HRM410: Techniques of Employee Selection & Recruitment
Coverage: Chapter 6
University ID No.
Refer to Chapter 6, read the Case Study and answer the questions.
Case Study â€“ ASDAâ€™s Effective recruitment
Asda is the UKâ€™s second largest supermarket. It was founded in 1949 under the name of Associated Dairies and Farm Group but shortened this to Asda in 1965. It is a retailer focused on selling food, clothing, electronics, toys, home furnishings and general merchandise. Asda also offers a range of additional services such as â€˜Asda Moneyâ€™ financial services.
In 1999 Asda became a subsidiary of Walmart, the largest supermarket chain in the world. This enabled Walmart to enter the UK market but also gave Asda access to the full range of expertise of the Walmart company. Walmart currently employs over 2 million colleagues worldwide in 27 countries. In the UK, Asda is one of the largest employers with over 175,000 colleagues working across its many formats. These include a variety of roles in its Superstores, Supermarkets, Home Office, Distribution, George and Asda Living. Asda continues to expand its operations in the UK and recently acquired a number of stores from Netto to increase the number of local Asda Supermarkets.
Asda wants to be a trusted employer. Its success as a leading retailer is dependent on its trained and engaged colleagues providing excellent customer service. Asda is a growing company operating in highly competitive markets. The main reason for recruitment at Asda is due to expansion of the business and colleague turnover. Colleague turnover occurs for a variety of reasons, for example, retirement of existing colleagues and internal promotion which create gaps. As part of Asdaâ€™s HRM it seeks to retain as many colleagues as possible and aims to fill 70% of its leadership team vacancies through internal promotion. Last year it exceeded this target with over 80% of its vacancies being filled internally. A benefit of promoting from within is that existing colleagues already share Asdaâ€™s beliefs.
Asdaâ€™s comprehensive HR strategies engage colleagues and support the organisational culture. This includes Asdaâ€™s â€˜Best Welcomeâ€™ induction programme, â€˜Star programmeâ€™ to recognise excellent customer service, as well as Asda Academyâ€™s framework for training and development and its â€˜Colleague Stepsâ€™ for career progression. Asda offers its colleagues a wide range of opportunities for career development. This includes supporting and investing in its colleagues to gain qualifications that will enable them to become the next generation of leaders at Asda. For example, Asda offers:
Â· the industryâ€™s first 3-year BA Honours degree in retail and distribution
Â· George retail foundation degree
Â· an accredited apprenticeship scheme (3000 apprenticeships in 2012).
Asdaâ€™s family environment and focus on colleague engagement means that the company has high levels of colleague loyalty and retention. The Big Asda Anniversary event recognises colleagues with long services from 25-45 years. The last event saw 1749 colleagues celebrating milestone anniversaries with the company.
commitment to its colleagues has resulted in the
companyâ€™s labour turnover decreasing in recent
As one of the UKâ€™s largest employers Asda offers a wide scope of
opportunities. From students seeking work
apprenticeship and graduate training in a variety of areas. Living
means that everyone is treated fairly and
given the opportunity to progress their career. Regardless of what
point of entry a candidate chooses, Asda has the same goal for
recruitment, to recruit colleagues who share
the same beliefs and
outlook as the company. What makes Asda stand out is its ability
to offer a wide variety
of roles due to its many business formats.
These range from roles in Asdaâ€™s Superstores and Supermark
such as Shift Leaders and Department Managers to logistics roles
within Distribution. In addition, Asda offers
roles within its Asda
Living, George and Home Office including key functions such as
supply chain, marketing
and HR. The Walmart family prov
Asda colleagues with global careers possibilities.
Ellen Rogan began her career as a Checkout Operator and from there
has undertaken roles as Customer
Service Manager, People Manager,
Asda Living Store Manager, Supermarket Store Manager and most
tly into her current General Store Manager. Ellen states:
â€˜For me, moving around very different roles
has really helped in what Iâ€™m doing now
because Iâ€™ve seen the business from
so many angles.â€™
Analyse the pros and cons to Asda of aiming to recruit
% of its leaders internally.
Evaluate the extent to which a commitment to training
is effective in helping
Hierarchical or Alternative)
use for Ellen Rogan
Techniques of Employee Selection & Recruitment
Chapter 6: Internal Recruitment
Muhammet Sait Dinc Muhammet.Dinc@aum.edu.kw
Heneman, Herbert Judge, Timothy A. and Kammeyer- Muller, John (8th Edition â€“ 2014). Staffing
Organizations, McGraw-Hill Irwin. ISBN 13: 978-007- 108647-9.
Organization Strategy HR and Staffing Strategy
Staffing Policies and Programs
Staffing System and Retention Management
Core Staffing Activities
Recruitment: External, internal
Selection: Measurement, external, internal
Employment: Decision making, final match
Goals and Objectives
Staffing Organizations Model
â€¢ Recruitment Planning â€¢ Organizational Issues â€¢ Administrative Issues â€¢ Timing
â€¢ Strategy Development â€¢ Closed, Open, and Hybrid Recruitment â€¢ Recruitment Sources â€¢ Recruitment Metrics
â€¢ Communication Message and Medium â€¢ Communication Message â€¢ Communication Medium
â€¢ Applicant Reactions
Learning Objectives for This Chapter
â€¢ Be able to engage in effective internal recruitment planning activities
â€¢ Apply concepts of closed, open, and hybrid recruitment to the internal recruiting process
â€¢ Recognize which recruitment sources are available for internal candidates
â€¢ Evaluate internal recruiting based on established metrics
â€¢ Be able to evaluate communication messages for internal selection
â€¢ Recognize how applicant reactions influence the effectiveness of a recruiting plan
â€¢ Understand how affirmative action plans are implemented for internal recruiting
Ex. 6.1: Hierarchical Mobility Paths
Exh. 6.2: Alternative Mobility Paths
Examples: Ways to Make Work Meaningful
â€¢ When upward mobility is limited by alternative mobility paths, special steps need to be taken to ensure that work remains meaningful â€¢ Alternative reward systems
â€¢ Team building
â€¢ Alternative employment
Characteristics of a Mobility Path Policy
â€¢ Intent of policy is clearly communicated
â€¢ Policy is consistent with philosophy and values of top management
â€¢ Scope of policy is clearly articulated
â€¢ Employeesâ€™ responsibilities and opportunities for development are clearly defined
â€¢ Supervisorsâ€™ responsibilities for employee development are clearly stated
â€¢ Procedures are clearly described
â€¢ Rules regarding compensation and advancement are included
â€¢ Rules regarding benefits and benefit changes are included
â€¢ Traditional career paths emphasize strict upward mobility within an organization. How does mobility differ in organizations with alternative career paths? List three alternative career paths discussed in this chapter, describing how mobility occurs in each.
Recruitment Planning: Administrative Issues
â€¢ Coordination between internal and external efforts â€¢ Establish internal staffing specialist positions (placement/classification
professionals) to ensure consideration of internal candidates â€¢ Create policies specifying number and types of candidates sought both
internally and externally
â€¢ Recruitment Guide â€¢ Ex. 6.3: Internal Recruitment Guide
Strategy Development: Closed Recruitment
â€¢ Definition â€¢ Employees are not informed of
Strategy Development: Open Recruitment
â€¢ Definition â€¢ Employees are made aware of
â€¢ Job posting and bidding system
Exhibit 6.6 Choosing Among Open, Closed, and Hybrid Internal Recruiting
â€¢ A sound policy regarding promotion is important. List the characteristics necessary for an effective promotion policy
â€¢ Compare and contrast a closed internal recruitment system with an open internal recruitment system
Strategy Development: Recruitment Sources
â€¢ Job posting
â€¢ Intranet and intraplacement
â€¢ Talent management system
â€¢ In-house temporary pools
â€¢ Replacement and succession plans
â€¢ Career development centers
Talent Management System
â€¢ Comprehensive method for monitoring and tracking employee skills and abilities â€¢ Identify the KSAOs required for all jobs
â€¢ The complete set of KSAOs is compiled into a master list.
â€¢ The current workforce will need to be assessed for its competence in this set of KSAOs
â€¢ When positions come open, managers make a query to the talent management system to determine which employees are ready to come into open positions.
â€¢ Often coupled with specific human resources information systems (HRIS) to facilitate tracking KSAOs in the workforce
Career Development Centers
â€¢ Provide employees with opportunities to take interest inventories, assess their personal career goals, and interview with representatives across the organization
â€¢ Can be an effective retention tool for employees who desire a change, but the cost is often very high so ROI should be assessed regularly
Metrics for Evaluating Recruiting Methods
â€¢ Impact on HR Outcomes â€¢ Employee satisfaction
â€¢ Job performance
â€¢ Ex. 6.7 Potential Recruiting Metrics for Different Sources
Searching: Communication Message
â€¢ Realistic â€¢ Different for internal applicants
â€¢ May be needed for unknown or newly created jobs
â€¢ Targeted â€¢ Focus on job rewards matrix
Searching: Communication Medium
â€¢ Job posting
â€¢ Other written documents â€¢ Brochures
â€¢ Potential supervisors and peers
â€¢ Informal systems
â€¢ Minimal research regarding reactions of applicants to internal recruitment process
â€¢ Perceived fairness â€¢ Distributive justice â€“ Perceived fairness of
â€¢ Procedural justice â€“ Perceived fairness of process (policies and procedures)
â€¢ What information should be included in the targeted internal communication message?
Transition to Selection
â€¢ Involves making applicants aware of â€¢ Next steps in hiring process
â€¢ Selection methods used and instructions
â€¢ Expectations and requirements
Legal Issues: Glass Ceiling â€“ Overcoming Barriers
â€¢ Ex. 6.9: Ways to Improve Advancement for Women and Minorities â€¢ Examine the organizational culture
â€¢ Drive change through management commitment
â€¢ Foster inclusion
â€¢ Educate and support women in career development
â€¢ Measure for change
â€¢ Issue 1 â€¢ Letâ€™s say a company called MDN Inc. is considering two employees for the job of senior
manager. An internal candidate, Julie, has been with MDN for 12 years and received very good performance evaluations. The other candidate, Raoul, works for a competitor, and has valuable experience in the product market into which MDN wishes to expand. Do you think MDN has an obligation to hire Julie? Why or why not?
â€¢ Issue 2 â€¢ Do organizations have an ethical obligation to have a succession plan in place? If no, why not?
If so, what is the ethical obligation and to whom is it owed?
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