Recruitment and Selection:
Recruitment and Selection is a well-worn topic, whish is traded fully in all major texts. There is always a tension between getting the right person for a job and how much resource in terms of time and money is devoted to recruitment.
The main ways in which Jacksons recruit is via Job Centres and Local News papers. This encourages people who live in the local area to apply for the job.
The Selection Process for the management scheme:
Requirements:
- Between the ages of 18 and 24.
- 4 GCSEs
- 2 A Levels
Application:
- Approximately one hundred people apply for four positional available,
- They then look for suitability for the position in Jacksons case Energetic and hard working,
- They then select the definite no’s:
- not complete application forms,
- poor handwriting
- poor literacy
- They then look for the applicants that they like:
- Sociability quality
- Good Motivational qualities
- A Spark!
They then invite the selected applicants to an assessment centre where they undergo a series of tasks. They are first split up into groups of around twelve for around half a day where the do exercises based on:
- Motivation
- Sociability
- Team Work
During this time they look for the Contribution of the applicant or domineering and no contribution, within this they look for a balance between them.
They then have a half an hour paper base study where they have to figure an appropriate solution to a given problem.
From the assessment centre they narrow the candidates down to 2 or 3 which will be interviewed. The interview will be based and assessed on:
- A Balanced approach
- Halo Effect
- Avoiding bias
- Describe personalities
- Numeracy Questions
- Case study during interview (customer service problem)
- Move away from Psychometric tests
- Looking at objectives
An interview report is then compiled. If the applicant is successful then they will be asked back to another interview with Branch managers and other high status employees.
They will then offer 4 to 6 placements within a month to 6 weeks.
Included in the next few pages are examples of the Application Form and the Employment Interview Report.
Training and Development:
Jacksons run a management trainee program which has been running for around twenty years. Jacksons say it has been a strong contributory factor in their continued success, providing their branches with a steady stream of capable Merchant Managers.
The programme consists of two stages. The first lasts for two years, in which time trainees will gain a valuable insight into the running of a busy Builders Merchant. The programme will be agreed at the beginning of the course and is designed to acquaint the trainee with a merchant’s environment, as well as learning and developing valuable personal competencies, such as time-management, assertiveness and communication skills. Knowledge will be developed from grass roots level where the trainee will work in a number of departments, building up an understanding of both the products we sell and customers we deal with.
Progress is assessed regularly, both verbally and by written appraisal. Upon successful completion of the first phase the trainee will move onto the second stage of the programme, where there will be more specific management development lasting up to one year.
In addition to the above, you will also spend time in the following areas:
- Accompanying a Company Representative
- Accompanying a Lorry Driver
- A period in the Accounts Office
As a trainee manager you will also take part in special projects such as trade shows, corporate promotions and careers conventions. You will also spend time working at one other branch. This gives you the opportunity to work with people from around the group.
Motivational Theory:
Training in motivation is important in helping learners develop self-regulatory skills to set their own goals and manage their own learning and performance. Evaluating motivational levels in a learning situation also allows the instructor to determine the clarity of their units' directions, and measure the effectiveness of varying consequences to either success or failure of individual students (Driscoll, 2000). Keller adds curiosity and its measure and promotion are a key to promoting knowledge seeking behaviour (Keller, 1987).
A prevalent model in motivational theory is credited to John M. Keller. The ARCS theory of motivation corresponds to each of the four letters of the acronym (Keller, 1984):
A- Attention
R- Relevance
C- Confidence
S- Satisfaction
Attention
Keller’s Attitude of Inquiry (1987) is a phrase used to describe the attention level desired to promote learning. He recommends varying presentation styles in order to maintain student attention (Keller,1983). Driscoll suggests presenting some materials through varying media, alternating lecture with demonstration, small group discussions, or class debates (2000).
Relevance
Instructors should relate lessons to their learners’ experiences by providing concrete examples and analogies. The more familiar something is, the more likely a student is to see it as relevant to their learning and use (Driscoll, 2000). Keller states that people enjoy learning more about things they already believe in or are more interested in (1987). Elementary teachers who used all four categories of ARCS found that relevance bore the strongest positive relationship to on-task behavior (Newby, 1991).
Confidence
Students gain confidence in their own abilities when experiencing success at challenging tasks (Driscoll, 2000). Students can be shown that seemingly unreachable goals can be attained through a series of organized, manageable sub goals and attainable small steps. Even failure can build confidence if the learner attributes failure to the poor use of strategies inherent to learning (Clifford, 1984).
Satisfaction
Students base satisfaction on the comparison of their achievements on balance with the achievements of those involved with them in the same learning environment (Keller, 1987). Elements increasing satisfaction can be verbal praise, incentives, and awards (Driscoll, 2000).
The above four are the main sections that are obtained under the title ‘Motivational Theory’.
Different Theories:
Many theories have been established within the last one hundred years and it is not possible to consider each one of these. What is important in the study of motivation are the key names that have influenced today’s approach. Four major theories have remained at the forefront of motivational techniques and each one is linked to a different style of management they are:
- Frederick Winslow Taylor
- Douglas McGregor
- Abraham Maslow
- Frederick Herzberg.
Performance management
Performance Management refers to different strategies designed to get the best of a businesses work force. Different techniques are employed which attempt to relate performance with pay, or promotion or training. Such schemes are not always popular with workers.
A method of creating fair individual and team will be used by the Human Resources department and this could be done by the SMART model:
Specific use a clear language to describe exactly what is required
Measurable identify numerical targets and outputs which can be counted and assessed
Agreed agree these with the employee so that they take responsibility for their own output
Realistic set targets that are attainable for each individual, according to their skills and competencies
Time-related state specific dates when targets must be achieved and will be measured
External Labour Market
The external Labour market is important to the running of the Human Resources department of Jacksons. To attract people to the company they need to compete with other companies. This means that Jacksons have to be able to offer the best package for them to attract new workforces. One of the main things that Jacksons offer is the Management training course. This is a very sort after employment opportunity due to incorporating management and other valuable skills fitting for later employment opportunities.
Another aspect of importance to the external labour market to the Human Resources department is the way jobs and such are advertised. This in many cases is what a potential employee is looking at. So the Human Resources department look at other companies methods and take the good points from them to increase efficiency of attracting potential employees.
