Internal and External Recruitment Methods and Workforce Diversity

To operate effectively, and thus remain in business, an organization must have in place an able, motivated, and competent staff. It has been stated in some quarters that human resources are the most valuable organizational assets. To ensure that they have the right staff to advance their agenda and achieve their objectives, organizations routinely seek to bring on board the most capable employees. This they do by engaging in an often complex and lengthy recruitment process. Essentially, recruitment can be categorized into two types: internal recruitment and external recruitment. Both approaches have their own unique advantages and disadvantages. In brief, external recruitment, according to Schermerhorn (2010, p. 293), "seeks job applicants from outside the organization," while internal recruitment, as the author further points out, "seeks job applicants from inside the organization."

It is important to note that today, the relevance of taking diversity into consideration in recruitment and selection efforts cannot be overstated. This is particularly the case given that as the world becomes increasingly borderless, companies are finding a diverse workforce more effective. Business entities are also seeking to ensure that the interests of their clientele — regardless of their background, religion, or race — are catered for in the best possible manner. In that regard, "diversity" could be regarded as one of the concepts that has a significant effect on staffing and organizational effectiveness.

It is important to note, from the outset, that diversity does not have a single assigned definition. What this means, in basic terms, is that in the realm of human resource management, diversity has been defined in various ways. Diversity is best explained by invoking its various dimensions. Within the last two or so decades, as Griffin and Moorhead (2009) point out, gender and race have been regarded as the key components of diversity. It is, however, important to note that other dimensions of diversity exist beyond those two. The primary dimensions of diversity, in the words of Griffin and Moorhead (2009, p. 35), "include age, race and ethnicity, gender, physical and mental abilities, and sexual orientation."

There are also other dimensions of diversity referred to as the secondary dimensions. These, as Griffin and Moorhead (2009, p. 36) further point out, include "educational background, geographical location, income, marital status, military experience, parental status, religious beliefs, and work experience." In contrast to the primary dimensions, secondary dimensions of diversity are less permanent and can, in most cases, be more easily altered or changed.

The recruitment and maintenance of a diverse workforce can be challenging for most organizations. This is particularly the case given that many organizations do not have in place recruitment methods and hiring processes that demonstrate a genuine commitment to diversity. The following discussion highlights not only the strategies that organizations can use to attract a diverse pool of applicants, but also the key considerations that should guide the selection process to ensure it remains fair and equitable. Approaches to maintaining a diverse workforce over time are also explored.

To begin with, an organization ought to develop a clear and concise opportunity statement and position description that, in addition to highlighting the required qualifications and skills, also clearly and unambiguously welcomes all applicants regardless of their background, race, or sexual orientation (Hubbard, 2004). This, according to Hubbard (2004), can be achieved by, among other things, ensuring that the job description is not unnecessarily restrictive or unfair toward certain groups or categories of people — except on the basis of skill or qualifications. A footnote can also be inserted in print advertisements indicating that the company is an equal opportunity employer.

There is also a need to develop or formulate standards and expectations for the entire hiring process. Among other things, the hiring committee ought to be aware of what is expected of it and of the opportunities available for accommodating diversity. The search committee's membership should itself be diverse, with individuals selected to serve being asked to pledge their intention to provide a fair and honest evaluation of applicants without bias (Hubbard, 2004). Members should also be aware of, and appreciative of, the laws governing equal employment opportunity and non-discrimination. Interview questions should be tailored to query only those skills and abilities that are relevant to the position.

An organization should also carefully review its human resource policies to ensure that there are no barriers to the recruitment of competent personnel — with skill and experience being the key consideration, as opposed to gender, race, or other dimensions of diversity. For instance, the recruitment panel should be reflective of the organization's diversity policy in terms of its membership, in those cases where recruitment has not been outsourced to a professional firm.

An organization could also broaden its recruitment efforts. Instead of relying solely on regular channels, the organization could make use of additional avenues to advertise available positions, all in an effort to attract a diverse pool of job applicants. These avenues could include, but are not limited to, associations that serve specific groups, community boards, and targeted ethnic newsletters where applicable.

According to Hubbard (2004), it also helps to cultivate an organizational culture that is welcoming and appreciative of diversity. Without such a culture in place, there is likely to be a high turnover of employees, as those who feel they "do not fit" quit and look for work elsewhere. The organization, in essence, should be welcoming to all.

An organization could also develop benchmarks for success in order to gauge its performance on the inclusiveness front. Benchmarking is important because, in addition to serving as a measure of progress, it helps identify deviations from planned objectives and facilitates corrective action. The key question an organization might ask is: how should the diversity programs in place be measured? Both short-term and long-term goals should be developed, and specific outcomes clearly identified. Such specific outcomes could include, for instance, a target number of hires from underrepresented groups within a defined timeframe.