Introduction
The article “Solving the Supreme Problem: 100 Years of Selection and Recruitment at the Journal of Applied Psychology” provides a summary of the research into recruitment and selection over the journal’s history. It goes into detail about these subjects, starting with the history of related articles published in the journal, explaining the current research in the area, and discussing relevant research and practice issues. This paper will provide a reaction to the information about recruitment contained in the article, particularly that related to today’s advances in technology and connectivity.
Recruitment: History and Practical Utility
Recruitment is described as a variety of activities aimed at bringing potential applicants to an organization. Early research published in the Journal of Applied Psychology established the “focus on the job and work characteristics that affect applicants’ perceptions of job attractiveness” (Ployhart, Schmitt, & Tippins, 2017, p. 293). This demonstrated to practitioners the importance of factors that ultimately attract applicants by contributing to job satisfaction. As technology developed, the Internet became a major factor in connectivity and, therefore, an important tool in recruiting, although research on its effects and methodologies tends to lag behind application significantly. In practical terms, studies into these subjects give practitioners guidelines and measures to determine effective methods of attracting and influencing prospective applicants.
Current Research and Applications
Current issues concerning recruitment are related to the ever-accelerating development of culture and technology. With the advent of the Internet and globalization and a general increase of competition among firms for skilled specialists, additional emphasis needed to be placed on using technology and attracting a diverse workforce. For instance, social networks now serve as both sources of data on potential applicants and a tool for companies to generate and source candidates. Research into the means of gathering and analyzing this data and subsequently using it for recruitment gives practitioners the tools to tap into previously unavailable pools of the workforce. In practice, these issues, combined, relate to the uneven distribution of skilled candidates across the world and, therefore, companies’ ability to discover, recruit, and hire specialists from abroad.
Current trends in technology and social attitudes have increased the visibility and importance of a firm’s image and reputation. Therefore, organizations’ recruitment strategies now include creating, maintaining, and communicating their image through available channels, such as social networks. Furthermore, as in the case of large corporations, potential applicants may be recruited from among the firm’s consumers — people who may be familiar with its products or reputation or have otherwise interacted with it. Therefore, the importance of a firm’s image is highlighted, as it can affect a candidate before they even decide to start their job search. Ployhart et al. (2017) note that there are now connections between “marketing, recruitment, and organizational image” (p. 294). Consequently, research into how an organization’s public image forms and how it affects the perception of said organization has significant ramifications for practitioners’ future strategies.
Given the rapid development of technology, firms need to ensure that their recruitment practices are up-to-date and for researchers to provide a theoretical base to guide these practices. The article points out that such guidance is lacking, as practical development “is often proceeding more by trial and error than by systematic, evidence-based efforts” (Ployhart et al., 2017, p. 295). This lack of guidance is one of the possible reasons for the multitude of recent backlashes caused by companies attempting to update their image. Therefore, it is vital to consider the impact of an organization’s communications on public perception, even if they are not directly connected with the recruitment process.
Conclusion
Recruitment has always been an essential part of an organization’s function. As the scholarly understanding of this area grows and applicable technology develops, so do the methods and strategies utilized. New social values, avenues of communication, and ease of information access cause organizations to attempt new approaches to recruitment. However, practical applications tend to be developed through trial-and-error because there is a significant delay between new technology becoming popular and rigorous research on it being published. This gap presents an interesting challenge for researchers and practitioners alike.
Reference
Ployhart, R. E., Schmitt, N., & Tippins, N. T. (2017). Solving the Supreme Problem: 100 years of selection and recruitment at the Journal of Applied Psychology. Journal of Applied Psychology, 102(3), 291-304.