Challenges in Recruitment and Selection

 

Introduction

Recruitment and selection are fundamental aspects of human resource management that determine an organisation’s ability to acquire the talent necessary for long-term effectiveness and competitiveness. Globally, organisations experience increasing challenges in attracting suitable candidates due to rapid technological advancements, shifting job expectations, and growing competition for skilled labour. These challenges are especially prominent in technical and safety-critical industries, where the need for specialised expertise is high.

 Skill Shortages in Contemporary Labour Markets

A significant challenge for many organisations is the shortage of specialised skills, particularly in science, technology, engineering, and mathematics (STEM) fields. As industries move toward automation, digital engineering, industrial analytics, and advanced safety systems, the demand for technically competent employees continues to rise. However, national labour markets often fail to produce graduates with the required competencies. Reports show that shortages in engineering, ICT, and industrial skills have prolonged recruitment cycles and forced employers to either lower experience requirements or invest heavily in post-recruitment training (ILO, 2023). This skill gap weakens organisations’ ability to operate efficiently in technologically advanced environments.

 

Complex and Time-Consuming Recruitment Procedures

Another major challenge relates to the structured and often lengthy nature of recruitment processes, particularly within public-sector organisations. Many institutions utilise multi-layered approval mechanisms to ensure fairness, transparency, and accountability. However, these procedural steps slow down hiring decisions and reduce responsiveness to operational staffing needs. Research indicates that prolonged recruitment lead times discourage high-quality applicants and reduce the competitiveness of organisations with slower processes (Backhaus and Tikoo, 2004). In highly competitive labour markets, delays often result in the loss of experienced candidates to private employers with faster, more flexible recruitment systems.

 
Influence of Job Characteristics and Industry Perceptions

The nature of available roles also influences the recruitment process. Positions involving hazardous work environments, physically demanding tasks, and shift-based operations may be less attractive to potential candidates. Empirical studies highlight that applicants place significant importance on job safety, workplace location, and overall working conditions when evaluating employment opportunities (Clarke, 2013). Younger job seekers, in particular, prioritise work–life balance and modern working environments, making recruitment in high-risk or physically intensive industries more challenging.

 

Specific Implications for CPSTL

These global recruitment challenges closely parallel those experienced by Ceylon Petroleum Storage Terminals Limited (CPSTL). The organisation depends on specialised professionals in mechanical, electrical, instrumentation, corrosion protection, firefighting, and SCADA operations competencies that are already scarce within Sri Lanka’s labour market (ILO, 2023). Additionally, being a state-owned enterprise, CPSTL follows formal and multi-step recruitment procedures that extend hiring lead times and reduce agility in filling urgent technical vacancies.

Conclusion

Recruitment and selection challenges are becoming increasingly complex due to skill shortages, evolving job expectations, and lengthy recruitment procedures. For CPSTL, these challenges are intensified by the technical nature of its operations and the administrative requirements of public-sector recruitment. Addressing these issues through stronger employer branding, streamlined hiring procedures, and enhanced career development opportunities will help CPSTL attract and retain the specialised workforce required to ensure safe and efficient petroleum storage and distribution operations in Sri Lanka.

 

References

Armstrong, M. and Taylor, S. (2020) Armstrong’s Handbook of Human Resource Management Practice. London: Kogan Page.

Clarke, S. (2013) ‘Safety leadership: A meta-analytic review of transformational and transactional leadership styles as antecedents of safety behaviours’, Journal of Occupational and Organizational Psychology, 86(1), pp. 22–49.

International Labour Organization (ILO) (2023) Sri Lanka Labour Market Trends Report. Colombo: ILO.