Who should be responsible for recruiting and selecting the project team?

I think "Recruiting" and "Selecting" are two different works. We can select only if resources are available. In functional organizations, PM should firstly work with functional departments to get proper candidates; in this case, PM is responsible for "Selecting" work. If resource are not available, then normally HR department will be responsible for recruiting based on request from functional departments that will ultimately provide resources to PM; in this case, HR department is responsible for "Recruiting" work. In projectized organizations, PM is responsible recruiting.

Luis,
If we go as per the books, and how we would like to see the process, I am in the opinion that the PM should have the final saying - yes, or no, when hiring a project team member/resources. As the PM should know best what he needs in the project.
The reality is a little bit different. Depends on type of organisation, the decision making process, and the level of authority within the hierarchy.
Believe it or not, but I had more authority saying yes/no in choosing project team members in weak project organisation, as oppose to strong project oriented organisation, where hiring and and/or project assignments have to undergo a heavy hiring process, involving multiple levels of management approvals.

This really depends on the power structure within which that project exists.

In a matrix or functional structure, the functional managers would usually perform this function with the PM having little to a significant level of influence over the decisions made.

In a project-oriented structure, the PM should have full authority over this, but on very large projects, while accountability will reside with the overall PM, they may delegate that authority to work stream leads to cut down on their HR workload.

Kiron

Hiring someone for a job, no matter if this is a permanent position or a temporary project role, requires the evaluation of the relevant skills the candidate has.

The person that makes the decision must come from the same line of work as the candidate. Project Managers should not be allowed to make such decisions unless they come from the same line of work as the candidate. For instance if you want to hire a software developer or assign him to a project then someone with software development background, ideally in the same technology, should make the final decision.

In practice:
1. If the team members are permanent employees from the organization that is delivering the project then either the functional managers assign them to projects or there is another internal system for assignment.

PMs usually just make the requests but are not given decision making power unless they have the proper technical expertise in the relevant line of work.

2. If the team members are from outside the organization (this also applies for the project managers) then usually they are hired by the relevant functional departments and these departments then assign them to projects. In this case the PM may be involved in looking for suitable external candidates and then seek the approval of the relevant functional managers.

3. If the organization has no relevant functional department, in other words no relevant internal subject matter experts then the PM has to look for team members outside the organization and hire them with no proper evaluation. This is the worst case scenario.

I think "Recruiting" and "Selecting" are two different works. We can select only if resources are available. In functional organizations, PM should firstly work with functional departments to get proper candidates; in this case, PM is responsible for "Selecting" work. If resource are not available, then normally HR department will be responsible for recruiting based on request from functional departments that will ultimately provide resources to PM; in this case, HR department is responsible for "Recruiting" work. In projectized organizations, PM is responsible recruiting.

An accountable Project Manager (i.e., a chartered PM who is “held to account” for project outputs and outcomes and reports into a governance structure such as a project steering committee) carries the responsibility and holds the vested interest to ensure the appropriate project team gets assembled. That said, an accountable PM has a great sense of “self and project preservation” and, as such, will consult with the necessary domain experts to accomplish their task.

If you are an accountable PM, the above statement should hold regardless of the organization type. Although a correct principle, the political and risk tolerance characteristics of an organization drive the level of “true empowerment” given to a PM. Stated another way, we can’t speak in absolutes on this subject, we can only speak through general principle.

Dear Adrian
Thank you for participating in this reflection and for your opinion.

If the project manager knows the requirements and objectives of the project in your opinion, are you competent to suggest (and eventually have the final say) the technical and behavioral skills to carry out the project activities?

In the scenarios you described you can add one:
Use professional recruitment and selection services

Did you respond to poll?
https://www.projectmanagement.com/polls/58...e-project-team-

"If the project manager knows the requirements and objectives of the project in your opinion, are you competent to suggest (and eventually have the final say) the technical and behavioral skills to carry out the project activities?"

The idea is that when you want to hire someone to work either temporarily on a project or on a permanent basis in an organization you must interview the candidates and ask relevant questions so that the answers convince you that the candidate is a good fit. Obviously you must ask technical questions relevant to the duties the new team member would have.

Can the PM ask detailed technical questions and understand the candidate's answers? Some PMs can other can't. Those that can are competent to select their project team member, those that can't aren't.

Knowing the requirements and the objectives of the project in my opinion is not enough. You need to get into the technical details with the candidates.

"In the scenarios you described you can add one:
Use professional recruitment and selection services"

I think this can apply to my scenario number 3.

"Did you respond to poll?
https://www.projectmanagement.com/polls/58...e-project-team-"

Now I have. :)