Introduction
Strategic human resource management is crucial in shaping organizational success in the fast-paced and guest-centric hospitality industry. As labor shortages and high turnover continue to challenge hospitality businesses, it has become increasingly important for employers to adopt innovative approaches to attract and retain qualified talent. Human resources professionals are no longer just filling vacancies but building long-term talent strategies that align with company goals and guest experience expectations.
Kristina Zojceska (2018) identified fifteen recruiting trends to help businesses modernize their hiring efforts and stay competitive in today’s job market. This paper will focus on four trends: recruitment marketing, employer branding, candidate experience, and remote hiring. These practices support the broader goal of building a strong, sustainable workforce by improving how employers engage with prospective candidates.
This paper examines the history and purpose of each selected recruiting practice and evaluates how they help organizations recruit top talent. In addition, it analyzes a real-world job posting for a Food and Beverage Manager at PSI Resources in Chicago, identifying whether and how these best practices are applied. This analysis will offer insights into how hospitality businesses can enhance their recruitment strategies to meet industry demands.
Recruitment Marketing
Recruitment marketing emerged in the early 2000s as hiring practices evolved alongside the digital landscape. Initially, employers relied heavily on job boards like Monster and CareerBuilder to post openings, which served as static advertisements rather than strategic outreach tools. As the job market became more competitive, introducing Applicant Tracking Systems (ATS) and digital marketing platforms allowed companies to take a more targeted and proactive approach. By the mid-2010s, recruitment marketing became a recognized discipline, integrating techniques from consumer marketing to attract job seekers through branding, content creation, and engagement campaigns (Jolly, 2021).
Recruitment marketing aims to build awareness and interest among potential candidates long before they apply. Employers use various tools and platforms to engage prospects, such as career websites, social media campaigns, email nurturing sequences, and campus recruitment events (Zojceska, 2018). These efforts help companies create and maintain a pipeline of qualified talent by positioning themselves as employers of choice. Recruitment marketing also works with employer branding to ensure a consistent message about company values, culture, and growth opportunities.
One of recruitment marketing's most significant advantages is its ability to reach passive candidates—individuals who are not actively searching for a job but may be persuaded by compelling messaging or long-term engagement (Dineen & Soltis, 2011). In a field like hospitality, where high turnover is common and frontline roles are often filled under tight timelines, activating passive candidates through recruitment marketing can be an essential strategy for maintaining workforce stability.
The job posting from PSI Resources for a Food and Beverage Manager in Chicago lacks clear evidence of recruitment marketing practices. The listing is limited to a single platform (Indeed) and does not appear part of a broader campaign. No employer-branded content, storytelling, or targeted messaging would help differentiate the position or generate interest from passive job seekers. Incorporating recruitment marketing elements like videos, testimonials, or social media outreach would help PSI Resources attract a broader and more engaged applicant pool.
Employer Branding
Employer branding originated in the 1990s when Simon Barrow and Tim Ambler first introduced the idea of applying marketing principles to human resources. They argue that just as companies build brand loyalty with customers, they must create a positive image among current and prospective employees (Barrow & Ambler, 1996). By the early 2000s, large corporations began to adopt employer branding strategies to stay competitive in talent acquisition. Over time, this approach has evolved to include digital storytelling, social proof (such as employee reviews), and alignment with social values to appeal to a new generation of job seekers (Backhaus & Tikoo, 2004).
The employer value proposition (EVP) is at the heart of employer branding. The EVP communicates the unique benefits an employee receives in exchange for their skills and contributions. This includes tangible offerings like salary, benefits, advancement opportunities, and intangible factors such as company culture, work-life balance, leadership style, and community involvement (Minchington, 2010). A strong employer brand delivers a consistent and authentic message across all platforms—from job postings and career pages to social media and employee testimonials.
In the hospitality industry, employer branding is critical in attracting and retaining talent. Because many roles require emotional labor and direct guest interaction, candidates are more likely to seek out companies that reflect values of respect, teamwork, and professional development. Hotels, restaurants, and tourism organizations with strong employer brands often differentiate themselves by emphasizing their workplace culture, opportunities for growth, and commitment to staff well-being (Yavas et al., 2020). A compelling employer brand can decide a candidate’s job choice in an industry known for high turnover and burnout.
The job posting from PSI Resources does not include any clear elements of employer branding. The listing lacks a mission statement, cultural values, or any insight into what it is like to work for the organization. There is no mention of the team dynamic, training programs, advancement opportunities, or what makes the workplace unique. Without this information, it is difficult for job seekers to assess whether PSI Resources would be a good cultural fit. Enhancing the job post with strong branding elements could help the company stand out in a crowded market and appeal to more qualified candidates seeking more than just a paycheck.
Candidate Experience
The focus on candidate experience emerged as a major recruitment trend in the late 2010s, as employers began to recognize the impact of the hiring process on their overall brand reputation. Advances in technology, particularly the widespread use of Applicant Tracking Systems (ATS) and artificial intelligence tools, have allowed companies to streamline and automate aspects of recruitment. However, this automation also introduced risks of impersonal or confusing application processes (Madia, 2011). As a result, organizations began investing in user-friendly platforms, responsive communication tools, and post-application surveys to understand better and improve the applicant journey.
The primary goal of improving candidate experience is ensuring job seekers have a positive, respectful, and informative experience at every stage of the hiring process. This includes everything from reading the job description and submitting an application to receiving interview feedback and final communication. Many companies now use candidate satisfaction surveys to identify pain points and improve clarity, responsiveness, and engagement throughout the recruitment cycle (TalentLyft, 2021). The emphasis is not just on the selected candidates but on all applicants, recognizing that today’s rejected applicant could be tomorrow’s ideal hire—or customer.
A strong candidate experience can significantly improve offer acceptance rates, increase positive word-of-mouth, and enhance the employer’s reputation in the marketplace. In the hospitality industry, where reputation and guest experience are deeply connected to staff quality, organizations that treat candidates professionally and are more likely to attract dedicated and well-aligned employees.
The PSI Resources job posting for a Food and Beverage Manager does not reflect a strong focus on candidate experience. While it includes a basic job title and salary range, it lacks transparency in key areas such as specific duties, scheduling expectations, and opportunities for advancement. There is no mention of the hiring timeline or application process, and the job description does not help applicants envision what working at the organization might be like. By offering more clarity, outlining expectations, and providing insight into next steps, PSI Resources could improve candidate engagement and draw in more qualified applicants who feel confident and informed from the start.
Remote Hiring
Remote hiring gained widespread adoption in response to the COVID-19 pandemic, which forced organizations across industries to adapt to virtual operations quickly. While remote work existed in some capacity before 2020, it was primarily limited to specific sectors such as technology and finance. The pandemic proved that many roles could be performed effectively outside of traditional office environments, prompting companies to reassess their hiring practices and expand their use of virtual recruitment tools such as video interviews, online assessments, and digital onboarding platforms (Maurer, 2020).
The primary purpose of remote hiring is to expand the talent pool by removing geographic barriers and offering greater flexibility to applicants. For roles that do not require on-site presence, employers can access a broader and more diverse group of candidates, including those with mobility limitations, caregiving responsibilities, or preferences for remote work-life balance. Sometimes, partial remote options or hybrid models can significantly increase a job’s appeal without disrupting operations (SHRM, 2021).
Remote hiring also supports broader organizational goals. It promotes diversity and inclusion by reaching applicants from various regions and backgrounds, and it enables asynchronous productivity, especially for managerial or planning roles that do not depend on physical location. In the hospitality industry, the hands-on nature of many roles limits remote work. Still, certain positions—such as sales, marketing, HR, or administrative support—can often be adapted for hybrid or remote structures.
In the case of PSI Resources, the Food and Beverage Manager role is likely an on-site position due to its operational focus. However, the job posting could benefit from considering and potentially offering some flexible or hybrid work options, particularly for administrative tasks or scheduling responsibilities. Even a limited remote component could help attract a broader range of experienced candidates, especially those seeking a better work-life balance.
Best Practices Summarized
Recruiting the best employees in the hospitality industry requires a modern, integrated approach that goes beyond traditional job advertising. Employers must combine key strategies such as recruitment marketing, employer branding, candidate-focused communication, and flexibility in job structure to build a more effective and appealing hiring process. Together, these practices form a comprehensive toolkit that allows hospitality recruiters to reach broader audiences, connect with passive candidates, and stand out in a highly competitive labor market.
Recruitment marketing ensures that job postings do more than inform—they attract. Employers can nurture interest and build relationships through content-driven outreach and consistent messaging before a role becomes available. At the same time, a strong employer brand communicates the company’s values, culture, and opportunities for growth, which helps candidates envision their future within the organization.
Improving the candidate experience is another essential best practice. Clear, honest communication about job expectations, compensation, and next steps helps applicants feel respected and informed. Finally, offering flexibility—even minor options—can help employers attract a wider talent pool in a workforce that increasingly values work-life balance.
Recommendations for PSI Resources
To strengthen its recruitment strategy, PSI Resources should invest in integrated recruitment campaigns across social platforms and create a talent database to build long-term candidate pipelines. Additionally, the company should develop and promote a clear employer value proposition on a dedicated careers page.
PSI Resources would also benefit from restructuring the candidate journey. Clear job responsibilities, compensation details, shift expectations, and a defined application process would enhance transparency. Finally, while the position may be mostly on-site, introducing small elements of flexibility could make the role more appealing to experienced talent seeking balance.
Conclusion
The recruiting trends explored in this paper—recruitment marketing, employer branding, candidate experience, and remote hiring—offer powerful strategies for addressing the unique staffing challenges of the hospitality industry. Each practice contributes to a more thoughtful and strategic approach to talent acquisition, helping organizations build a workforce aligned with their long-term goals and values. For a company like PSI Resources, integrating these trends into its recruitment process would create stronger candidate engagement, expand its talent pool, and enhance its reputation as an employer of choice. As the labor market evolves, ongoing measurement and adaptation will be essential to maintaining a competitive edge in talent management.
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