Recruitment policy and strategy of a company should be coherent with its human resources management policy and with its business policy as a whole. Brewster and Hegewisch (1994) assert that organisations have to make decisions on a number of issues related to recruitment:
Decisions between short-term organisational needs and long-term organisational requirements: the choice an organisation makes is not unchanging but varies according to the resources available on the external labor market.
Decisions about how to achieve the qualification level the organisation is looking for: the choice makes affects the nature of the employer/employee relationship, the social climate, and the innovative ability of the organisation.
An organisation, which wants to be effective, develops and realizes a recruitment strategy to attract and hire more and best talents, who have the ability to perform job so that to support an execution of the company’ s business strategy. Top performing companies spend considerable resources and energy to create high-quality recruitment and selection systems. This linkage between HRM activities, the needs of the business, and organisational effectiveness is the core of the area called strategic human resource management (Schuler and Jackson, 1999). Wright and McMahan define strategic human resource management (SHRM) as: “the planned HR deployments and activities intended to enable [an organization] to achieve its goals” (1992, p. 298). Many researchers in the area of strategic human resource management have discussed the importance of having HRM practices supporting a firm’s strategy. For example, Schuler and Jackson (1987) argue that HRM practices can create or enhance competitive advantage by fostering and reinforcing role behaviors that help to lower cost and / or strengthen product differentiation. They successfully illustrate how different practices could support each of Porter’s (1980)