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You are to develop and justify an appropriate strategic recruitment and selection process/plan for a specific position (we provide you with the position and relevant information about the position and the hiring organisation).  Through your report you should, therefore, demonstrate that you can:

  • Identify and describe the theoretical concepts and processes of strategic recruitment and selection;
  • Interpret and analyse research in a critical manner; and
  • Justify your rationale for applying the theoretical concepts and processes of HRM practice. 

As the HR Manager for OzStyle4U , you have been asked to generate a report document, which will support the effective and equitable employment of a suitable staff person in the role of Store Manager - Hobart. In particular, you are required to develop a strategic recruitment and selection plan to guide OzStyle4U.

The Queensland company – OZStyle4U – requires an effective recruitment and selection process for the employment of its first Store Manager in its Tasmanian ‘flagship’ store scheduled to open in Hobart in 12 weeks’ time. This is a full-time, ongoing position with career development opportunities. External recruitment is necessary, as no internal candidates have been found suitable or available for the position; and it is desirable to have the new manager commence within 9 weeks if possible. The aim is to allow the new appointee to receive a full induction into the organisation, and to participate in the recruitment of new store staff. The position description is below.

While OzStyle4U has a succession management plan in place, there are no internal candidates suitable for the position and therefore external recruitment is necessary. OzStyle4U’s recruitment is undertaken in-house by the HR Manager; therefore, external recruitment agencies are not used.  

  1. Identify OzStyle4U’s business strategy from the background and other information provided about Once you have identified the business strategy, the next step is to identify the staffing implications associated with such a strategy. Don’t forget to justify and explain your choices.
  2. Considering the nine elements of the staffing strategy, identifyand explain/justify the primary choices that OzStyle4U should be making in relation to their recruitment and selection strategy. Note: that more than one choice can be made for each element e.g. the type of workforce might be core and flexible.
  3. Develop a position (job) requirements matrix. There is an example of a job requirements matrix in the textbook, p.123.
  1. Propose an ‘employment value proposition’ that OzStyle4U would be willing and able to offer to attract an adequate number of high quality applicants. This should be generally consistent with what you consider is the organization’s business, HR/Staffing strategy and brand as an ‘Employer of Choice’, as well as specifically reflect the results of a job rewards analysis for the position. There is an example of a job rewards matrix on page 129 of the textbook, please note that the job rewards matrix has some slight differences to the ‘employment value proposition’ table you are required to do, but the job rewards matrix in the textbook is still a good guide that can be used when developing the EVP table
  2. Develop recruitment communication/advertisement plan of approximately 150 words. The plan should include the key elements of information the company will communicate to prospective applicants. These words can be encased within a table, and so will not count towards the overall word limit.
  3. Develop a sourcing effectiveness analysis. The proposed plan must include an appropriate sourcing approach and range of recruitment methods to attract potential candidates. There are useful tables to help with developing a sourcing effectiveness analysis on page 179-180 of your textbook.
  1. Outline and justify an assessment plan based on a position (job) requirements analysis of the key accountabilities and person specification for the position. The plan must include the selection criteria (characteristics) of the position, a number of assessment methods (predictors), and the sequence and weighting for each assessment method. There is an example of an assessment plan for an accountant on p.289 of your textbook.
  2. It is a requirement that one of your assessment methods be a panel interview. As part of this requirement, you also need to develop at least two structured interview questions, indicate the selection criteria/characteristic that each question will address, and develop a suggested answer and rating for each question.
  3. Evaluating and choosing candidates – see the section on choosing candidates (p.325-329). What you need to do is make a decision on whether you will use the multiple hurdles approach, the compensatory approach, or a combination of the two. In this section, you need to justify why you have chosen the particular method.
Pre-Recruitment

Strategic recruitment and selection is a very crucial action for every organization. It involves the hiring of the qualified and appropriate candidates and retaining them in an organization. If the recruitment process follows a strategic framework, the performance of the company would improve. OZStyle4U, a renowned chain of designer fashion, with more than 10 retail stores with over 150 permanent and part time employees, will expand its retail business with 12 more retail stores across the country by 2018. One of the locations of new stores is Hobart and there is an opening for store manager for this location. Hence, the company has published an advertisement with the job responsibilities, objectives, duties and selection criteria for this position.

The purpose of this report is to create a strategic plan for recruit and selection of appropriate candidate for the position of store manager. The report will focus on the objectives of the company and how it can be maintained during the recruitment process. It is important to keep in mind that the store managers must be able to remain committed to the objectives of the organization, that is, maintaining the status of ‘Employer of Choice’ and provide high quality fashion and excellent customer service. This report will formulate plans on how these objectives can be fulfilled. The structure of the report would consist of Pre-recruitment, recruitment and selection strategies followed by recommendation for the company. The pre-recruitment strategy consists of business strategy, HR strategy or talent philosophy, and job requirement matrix. Recruitment strategy will focus on Employment Value Proposition (EVP), recruitment communication and analysis of sourcing effectiveness. The selection process will consist of assessment plan, panel interview questions; and evaluation and choice of candidates. The conclusion section will draw a conclusion along with some recommendations.

Business strategy consists of the design, formulation, implementation, and evaluation of all types of decisions taken to run a business efficiently and achieve the long term goals of the company. The business objective of OZStyle4U is to provide high quality fashion apparel at a reasonable cost along with providing the best customer service. The basic essences of the strategies are cost leadership, differentiation in terms of quality, growth of the company and specialization (Scholes 2015). OZStyle4U has achieved cost leadership as it provides quality at the best price in the market. It follows quality differentiation to stay ahead from the rivals.

Staffing implication refers to allocation of suitable staff for a specific task. The staffing has to be appropriate and just, so that, there is no disguised unemployment or misallocation of many unskilled labor for one task (Driedonks, Gevers and van Weele 2014). It focuses on matching of job responsibilities and qualifications required with the qualities of the employees. To fulfill the business strategies, it is essential that the appropriate candidates should be placed for appropriate jobs, based on the qualifications (Phillips and Gully 2014). Then only employees can perform efficiently. The following table shows the priority of qualification for staffing implications for different business strategies.

Business Strategy

Business Strategy

Priority
(P = primary;
S = secondary;
NA = not applicable)

General staffing implications

Cost Leadership

P

Efficiency focus, adaptable, trainable, willing to follow standardised procedures 

Differentiation (Quality)

S

Growth

P

Specialization

P

Cost Leadership

S

Top research talent, entrepreneurial mind-set, creativity, high tolerance for ambiguity, interested and motivated by learning of discovery  

Differentiation (Quality)

S

Growth

P

Specialization

P

Cost Leadership

P

Fit with company culture, future oriented, flexible, willing to take controlled risks  

Differentiation (Quality)

S

Growth

P

Specialization

S

Cost Leadership

S

Adaptable, learning oriented, networking skills, customer relations skills, emotional resilience, fit with company culture

Differentiation (Quality)

P

Growth

P

Specialization

P

                                              Table 1: Business strategy and staffing implication for OZStyle4U

                                                                            (Source: Author)

This refers to the rationale behind the staffing. According to Gully, Phillips and Kim (2014), 9 elements of staffing strategies are HR Perspective, Staffing emphasis, Type of workforce, Position focus, Labor market, Skill acquisition, Talent management, Skills Focus, and Staffing decisions. All these elements focus onto the primary objective of the company, i.e. growth, along with maintaining a healthy working environment and good relationship with the employees (Ivanov, Tsipoulanidis and Schönberger 2017). As per the following table, the approaches adopted by the company are the suitable ones.

Strategy element

General approach by Organisation

Particular approach for this position

HR perspective

Investment

Costs

Investment

Staffing emphasis

Proactive

Reactive

Reactive

Type of workforce

Core

Flexible

Flexible

Position focus

Critical

General

Critical

Labour market

Internal

External

External

Skill acquisition

Train

Select

Train

Talent management

Replace

Retain

Retain

Skills focus

Person-Job fit & KSAOs

Person-organisation fit & Competencies

Person-Job fit

Staffing decisions

HR Manager

(Centralised)

Hiring Manager (Devolved)

HR Manager

                                                             Table 2: HR/Staffing Strategy/Talent Philosophy

                                                                                   (Source: Author)

Job requirement matrix includes the job and person specifications. The job specification includes the description of duty, and the tasks under it, importance of that duty and how much time should be spent on that. This mainly focuses on the specific nature of the job and its importance. The person specification addresses the requirements that need to be satisfied by the appropriate candidate. It gives a score to the competencies required to perform the tasks (Phillips and Gully 2014).

Job specification

Person specification

Duty

Tasks

Importance of duty

(%)

Time spent on duty (%)

KSAO/Competency

Importance of KSAO/Competency to performance

(1 = Low, 10 = High;

E = essential, D = Desirable)

Managing the store

1. Supervision of financial activities as per the standards

2. Monitoring and managing sales performance and analysis of sales

3. Budget analysis and comparison with actual performance

4. Maintenance of information system of the company

30

20

1. Knowledge on financial management, accounting, POS

2. Knowledge on marketing strategies

3. Knowledge of operation management

4. Time management

5. Ability to learn quickly

6. Ability to handle pressure

8.5E

7.5D

8

8D

8.5E

8

Customer Service

1. Gather customer feedback and generate monthly report

2. Development of strategies to meet customer needs

20

30

1. Communication skills

2. Patience

3. Listening skills

4. Empathy

8

8.5E

7.5

7.5

Management of human resource

1. Manage staffing

2. supervise employee performance, job knowledge

3. arrangement for training for skill development

4. Maintaining legislative requirements

20

25

1. Leadership skills in retail environment

2. negotiation skills

3. motivational skills

4. ability to delegate

5. Prioritization skills

8.5E

7

7.5D

8D

8.5D

Supervision of safety plans

1. Maintaining the safety measures as per the standards

20

20

1. knowledge on safety regulations

2. ability to implement measures

8

8.5

Ad hoc duties

As per instructions

10

5

1. obedience

8

                                                   Table 3: Job requirement matrix for Store Manager – Hobart

                                                                               (Source: Author)

EVP refers to the set of benefits, which is unique and is received against skills, experience and capabilities of the employees. It defines the uniqueness of the company and its purpose (Payne and Frow 2014). As per the market standard, OZStyle4U provides good benefits to its employees. That is reflected from the job satisfaction of the employees and employee turn over rate, which is less as compared to the rivals. The company contributes in the form of compensation, benefits, rewards and recognition, culture, and professional development (Shields et al. 2015). OZStyle4U will provide AU $51,200 per annum to the manager as compensation, which follows the standard market rate. It will also provide a one-time bonus of AU $1500 if the sales performance exceeds expectation; and during the monthly meet, it will reward the managers, who would outshine the others through a reward certificate of Store Manager of the Month. The compulsory medical benefits of up to AU $2500 would be provided by the company per year to the manager.

Human Resource Strategy, Staffing Strategy and the Talent Philosophy

Item

Focus

(Job-related/

Organisation-related/

Person-related)

Type (Intrinsic/

Extrinsic)

Organisation contribution

Employee contribution

To which applicants might it appeal

Compensation

Store manager

Extrinsic

AU $ 51,200

Skills of customer service, and improvement in sales

Experienced, freshers

Bonus

Store Manager

Intrinsic

AU $1500

More than expected sales performances

Experienced, freshers

Rewards

Store Manager

Intrinsic

Certificate

Consistent performance

Experienced

Medical benefits

Store Manager

Intrinsic

AU $2500 (Max)

-

Experienced, freshers

                                                     Table 4: Employee Value Proposition for Store Manager - Hobart

                                                                                         (Source: Author)

The advertisement for the position of store manager was developed based on the requirements of the particular store in the new location. The authority has identified the needs for the new store and also identified the qualities required for the position. Initially the job requirements were designed, following the other stores. However, the emphasis on enthusiasm and willingness to perform better was in focus, as the store is new and more effort is required to make it successful (Pantouvakis and Karakasnaki 2017). The advertisement was published on print media, i.e. newspapers, magazines, on social media, digital media, television, and radio.

Position title: Store Manager – Hobart

Status: Full time

Supervisory responsibility: Managing the entire staff of the store

Position objective: Meeting all the targets of budget and sales, managing the operational systems, meeting the compliance standards

Duties/Tasks: Managing the financial operations of the stores, supervising budgets, customer service, HR management, safety management

Qualifications required: Three years of experience in retail management, leadership skills, ability to meet customer demands, knowledge on finance and accounts, POS techniques, knowledge on equal employment opportunities, marketing strategies in retail industries, and on health and safety laws.

EVP: AU $50,000 – $60,000

Table 5: Recruitment communication for Store Manager – Hobart

(Source: Author)

Sourcing refers to the procurement of candidates for a job position in the company. It is an important function of the HRD for recruitment and selection. Sourcing entails the task of searching for desired candidates from a pool of potential workers. Sourcing effectiveness represents successful and efficient sourcing. Sourcing effectiveness analysis says that the souring decisions are different for different organizations (O'Meara and Petzall 2013). For effective sourcing, the type of job, type of applicants, speed of procurement, cost per hire, and expected quality of the applicant are considered. For the position of store manager, the HRD of OZStyle4U will likely to source from various job search portals, resume databases, outsourcing, newspaper ads, career sites, employee referrals etc.

Source

(list in order of importance)

Type of applicant

(Active/Passive/

Semi-passive)

Average speed

Fast/Medium/Slow

Cost per hire

(High/Medium/Low)

Expected applicant quality

(High/Medium/Low)

Employee referrals

All

Fast

Depends on rewards

High

In house recruiters

All

Fast

Medium

High

Written applications

Active

Medium

Medium

All

Resume databases

Active

Fast

Low

All

Career sites

Active

Medium

Low

High

Online job portals

Active

Medium

Low

High

Recruitment agencies

Passive

Medium

Medium

Medium

                                           Table 6: Source effectiveness analysis for Store Manager – Hobart

                                                                                         (Source: Author)

Assessment plan explains the assessment methods to be used for evaluating the skills of the potential candidates, who apply for the position. It includes the sequence of the assessments taking place and the relative weightage. The scores are combined together for each characteristics required for the job position (Phillips and Gully 2014). However, the training process after hiring a person is not included in the plan. For this position, OZStyle4U would screen the resumes first, with a relative weightage of 20-25% for finance and accounts knowledge and customer focus. It will then arrange a situational test, where candidates have to manage one existing store for an hour. All the selection characteristics will be judged with more weightage. Finally, a panel interview would take place. Based on the combined score, a candidate will be selected.

Recruitment Strategy

Characteristic

(Selection Criteria)

Importance of characteristic to job performance

(1 = Essential;

≥2 = Desirable)

Select (S)

Train (T)

Resume screening

Store management test

Panel Interview

x(y)#

Focus on customer

1

S

1(.20)

2(.40)

3(.40)

Finance knowledge

1

S

1(.20)

2(.40)

3(.40)

Accounting skills

1

S

1(.25)

2(.35)

3(.40)

Leadership skills

1

S

1(.50)

2(.50)

Delegating skills

2

S

1(.40)

2(.60)

Knowledge of computers and software

2

T

1(.30)

2(.70)

Knowledge of POS

3

T

1(.30)

2(.70)

Attention to detail

3

S

1(.40)

2(.60)

                                                                            Table 7: Assessment Plan

                                                                                     (Source: Author)

The interview questions will be set to assess the characteristics of the potential employees, their qualifications and stamina to work in the position of store manager (Sharhan and Yazdanifard 2014). Being a store manager of a fashion chain like OZStyle4U is no easy task. Hence, it is important to evaluate the candidates eligibility to get the job. The questions are both behavioral and situational type. The answers will be ranked on a scale of 1 to 10, 10 being good.

Interview question

Question type (Behavioural/

Situational)

Selection criteria

Answer

(Include three model answers for each question as examples of three types: Good; Satisfactory and Poor)

Answer scoring

(Good = 10;

Satisfactory = 5

Poor = 1)

What will you do convince a doubtful customer to buy a product?

Behavioural

Communication skills, negotiation skills

1. I will not force him to buy and will let him take his own decision.

2. I would talk to the customer and try to know more about his dilemma. Then I would suggest him the best option and try to convince him about our services on return and exchange.

3. I will delegate one of the experienced staff to look after the customer.

1. 1

2. 10

3. 5

How can you bring the young customers to the store?

Situational

Marketing skills and knowledge on latest technology

1. I would put the ads for the new store in social networking sites and near the colleges and universities. I would also give some opening discount offers for teens.

2. I would keep more products for the youth and give special offers.

3. I would use the social media, digital media for advertisements

1. 10

2. 1

3. 5

How will you resolve a conflict between the employees?

Situational

Leadership skills, patience, empathy

1. I will talk to the employees personally and would try to understand the real problem. Then would try solve accordingly.

2. I will call a meeting with all the staff and discuss the issue with all.

3. I will conduct an one to one session with the employees and listen to their views and take actions rationally.

1. 5

2. 1

3. 10

How will you manage the store during the occasions, such as Christmas, when the customer rush is high?

Situational

Ability to handle pressure, attention to detail

1. I will increase the store hours for a week and hire more part time staffs.

2. I will hire more casual staffs

3.  I will increase my duty hours, will appoint a deputy manager who would manage the store during my off times and also hire more casual and part time workers during the peak season.

1. 5

2. 1

3. 10

                                                                     Table 8: Panel Interview Questions

                                                                                   (Source: Author)

After the recruitment process is done, then comes the selection process. Based on the selection criteria, the candidates are evaluated according to their performance during the recruitment process. Their scores of the store management test and interview round will be examined and compared. The candidates with higher scores will get a higher rank in the list for chosen candidates. Their aptitude, behavior, knowledge, commitment towards the job and presence of mind will be assessed through the process and according to their scores, the right candidate will be chosen for the position (Sandall et al. 2014).

Conclusion

In the end, it can be concluded that, choosing a right candidate for a renowned company, like OZStyle4U is a crucial task. The HRD of the company must be efficient so that, the task of hiring a manager becomes flawless. They must formulate the interview questions effectively to bring out the desired skills of the applicants during the screening process. The compensation and benefits should be attractive as per the industry standard. Moreover, they should provide a supportive environment so that the candidates do not get intimidated. Thus, it can be said that, a store manager would be hired for Hobart location after he goes through three stages of recruitment, i.e. Pre-recruitment strategies, Recruitment strategies, and selection process.

References

Cable, D.M. ed., 2013. The Oxford handbook of recruitment. Oxford University Press.

Driedonks, B.A., Gevers, J.M. and van Weele, A.J., 2014. Success factors for sourcing teams: How to foster sourcing team effectiveness. European Management Journal, 32(2), pp.288-304.

Gully, S.M., Phillips, J.M. and Kim, M.S., 2014. Strategic Recruitment: A Multilevel (pp. 161-183). The Oxford Handbook of Recruitment.

Ivanov, D., Tsipoulanidis, A. and Schönberger, J., 2017. Sourcing Strategy. In Global Supply Chain and Operations Management (pp. 97-119). Springer International Publishing.

O'Meara, B. and Petzall, S., 2013. Handbook of Strategic Recruitment and Selection: A Systems Approach. Emerald Group Publishing.

Pantouvakis, A. and Karakasnaki, M., 2017. Role of the human talent in total quality management–performance relationship: an investigation in the transport sector. Total Quality Management & Business Excellence, pp.1-15.

Payne, A. and Frow, P., 2014. Deconstructing the value proposition of an innovation exemplar. European Journal of Marketing, 48(1/2), pp.237-270.

Phillips, J. and Gully, S., 2014. Strategic Staffing. 3rd ed. Pearson Higher Ed USA.

Sandall, J., Murrells, T., Dodwell, M., Gibson, R., Bewley, S., Coxon, K., Bick, D., Cookson, G., Warwick, C. and Hamilton-Fairley, D., 2014. The efficient use of the maternity workforce and the implications for safety and quality in maternity care: a population-based, cross-sectional study.

Scholes, M.S., 2015. Taxes and business strategy. Prentice Hall.

Sharhan, N.A. and Yazdanifard, R., 2014. Implying an International Strategic Recruitment and Its Impact on Local Workers. American Journal of Industrial and Business Management, 4(3), p.134.

Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean, P., Johns, R., O'Leary, P., Robinson, J. and Plimmer, G., 2015. Managing Employee Performance & Reward: Concepts, Practices, Strategies. Cambridge University Press.

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