This study investigates the effects of perceived red tape on recruitment and selection practices in public organizations. Although, red tape is argued to constrain organizational practices and thus organizational performance, it has not yet been analyzed whether red tape is associated with recruitment and selection practices. By conducting a study with survey responses from 1,000 public frontline leaders combined with administrative data, this paper investigates how perceived red tape is associated with the formation of recruitment objectives and selections based on values and cultural fit. Findings indicate a negative relationship between perceived red tape and the formation of recruitment objectives and selections based on fit. Furthermore, findings indicate that leadership tenure does not moderate the association between red tape and recruitment and selection practices. The study contributes to the public human resource management literature by focusing on the negative influence of perceived red tape on HR practices.