their job for the business success. In addition, managers can use various recruitment and selections strategies to ensure good leadership for the team and the overall performance of the business.

Recruitment and selection strategies

Performance management strategy

The strategy involves the managers of a given business premise coming together to review and monitor worker’s objectives and their contribution to the business. The strategy involves assessing the employees performance attributes and progress to ensure they meet the organization’s objectives and to continue coaching them so that they can achieve their career goals. In order to develop an effective performance assessment strategy, the human resource personnel should be equipped with the appropriate resources such as the leadership skills. Leadership skills enable the managers to monitor and control a broad range of job descriptions and align with the organizational culture for the achievement of a positive working environment. As explained by Hartog and Koopman l (4), on situational leadership theory, the leaders should attune their behavior in order to conform to the development levels of all the employees in the organization. In addition, the assessment also involves delegating job opportunities to workers by identifying and recognizing their accomplishments. Farr and Tippins (246) propose that employees with comprehensive job training should be the suitable candidates for any new emerging job opportunities.

Talent management strategy

Talent management can be very useful when identifying employees with exceptional capabilities. During the recruiting and the hiring process, employees are given the chance to gauge themselves and find out if they fit within the organization’s goals, mission and vision. As such, the talent management tool helps the employees to engage in the overall operations of the company. During the selection and the recruitment process, the management team should develop clear job descriptions by identifying skills, experiences and the abilities that the workers possess. Employees with superior potential in their personal attributes and experience of the organizational culture are suitable for the management and the supervision positions. As Fiedler explains in his leadership model, a good leadership description reflects on the basic leadership that contributes to the group performance. As a result, high performing business institutions integrate leadership qualities into the talent management strategy in order to form a strong management at any level of the organizational structure. Furthermore, O’Meara (338) explains the important for the managers during the recruitment process to conduct quarterly development discussions and provide on-going coaching and mentoring of the employees for the development of their careers and talents.

Technology as a recruitment and selection strategy

In a world of technological advancement, the use of computers is becoming the benchmark for the future business ventures. As such, the Human Resource (HR) departments have developed the E-Human resource systems as a recruitment and selection tool for the employees. Information revolution has changed in the working environment, and companies depend on the use of computer to carry out most of the tasks. Therefore, the HR departments are identifying potential employees with adequate knowledge in computer applications and leadership qualities for prestigious positions. Reports show that the use of the HR department in the recruitment process is more cost effective time saving than the traditional methods of recruitment. The companies have developed standardized recruitment systems which are accessible on the internet to assist the applicants fill in the application forms about their abilities, skills and experiences. Furthermore, there are some organizations have developed aptitude tests for evaluating the applicants’ abilities in situational management, conflict management and assessment of their leadership qualities. As a result, internet attracts a lot of employees, and the HR can easily vet the applicants who are fit for the available job vacancies.

Merit-based recruitment strategy

The strategy involves ensuring that the most qualified applicants fill in the vacancies. The strategy ensures equity to all employees regardless of race, gender, religion, disability, nationality or political influence. The organizations that use merit-based tool must ensure that the procedures are consistent to the standards of equal employment opportunity. As a result, the management team should portray some leadership qualities such as transparency, privacy and responsibility.

Importance of leadership in an organization

Scales and Rubenfeld (132) explain that there are three major importance of leadership in an organization and they are teamwork, aid to authority and the basis of co-operation.


Good leadership is plays a key role in building a strong teamwork towards the realization of the organizations goals. The manager must control and monitor the teams by use of leadership qualities and adapt a wholesome attitude for successful accomplishment of tasks. Leadership motivates workers to move to a higher level of performance by working on the human relations.

Aid to authority

Authority alone cannot result to resourcefulness of the employees. Nevertheless, leadership has the power of influence on the human capital and as such, provides tangible and improved human results. The use of leadership provides an inspiration to the employees and the will to perform any given work to a successful accomplishment.

The basis of co-operation

Leadership provides a foundation for the co-operation between the employee and the management. Good communication between the employees and the management leaders brings about mutual understanding between them and creation of the job satisfaction. The increased understanding leads to promotion of favorable attitudes and feeling between the employers and the employees and sharing of mutual viewpoints.


While management is about making that things are done the right way, leadership focuses on people’s feelings, persuasions and commitments. The key role of a leader in an organization is to do the right things for both the co-workers and the subordinates. As such, the workforce planning involves the use of both the management and the leadership qualities to recruit new staff and to train the existing workers for growth and development of the business.

Works cited

Farr, James, L. and Nancy T. Tippins. Handbook of employee selection. New York, NY:

Routledge, 2013. Print.

Hartog, Deanne N. Den and Paul L. Koopman. “Leadership in Organizations,” Handbook of

Industrial, Work & Organizational Psychology, 2.2001, (2011): 166-187. Print.

O’Meara, Bernard. The handbook of strategic recruitment and selection: a systems approach.

Bingley: Emerald Group Publishing, 2013. Print

Scales, Damon C. and Gordon D Rubenfeld. Organization of critical care. New York, NY:

Springer, 2014. Print.

Schein, Edgar H. Organizational culture and leadership. San Francisco: John Wiley & Sons,

2010. Print.