Strategic Recruitment and Talent Management in Building Organisational Resilience
A Systematic Literature Review
DOI:
https://doi.org/10.52103/jms.v7i1.2315Keywords:
Strategic Recruitment, Talent Management, Organisational Resilience, Strategic Human Resource , ManagementAbstract
This literature review examines the role of strategic recruitment and talent management in building organisational resilience through adaptive talent management to cope with disruption and uncertainty. Using a structured literature review approach, this study synthesises research in Human Resource Management (HRM), talent management, and organisational resilience to explore the relationships among strategic recruitment, talent management, and organisational resilience. The review contributes to the literature by integrating these three domains into a comprehensive conceptual framework that explains how human resource strategies support organisational resilience. The findings reveal that strategic recruitment and talent management strengthen organisational resilience through adaptive talent, competency development, retention of key employees, skills matching, and organisational learning. Furthermore, employee engagement, perceived organisational support, strategic agility, and dynamic capability emerge as key mediating mechanisms that facilitate the transformation of talent-related practices into resilience outcomes. The results suggest that organisations can enhance resilience by implementing competency-based recruitment, strengthening talent pools, investing in upskilling and reskilling programmes, and leveraging HR analytics to support strategic talent decisions. Future research is encouraged to empirically validate the proposed relationships and conceptual framework across different industries, organisational sizes, and environmental contexts characterised by disruption and uncertainty.
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