human resource
i want you to read the the case study very well and to answer ONLY from the case study and chapter 6. there 3 questions.
Summer 2020
HRM410: Techniques of Employee Selection & Recruitment
Weekly Assignment (Turnitin) – 3 – (Sunday – 13/09/2020 23:59 PM)
Coverage: Chapter 6
Name University ID No.
Refer to Chapter 6, read the Case Study and answer the questions.
Case Study ASDAs Effective recruitment
Asda is the UKs 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 Asda Money 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 Asdas 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 Asdas beliefs.
Asdas comprehensive HR strategies engage colleagues and support the organisational culture. This includes
Asdas Best Welcome induction programme, Star programme to recognise excellent customer service, as
well as Asda Academys framework for training and development and its Colleague Steps 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:
the industrys first 3-year BA Honours degree in retail and distribution
George retail foundation degree
an accredited apprenticeship scheme (3000 apprenticeships in 2012).
Asdas 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.
Asdas commitment to its colleagues has resulted in the companys labour turnover decreasing in recent
years.
As one of the UKs largest employers Asda offers a wide scope of opportunities. From students seeking work
experience to apprenticeship and graduate training in a variety of areas. Living Asdas colleague pledges
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 Asdas Superstores and Supermarkets,
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 provides 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
recently into her current General Store Manager. Ellen states: For me, moving around very different roles
service, people and trading has really helped in what Im doing now because Ive seen the business from
so many angles.
1. Analyse the pros and cons to Asda of aiming to recruit 70% of its leaders internally. Discuss your
answer. (35%)
2. Evaluate the extent to which a commitment to training and development is effective in helping
Asdas colleague retention. (35%)
3. Which mobility path (Hierarchical or Alternative) did ASDA use for Ellen Rogan? Justify your
answer. (30%) Techniques of Employee Selection &
Recruitment
Chapter 6: Internal Recruitment
Muhammet Sait Dinc
[emailprotected]
Textbook:
Heneman, Herbert Judge, Timothy A. and Kammeyer-
Muller, John (8th Edition 2014). Staffing
Organizations, McGraw-Hill Irwin. ISBN 13: 978-007-
108647-9.
mailto:[emailprotected]
Organization Strategy HR and Staffing Strategy
Staffing Policies and Programs
Staffing System and Retention Management
Support Activities
Legal compliance
Planning
Job analysis
Core Staffing Activities
Recruitment: External, internal
Selection:
Measurement, external, internal
Employment:
Decision making, final match
Organization
Mission
Goals and Objectives
Staffing Organizations Model
6-3
Chapter Outline
Recruitment Planning
Organizational Issues
Administrative Issues
Timing
Strategy Development
Closed, Open, and Hybrid Recruitment
Recruitment Sources
Recruitment Metrics
Communication Message and Medium
Communication Message
Communication Medium
Applicant Reactions
6-5
Learning Objectives for This Chapter
Be able to engage in effective internal recruitment planning activities
Apply concepts of closed, open, and hybrid recruitment to the internal recruiting
process
Recognize which recruitment sources are available for internal candidates
Evaluate internal recruiting based on established metrics
Be able to evaluate communication messages for internal selection
Recognize how applicant reactions influence the effectiveness of a recruiting plan
Understand how affirmative action plans are implemented for internal recruiting
6-6
Ex. 6.1: Hierarchical Mobility Paths
6-7
Exh. 6.2: Alternative Mobility Paths
6-8
Examples: Ways to Make Work Meaningful
When upward mobility is limited by alternative mobility paths, special
steps need to be taken to ensure that work remains meaningful
Alternative reward systems
Team building
Counseling
Alternative employment
6-9
Characteristics of a Mobility Path Policy
Intent of policy is clearly communicated
Policy is consistent with philosophy and values of top management
Scope of policy is clearly articulated
Employees responsibilities and opportunities for development are clearly
defined
Supervisors responsibilities for employee development are clearly stated
Procedures are clearly described
Rules regarding compensation and advancement are included
Rules regarding benefits and benefit changes are included
6-10
Discussion question
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.
6-11
Recruitment Planning: Administrative Issues
Requisitions
Coordination between internal and external efforts
Establish internal staffing specialist positions (placement/classification
professionals) to ensure consideration of internal candidates
Create policies specifying number and types of candidates sought both
internally and externally
Budget
Recruitment Guide
Ex. 6.3: Internal Recruitment Guide
6-12
Strategy Development: Closed Recruitment
Definition
Employees are not informed of
job vacancies
Advantages
Disadvantages
6-13
Strategy Development: Open Recruitment
Definition
Employees are made aware of
job vacancies
Job posting and bidding system
Advantages
Disadvantages
6-14
Exhibit 6.6 Choosing Among Open, Closed, and
Hybrid Internal Recruiting
6-15
Discussion questions
A sound policy regarding promotion is important. List the
characteristics necessary for an effective promotion policy
Compare and contrast a closed internal recruitment system with an
open internal recruitment system
6-16
Strategy Development:
Recruitment Sources
Job posting
Intranet and intraplacement
Talent management system
Nominations
In-house temporary pools
Replacement and succession plans
Career development centers
6-17
Talent Management System
Comprehensive method for monitoring and tracking employee skills and abilities
Identify the KSAOs required for all jobs
The complete set of KSAOs is compiled into a master list.
The current workforce will need to be assessed for its competence in this set of KSAOs
When positions come open, managers make a query to the talent management system to
determine which employees are ready to come into open positions.
Often coupled with specific human resources information systems (HRIS) to
facilitate tracking KSAOs in the workforce
6-18
Career Development Centers
Provide employees with opportunities to take interest inventories,
assess their personal career goals, and interview with representatives
across the organization
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
6-19
Metrics for Evaluating Recruiting Methods
Quantity
Quality
Cost
Impact on HR Outcomes
Employee satisfaction
Job performance
Diversity
Retention
Ex. 6.7 Potential Recruiting Metrics for Different Sources
6-20
Searching: Communication Message
Realistic
Different for internal applicants
May be needed for unknown or newly created jobs
Targeted
Focus on job rewards matrix
6-21
Searching: Communication Medium
Job posting
Other written documents
Brochures
Videocassettes
Diskettes
Potential supervisors and peers
Informal systems
6-22
Applicant Reactions
Minimal research regarding reactions of applicants to internal
recruitment process
Perceived fairness
Distributive justice – Perceived fairness of
actual decision
Procedural justice – Perceived fairness
of process (policies and procedures)
Discussion Question
What information should be included in the targeted internal
communication message?
6-23
6-24
Transition to Selection
Involves making applicants aware of
Next steps in hiring process
Selection methods used and instructions
Expectations and requirements
6-25
Legal Issues: Glass Ceiling –
Overcoming Barriers
Ex. 6.9: Ways to Improve Advancement for Women and Minorities
Examine the organizational culture
Drive change through management commitment
Foster inclusion
Educate and support women in career development
Measure for change
6-26
Ethical Issues
Issue 1
Lets 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?
Issue 2
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?
Thank you
