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Recruitment (hiring) is a core function of human resource management. Recruitment refers to the overall process of attracting, selecting and appointing suitable candidates for jobs (either permanent or temporary) within an organization. Recruitment can also refer to processes involved in choosing individuals for unpaid positions, such as voluntary roles or unpaid trainee roles. Managers, human resource generalists and recruitment specialists may be tasked with carrying out recruitment, but in some cases public-sector employment agencies, commercial recruitment agencies, or specialist search consultancies are used to undertake parts of the process. Internet-based technologies to support all aspects of recruitment have become widespread. 
In situations where multiple new jobs are created and recruited for the first time or vacancies are there or the nature of a job has substantially changed, a job analysis might be undertaken to document the knowledge, skills, abilities and other characteristics (KSAOs) required or sought for the job. From these the relevant information is captured in such documents as job descriptions and job specifications. Often, a company already has job descriptions for existing positions. Where already drawn up, these documents may require review and updating to reflect current requirements. Prior to the recruitment stage, a person specification should be finalized to provide recruiters with the project's requirements and objectives.
Sourcing is the use of one or more strategies to attract or identify candidates to fill job vacancies. It may involve internal and/or external recruitment advertising, using appropriate media, such as job portals,local or national newspapers, specialist recruitment media, professional publications, window advertisements, job centers, or in a variety of ways via the internet.
Alternatively, employers may use recruitment consultancies or agencies to find otherwise scarce candidates—who, in many cases, may be content in their current positions and are not actively looking to move. This initial research for candidates—also called name generation—produces contact information for potential candidates, whom the recruiter can then discreetly contact and screen.
Screening and selection
Various psychological tests can assess a variety of KSAOs, including literacy. Assessments are also available to measure physical ability. Recruiters and agencies may use applicant tracking systems to filter candidates, along with software tools for psychometric testing and performance-based assessment. In many countries, employers are legally mandated to ensure their screening and selection processes meet equal opportunity and ethical standards.
In order to significantly improve the candidate evaluation and selection process, Buettner proposed a recruitment framework for searching online social networks.
Employers are likely to recognize the value of candidates who encompass soft skills such as interpersonal or team leadership. Many companies, including multinational organizations and those that recruit from a range of nationalities, are also often concerned about whether candidate fits the prevailing company culture.
The word disability carries few positive connotations for most employers. Research has shown that employer biases tend to improve through first-hand experience and exposure with proper supports for the employee and the employer making the hiring decisions. As for most companies, money and job stability are two of the contributing factors to the productivity of a disabled employee, which in return equates to the growth and success of a business. Hiring disabled workers produce more advantages than disadvantages. There is no difference in the daily production of a disabled worker. Given their situation, they are more likely to adapt to their environmental surroundings and acquaint themselves with equipment, enabling them to solve problems and overcome adversity as with other employees. The U.S. IRS grants companies Disabled Access Credit when they meet eligibility criteria.
Internal recruitment (not to be confused with internal recruiters!) refers to the process of a candidate being selected from the existing workforce to take up a new job in the same organization, perhaps as a promotion, or to provide career development opportunity, or to meet a specific or urgent organizational need. Advantages include the organization's familiarity with the employee and their competencies insofar as they are revealed in their current job, and their willingness to trust said employee. It can be quicker and have a lower cost to hire someone internally.
An employee referral program is a system where existing employees recommend prospective candidates for the job offered, and in some organizations if the suggested candidate is hired, the employee receives a cash bonus.
Niche firms tend to focus on building ongoing relationships with their candidates, as the same candidates may be placed many times throughout their careers. Online resources have developed to help find niche recruiters. Niche firms also develop knowledge on specific employment trends within their industry of focus (e.g., the energy industry) and are able to identify demographic shifts such as aging and its impact on the industry.
Social recruiting is the use of social media for recruiting including sites like Facebook and Twitter or career-oriented social networking sites such as LinkedIn and XING. It is a rapidly growing sourcing technique, especially with middle-aged people. On Google+, the fastest-growing age group is 45–54. On Twitter, the expanding generation is people from ages 55–64.
Mobile recruiting is a recruitment strategy that uses mobile technology to attract, engage and convert candidates. Mobile recruiting is often cited as a growing opportunity for recruiters to connect with candidates more efficiently with "over 89% of job seekers saying their mobile device will be an important tool and resource for their job search."
Some recruiters work by accepting payments from job seekers, and in return help them to find a job. This is illegal in some countries, such as in the United Kingdom, in which recruiters must not charge candidates for their services (although websites such as LinkedIn may charge for ancillary job-search-related services). Such recruiters often refer to themselves as "personal marketers" and "job application services" rather than as recruiters.
- List of employment agencies
- List of employment websites
- List of executive search firms
- List of temporary employment agencies
- Buettner, Ricardo (2015). A Systematic Literature Review of Crowdsourcing Research from a Human Resource Management Perspective. 48th Annual Hawaii International Conference on System Sciences. Kauai, Hawaii: IEEE. pp. 4609–4618. doi:10.13140/2.1.2061.1845. ISBN 978-1-4799-7367-5.
- Buettner, Ricardo (2014). A Framework for Recommender Systems in Online Social Network Recruiting: An Interdisciplinary Call to Arms. 47th Annual Hawaii International Conference on System Sciences. Big Island, Hawaii: IEEE. pp. 1415–1424. doi:10.13140/RG.2.1.2127.3048.
- Buettner, Ricardo (2016). Getting a Job via Career-oriented Social Networking Sites: The Weakness of Ties. 49th Annual Hawaii International Conference on System Sciences. Kauai, Hawaii: IEEE. doi:10.13140/RG.2.1.3249.2241.
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