<p>The research area of recruitment utility analysis (RUA) models has</p><p>been somewhat unexplored for decades, and has earlier been reduced</p><p>to simplified mathematic formulas measuring only dollar term value.</p><p>The need for more dynamic models and theories surrounding the area</p><p>has been voiced numerous times, yet little has been done. The purpose</p><p>of this study was to highlight this need to encourage to further</p><p>research, and to examine the managerial perspective on RUA from a</p><p>semi explorative perspective. Eight interviews were conducted where</p><p>the managers received questions concerning the recruitment process</p><p>and the method used to conduct RUA. The results of this study</p><p>indicate somewhat unimpressed attitudes toward the added value of</p><p>conducting RUA. The reasons for not conducting</p><p>RUA were found to be due to time constraint, lack of skills and</p><p>managerial support. The majority of the RUA was found to be reactive</p><p>and based on gut feeling implying a need for proactive RUA hence</p><p>ensuring the value of the recruitment process.</p>

The research area of recruitment utility analysis (RUA) models has been somewhat unexplored for decades, and has earlier been reduced to simplified mathematic formulas measuring only dollar term value. The need for more dynamic models and theories surrounding the area has been voiced numerous times, yet little has been done. The purpose of this study was to highlight this need to encourage to further research, and to examine the managerial perspective on RUA from a semi explorative perspective. Eight interviews were conducted where the managers received questions concerning the recruitment process and the method used to conduct RUA. The results of this study indicate somewhat unimpressed attitudes toward the added value of conducting RUA. The reasons for not conducting RUA were found to be due to time constraint, lack of skills and managerial support. The majority of the RUA was found to be reactive and based on gut feeling implying a need for proactive RUA hence ensuring the value of the recruitment process.