Connection between recruitment and retention

Recruiting and Retention

Recruiting and retention are two connected concepts that refer to the acquisition and maintenance of a workforce in an organization. The processes of locating, employing, and orienting the best-qualified individuals for an organization are referred to as recruitment. New staff may come from within or outside the organization. It is critical to understand that recruitment extends beyond simple hiring. In reality, it encompasses everything that aids employees in settling in. This is to imply that recruitment encompasses any activity that assists an employee in learning about the organization and his or her function. Recruiting can extend far beyond employment (Phillips & Connell, 2011).


On the other hand, retention refers to the activities that an organization undertakes with the aim of keeping its valued employees faithful to and committed to the company. The link between these two is that proper recruitment would likely lead to the correct employees for the organization. As such, loyalty and faithfulness are likely not to be an issue. As such, a careful and thorough recruitment program is likely to result in a workforce that shall stay committed and faithful to the organization.

Recruitment Approach

I believe that it is better to make up for bad selection through proper training rather than hiring hard and managing easy. This is due to a number of reasons. First, no matter how hard a human resource department is on hiring, there is always the potential for hiring rogue employees that shall require proper training. The human resource department can only gauge the academic qualifications for a job accurately. Beyond that, they make educated guesses. Human character and psychology are hard to pin down during recruitment. Some aspects shall unfold and get noticed on the job. This means that for a human resource department that goes with hiring hard and managing easy, this can be a huge setback (

The approach of making up for bad selections through proper training is much accommodating. As a matter of fact, it is necessary for the hard and managing easy approach. The flexibility it offers is unparalleled. As a matter of fact, it helps the organization to better customize its workforce to the working of the origination. This is due to the fact that it allows plenty of room for an elaborate orientation process. Finally, the approach of making up for bad selection through proper training is optimal as it helps the recruits and the organization bond. It creates an atmosphere of cohesion and harmony between the organization, organization culture, and the recruits (Cullen, 2004).

Strategies for Retaining Employees

Retaining employees can be done through the use of these simple but effective strategies. Listen to employees when they air their views. Feedback must be prompt as well. This shows the employees that they are credible and valued. Train employees on the work so that they feel the concern the organization has for their improvement. This helps them get better and appreciate the organization culture. Thirdly, mentor employees so that they can get well acquainted with their jobs and as such form a viable pool for promotions and recruitment. Fourth, the organization can show appreciation through various incentive schemes. This encourages the employees to strive to achieve better and remain in the organization. Last but not least, the human resource should endeavor to recruit from within as the first option. This is especially in matters of promotion (Pollitt, 2004).

Works Cited (n.d.). Recruitment Strategies. Retrieved January 21, 2017, from

Phillips, J. J., & Connell, A. O. (2011). Managing Employee Retention (Improving Human

Performance). Routledge; 1 edition.

Pollitt, David. (2005). E-recruitment gets the Nike tick of approval: System frees HR staff to

perform more consultancy. Human Resource Management International Digest, Volume 13, Issue 2, pp. 33–35

John Cullen. (2004). Identifying sectoral management cultures through recruitment advertising.

Leadership & Organization Development Journal, Volume 25, Issue 3, pp. 279–291.

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