A- B-Zee

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Contents

Abstract................................................................. P3

Introduction............................................................ P3

Findings................................................................. P3-P7

Conclusions........................................................... P7

References..............................................................P8

Abstract
A-B-Zee, which specialises on children products, has just been set up as an independent subsidiary of a well established leading UK retailer, Goodwins. The HR Director and the store managers of their two sites (London and northern) were faced with the challenge of recruiting sales assistants. Each store’s human resources target is to recruit 60 part-time sales assistants who met A-B-Zee’s minimum standards. They are to recruit a balanced work force across gender, age and ethnic group and also make sure that the recruitment process is cost effective. Contrasting challenges were experienced in the recruitment and selection process in the two sites. Whilst the London store experienced shortage in the labour market, the northern store experienced the opposite. Different measures were taken to address the various challenges faced by each store.

Introduction
This report evaluates the recent recruitment and selection arrangements for the sales assistants. It focuses on the opportunities and constraints that both the labour markets placed upon the recruitment and selection of sales assistants at A-B-Zee. It also examines the individual and organisational benefits that could be gained by providing non-standard working arrangements for sales assistants at A-B-Zee. The report finally proposes a strategy recommending how A-B-Zee’s next campaign might ensure a greater response from members of the ethnic minority community.

Organisation’s response to the opportunities and constraints placed upon it by both local labour markets in the recruitment and selection process The general constraint in the recruitment process was that A-B-Zee was new to the each labour market and thus had no reputation to call upon in its search for quality employees. Also the rate of pay being offered still follows that of the parent company. In London, the full-page display advertisement on the newspaper was a good opportunity to get across to potential applicants because the advertisement were imaginative and attracted attention. However, the recruitment team were faced with the constraint of the accessibility to these advertisements to enough potential employees who fully met A-B-Zee’s criteria and sustenance of the candidate’s interest in the vacancy. Also, they were faced with time constraint, as the length of the ensuing recruitment process may not meet the store opening date. The Recruitment team responded, first, by trying to speed up the recruitment process. They introduced the ‘phone-in and walk-in’ facility to the advertisement. The phone-in enabled A-B-Zee to arrange immediate interviews for those evaluated as suitable from the evidence of the telephone interview. They also responded by simplifying the application form to make its completion more convenient. The ‘walk-in’ initiative involved one to one meeting with interested candidates. They were able to successfully use the ‘walk-in’ to increase the number of applicants and also to influence those that are suitable to join the company. In instances where parents wanted to cancel due to not having arrangement for someone to look after the children, A-B-Zee invited them to bring along the children. This seemed to be a good opportunity to attract potential employees with parental experience. The organisation also responded by making application forms and letters of offer readily available, thus increasing the speed of the company’s response. This particularly met the company’s needs with regards to speed. One other constraint which the recruitment team discovered was that the...
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