In business organizations within different industries, employees are viewed as the most valuable asset. Hence, the recruitment and selection processes are of particular importance for effective people management. According to Billsberry (2008, p. 25), the compliance of employees’ values and principles with the organization’s business strategy can be advantageous for all parties, such as the employer, staff, clients, and other stakeholders. With efficient HR policies in place and appropriate recruitment and selection, a company can facilitate strategic growth, lower costs, and ensure the effective distribution of resources. This paper aims to discuss the recruitment and selection processes and highlight what potential value-effective human resource management can provide to Qatari business organizations.
One of the significant benefits of the recruitment and selection strategy is improved processes. In particular, time efficiency and lower cost constitute the primary advantages of effective operation management resulting from the right selection of employees. For instance, Qatar Airways, a reputable company operating in a highly competitive environment, successfully implements cost leadership and differentiation as primary strategies. To ensure the smooth flow of all operations, the company’s HRM focuses on hiring qualified individuals that perfectly fit the job description, possess the required skills, and share the organization’s values: high-quality service, safety, and hospitality (Pecha, 2014). Qatar Airways employs several stage selections to ensure that the right people join the team. As can be seen, meticulous HRM allows the company to maintain high standards while saving time and cost associated with recruitment, onboarding, and operations.
Business performance is another critical aspect defined by human resources. Effective HRM is associated with higher profit and decreased turnover, which immediately impacts the company’s performance (Holland, 2019). High turnover rates generally result from employees’ disillusionment with the job; hence, recruiters should ensure that the candidates are suitable for their position. In particular, Qatar National Bank (QNB) is an example of another Qatari organization operating in the global market and facing associated challenges, such as tough competition and cultural differences (IvyPanda, 2020). QNB implemented new technologies in their HRM, including the augmented reality induction program to increase the number of employees worldwide and enhance training (IvyPanda, 2020). In this way, the company improves its business performance and makes use of innovation while incorporating creativity in its processes.
Finally, employee behavior is another aspect that can be affected by HRM. Such concepts as loyalty, staff commitment, engagement, and job satisfaction should be addressed by the company’s recruitment and selection strategies to ensure strategic fit and continuous development. As many Qatari organizations operate in highly competitive industries, it is essential to optimize HRM. An example of a company that values and encourages employee engagement would be Ooredoo, which is present in several markets. Its “talent management” initiatives are implemented on the multi-national level and offer numerous employment advantages, such as graduate positions and training and development programs (Ooredoo, 2015). The company is known for its consideration of employees’ feedback and provision of opportunities to enrich their roles (Ooredoo, 2015). As can be seen, HRM is a crucial factor in job satisfaction, motivation, and, consequently, staff turnover.
To summarize, recruitment and selection are complex processes that can bring value to both the company and its employees if applied correctly. It is worth noting that companies with effective HRM still face problems in recruitment. For instance, as a growing company, Qatar Airways experiences high turnover; thus, requiring recruitment needs to be continuously reviewed. Keeping benefits and compensation high is one of the strategies to lower staff turnover and eliminate the adverse consequences.
Billsberry, J. (2008) Experiencing recruitment and selection. Chichester: John Wiley & Sons.
Holland, P. J. (ed.) (2019) Contemporary HRM issues in the 21st century. Bingley: Emerald Publishing Limited.
IvyPanda. (2020) Qatar National Bank’s human resource technology. Web.
Ooredoo (2015) Ooredoo leads the way in talent management. Web.
Pecha, V. (2014) Qatar Airways. Term Paper. American International University-Bangladesh. Web.