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This study aims to explore how student recruitment practitioners at regional Australian universities strategise student recruitment efforts in Thailand. There is scarce research addressing regional universities, with prior studies focusing on metropolitan universities. Similarly, most prior studies have focused on high-volume markets, with little research exploring emerging markets such as Thailand.

Semi-structured interviews were conducted with student recruitment practitioners from regional universities that were responsible for recruiting Thai students. Thematic analysis was conducted to identify key themes.

Regional universities lack strategic ambidexterity in their approach to recruiting international students. They viewed Thailand as requiring longer term investment and were unwilling to dedicate their limited resources towards developing this market at the expense of other markets that would yield enrolments to contribute towards short-term targets.

Implications are provided with relevance to the student recruitment practitioner, with strategic ambidexterity discussed.

The paper fills a gap in the research by exploring international student recruitment and contextualising both regional universities and Thailand as a recruitment market. This study provides useful considerations that may be relevant to other emerging markets.

Various scholars suggest that there is a lack of research on the recruitment in small and medium-sized enterprises (SMEs) and also a scarcity of theoretical basis for the recruitment procedures used by these companies. As the vast majority of studies concentrate on larger organizations, they may not accurately reflect the challenges faced by smaller-sized entities to profoundly and accurately comprehend their recruitment procedures. In addition, the use of technology in recruitment has grown in importance in today’s quickly evolving business environment, particularly in light of the COVID-19 pandemic footprint. This study aims to examine the recruitment procedures used by SMEs and how they have been compelled to adjust to different extents to these technological improvements by the effects of the aforementioned epidemic.

With the aim to investigate the current recruitment practices in SMEs and the extent to which digital technologies are embraced by these companies within human resources (HR) procedures, this research relied on interviews with SMEs representatives. The qualitative methods used provided access to relevant data and insights, as they allowed close interactions with top managers and CEOs of ten companies from various sectors. Thus, the research results draw a vivid and reliable image of the procedures and practices used by small and medium-sized companies to attract, select and retain their staff.

This study’s findings are of increased interest to HR professionals, recruiters and managers in SMEs, who aim to attract and retain the best talent and optimize their recruitment strategies in a rapidly changing business environment, enabled by technological advancements. Effective HR recruitment procedures adapted to the specific needs of small and medium-sized companies can lead to several benefits for the organization, including improved employee selection, reduced turnover and increased organizational productivity.

Although the interviews examined here encompass recruitment techniques from SMEs in a variety of industries, the results’ generalizability is limited by the sample size and geography. Furthermore, the findings’ dependability is dependent on the accuracy of the data provided by the respondents.

This investigation confirms some of the theoretical underpinnings which point to the lack of formalized structures and procedures in the recruitment process in SMEs, which enjoy more flexibility in managing HR processes. In addition, the results reinforce the arguments indicating an adjustment between HR strategies or policies and organizational goals in smaller enterprises which adapt faster to changes in the market. Moreover, it becomes apparent that there is a relationship between the quality of job descriptions and the successful fit in attracting the right candidates for the open positions. Furthermore, digital technologies offer opportunities for expanding the recruiters’ reach to a wider audience and also support the selection stage, thus increasing the chances of finding suitable staff. As the need to shift from traditional recruitment to e-recruitment in SMEs has been highlighted in the literature, the qualitative research revealed that this need was driven on the one hand by the COVID-19 pandemic when these companies successfully adapted and implemented new online methods of recruiting, but also by the lack of skilled labor, leading to the expansion of recruitment to other parts of the country or even to other countries.

With regard to the proportion of men and women used in small and medium-sized companies, there is a clear need to involve and train more women in the predominantly male-dominated industrial and IT sectors. From this point of view, companies tend to devote more interest to integrating communities of women in these industries, as well as in key management positions. Another point of interest that the study highlights is the fact that SMEs have started to get creative with the benefits package they propose to candidates and focus on remote work, hybrid office–home working, or seasonal work to offer future employees a better work–life balance.

The added value of this investigation is filling the gaps in the current literature concerning recruitment procedures currently used by SMEs, the challenges they face and the solutions they advanced to solve them. Furthermore, SMEs often drive innovation and competition in the market and play a crucial role in the supply chain of larger companies, providing them with the goods and services they need to operate and supporting the availability and reliability of products from larger companies. They are often the driving force behind revitalizing local economies and creating new employment opportunities. Consequently, the underlying significance of this study is rooted in the need to modernize and simultaneously improve HR recruitment procedures through the integration of technology and a focus on innovation.

This article investigates whether employers are more likely to employ older workers when faced with a shortage of qualified labour. Furthermore, it analyses whether in such cases age stereotypes moderate employers' preferences towards four employment options: (1) supporting workers to continue until the retirement age, (2) encouraging workers to continue beyond the retirement age, (3) recruiting someone older than 55 and (4) (re)hiring someone who has retired.

Data were drawn from a survey conducted among Finnish employers in 2021 (response rate = 66%, N = 1,442). Applying factor analysis to questions about older workers' qualities compared to those of average workers, a distinction was made between perceptions of experience-related and adaptability-related qualities. Generalised ordered logistic regression models were estimated to analyse the relations of preferences for each employment option with experiencing recruitment problems, workplace age stereotypes and interactions between these.

Experiencing recruitment problems was positively related to preferences for hiring a retired person. Employers with difficulties in recruitment were more likely to support work until the retirement age and recruit someone over 55, but only if they had above-average positive perceptions of older workers' experience-related qualities. Employers confronted with recruitment difficulties were more likely to encourage workers to continue beyond the retirement age if they had more positive perceptions of older workers' adaptability-related qualities.

This study shows that, even when confronted with labour shortages and population ageing, workplace age stereotypes still pose a potential obstacle for employers to make the best use of an older workforce.

From managerial perspective, the authors investigate the boundary and effective conditions of recruitment practices (e.g. job advertising and manager recruiting behavior) on recruitment outcomes that include employer image and organizational commitment in the context of recruitment practices. Drawing on signaling theory, the authors argue that using recruitment practices is generally more effective for creating employer image and organizational commitment.

The authors received a final sample of 213 from the employees of beverage industry. In doing so, statistical softwares SPSS (v.23) for data screening and SmartPLS (v.3.3.3) were used for hypothesis testing.

Using survey-based study, the study finds (1) that recruitment practices including job advertising and managers' recruiting behavior can be superior to developing employer image that positively can value the organizational commitment (2) The study identifies a significant role of employer image that is mediating between recruitment practices and post recruitment outcome (e.g. organization commitment).

The outcomes of the study provide valuable directions for human resource (HR) managers in national and multinational public organizations. The article offers recruitment strategies/practices to enhance employer image and organizational commitment.

The novelty of the study is the unique research framework, as the current paper is among the pioneers to empirically analyze the effect of recruitment practices on post-recruitment outcome testing the mediating relationship of employer image between job advertising organizational commitment and between managing recruiting behavior and organizational commitment.

The Further Education and Training (FET) sector is being positioned as a centrepiece of the government's post-pandemic recovery. However, issues of capacity and staff churn are threatening the potential success of this strategy. Unfortunately, there has been almost no strategic analysis of teacher churn in the English FET system or of the derivative issues of recruitment and retention, both of which jeopardise the sector's capacity to deliver high-quality teaching and improve workforce skills. This paper examines these issues for policymakers and sector leaders and makes suggestions on how these can be redressed. A call for a more joined-up FET sector is presented.

This is a follow-up paper to a report published by the Education and Training Foundation in 2022 on teacher recruitment in the English FET sector. This paper pulls together all of the most recent research on the English FET sector on teacher recruitment and retention and frames these against the DfE's Skills for Jobs policy commitments. It also analyses a number of proposed solutions, reflecting on their merits and potential consequences.

An updated profile of FET institutions within the college, private training and adult subsectors is offered, showing how the FET sector in England has been in steady decline, which is juxtaposed against the rhetoric of industrial productivity and economic renewal. Four variables, namely funding, institutional numbers, staffing and learner numbers are examined to explore this disparity. A more in-depth analysis of recruitment and retention research follows, showing that pay, job insecurity and status are the factors influencing the decision to start an FET career. Strategies for remedying the “crisis” are assessed, including the role of national campaigns and professional bodies.

The first point for any research programme is to draw together the research data and themes that have been previously discussed in order to build a platform for future investigation, which is what this paper does. There are clear steers on where future research might be located: staff well-being, professional status, recruitment methods and what is meant by an FET career. These are factors that affect the desirability of FET work and the sector's ability to recruit high-quality candidates. The consequences of not doing this research is the likely continuation of the status quo, which is unsustainable for the FET sector and potentially catastrophic to UK productivity.

Policymakers and sector leaders are presented with analysis and advice on the impact of teacher shortages and the factors that contribute to this. The evidence to support these factors is explored and solutions discussed in light of this evidence. A research agenda is suggested including an appeal for professional organisations and FET stakeholders to work together to solve the recruitment and retention crisis. The power of research to enlighten and inform is one of several conclusions proposed.

Addressing the factors that corrode staff professionalism and increase teacher attrition is an essential component of a wider discourse to improve the desirability of an FET career. Issues of status and esteem are interwoven in this analysis, as are the implications of not recruiting talented teachers and assessors. This includes staff well-being – a rare topic in FET journal papers – as well as organisational culture and importance of the FET mission, which is considered to be embedded in an ethic of public service. This mission is linked via the Augur Report to the sector's transformational properties to raise social mobility.

There is no precedent for this paper. It is the first article that has provided a comprehensive examination of teacher recruitment and retention issues affecting the whole FET sector in England. Whilst its comparative analysis builds on the Education and Training Foundation (2022) earlier report, it uniquely draws on other contemporary research that triangulates and discusses these findings, including setting out a new agenda for change and future research. In doing so, new issues are introduced for discussion including professional status and staff well-being.

Staffing is one of the most influential human resource (HR) activities and is the primary method of hiring and retaining human resources. Among staffing’s several activities, recruitment and selection are one of the most crucial activities. It is possible to rehire former firm employees using the talent management strategy known as “boomerang recruitment”. The boomerang recruitment trend has tremendously grown because many employees who believe they are qualified for the position now wish to return to their old employers. According to data, boomerang employees can be 50% less expensive than conventional ways of hiring. The purpose of this study is to identify the generic critical factors that play a role in the boomerang hiring process based on the literature review. Next, the objective is to determine the relative weight of each of these factors, rank the candidates, and develop a decision-making model for boomerang recruitment.

This paper focuses on the grey-based multicriteria decision-making (MCDM) methodology for recruiting some of the best candidates out of a few who worked for the organization earlier. The grey theory yields adequate findings despite sparse data or significant factor variability. Like MCDM, the grey methods also incorporate experts' opinions for evaluation. Furthermore, sensitivity analysis is also done to show the robustness of the suggested methodology.

Seven (7) recruitment criteria for boomerang employees were identified and validated based on the opinions of industry experts. Using these recruitment criteria, three candidates emerged as the top three and created a pool out of six. In addition, this study finds that Criteria 1 (C1), the employee's past performance, is the most significant predictor among all other criteria in boomerang hiring.

Since the weights and ratings of attributes and alternatives in MCDM methods are primarily based on expert opinion, a significant difference in expert opinions (caused by differences in their knowledge and qualifications) may impact the values of the grey possibility degree. However, enough attention was taken while selecting the experts for this study regarding their expertise and subject experience.

The proposed method provides the groundwork for HR management. Managers confronted with recruiting employees who want to rejoin may use this model. According to experts, each attribute is not only generic but also crucial. In addition, because these factors apply to all sectors, they are industry-neutral.

To the best of the authors’ knowledge, this is the first study to apply a grey-based MCDM methodology to the boomerang recruitment model. This study also uses an example to explain the computational intricacies associated with such methods. The proposed system may be reproduced for boomerang recruiting in any sector because the framework is universal and replicable. Furthermore, the framework is expandable to include new criteria for different work.

The recruitment of undergraduate students within English universities is of vital importance to both the academic success and the financial stability of the organisation. Despite the primacy of the task, there has been a dearth of research looking at related performance and how to ensure that the process is optimised. The purpose of this study was to investigate the degree of variation both within a university and between different universities. The reliance that individual programmes and/or universities place on the Clearing process is key; given its uncertainty, resource demands and timing shortly before students take up their places.

The Nomogramma di Gandy diagrammatical approach utilises readily available data to analyse universities’ performance in recruiting students to different programmes, and the degree to which they each rely of the Clearing process. Inter-university performance was investigated on a whole-student intake basis for a sample of English universities, representative of type and region.

The study found that there were disparate patterns for the many programmes within the pilot university and also disparate patterns between different types of universities across England. Accordingly, universities should internally benchmark their programmes to inform both strategic and tactical decision-making. Similarly, Universities and Colleges Admissions Service benchmarking inter-university patterns could inform the overall sector.

The approach and findings provide lessons for analysing student recruitment which could be critical to universities’ academic and financial health, in an increasingly competitive environment.

Drawing on the contemporary literature and the theory of employer attractiveness, the authors aimed to examine key antecedents and consequences of employer attractiveness by proposing functional hypotheses and relationships between some endogenous variables.

Using the quota-cum-purposive sampling method, the unit of analysis selected for this study was millennials aged 18–35 years and working in the hospitality, travel, tourism and leisure (HTTL) sectors for the last two years. A total of 218 responses were collected in three months (June–August 2022). The data were analysed using partial least squares structural equation modelling (PLS-SEM).

For young employees, company recruitment behaviour, company image and source credibility are significantly and directly related to company attractiveness. The relationship between company image and employee word of mouth (WOM) was significantly positive. Company recruitment behaviour was found to significantly influence employee commitment. Company attractiveness was found to be directly related to young employees' WOM about the company and commitment to it.

The study establishes the significance of company attractiveness because a company's success largely depends on the company's ability to attract and retain a talented and skilled workforce. Moreover, the present study provides much-needed insights to policymakers and regulators that can help the policymakers define and implement favourable policies to promote and protect the country's job market and offer directions to youth employment.

Our proposed machine learning model contributes to improving the quality of Hire by providing a more nuanced and comprehensive analysis of candidate attributes. Instead of focusing solely on obvious factors, such as qualifications and experience, our model also considers various dimensions of fit, including person-job fit and person-organization fit. By integrating these dimensions of fit into the model, we can better predict a candidate’s potential contribution to the organization, hence enhancing the Quality of Hire.

Within the scope of the investigation, the competencies of the personnel working in the IT department of one in the largest state banks of the country were used. The entire data collection includes information on 1,850 individual employees as well as 13 different characteristics. For analysis, Python’s “keras” and “seaborn” modules were used. The Gower coefficient was used to determine the distance between different records.

The K-NN method resulted in the formation of five clusters, represented as a scatter plot. The axis illustrates the cohesion that exists between things (employees) that are similar to one another and the separateness that exists between things that have their own individual identities. This shows that the clustering process is effective in improving both the degree of similarity within each cluster and the degree of dissimilarity between clusters.

Employee competencies were evaluated within the scope of the investigation. Additionally, other criteria requested from the employee were not included in the application.

This study will be beneficial for academics, professionals, and researchers in their attempts to overcome the ongoing obstacles and challenges related to the securing the proper talent for an organization. In addition to creating a mechanism to use big data in the form of structured and unstructured data from multiple sources and deriving insights using ML algorithms, it contributes to the debates on the quality of hire in an entire organization. This is done in addition to developing a mechanism for using big data in the form of structured and unstructured data from multiple sources.

This study aims to investigate the configurational effects of five rules – artificial intelligence (AI)-based hiring decision transparency, consistency, voice, explainability and human involvement – on applicants' procedural justice perception (APJP) and applicants' interactional justice perception (AIJP). In addition, this study examines whether the identified configurations could further enhance applicants' organisational commitment (OC).

Drawing on the justice model of applicants' reactions, the authors conducted a longitudinal survey of 254 newly recruited employees from 36 Chinese companies that utilise AI in their hiring. The authors employed fuzzy-set qualitative comparative analysis (fsQCA) to determine which configurations could improve APJP and AIJP, and the authors used propensity score matching (PSM) to analyse the effects of these configurations on OC.

The fsQCA generates three patterns involving five configurations that could improve APJP and AIJP. For pattern 1, when AI-based recruitment with high interpersonal rule (AI human involvement) aims for applicants' justice perception (AJP) through the combination of high informational rule (AI explainability) and high procedural rule (AI voice), there must be high levels of AI consistency and AI voice to complement AI explainability, and only this pattern of configurations can further enhance OC. In pattern 2, for the combination of high informational rule (AI explainability) and low procedural rule (absent AI voice), AI recruitment with high interpersonal rule (AI human involvement) should focus on AI transparency and AI explainability rather than the implementation of AI voice. In pattern 3, a mere combination of procedural rules could sufficiently improve AIJP.

This study, which involved real applicants, is one of the few empirical studies to explore the mechanisms behind the impact of AI hiring decisions on AJP and OC, and the findings may inform researchers and managers on how to best utilise AI to make hiring decisions.