Can the concept of “lean management” be applied to academic recruitment? – a quasi-theoretical discourse

Purpose: This paper seeks to emphasise the need to re-evaluate university teacher recruitment processes. The implementation of lean processes helps to improve organisational practices; in the case of university recruitment, however, organisational processes have remained unchanged for decades. Although there is a traditional justification for having academic recruitment as a rigorous and complex process (as a practiced method by which to identify the most suitable applicants), the increase of competition across the sector, and the internet revolution, has rendered these older methods partially ineffective. The author argues that recruitment systems and practices need reviewing to overhaul inefficacious elements.

Design/methodology/approach: This is a quasi-literature discourse combined with the author’s experience in human resources management teaching and recruitment expertise at the Higher Education level.

Findings: Lean approach if successfully introduced to academic recruitment might reduce the effect of discouraged job seekers paradox and workload on human resources (HR) officers.

Research limitations/implications: The volume of studies reviewed is limited, and therefore, more empirical findings are required in the area of lean recruitment.

Practical implications: HR departments of universities might consider practices that will improve the recruitment process and promote labour force participation.

Originality/value: According to the author’s knowledge, lean concept has been applied to HR (recruitment) for the first time in this study.