Techniques Of Employee Selection And Recruitment Chapter 6

Techniques Of Employee Selection Recruitment chapter 6 Internal Rec

Analyze the pros and cons to Asda of aiming to recruit 70% of its leaders internally. Discuss your answer.

Evaluate the extent to which a commitment to training and development is effective in helping Asda’s colleague retention.

Which mobility path (Hierarchical or Alternative) did ASDA use for Ellen Rogan? Justify your answer.

Paper For Above instruction

Understanding employee mobility and internal recruitment strategies is crucial for organizations aiming to optimize talent management and foster a motivated, engaged workforce. The case of Asda, one of the United Kingdom’s largest retailers, exemplifies effective internal recruitment practices combined with a strong emphasis on training and development. This paper examines the advantages and disadvantages of aiming to recruit 70% of leadership internally, assesses the effectiveness of comprehensive training and development programs on employee retention, and analyzes Ellen Rogan's mobility path within Asda, identifying whether it aligns with hierarchical or alternative mobility pathways.

Pros and Cons of Internal Recruitment for Leadership at Asda

Recruitment from within offers several strategic benefits for Asda. Primarily, promoting internal candidates such as Ellen Rogan aligns with fostering organizational loyalty and reducing turnover costs. Internal recruitment enhances employee motivation by providing clear career pathways, which can translate into higher engagement levels. Additionally, internal candidates are already familiar with company culture, policies, and operational procedures, thus reducing onboarding time and potential mismatch risks (Klerk et al., 2014). Such familiarity can lead to quicker performance ramp-up, which is crucial in the highly competitive retail sector where agility translates into competitive advantage.

Moreover, aiming to fill 70% of leadership roles internally aligns with Asda’s emphasis on employee development initiatives like the 'Colleague Steps' program and in-house training academies. These initiatives create a pipeline of qualified leaders, ensuring that the company's core values and customer service standards are maintained (Brewster et al., 2016). It also demonstrates to employees that the organization values internal growth, thereby attracting ambitious candidates eager for advancement.

However, this strategy also presents drawbacks. Over-reliance on internal promotion can potentially lead to a stagnation of fresh ideas if the internal talent pool is limited or overly homogenous (Kim et al., 2018). When the internal pool lacks diversity or is constrained in skill sets, promoting solely from within may inadvertently hinder innovation and adaptation to changing market demands. Furthermore, internal promotion can breed competition and rivalry, possibly creating a tense work environment if not managed carefully (Mousa & Mitchell, 2020).

Additionally, prioritizing internal recruitment may limit the influx of new talent and external perspectives that could be vital for expanding into new markets or adopting innovative retail practices. The risk is that internal candidates are often selected based on familiarity rather than the most suitable skillset for specific roles, underscoring the importance of balancing internal and external hiring strategies (Fitz-enz, 2010).

The Impact of Training and Development on Employee Retention at Asda

Asda’s extensive investment in training and development initiatives significantly contributes to employee retention. Programs like the 'Asda Academy,' offering qualifications such as retail foundation degrees and apprenticeships, serve multiple functions: enhancing employees’ skills, increasing their career mobility opportunities, and demonstrating organizational commitment to growth. Empirical studies suggest that employees who perceive organizational support for their development are more likely to report higher job satisfaction and organizational commitment, resulting in decreased turnover (Ng & Burke, 2010).

Moreover, structured career development pathways, including internal promotions and training schemes, reinforce a sense of purpose and loyalty among employees. Asda’s approach of promoting over 80% of leadership roles internally exemplifies this philosophy, coupling it with incentives like milestone recognition events and awards. Such practices foster a culture of continuous learning and achievement, which is vital in retaining talented individuals, especially in high-turnover industries like retail (Huselid, 1995).

However, the effectiveness of training programs is contingent on their relevance, accessibility, and alignment with both employee aspirations and organizational goals. If training is perceived as insufficient or disconnected from actual career opportunities, it may fail to retain employees or even lead to dissatisfaction. Additionally, high costs associated with extensive training programs necessitate continuous evaluation to ensure ROI, especially in high-turnover environments where the immediate benefit may be less apparent (Bryan & Noe, 2017).

In the case of Asda, the combination of training, career advancement opportunities, recognition programs, and organizational culture has created an environment conducive to retention. Nevertheless, continuous enhancement of these initiatives is required to adapt to workforce changes and ensure sustained employee engagement (Tannenbaum et al., 2012).

Mobility Path Analysis: Ellen Rogan’s Career Trajectory

Analyzing Ellen Rogan’s career within Asda reveals an example of upward mobility through various roles spanning service, management, and store leadership. Her progression reflects a development pathway that is predominantly hierarchical—advancing through successive levels within the organizational structure, gaining new responsibilities and skills at each stage (Arthur & Rousseau, 1996). Ellen's movement from Checkout Operator to Store Manager demonstrates how comprehensive training, mentorship, and internal promotion policies facilitate internal mobility along a hierarchical path.

This trajectory emphasizes formal progression, where each role represents an incremental step upward, aligned with organizational hierarchies and competency development frameworks (Baruch & May, 2004). The company's emphasis on internal promotion, supported by structured development programs like the 'Star programme' and 'Colleague Steps,' underscores a systematic approach to hierarchical mobility, reinforcing the legitimacy and clarity of career paths within Asda.

While Ellen's career exemplifies hierarchical mobility, there are elements of alternative mobility—such as lateral moves across departments or roles in different formats (e.g., from store management to logistics or corporate functions). However, her overall trajectory remains rooted in upward advancement within the corporate hierarchy, making her case primarily representative of hierarchical mobility.

In conclusion, Ellen Rogan’s progression aligns with a hierarchical mobility path, supported by Asda’s structured development initiatives. Such pathways are essential for fostering talent retention and leadership development, especially in retail organizations where structured career ladders can motivate employees and sustain organizational growth.

Conclusion

Asda’s strategic focus on internal recruitment for leadership roles offers significant advantages, including fostering organizational loyalty, ensuring cultural alignment, and reducing onboarding costs. However, it also risks stagnation and limited diversity if not balanced with external hiring. Its comprehensive training and development programs have proven effective in enhancing employee retention by increasing job satisfaction, providing clear career pathways, and cultivating a supportive organizational culture. The career progression of Ellen Rogan exemplifies a hierarchical mobility path, facilitated by robust internal development policies. Overall, a balanced approach combining internal promotion, targeted training, and external talent acquisition, supported by clear mobility pathways, is vital for sustainable organizational success in competitive retail markets.

References

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