Drawing on three main bodies of research - HRM, labour economics and work psychology - this chapter outlines what one knows about recruitment and selection, specifically in the UK, but with some reference to other Anglo-Saxon countries. It identifies areas of R&S policy and practice about which research can currently tell one relatively little. In exploring these topics through disciplinary perspectives and bodies of theory and research that go beyond the mainstream literature, it is concluded with a discussion on the wider implications for R&S and HRM strategy and practice. It can be argued that, on the whole, recruitment and selection activity serves as a somewhat depressing illustration of the fading of the original HRM ‘dream’ whereby HRM would propel old-style personnel management out of the slough of welfare work and routine administration and power it into the world of corporate decision making, thereby securing the HR director a seat at the boardroom table, if not one at the right hand of the CEO. Sadly, the reality is that some HR activity is being outsourced, not least R&S, and much of the HR activity around R&S, at least in large organisations, is focused around a process-driven compliance model. However, an opportunity may be opening up for HR thinkers and practitioners to link up a number of issues, including R&S, to address an emerging agenda around concerns that have been highlighted in this chapter. © 2013 Stephen Bach, Martin Edwards and John Wiley & Sons Ltd.
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