Paving the way for research in recruitment and selection: recent developments, challenges and future opportunities

Abstract

Considered as one of the cornerstones of work and organizational psychology, it is not surprising that the selection and recruitment literature is vast. In this review, we synthesize and integrate the findings from around 40 meta-analyses and literature reviews from the last decade to identify the most recent metatrends and future research directions in the selection and recruitment research and practice. We organize our key findings around three superordinate areas: a) recent developments in selection research, covering findings on validities of selection methods, expanding the criterion space, and applicant reactions and impression management; b) recent developments in recruitment research, paying attention to the evidence around recruitment methods and applicant attraction; and c) new technology in recruitment and selection. In our call for future research, we delineate a number of substantive issues and the need for more sophisticated theoretical developments in the field as well as methodological challenges that future efforts should address. We concur with the vast literature in that selection and recruitment research is a vibrant field, which we expect will address a number of ongoing political, cultural, technological, societal, and employment regulations-related issues to keep creating impact and providing meaningful findings for recruitment and selection practices in organizations.

Virtual residency recruitment: future directions in the new era

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Digital Skills Mobilization within Incumbent Organizations: The Agentic Role of Digital Champions

“…Second, an in‐depth case study allows us to investigate an under‐explored phenomenon at various levels, without being constrained by initial decisions over the tools or types of data to use, and to acquire an in‐depth understanding, together with the needed depth and insight, which is difficult to replicate on a wider sample through a multiple‐case study (Eisenhardt, 1989; Yin, 2013). Third, recent studies have pointed out the necessity of investigating in a detailed and comprehensive manner the challenges arising from the integration of digital skills with pre‐existing competences in incumbents, as well as the need for a deep understanding of resource mobilization in the digital age (Inceoglu, Vanacker and Vismara, 2022; Potočnik et al., 2021; Tambe, Cappelli and Yakubovich, 2019). Finally, in order to disclose the peculiar mechanisms of mobilizing digital skills in a corporate context, namely ‘to peer into the box of causality to locate the factors lying between some critical cause and its purported effect’ (Tsang, 2014, p. 374), we chose an in‐depth single case in line with extant literature.…”

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