Recruitment can be defined as a set of activities and practices used for the primary purpose of legally identifying sufficient numbers and quality of people fitting for a given purpose. It is carried out to provide an organisation with a pool of qualified potential individuals’ from which judicious selection for the most appropriate applicants can be made for filling vacancies in the organisation. A review of the HRM literature indicates that recruitment and selection are regarded as integrated activities and where recruitment stops and selection begins is a questionable point (Beardwell et al., 2004). Nevertheless, for the purpose of this work it is useful to differentiate between the two activities. As defined above, numerous authors (Whitehill, 1991: Roberts, 2008; McCormack and Scholarios, 2009) describe recruitment as a process of building a pool of potentially qualified applicants. Whereas selection is seen as a set of activities concerned with predicting which applicants will make the most appropriate contribution to the organisation in view of the present and future human resource requirements (Beardwell et al., 2004: McCormack and Scholarios, 2009). Despite recruitment and selection being considered as integrated activities unfortunately human resources literature discussions tend to neglect recruitment and place greater emphasis on selection. In view of this (McCormack and Scholarios, 2009) comment that the more effective an organisation is at identifying and attracting a high quality profile of job applicants, the less important the selection stage of hiring becomes. Therefore it can be suggested that an effective and agile recruitment strategy is the most fundamental human resource function and if managed well can have a significant impact on organisational performance and is critical to developing a more agile competitive edge (Pilbeam and Corbridge, 2006: Evans et al, 2007).