In lock step with layoffs is news of less robust recruiting functions and recruiter layoffs.

Google laying off recruiters describes how the former top employment brand has made changes to recruiting.

Headhunters get the ax explains that less hiring demand means less need for recruiting supply.

Out-of-Work Sourcers describes how some HR staffing functions are being cut.

Are there alternatives? How about repurposing recruiters into other initiatives such as succession planning, performance management, and retention of top talent to mitigate the costs of turnover? After all, recruiters are people specialists.

The Human Capitalist makes the point well in: Should Recruiters Be Planning Succession?

And Josh Bersin outlines Five Reasons to Focus on Recruiting in 2009.

Wholesale purges of the recruiting function are bad for the employment brand and bad business. Because when the economy recovers and your company needs people, who will be there to recruit them? Your renewed growth will be hamstrung by a significant delay in hiring the recruiters who will hire the rest of your innovative talent.

Instead of incurring that cost, apply recruiters’ skills to today’s organizational talent needs and stand ready for tomorrow.