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Understanding matching patterns and determinants of attracting quality talents is an under-researched area, especially from a firm perspective. Firm’s recruitment strategies have an impact on the sorting patterns in the labour market which remains undetermined. This paper aims to explore the drivers of attracting and recruiting quality talents. Also, the role of policies including the national labour laws, industry norms and localised firm policies have on hiring practices and drivers in a developing country.

This study is underpinned by network theory, equity theory, social exchange theory and resource-based theory. The authors leveraged on a mixed methodology that is a structured questionnaire administered to 200 firm representatives in Lagos and interviews with key informants from the demand side for labour.

The study revealed that firms can leverage on salary, brand name, referral, job security as core factors in attracting and recruiting quality talents. Also, digitisation is a key strategy leveraged on attracting and recruiting quality talents. Techniques such as the use of social media, traditional media, online interviews, physical interviews have proven to help in selecting quality talents.

Specifically, the paper throws light on how firms use different recruitment channels for hiring workers, and how the use of these channels affects the quality of matches. Furthermore, the role of social networks, wages and benefits for firm recruitment and matching efficiency was well highlighted.

Examines the recruitment and talent‐management policies introduced at Indian pharmaceutical company Bupharm, which are helping the organization to compete for talent with some of the industry's major multinationals.

Describes how the company came to the conclusion that it needed more effective recruitment and talent‐management policies, and how it decided on the form that these policies should take. Outlines the successes they have achieved and describes some of the company's plans for the future.

Reveals that the new policies have helped the organization to recruit and retain top talent, and that some key positions have been filled through succession planning.

Reveals that family‐owned businesses can compete with multinationals, and Indian companies can compete with those in the west, when it comes to recruitment and talent management.

Touches upon, but does not consider in detail, how much of the information gathered on an individual employee during an assessment process should be shared with that individual. This is becoming an increasingly important issue as the costs of data storage and transfer continue to fall.

Deals with a lesser‐known but emerging sector of the Indian economy.

The purpose of this paper is to provide an interview with Lee McQueen, 2008 winner of The Apprentice, who has recently started up a new business called “Raw Talent Academy”. The aim of the Academy is to provide small to medium‐sized enterprises (SMEs) and corporate organizations with the opportunity to build internal sales academies into long‐term staffing plans and to encourage organizations to look at the wider talent the UK and not just graduates.

This briefing is prepared by an independent interviewer.

The paper finds that Lee is currently working with one of Britain's biggest recruitment organizations, Resource Solutions Group plc (RSG), who have enlisted the skills of Raw Talent Academy to help find fresh new sales talent for their flagship recruitment centre in Bristol. Lee is able to draw on his previous experiences in the area of recruitment and offer advice to people wanting to start their own business.

The paper provides guidance on starting a new business, focusing on new models for academy‐style training programs.

The paper is useful in that Lee previously worked in recruitment and spent ten years in this industry before his success on The Apprentice, so is able to provide useful advice from the perspective of employee, manager and entrepreneur.

Reveals how mobile‐telephone company 3 is using e‐recruitment to attract top talent in a highly competitive market.

Describes how the company made the decision in 2002 to move all recruitment online, and how the firm redesigned its careers website recently to make applying for a job as smooth and straightforward as possible. Highlights the lessons that recruitment specialists can learn from a company's marketers.

Shows that e‐recruitment has increased the efficiency and speed of the hiring process, and made it easier for managers to cope with large volumes of applications and interviews. The company formerly used a combination of Microsoft Excel spreadsheets and Outlook to manage its recruitment, but this was bureaucratic and inconsistent and involved a great deal of co‐ordination between the recruitment teams.

Argues that the solution has a positive effect on the employer brand by improving the application experience.

Contends that administrative requirements have been reduced and the company has lowered its reliance on external recruitment agencies, which has helped it to save £1,760 per hire on average as a result of not incurring agency fees.

The latest research in the field of employer branding highlights a mix of marketing principles and recruitment practices, based on the concept that, just as customers have perceptions of an organisation’s brand, then so do other stakeholders including employees. However, the emphasis has been on organisations, which predominantly operate in developed countries typically with Westernised-individualistic cultures. This paper aims to investigate employer branding for service organisations’ image and attraction as an employer in a non-Western culture.

This study examines the perceptions of human resources’ professionals and practitioners on the role of employer branding in employer attractiveness and talent management, within Mauritian banking sector. The data collection for this qualitative study involved semi-structured interviews with senior managers from Mauritian banking organisations, including multinational enterprises, small business unit banks and Mauritian banks.

Analysis of the findings showed that organisations, and banks in this case, are increasingly competing to attract highly skilled personnel in various professional areas; therefore, those organisations that attract the best talent will have a distinct edge in the marketplace. Furthermore, findings from the semi-structured interviews with senior managers suggest that employer branding remains at the embryonic stage within the Mauritian banking sector; therefore, a clear need exists for a more developed strategy.

The outcomes of this study call for re-engineering with regards to managerial collaboration in organisations for the successful design and implementation of the employer branding strategy. The empirical findings from the Mauritian banking sector show that the strategic position occupied by the human resource function is still at an embryonic stage as regards with the competitiveness of banks as service organisations.

The study presents a need for the development and maintenance of long-term collaborative and trust-based relationships between the human resource and marketing functions.

The insights provided through this study addresses the dearth of academic research on employer branding on the African continent while providing invaluable information from a human resource professional perspective.

South Korean multinational enterprises (MNEs) have developed rapidly since the late 1950s. This chapter investigates South Korean MNEs’ talent management, more specifically international recruitment and selection policies and practices in their Chinese operations.

Using the snowball method through Chinese and Korean networks we recruited ten Korean MNEs to participate in this research. We conducted semi-structured interviews with key individuals within the organisations.

It reveals that South Korean MNEs tend to adopt the polycentric approach or a mixed approach of being polycentric and ethnocentric to international staffing, with the number of expatriates reducing gradually over time. South Korean MNEs adopt ‘one-way selection’ in recruiting and selecting expatriates and localise recruitment procedures and selection criteria for host-country nationals.

South Korean MNEs have paid inadequate attention to: firstly, expatriates’ career development; and secondly, personal and family issues emerging from expatriation and repatriation. This study highlights these issues.

This study aims to investigate the relationship between talent management, organizational commitment and turnover intention. The moderating role of gender and experience in relationships was explored.

A conceptual model was developed, and relationships were studied by collecting data from 392 faculty members working in higher educational institutions (HEIs) in southern India. After checking the instrument’s psychometric properties using the LISREL package of structural equation modeling, data were analyzed using Hayes’s PROCESS macros.

The results revealed that talent recruitment strategies positively predict organizational commitment and negatively predict turnover intention; organizational commitment mediates the relationship between talent management and turnover intention. Further, the results documented that experience (first moderator) and gender of faculty members (second moderator) influenced the relationship between talent management and organizational commitment and organizational commitment and turnover intention.

The outcomes of this research are helpful for the administrators of HEIs to strategize to attract and retain talented faculty to maintain sustained competitive advantage. This research also helps to understand gender differences that exist in talent management and retention and organizational commitment in HEIs.

The three-way interactions between talent management, gender and experience in influencing organizational commitment and turnover intentions is a novel idea that contributes to the talent management literature – the relationship between talent recruitment strategies and talent engagement. The implications for talent management theory and practice are discussed.

The Internet and social media have fundamentally transformed the ways in which individuals find jobs. Relatively little is known about how demand-side market actors use online information and the implications for social stratification and mobility. This study provides an in-depth exploration of the online recruitment strategies pursued by human resource (HR) professionals. Qualitative interviews with 61 HR recruiters in two southern US metro areas reveal two distinct patterns in how they use Internet resources to fill jobs. For low and general skill work, they post advertisements to online job boards (e.g., Monster and CareerBuilder) with massive audiences of job seekers. By contrast, for high-skill or supervisory positions, they use LinkedIn to target passive candidates – employed individuals who are not looking for work but might be willing to change jobs. Although there are some intermediate practices, the overall picture is one of an increasingly bifurcated “winner-take-all” labor market in which recruiters focus their efforts on poaching specialized superstar talent (“purple squirrels”) from the ranks of the currently employed, while active job seekers are relegated to the hyper-competitive and impersonal “black hole” of the online job boards.

This study aims to investigate graduate employer perceptions of determining factors in recruitment decisions and their preferred use of recruitment channels. This study drew on the employability capitals model to interpret findings and identify ways to better prepare higher education students for recruitment and selection. This is particularly important in declining graduate labour markets, further weakened by COVID-19.

This study gathered data from surveying 183 Australian employers from different organisational settings. Responses were analysed using descriptive and multivariate techniques, the latter exploring variations by role type, sector and organisation size.

Findings reaffirmed the criticality of students having the right disposition and demonstrating professional capabilities during recruitment, highlighting the value of building cultural and human capital during university years. Recruitment channels that require students to mobilise their identity and social capital were prioritised, particularly among private sector organisations. Work-based internships/placements were considered important for identifying graduate talent and developing strong industry–educator partnerships, needed for building networks between students and employers.

This study provides valuable insights into determinants of graduate recruitment decision-making from the employer perspective. These highlight to students the important role of capitals, and how they can be developed to optimise recruitment success. This study presents practical strategies for universities to build their students’ human, social, cultural and identity capital. Findings on the prioritisation of recruitment channels among graduate employers from different sectors will enable students and universities to better prepare for future recruitment. It emphasises that student engagement with employability-related activities is a critical resource for an effective transition to the workplace.