Human resources are among the most important assets of an organization. The success or failure of an organization is largely dependent on the caliber of the people working therein. Without positive and creative contributions from people, organizations cannot progress and prosper. In order to achieve the goals or the activities of an organization, therefore we need to recruit people with requisite skills, qualifications and experience. While doing so, present and future requirements should be kept in mind.
Recruitment is a "linking function"-joining together those with jobs to fill and those seeking jobs. It is a "joining process" in that it tries to bring together job seekers and employer with a view to encourages the former to apply for a job with the latter. The basic purpose of recruiting is to develop a group of potentially qualified people. To this end, the organization must communicate the position in such a way that job seekers respond. To be cost effective the recruitment process should attract and provide enough information for unqualified persons to self-select themselves out.
Recruitment allows management to determine and gradually modify the behavioral characteristics and competences of the workforce. The fashion for team working, for example, has focused on people with a preference for working with others as opposed to the individualist 'stars' preferred by recruiters in the 1980's. In general there is greater regard for personal flexibility and adaptability - a reorientation from present to future stability.
Organizations have to recruit people with requisite skills and qualifications and experience, if they have to survive and flourish in a highly competitive environment. While doing so, they have to be sensitive to economic, social, political and legal factors within a country. To be effective, they need to tap all available sources of supply.
There is a relationship between the activities of job analysis, human resource planning and the recruitment and selection process.