Manage Recruitment selection and induction process Essay Example

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Tesco is one of the biggest employers in UK’s private sector. The company has over 360,000 workforces worldwide operating its affiliates in 12 countries. It has an organizational structure that has six levels of work, the various levels require particular qualifications as well as skills within the company. The first work level involves the frontlines who work direct with the clients. They deal with filling shelves, and require making inputs in an accurate manner. The second work level involves team leadership in relation to customers. This level needs ability for resource management, target setting, managing and motivating people. The third work level involves operation and running of units, where management skills are required, including those of planning, setting of targets and also reporting. The fourth level entails support to operation units and also recommendation on strategic change. This level requires good business knowledge, information analysis skills, decision making skills and ability to guide and lead others. The fifth level is responsible for the whole company performance, where abilities regarding leading and directing people, in addition to ability for major decision making, all play an integral part. The final level, the sixth level, involves creating purpose, values as well as goals for the company. This level is responsible for the performance of the organization and needs excellent retailing overview, vision-building ability and leadership.

Selection entails choosing the appropriate people for the task from the various applications, while maintaining employment regulations. In first screening, the company carefully considers applications to match the specifications with the required task. Induction entails introducing the chosen candidates to the organization. This might be step by step introduction to departments in the organization so that they can know the organization’s methods of operation, values and even goals, as the case in Tesco (Armstrong, 2006).

In determining the staff needs of the company, various managers in various departments are to be involved, as they are directly linked to the departments, which make upon the whole company. The managers are able to locate the staffing needs in their various departments hence they are an effective channel through which this information can be reached. Such managers may be from sales and marketing department, production department, department of supplies, department of communication, department of accounting and public relations department.

It is quite desirable for a company to operate with the right workforce number. It is also always important for a company to have extra employee or employees to assist during busy operations. This, as such, indicates the thin line existing between employing enough workforce for the task and incurring extra costs through over-staffing. Therefore, in determining the staffing needs, it is essential for any organization to use a desirable rational method. An effective method, as used to determine the staffing needs of the company, involves a series of steps.

First step involves calculation of productivity rates. By doing the calculations on the productivity measures that are specific to employees, it was easier to quantify the work load done by a specific employee hour numbers. The second step involves reviewing the workload that is upcoming in the business, both in the short term, medium term, and long term basis. This information, in combination with the earlier calculated productivity rates, allows for the effective calculation of the staffing needs. Calculation of employees sufficient in accomplishing various given workloads, the third step, is essential in planning for the staffing needs, especially in the production department. In the service department, calculations of employees sufficient in serving customers throughout the business hours has to be done, while also putting considerations for occasional extra staffing based on the business experience. The final step involves considerations on updating and revising the staffing schedules on weekly basis.the regular revisions, encompassing incorporation of new information related to availability, workloads and employee schedules, is also done to ensure staffing inconveniencies don’t occur (Bradt & Vonnegut, 2009).

Since job description is an essential matter that defines competency in various departments and overall organizational productivity, it should be as accurate as possible. This accuracy, as was done, can be attained by combining inputs from various employees as well as managers. As was done, development of job description clearly defining the basic functions entailed in each job is essential prior to job advertisement or even interviewing the applicants to guide the whole process successfully. This description should be clear, avoiding irrelevant words, using non-technical language and concise. It should also have words with single meanings while also having interpretations for those with multiple interpretations. Among the relevant considerations to be included are job title, job department, summary of the job functions, duties and responsibilities, the repercussions of failure, quantity as well as quality of the expected work, result accountability and working conditions (Legge, 2004).

Qualifications on the job description should also be detailed as the required essentials needed may range from specific knowledge, previous training, skills, training to aptitude. A consideration on the ability of the requirements to be obtained in various ways is also essential. For instance knowledge may be through education, experience or even training.

Consistency is also essential here and as such should be ensured. Internal consistency, as widely known, is crucial in the development of the overall job description bank. This is essential in supporting and developing other remaining documents as well as standards in the organization. Consistent language, for instance preferred words of action, is crucial in creating a general cohesiveness. Internal consistency is also vital in comparing the contents in various jobs hence assist in justifying the decisions on employee salaries.

Person specification

Person specification basically refers to the ideal candidate’s profile and lists all criteria essential in executing the duty. This has several benefits including being a guide for designing the job advertisements as well as application forms, and identifying qualities relevant for the job (Golding, 2010).

Person specifications, as applied here, should include the knowledge, the skills and the aptitude needed by the candidate. The criteria should be in line with the job expectations hence enhancing job performance by the candidate. Incase a prior experience is required, then discrimination should be avoided at all costs and alternatives be used where applicable. Required qualifications, which can also be attained through training, are fundamentals in excellent job performance and should be primary among the consideration.

Another basic consideration that should be ensured includes the assessment of the personal characteristics in relation to job requirement. Appropriate essential criteria (attributes necessary for the job) and desirable criteria (attributes that are not necessary but enhance work performance) should also be used. Finally recruitment should be based on competency, as this indicates the potential future of the candidate. Competencies should have the basis on transferable skills as opposed to direct experience in relation to performance of particular tasks (Storey, 2007).

The company basically needs various people, especially in the store-based jobs and the non-store ones. In the stores, the company requires the checkout staff, the stock handlers, the supervisors, and many specialists like bakers. The distribution depots also require labour force that is skilled in managing stocks as well as logistics. The head office, which serves as the infrastructure for running the company effectively, also is in need of employees to coordinate human resources, marketing, legal services, accounting and property management, so as to achieve the business objectives.

The company is currently able to utilize the available human resources to enable it achieve the goals, these include the people working in the stores, head office as well as other departments. These people can be trained to take up other roles that are new, however shortage will be created from the departments that the employees are from. As such, in order to employee adequate personnel, the company has to advertise for the vacant positions and fill them with the appropriate candidates.

In order to meet the shortage existing in the labour demand and the labour supply, some specific areas need to be intensified. Policies as well as various initiatives alleviating shortage should be supported. Programs that attract employees to the organization should also be adopted. A good relationship between the employer and the employees is also crucial. The company has to ensure that it understands the value of motivation and as such motivate the existing staff so that they can experience career growth within the company. In addition, the company should also consider talents and properly plan for them as this will encourage and enable the employees to work hard and be at the top positions in the company (Browning, 2004).

Through annual schemes of appraisal, the company can enable various employees to apply for the bigger positions. The workforce should also be able to identify the roles where they want to grow their career in the company. Where the skills expected have to be attained outside the organization, the company has to advertise for the posts to receive applications from various potential candidates and employees. In ensuring this, the company is able to fully attain its objectives while the employees in essence will also obtain their personal as well as career objectives.

A training program table

Program code

program status


Creation date

Business unit

Owning department ID

Short title


Revision date

Min/max students


The costs involved in managing human staff is quite high, especially costs of training and hiring. A particular emphasis is on the cost of attracting the needed applicants, which might involve advertisements on television, radio magazines and gazettes. This is quite expensive but sometimes relevant in enabling the right candidates learn about existing vacancies.

A flexible as well as structured approach to both training as well as development is essential. The training for the staff should be both on-the-job training and off-the-job training. The training should be in line with the individual needs of employees and the people to be included would be the managers, the employees to be trained, the training team and also other subordinate members who should also be part of the training.

The induction process, although immensely valuable, when not done in an adequate, efficient and effective way, is time costly and unproductive. For a successful induction to be experienced, everybody benefiting from and contributing to the induction should be included, explain the process of performance management, and further learning, career aspirations and development needs should also be considered by line managers (Paauwe, 2009).

The employees should not be overloaded with information. The employees should also be motivated to undertake their individual tasks. The induction process feedback should also be obtained from the employees. Induction software is also essential in saving time for the top leadership as employees complete the induction online.

Confidential surveys given out to the staff concerning their opinion of the process of induction as well as their improvement preferences in various areas will imply that the staff’s opinion is important hence making them appreciate the sharing. This also aids in determining what is working or what is not working. Interviews are also essential in obtaining feedback.

Appendix 1

Manage Recruitment selection and induction process


Armstrong, M., 2006, A Handbook of Human Resource Management Practice, London, Kogan Page.

Bradt, G., & Vonnegut, M., 2009, Onboarding — How to Get Your New Employees Up to Speed in Half the Time, New York, John Wiley & Sons.

Browning, G., 2004, “Newkid on the block”, People Management Magazine.

Golding, N., 2010, «Strategic Human Resource Management” Human Resource Management: A Contemporary Approach, New York, Prentice Hall.

Legge, K., 2004, Human Resource Management: Rhetorics and Realities, Palgrave Macmillan: Basingstoke.

Storey, J., 2007, Human Resource Management: A Critical Text, Thompson, New York.

Paauwe, J., 2009, ‘HRM and Performance: Achievement, Methodological Issues and Prospects’ Journal of Management Studies, 46 (1).