Critical Success Factors of the E-Recruitment System, Capstone Project Example

Introduction

In modern organizations, the recruitment process has taken on many new challenges in order to meet the demand for highly qualified employees with high levels of experience and knowledge within the field of choice. With the continued technological explosion, it has been difficult for many smaller organizations or those with limited resources to keep up with these changes. However, for those who have been more successful in integrating technology into their routine operations, the process of recruitment using the Internet to identify qualified candidates has been implemented at a more rapid rate.

Online recruitment tools are now available in a variety of different forms and enable organizations to meet their specific needs in accordance with established principles to ensure that candidates selected for interviews are the most qualified and will represent the organization in a desirable manner. In spite of the expanded utilization of e-recruitment tools and strategies, their level of effectiveness is not clearly known. It is necessary to evaluate these tools and determine how to support a successful recruitment strategy for an organization using this framework to recruit new candidates successfully for the positions that are available. The myriad of tools that are available may make it difficult to select products that will be most feasible for the organization in its current state; therefore, the evaluation process must be cohesive and precise in order to promote efficiency at all times.

Most importantly, organizations must be prepared to effectively manage their options in the recruitment process, and this requires an evaluation of e-recruitment tools in order to determine their effectiveness and strength in supporting a successful strategy. There are considerable challenges related to recruiting successfully within organizations, based upon specific needs and the value that is placed on recruitment and hiring at the firm. Human resources departments may view e-recruitment strategies differently, thereby creating an environment in which there are specific opportunities for growth and the ability to identify employees who meet specific requirements and will offer a congruent fit for the organization. The following discussion will identify some of the metrics used to evaluate e-recruitment within organizations and how human resource departments integrate these tools into their existing practices. It is believed that through a detailed evaluation of literature sources, there will be an opportunity to determine whether or not e-recruitment is effective not only in selecting qualified candidates, but in determining whether or not these candidates will remain with the firm and be active contributors in fulfilling its mission and overall vision of where the organization would like to go in the future. A wide body of literature sources will be examined as part of this process in order to determine the overall effectiveness of e-recruitment and its integration into existing human resource methods to ensure that hiring practices are effective and timely in meeting the needs of the organization. The discussion will also provide recommendations regarding the role of this practice in addressing human resources recruitment needs and the ability to select the most qualified employees for the positions that are available.

Analysis

Human resources departments within organizations possess significant responsibility for addressing a number of core functions within an organization. One of the most critical functions is recruitment, whereby prospective candidates are selected to fill available positions through a specific process which may be extensive, depending on the scope and size of the organization. In the past, recruitment was traditionally conducted through newspaper advertisements, word of mouth, and other means that required extensive waiting periods in order to attract qualified candidates to the fold. However, with the emergence of new technologies, this process began to evolve and created a new normal for human resources departments to work with, offering an electronic platform with which to identify prospective candidates to fill available positions. This shift in practice has been largely instrumental in supporting a more efficient platform for recruitment in many organizations of varying shapes and sizes, using the tools that are available to support a long-term approach to select candidates that not only meet the minimum requirements, but who also demonstrate other skills and attributes through evaluation with an electronic interface. This process has been largely effective in many organizations to ensure that candidates are selected who are an appropriate match for the organization in meeting its goals and objectives over the long term. These practices will also ensure that there are significant opportunities for growth and sustainability through hiring practices at organizations that take advantage of these tools. It is important to identify the methods by which organizations might utilize e-recruitment to ensure that they are selecting, interviewing, and potentially hiring the best possible candidates for the positions that are available.

Organizations who utilize e-recruiting may likely have an advantage in their efforts to attract candidates more quickly than using old-fashioned methods. This practice supports the continued growth and development of new ideas to ensure that organizations are in support of new technologies to advance their hiring agendas. These practices require an organization to fully prepare through system implementation and other considerations to facilitate an e-recruitment strategy that will complement its core strengths. In this capacity, an organization may be able to support a long-term agenda that will improve the speed of the recruitment process and expand the human resources functionality to accommodate technology-based support. In addition, this practice strengthens the core infrastructure of an organization and supports its growth and development through a strong and unwavering recruitment strategy. Finally, e-recruitment supports an approach that creates greater visibility for the organization from a prospective employee point of view, thereby creating a more attractive group of applicants for employers to review. Each of these considerations will be evaluated in the following paragraphs, supported by evidence from a comprehensive literature review in order to determine the extent to which e-recruitment is effective in supporting organizational human resource-based goals and objectives.

Literature Review

The e-recruitment process has grown in scope and popularity over the past decade, driven by the desire for organizations to establish a formidable competitive advantage through the hiring of employees who have been recruited using modern technology. Most importantly, “It is evident that e-recruitment systems have become important means of helping organizations establish a brand identity, attract talented workers, and retain valuable employees comparing to traditional recruitment method” (Ghazzawi & Accoumeh 160). These findings suggest that employers are becoming increasingly receptive to electronic recruitment methods because they expand the options to candidates who primarily utilize the Internet in their job searches. Furthermore, e-recruitment strategies align with many other objectives within an organization to promote an agenda that is largely based upon technology utilization in other areas (Ghazzawi & Accoumeh 160). These considerations support a human resources agenda that drives technological innovation because of its unique position to support the creation of new departments or divisions to support organizational objectives (Ghazzawi & Accoumeh 160). Furthermore, the human resources functionality within an organization is able to grow and thrive in the wake of specific areas to engage the best possible candidates to fill positions across a wide range of areas and experience levels (Ghazzawi & Accoumeh 160).

An organization who considers a comprehensive e-recruitment strategy as part of its operations is likely to improve its overall visibility and productivity through candidate selection at a high caliber level. To be specific, “Recruitment and selection help organization to hire best brain to deploy in productive activities when the same is backed with electronic recruitment make it more productive…Online recruitment helps organization to meet the ever changing HR needs to fill position with dynamic and competent human resource” (Malik & Razaullah 106). In this context, an organization will significantly benefit from a strategic interface that supports employee selection from a wealth of experienced and knowledgeable candidates who will provide opportunities for extensive growth and new idea generation within a given firm (Malik & Razuallah 106). These efforts support an agenda that will drive successful results and create new objectives for an organization, particularly through its efforts to secure new forms of creativity and knowledge that may improve productivity and overall growth (Malik & Razullah 106). In this context, an organization is able to demonstrate that it is capable of utilizing modern technologies in such a way to be effective in candidate selection and retention. An organization must continue to explore its options in this area and make decisions regarding an e-recruitment system and website that will be user friendly, highly intuitive and interactive, and cost effective for the organization as a whole. These practices are likely to facilitate an effective response to an organization’s current and future agenda to recruit the most qualified candidates and to focus on a strategy that is also flexible and appropriate for the business in meeting its short and long-term objectives in this area.

Kaur (40) conducted a study of 104 employees who completed questionnaires regarding e-recruitment practices, and it was determined through their responses that organizations may experience high attrition rates when they utilize e-recruitment strategies. Therefore, e-recruitment, although effective on many levels, may contribute to a higher cost of retaining employees and attrition rates, and this places a greater burden on an organization’s overall profitability and competitive advantage over the long term if they have extensive resources tied up in this area (Kaur 42). It is necessary to evaluate these issues and to be proactive in determining the best possible methods of integrating e-recruitment and in developing a balance that does not contribute to complacency within an organization in its efforts to recruit high quality employees. In essence, e-recruitment may serve as a crutch in some organizations if they are unable to be effective in recruiting employees efficiently through this practice.

Another important advantage of e-recruitment is to minimize some of the administrative burden associated with this practice and how it impacts human resources operations (Dhamija 33). It is known that “On one hand, better technology and easier access to information produced

between workers and firms is increasing the probability of finding the best match for a given opening. On the other, reduced application costs also encouraged increased applications from under qualified job seekers, triggering increased effort by firms to improve screening mechanisms” (Dhamija 34). These findings suggest that organizations may struggle to balance the advantages and disadvantages of e-recruitment because they pose a risk to recruiting and hiring candidates that will provide a high level of value for the organization (Dhamija 34). This is a complex set of circumstances that may prohibit an organization from realizing its full potential if its e-recruitment strategy backfires in any way. As a result, an organization must struggle with e-recruitment from time to time, particularly when it does not provide the level of value that is desirable for the firm and its objectives. These issues must be considered as part of a larger framework to address human resource operations and the overall functionality of recruiting in the context of the organization in its current state and where it is headed.

An organization must facilitate a successful e-recruitment strategy that includes a component to rank prospective candidates according to their qualifications (Faliagka, Tsakaladis, & Tzimas 551). Potentially, there are many complex variables involved in the ranking process that may shed some light regarding how individual applicants are classified in accordance with specific organizational needs and expectations (Faliagka et.al 551). It is the responsibility of the human resources team to designate specific criteria as critical in this practice and to determine how to best approach candidate selection with the most appropriate criteria in mind (Faliagka et.al 551). This study demonstrates that automating parts of the e-recruitment process may be effective in supporting an organization’s recruitment agenda and support an efficient process (Faliagka et.al 551).

The recruitment strategies in larger organizations with a global presence must be established with a comprehensive approach in mind that supports long-term growth and opportunity for the organization and its objectives. E-recruitment is also interpreted in a number of different ways, some of which capture the attention and focus of employers who may utilize social media sites to screen prospective applicants for available positions, whether or not this is appropriate (Sinha & Thaly 143). Therefore, the use of social media may have a negative effect, particularly since this information may not reflect the true nature of a person and his or her ability to work successfully in a given role (Sinha & Thaly 143). Furthermore, this process limits the ability of an employer to view some prospective candidates effectively, thereby removing some of the legitimacy of the recruitment process (Sinha & Thaly 143). In other words, the use of social media as an indicator of whether or not a candidate will be successful in a given position is not likely to be effective in gauging his or her potential over the long term and should not be utilized as part of a regular recruitment strategy (Sinha & Thaly 143). Although social media is accessible on a global scale, it nonetheless should not valued in recruitment because in many cases, individuals are able to hide behind a persona on Facebook or Twitter that does not reflect their true selves (Sinha & Thaly 147). Therefore, it is likely that these perceptions may become distorted over time and create difficult challenges for organizations to select candidates that meet even the minimum criteria (Sinha & Thaly 147).

The use of websites to attract potential candidates to employers is an important method in recruiting individuals to fill available positions (Cho, Lee, & Liu 1). The use of a website as a recruitment tool has the following benefits: “A Society of Human Resource Management (SHRM) study reported that the average cost per hire from an Internet site was $377 versus an average cost per hire of $3,295 from a major metropolitan newspaper…In addition, in a study by SHRM, 25% of recruiters reported that online recruiting was the best method to secure the highest quality job applicants, second only to employee referrals at 28% (Cho et.al 2). Under these conditions, it is important to identify the specific factors that contribute to the overall advantages of using these tools to recruit employees across different organizations (Cho et.al 2). In this capacity, organizations often find e-recruitment to be much more cost effective when identifying candidates, interviewing, and hiring the appropriate personnel (Cho et.al 2). Therefore, an organization may find it difficult to ignore the far-reaching implications of website utilization in the recruitment process, due in large part to its low cost approach to an already difficult set of circumstances (Cho et.al 2).

A concept known as the Technology Acceptance Model (TAM) is likely to have a significant impact on employers in the following areas: 1) The perceived ease of use of the technologies in question; 2) External variables that impact how technology is utilized in the workplace environment; 3) The overall perception of usefulness of the chosen technology; 4) The general attitudes towards the use of technology and how it impacts an organization’s decision-making, strategy, and operations; and 5) The intent to use the technology in question through a behavioral decision in this regard (Cho et.al 3). These circumstances reflect the importance of addressing the technology acceptance model as part of the decision-making process regarding e-recruitment, because in order for the process to have any real value, it must provide the organization with a realized set of benefits to ensure that all possible options are explored accordingly (Cho et.al 3).

The evolution of e-recruitment has taken on many forms within organizations of all shapes and sizes. Regardless of the type of strategy that is chosen, the message must be clear and concise in order to accomplish the desired objectives and to be effective in meeting expectations (Bodea, Bodea, & Zsolt 5). Prior research has demonstrate that information provided regarding a specific position plays a significant role in whether or not a candidate will apply for it, thereby creating a situation that requires employers to evaluate the job descriptions that they provide to the public to recruit prospective candidates (Bodea et.al 5). Furthermore, the selection of candidates requires an evaluation of specific characteristics that are required for a position, and a determination if these characteristics are obvious traits within a given candidate; this is best accomplished by using tools such as structured interviews, cognitive testing, personality inventory testing, and situational judgment evaluations in order to determine how prospective candidates will respond to situations that they might encounter in the work environment (Bodea et.al 6). These practices support the full understanding and engagement of employers in specific activities that aim to target the appropriate employee characteristics and candidates (Bodea et.al 6).  When an organization offers the option to submit a resume in an electronic format, this provides a much simpler and more immediate method of transmitting the required information to the employer for further assessment and evaluation (Bodea et.al 7). In this context, an organization must identify a strategy to review the resumes that are received in order to make timely decisions regarding the selection of prospective candidates for further evaluation and interviews (Bodea et.al 7).

It is believed that the utilization of a single recruitment strategy is not necessarily the most productive use of resources and knowledge, as organizations may not secure the most qualified applicants from a number of different areas (Marr 1). In a study conducted by Marr (139), it was determined that “the optimal recruitment strategy for a company utilizes a range of sources identified to reach the organization’s target markets…restricting the sourcing of candidates to one source, be it the Internet or print media, would subsequently restrict the amount of people reached, potentially leading to the best quality candidates from identified target markets not being aware of the position vacant” (Marr 139). In this context, it is important to remain observant of the different conditions under which organizations will be most effective in recruiting the appropriate candidates through a combination of recruitment efforts (Marr 139). It is important to identify the specific methods that will have a lasting impact on organizations and on the development of new perspectives to ensure that the organization is flexible in its recruitment methods (Marr 139). In other words, e-recruitment as the sole method of recruiting candidates is not likely to have significant benefits for an organization and in advancing its overall objectives (Marr 139).

As mentioned previously, the manner in which a position is advertised also plays a significant role in how it is perceived by prospective candidates and whether or not they are willing to apply for a position, solely based on this description (Marr 140). This practice requires a level of creativity and knowledge of the position in order to attract the most attractive candidates and to be effective in advancing an agenda effectively and without further challenges (Marr 140). The concept of person-fit must be considered, as a prospective candidate is likely to respond favorably to an advertisement that focuses more on the requirements of the job and less on the location and the organization itself (Marr 140).  Furthermore, it is believed that recruitment strategies that focus on electronic methods are more cost effective on many levels due to the immediate nature of resume submissions, thereby requiring less time and human labor in order to achieve the desired objectives (Marr 142). In this context, organizations must be effectively prepared to address the challenges that they face in advancing their growth through e-recruitment, but also be aware of the delicate nature of this practice and how it must be balanced with more traditional approaches to the identification and selection of candidates for the positions that are available. Electronic methods, therefore, support an efficient interface, yet must be combined with other methods to ensure that candidate selection is comprehensive and thorough on all levels.

E-Recruitment Measurement

Evaluating the effectiveness of e-recruitment strategies requires an analysis of key variables that are measurable and appropriate in meeting the desired outcomes. This process is best achieved through the establishment of metrics that govern e-recruitment and that support an agenda that is based upon the achievement of successful selection, hiring, training, retention, and performance (De Abreu, Vilca, & Boureau 13). In this context, an organization must create an environment in which it contributes to favorable outcomes with respect to candidate selection, and is noted as follows: “As an organization grows, the ability to recruit an appropriately qualified workforce is crucial. Since an organization’s workforce typically drives that organization’s productivity, the overall level of performance is largely dependent on the quality of its workforce” (De Abreu et.al 17). From this perspective, it is widely evident that an organization requires a level of support and understanding of the conditions under which they are likely to achieve the best possible recruitment success without significant issues related to this process (De Abreu et.al 17). First and foremost, an organization must examine its overall strategy with respect to recruitment so that time is not wasted on a strategy that does not lead to the desired outcomes, including the selection of candidates who meet the established criteria and possess the required characteristics (De Abreu et.al 17).

Within an organization, its overall brand is also likely to have an impact on the success of its chosen recruitment strategy (De Abreu et.al 18). In this context, an organization must have a strategy in place that supports its long-term objectives and its emphasis on a strong and effective reputation within the industry (De Abreu et.al 18). An organization with a well-known and favorable reputation is likely to be viewed by many candidates as a desirable place to work, thereby increasing the potential candidate pool to an even higher level; however, this may also distort the effectiveness of the recruitment process when candidates are less than desirable do not possess the level of potential that is required (De Abreu et.al 18). At the same time, a recruitment strategy for an organization with a strong reputation may benefit from an e-recruitment approach because it allows the organization to spend time on candidates who at least meet the minimum requirements, not on those who do not meet these needs (De Abreu et.al 18). This type of behavior requires an organization to develop and expand its e-recruitment strategy effectively and in a careful manner in order to prevent an unnnecesary allocation of resources and other issues that may impact the organization in a negative light (De Abreu et.al 18).

Recruitment strategies possess varying degrees of difficulty and scope, thereby creating an environment in which levels of maturity are evident within these tools (De Abreu et.al 28). A recruitment strategy may fall into one of the following categories: 1) Emerging, whereby the organization is newer and less experienced in the ins and outs of recruiting employees; 2) Basic, whereby the organization is aware of the challenges of recruitment to a limited extent, but the level of knowledge remains somewhat limited and requires further evaluation; 3) Advanced, whereby an organization has a stronger recognition of recruitment and how it impacts the organization and its employees; and 4) High performance, whereby the organization possesses a high level of preparedness in its efforts to recruit qualified employees, using its vast knowledge base and practical approaches in order to improve outcomes (De Abreu et.al 28). From this perspective, it may be argued that an organization is in an enviable position in some respects because it possesses the knowledge and experience that is required to support its objectives in an effective manner (De Abreu et.al 28).

The metrics of recruitment support an evaluation of a specific method in order to determine whether or not it has been successful to date (De Abreu et.al 31). Some of the most common recruitment metrics are as follows: 1) the number of positions that are available at any given point in time; 2) the number of applicants who have submitted resumes for the available positions; 3) time to fill, which is described as follows: “From the date the open position is received minus the date the individual starts on the job = Time to have individual start employment (includes weekends and holidays)” (De Abreu et.al 31); 4) The percentage of offers that have been accepted, which reflects the offers that candidates accept versus the number of offers that have been made to prospective candidates; 5) The percentage of candidates who were chosen for interviews; 6) The performance level of new hires to determine whether or not they are performing well; 7) The recruiting cost ratio, which describes the amount of compensation that an employee received in his or her first year of employment versus the cost of recruiting the employee to the business; 8) the level of satisfaction expressed by each candidate with respect to the recruitment process, using a 5-point survey; 9) the satisfaction expressed by the hiring manager with respect to the candidate, using a 5-point survey; and 10) the average years of service spent with the firm for each employee, including start date and departure date when appropriate (De Abreu et.al 31). These criteria reflect the importance of evaluating the selected recruitment strategy in order to accomplish the intended objectives and improve overall performance of the organization, based upon employee performance and other considerations (De Abreu et.al 31). This practice is instrumental in enabling the recruitment strategy to be effective in meeting the needs of the organization, both now and in the future so that the potential exists to achieve the required objectives through the selection of qualified candidates for all open positions (De Abreu et.al 31).

In evaluating the metrics listed above, it is necessary to determine how these tools will support a greater understanding of the current status of the organization with respect to recruitment. For example, time to fill is described in detail as follows: “This metric measures recruitment processing time beginning with submission of the requisition.

While most companies are using this metric, there are significant differences in how far out each employer measures. Companies measure (1) time to hire, (2) time until a screened candidate pool is returned to the  hiring manager, (3) time until an offer is made to the selected candidate and (4) time until the selected candidate begins employment” (Moon & Li 1). With this metric, it is possible to determine whether or not a particular position is attractive to the intended audience and whether or not it provides the desired level of support in order to identify a candidate who meets all of the required qualifications (Moon & Li 1). This process also supports the continued support of an organization’s primary focus on candidate selection so that sufficient time is taken with this process, but it does not drag out to the point that the position remains unfilled for a significant period of time (Moon & Li 1). These factors require an effective understanding of the difficulties involving recruitment so that candidate selection is appropriate and timely (Moon & Li 1). This practice also requires an evaluation of the different tools and resources that are available to support organizational growth and to enable the human resources department to perform its role effectively and without limitations (Moon & Li 1). An organization must continue to explore its options with respect to its recruitment strategy so that it is able to produce a group of qualified and experienced candidates to fill available positions in a timeframe that is appropriate but that also supports a detailed evaluation of each candidate (Moon & Li 1).

The selection of metrics to evaluate the recruitment process must be determined because this will demonstrate whether or not an organization is utilizing the most appropriate strategy and is in support of the demands set forth by the industry as a whole (Startup). One metric that must be examined further is agency utilization, whereby the following is observed: “As a busy HR professional, opting to use an external agency is always going to be tempting. This means confidently knowing the percentage of your staff recruitment that is handled via an agency is highly important. Traditional recruitment agencies can be costly; therefore, knowing this metric will allow you to forecast how much this usage is likely to cost you going forward” (Startup). In this context, it is observed that an organization must be prepared to manage its outsourcing efforts so that it does not over utilize resources in any way that could be applied in other areas (Startup). This practice also supports a greater understanding of the different elements which support a new recruitment strategy that does not rely on outsourcing in heavy numbers, particularly when it contributes to a high rate of cost without substantial rewards (Startup). These efforts are instrumental in supporting an environment that embraces a high degree of flexibility and that supports change if a strategy is deemed unsuccessful in meeting the required objectives (Startup). In some examples, organizations continue to outsource their recruitment functions to the extent that they do not provide the desired level of support and assistance to the organization; therefore, these strategies must be modified in accordance with the established principles in order to achieve effective outcomes when there is a transition to a new strategy that relies less upon outsourcing (Startup).

In many cases, employers seek to hire from within for a variety of reasons, including the knowledge that an employee already possesses regarding the organization and its systems (Startup). In these cases, it is possible for an employee from within a different department or within the same area to change positions if the fit is appropriate, as this will provide the employee and the employer with a mutually beneficial arrangement (Startup). The process of understanding this relationship is critical to the overall success of the arrangement and the ability to promote cost efficiency through an internal promotion rather than an external candidate search (Startup).

When a given recruitment strategy utilizes its resources from the inside, it is possible to develop a framework that will contribute to a successful outcome with an internal candidate (Startup).This practice requires employees to have expert knowledge of their organizations and to be apprised of new and emerging trends and changes so that they are prepared to manage the risks associated with this process (Startup). When a promotion from within is the optimal choice, the human resources team must take all possible steps necessary to identify possible candidates who will align effectively with current needs and fill the void that exists (Startup). If this practice is effective, it is likely to result in lower overall costs to the organization with respect to its recruitment methods. This strategy is advantageous because an organization must continue to improve upon existing methods and to be proactive in meeting organizational needs effectively and at a lower cost. When recruitment is cost effective, the resources allocated for this process may be used for other purposes, and this frees up the possibilities regarding resource allocation in order to accomplish the desired objectives (Startup).

Conclusion

Organizations throughout the world have embraced technology in many important ways in order to advance their objectives to the highest possible level. This practice is required to achieve a greater competitive advantage and to be effective in meeting the needs of the organization and its key stakeholders. Human resources departments must operate with the best interests of the organization in mind, including its current and future employee base so that recruitment, retention, and performance are at the expected levels within the firm. Therefore, it is important for human resources functionality to operate by using technology-based solutions to improve its functionality across different divisions. This practice also supports the development of new ideas to ensure that the human resources team supports the organization in a practical and efficient manner.

It is important to develop a strategy at the human resource level that supports e-recruitment because it offers an opportunity to engage an organization in identifying candidates who may bring significant value on many levels. It is the responsibility of an organization to identify the most desirable characteristics and attributes that it seeks in prospective candidates and to utilize e-recruitment to ensure that the selection process is as comprehensive as possible. This form of technology is also effective in introducing new candidates with high levels of experience into an organization so that they are able to provide a valuable contribution to its overall growth and development. These practices require an overall strategy that recognizes the value of e-recruitment and the ability to be effective in communicating the strategy to the outside world. In addition, it must demonstrate a high level of support and acknowledgement to ensure that employee recruitment and hiring practices are practical and appropriate for the organization. Therefore, it is important to identify an e-recruitment strategy that will effectively promote the organization and its objectives to ensure that prospective candidates provide the best possible fit for the business.

In spite of the advantages of e-recruitment, its performance level remains questionable in some areas because there are limitations associated with this practice and whether or not it aids in recruiting the most qualified employees. This practice requires an organization to conduct evaluations of its effectiveness on a periodic basis, using metrics such as employee retention rates and performance reviews in order to determine if the system in its current state is sufficient, or if additional changes are required to promote its overall value and contribution. Once these measurements have been identified, changes to the system or the strategy may be necessary, depending on the outcome that is identified. Most importantly, an organization must demonstrate flexibility with its e-recruitment strategy so that it is sufficiently prepared for continuous change and improvement. Therefore, the organization must learn from its strategy and make adjustments as necessary to move forward.

Since the recruitment of employees is a significant and daunting task, it must be taken seriously at all levels and supported by a process that is congruent with organizational objectives and that recognizes where weaknesses may persist that require further investigation. In general, the e-recruitment practices that are conducted by an organization must align with the long-term objectives of the firm and support its growth and evolution at all levels. Furthermore, the strategy must be able to accommodate change and support an agenda that will facilitate positive results and greater productivity over time. It is expected that an organization will continue to expand and modify its recruitment strategy as necessary in order to accomplish the intended objectives and to be effective in meeting organizational needs in an effective manner.

Recommendations

Based upon the information provided in this literature review, it is important to identify the specific factors that contribute to a successful set of outcomes related to organizational recruitment. In this capacity, it is possible to develop strategies that will accommodate the human resources team and its comprehensive agenda, while also considering other factors that will effectively contribute to a successful strategic approach over the long term. These practices require an organization to remain focused on recruiting the best possible candidates for a variety of positions.

The utilization of metrics in this area is contingent upon the demands of the organization, its current recruitment strategy, and whether or not e-recruitment is utilized and is successful within an organization. Therefore, it is recommended that the strategy must be measurable and appropriate in meeting the needs of the organization and its people in different ways. The practices related to e-recruitment must be examined in depth and on a continuous basis in order to determine if they are appropriate or if they require modification. This practice supports an environment that encourages the recruitment of new and experienced employees so that the firm is effectively prepared for change, both now and in the future. When these circumstances occur, it is possible to develop new ideas that will capture the attention of the organization and its leaders in ways that are not only unique, but that examine the breadth of the firm and support its performance over time. This may require the retirement of one strategy and the recruitment of a different strategy to accommodate organization in an effective manner. It is possible for an organization to proactive in meeting its efforts and in demonstrating a high level understanding of its objectives so that recruitment on any level is supportive of the specific aims of the organization and its employees, including the ability to retain the existing employee base for as long as possible so that the recruitment strategy is deemed successful in meeting its established goals and objectives.

It is recommended that e-recruitment strategies must be examined on a regular basis in order to prevent stagnancy and a limited number of benefits from existing hiring practices. These efforts require an organization to be proactive in its efforts to make the best possible choices when recruiting and hiring candidates, using practical wisdom, an evaluation of specific characteristics, and other tools in order to improve upon existing tools and to ensure that the human resources team is successful in its strategic efforts. When these steps are fully aligned, it is possible to develop a framework that supports e-recruitment in order to realize its full level of benefits, but to also recognize that it requires a continuous level of knowledge and experience in order to routinely support the most worthy candidates for the positions that are available within an organization.

Works Cited

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