PART 1
Selection and staffing are more than just recruiting and hiring. Bierman et al. (2016) teach that staffing, as part of the long-term business planning process, evaluates the internal and external market to determine the employees an organization needs today and will need for future goals. With so many job openings nationally, the market for talent is more competitive than ever. Many economists hoped that the pandemic had created such an unusual situation that employers would waive their normal requirements and change their screening techniques, especially since they are currently trying to hire so many workers. But so far, little of that has occurred (Long & Rosenberg, 2021, para 25). Shellenbarger (2016) wrote that some employers take longer to source and screen candidates than in years past. Employers do not want to make the mistake of hiring too quickly and ending up with the wrong person for the job. These mistakes can be costly in terms of budget, poor performance, and customer dissatisfaction. Lengthy interview processes may be more valuable for hiring managers but adversely affect candidates self-esteem. Assembling interview marathons with decision-makers, prospective co-workers, and senior leaders identify applicant fit and culture. Candidates get to meet multiple people and get a sense of what it will be like to work there. Requiring personality and skills tests may show job seekers that the company is thorough. However, performing well during these scenarios can be daunting and time-consuming for job seekers. Furthermore, Shellenbarger (2016) explains that how an employer treats applicants during the selection process are a good indicator of the business culture. Some employers make the process so complex that top talent loses interest or become frustrated and move on to another opportunity. 
Resources
Bierman, L., Ferrell, O. C., & Ferrell, L. (2016). Management: Principles and applications, custom edition. Academic Media Solutions.
Long, H. & Rosenberg, E. (2021, November 8). Why millions of job seekers arent getting hired in this hot job market. The Washington Post.
https://www.washingtonpost.com/business/2021/11/08/job-search-not-getting-hired/ (Links to an external site.)
Shellenbarger, S. (2016, January 19). How to deal with a long hiring process. The Wall Street Journal.
https://www.wsj.com/amp/articles/how-to-deal-with-a-long-hiring-process-1453231053 (Links to an external site.)
PART 2
The use of a long and complex hiring process can be both beneficial and detrimental to an organization. While it can yield better qualified candidates applying for and ultimately selecting between for the job, it has a danger of resulting in not enough qualified candidates applying for the job or going through the long hiring process and could leave the organization with an unfilled skilled position (Youseff-Morgan, 2020). Another consideration an organization must make throughout the hiring process is the time, energy and money spent on recruiting applicants. If the position being hired for is a very highly skilled and niche position, it may make more sense for the organization to have a more complex hiring strategy as the return on investment could be substantial with the right candidate. If however, the job is an entry level position or there would otherwise be a large pool of qualified candidates, it could do more harm than good for the organization by creating an unnecessarily long and complex hiring process.
A study conducted by Zahra (2016) attempted to look at the impact of HR hiring practices with an offshore oil rig. They found exactly what was expected: the more picky the hiring team is choosing employees, the more efficient and safer the oil rig ran. This study was completed in a highly risky environment so it would be expected that safety is a top priority for the organization. This could also apply to most other industries as well though, if an organization hires specialty positions with more highly qualified individuals, it would stand to reason that the organization would get more efficiency out of that department.
Resources:
Youssef-Morgan, C. M., & Stark. E. (2020). Strategic human resource management: Concepts, controversies, and evidence-based applications. Retrieved from https://content.uagc.edu/ 
Zahra Jafari, & Mohamad Hamed Khanmohamadi. (2016). Relationship between talent management strategy efficiency with attracting, recruiting and developing human resources (case study: Iranian offshore oil company). Problems and Perspectives in Management, 14(3), 388395. https://doi.org/10.21511/ppm.14(3-si).2016.12