MG411 Introduction To People Management Assignment Sample

Introduction - Recruitment and Onboarding Strategies in Retail Management

Post-pandemic problems have resulted in a new era of business practices and management techniques in the retail industry. The Hambledon, a classic independent department store situated in Winchester UK's historic city is the focal point of this portfolio. Known for its unique and well-chosen products that cover everything from clothing to home goods. The Hambledon is a shining example of small-business success in the retail industry. It employs a workforce of about 250 people. The purpose of this paper is to explore the particulars of hiring and onboarding procedures in this boutique setting emphasising the essential managerial competencies required to succeed in the post-pandemic retail landscape.

Recruitment in the organisation

Concept of recruitment

The process of attracting, screening, choosing, and integrating new hires into an organization's workforce is known as recruitment (Villeda and McCamey, 2019). It's an essential part of human resource management (HRM) and is crucial to developing a capable team and guaranteeing a company's success. The goal of recruitment in the retail industry, particularly for small, speciality companies like The Hambledon, is to locate candidates who share the company's values, culture, and operating requirements (Bide, 2021).

Research on a company's reputation prior to applying for a job indicates that 75% of candidates are aware of the importance of having a great employer brand. Because it can minimise turnover by 28% and hiring costs by half, this brand strength is very important (Walid Abdullah Al-Suraihi et al., 2021). Moreover, a majority of job seekers 79% consider a company's mission statement to be crucial when making an application decision, suggesting that they are drawn to work environments that share their beliefs. It can be stated that there is a gender perspective as well; before applying, 39% of women and 33% of men consider the company's brand to be extremely significant (Madgavkar et al., 2020). These figures highlight how important it is for companies, even smaller ones like The Hambledon, to invest in creating a powerful, morally-driven employer brand in order to draw in and keep top talent.

The need for recruitment

The current job market developments have a significant impact on Hambledon's recruitment landscape (Fransham et al., 2023). It is noteworthy that 62% of employers and 86% of recruiters agree that candidates drive the majority of the job market nowadays (Black and van Esch, 2020). This change emphasises how crucial it is for The Hambledon to reach out to prospective employees in a proactive manner and develop value propositions that are appealing in order to draw in top talent. Furthermore, the widespread utilisation of social media for hiring, as seen by 84% of businesses using these channels, presents The Hambledon with an adequate opportunity to capitalise on (Linkedin, 2023). In addition to broadening the applicant pool, social media gives the business the chance to highlight its own culture and principles, which appeal to the best applicants.

Furthermore, it is necessary to promote the makeup of the labour force. Reaching out to those who are not actively looking for work is a challenge for The Hambledon, as 70% of the global workforce consists of passive talent and only 30% actively seeks employment (Forsyth, 2023). Instead of depending only on traditional job advertisements, this scenario calls for a more sophisticated approach to recruitment, where passive candidates are engaged through social media, networking, and headhunting.

Types of recruitment

A diverse recruitment strategy is crucial for The Hambledon, a boutique business operating in a niche industry (Ang et al., 2020). Starting with internal hiring can be a smart idea since it gives current staff members room to develop and allows them to use their networks to recommend people who will likely fit in well with the company's culture. Adopting digital technologies at the same time as possible is essential, as evidenced by the fact that 84% of businesses currently hire through social media and online job portals (One?iu, 2020). This strategy not only increases the pool of available talent but also appeals to the 70% of workers worldwide who are passive and may not actively search for job openings (Souto-Otero and Brown, 2022). Local advertising in Winchester also has the power to draw in candidates who are committed to the neighbourhood, creating a solid local network that is crucial for small retail enterprises.

Attending industry events and networking with others is a great way to meet and interact with prospective employees that possess the kind of interests or qualifications that The Hambledon is looking for. Partnerships with academic institutions may open doors to new talent and are especially helpful when bringing in fresh viewpoints and ideas for the company (Berbegal-Mirabent, Gil-Doménech and Ribeiro-Soriano, 2019). Headhunting and recruitment agencies, while maybe more expensive, might be useful in locating passive applicants and particular skill sets for highly specialised positions. Offering internships and temporary positions can also be a smart strategic move, as it builds a talent pool for future requirements and enables the business and potential employees to determine a candidate's fit before committing to a permanent position (Indeed Editorial Team, 2023). Hambledon can ensure its continuous success and growth in the retail industry by implementing this broad recruitment strategy, which not only helps it meet its current staffing demands but also creates a strong talent pipeline.

Advantages and disadvantages of the business recruitment process

The recruitment process at The Hambledon, a specialised store in the UK has been offering a combination of obstacles and opportunities (Goode, 2019). Furthermore, the company's targeted recruitment strategy gives access to a varied talent pool, which is essential for identifying people with special talents and a passion for their particular retail industry. Employing diverse channels for hiring, particularly social media, increases their outreach and functions as a means of promoting their brand, drawing in applicants who share their distinct values (Kaliuzhna, 2023). Crucially, this procedure enables The Hambledon to give top priority to cultural fit, guaranteeing that new hires share the company's values and improve team chemistry and customer satisfaction—an essential function in a small, customer-focused enterprise.

Get Extra 10% OFF on your WhatsApp order!

use my discount

However, The Hambledon also has certain difficulties with the hiring procedure. Since it's a tiny organisation, the hiring procedure can be labour-intensive and time-consuming in order to locate the best applicants. This is made worse by the possibility of hiring bad people, which can hurt a small team more severely. Furthermore, The Hambledon may have a smaller candidate pool due to its limited reach in comparison to larger businesses (Torkanovskiy, 2019). Another problem is striking a balance between the cost of hiring and the quality of new workers, particularly when vying for top talent against larger organisations with more extensive resources (Weiss, 2018). Lastly, hiring specialised staff may take longer than expected, which could have an impact on business operations as the position is crucial. All things considered, Hambledon's ability to successfully handle these benefits and drawbacks is essential to maintaining a recruiting strategy that advances its corporate objectives and upholds its distinct position in the retail industry.

Onboarding in the organisation

The onboarding procedure at Hambledon's Company is carefully developed to allow new hires to fit right in with the workflow and organisational culture. In addition, an extensive orientation session that introduces the company's values, mission, and structure kicks off the process (De Luca et al., 2020). Furthermore, an orientation package containing necessary paperwork, an employee handbook, and information about their roles is given to new hires. Hence, this stage makes sure that staff members comprehend the core values and standards of Hambledon. Furthermore, Hambledon's Company goes above and beyond the traditional onboarding procedure by adding cutting-edge components. This includes digital onboarding tools that reduce paperwork burdens for both HR and new hires and streamline administrative tasks to improve the orientation process (Linkedin, 2023b). Hambledon hopes to establish a cutting-edge, contemporary workplace through the use of technology in onboarding in the recruitment process in the working environment (Krugie?ka et al., 2023).

The onboarding process at Hambledon's is a comprehensive experience designed to make sure that new hires not only comprehend their roles and responsibilities but also have a true sense of belonging to the company. In the ever-changing context of Hambledon's Company, the company's commitment to a thorough onboarding process is a reflection of its commitment to long-term success, employee growth, and satisfaction. A planned onboarding schedule is used by Hambledon's Company to guarantee a seamless transition (Turnbull, 2021). Significant dates like departmental responsibilities, team member introductions, and crucial organisational procedures are delineated in this timeline. A thoroughly encouraged package is given to new hires that include important paperwork an extensive company handbook and details on policies and benefits. This proactive approach not only helps new hires get adjusted but also shows that the company is committed to openness and clarity from the beginning. In addition, the “3C Model—Compliance, Clarification, and Culture” is used to make sure that newly hired employees understand their roles and become acquainted with the subtleties of the company's culture in addition to adhering to organisational policies (Elmlearning, 2023).

Talent management

Hambledon's onboarding procedure is a crucial part of personnel management that has a big impact on new hire retention and long-term engagement. Hambledon must use this knowledge in its human management plan since a good onboarding process can boost new hire retention by 82% (Gunn, 2022). This strategy aims to integrate staff members into the company's culture and ethos from the outset, going beyond simply acclimating them to their jobs.

The Hambledon, like many other businesses of whom 58% acknowledge that during onboarding, they focused mostly on paperwork and processes needed to reevaluate their strategy. Within the context of talent management, onboarding needs to involve full integration; this means that in addition to standard orientations, new recruits should also be connected to the team and the company's values and strategic goals. This is particularly important in a retail setting that prioritises the needs of the customer, as customer experiences are directly impacted by employee alignment with business values (Keiningham et al., 2021).

Furthermore, The Hambledon needs to make sure that new workers have easy access to the tools and technology they need, as 47% of businesses report difficulties with onboarding because of infrastructure access problems (Sciencedirect, 2021). This is not only about being logistically ready; it's also about showcasing the organization's effectiveness and readiness, which may have a big impact on a new hire's motivation and perception. In order to successfully integrate onboarding into its people management system, Hambledon ought to take a more comprehensive and engaging approach (Ameen et al., 2021). This could entail mentorship programmes that connect up new hires with seasoned staff members, as well as interesting training sessions that cover topics outside work skills and include the company's background, customer service philosophies, and growth objectives.

Key skills and knowledge of employees

Key managerial abilities are necessary for staff members at The Hambledon to successfully negotiate the particular difficulties of a small, independent retail setting (Forsyth, 2023b). Flexibility and adaptability are essential for enabling staff members to react to the changing retail environment, especially in the wake of a pandemic. Customer happiness and loyalty are directly influenced by effective communication and outstanding customer service skills (Almohaimmeed, 2019). The significance of digital literacy is on the rise, particularly in light of the expanding focus on digital marketing and online retail. In a smaller team context, cooperation and teamwork are essential for creating a positive and productive work atmosphere. For dealing with day-to-day issues, analytical and creative thinking abilities as well as problem-solving skills are crucial (Al Aina and Atan, 2020). In order to guarantee efficiency and achieve company objectives, time management and organising abilities are essential.

Conclusion

In conclusion, Hambledon's success in the cutthroat retail industry depends critically on the hiring, onboarding, and development of critical managerial talents. A strong employer brand is attractive, but the company's recruitment strategy must strike a balance to draw in both active and passive candidates in the candidate-driven market. A comprehensive hiring approach that includes local advertising, digital outreach, and individualised networking is essential for reaching a varied talent pool that complements the company's distinct culture and values.

Recommendations

Robust Talent Management Strategy

The implementation of a robust talent management system that prioritises the identification, cultivation, and retention of exceptional individuals is vital (Hongal and Kinange, 2020). The aforementioned components encompass routine training initiatives, prospects for career advancement, and a well-defined trajectory for professional growth within the organisation.

Emphasis on Gender Balance

Make a concerted effort to actively pursue gender balance at all hierarchical levels inside the organisation (Kalpazidou Schmidt and Cacace, 2018). This may encompass strategic recruitment initiatives, fostering an inclusive organisational culture, and promoting equitable opportunities for career progression and professional growth across all genders.

Effective Onboarding Process

Enhance the onboarding procedure to foster more engagement and comprehensiveness (P Patel, 2023). In addition to administrative duties, it is imperative to incorporate mentorship initiatives, interactive training sessions, and periodic evaluations to facilitate the effortless integration of new employees into the organisational culture.

References

• Al Aina, R. and Atan, T. (2020). The Impact of Implementing Talent Management Practices on Sustainable Organizational Performance. Sustainability, [online] 12(20), p.8372. doi:https://doi.org/10.3390/su12208372.
• Almohaimmeed, B. (2019). Pillars of customer retention: an empirical study on the influence of customer satisfaction, customer loyalty, customer profitability on customer retention. Serbian Journal of Management, 14(2). doi:https://doi.org/10.5937/sjm14-15517.
• Ameen, C., Gary Paul Baker, Benkert, H., Vo, C., Webley, R., Liddiard, R., Outram, A.K. and Creighton, O. (2021). Interdisciplinary Approaches to the Medieval Warhorse. Cheiron, 1(1), pp.100–119. doi:https://doi.org/10.22618/tp.cheiron.20211.1.233005.
• Ang, I., Arora, V., Chambers, S., Cmielewski, C., Cornell, C., Hilder, C., James, P., Magee, L., Nectoux, S., Rowe, D., Stevenson, D. and Van Den Nouwelant, R. (2020). Planning Cultural Infrastructure for the City of Parramatta: A Research Report. researchdirect.westernsydney.edu.au. [online] doi:https://doi.org/10.26183/rscg-q587.
• Berbegal-Mirabent, J., Gil-Doménech, D. and Ribeiro-Soriano, D.E. (2019). Fostering university-industry collaborations through university teaching. Knowledge Management Research & Practice, pp.1–13. doi:https://doi.org/10.1080/14778238.2019.1638738.
• Bide, B. (2021). Class and creativity in fashion education: A comparison of the pedagogies of making and design at British technical schools and art and design schools, 1870s?1950s. International Journal of Fashion Studies, 8(2), pp.175–194. doi:https://doi.org/10.1386/infs_00049_1.
• Black, J.S. and van Esch, P. (2020). AI-enabled recruiting: What is it and how should a manager use it? Business Horizons, [online] 63(2), pp.215–226. Available at: https://www.sciencedirect.com/science/article/pii/S0007681319301612.
• De Luca, F., Cardoni, A., Phan, H.-T.-P. and Kiseleva, E. (2020). Does Structural Capital Affect SDGs Risk-Related Disclosure Quality? An Empirical Investigation of Italian Large Listed Companies. Sustainability, 12(5), p.1776. doi:https://doi.org/10.3390/su12051776.
• Elmlearning (2023). Employee Onboarding Training. [online] ELM Learning. Available at: https://elmlearning.com/hub/leadership-culture/employee-onboarding/ [Accessed 23 Nov. 2023].
• Forsyth, H. (2023a). Virtue Capitalists: The Rise and Fall of the Professional Class in the Anglophone World, 1870–2008. [online] Google Books. Cambridge University Press. Available at: https://books.google.com/books?hl=en&lr=&id=qjvVEAAAQBAJ&oi=fnd&pg=PR8&dq=+The+Hambledon [Accessed 23 Nov. 2023].
• Forsyth, H. (2023b). Virtue Capitalists: The Rise and Fall of the Professional Class in the Anglophone World, 1870–2008. [online] Google Books. Cambridge University Press. Available at: https://books.google.com/books?hl=en&lr=&id=qjvVEAAAQBAJ&oi=fnd&pg=PR8&dq=Key+managerial+abilities+are+necessary+for+staff+members+at+The+Hambledon+to+successfully+negotiate+the+particular+difficulties+of+a+small [Accessed 23 Nov. 2023].
• Fransham, M., Herbertson, M., Pop, M., Bandeira Morais, M. and Lee, N. (2023). Level best? The levelling up agenda and UK regional inequality. Regional Studies, pp.1–14. doi:https://doi.org/10.1080/00343404.2022.2159356.
• Goode, D.G. (2019). BOY WORK. FROM EDUCATION TO EMPLOYMENT IN ENGLAND AND WALES, 1901-1930. [online] pearl.plymouth.ac.uk. Available at: https://pearl.plymouth.ac.uk/handle/10026.1/15162 [Accessed 23 Nov. 2023].
• Gunn, C.N. (2022). Organisational governance: a praxiography of three cricket clubs in Lancashire. [online] clok.uclan.ac.uk. Available at: https://clok.uclan.ac.uk/45011/ [Accessed 23 Nov. 2023].
• Hongal, P. and Kinange, U. (2020). A Study on Talent Management and its Impact on Organization Performance - An Empirical Review. [online] International Journal of Engineering and Management Research. Available at: https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3559991.
• Indeed Editorial Team (2023). What Is the Purpose of an Internship? (Plus Tips). [online] Indeed Career Guide. Available at: https://www.indeed.com/career-advice/finding-a-job/purpose-of-internship.
• Kaliuzhna, S.R. (2023). Strategic management of marketing communications in a higher education institution (case study of Oleg Balatskyi Department of Management). essuir.sumdu.edu.ua. [online] Available at: https://essuir.sumdu.edu.ua/handle/123456789/91767 [Accessed 23 Nov. 2023].
• Kalpazidou Schmidt, E. and Cacace, M. (2018). Setting up a dynamic framework to activate gender equality structural transformation in research organizations. Science and Public Policy. doi:https://doi.org/10.1093/scipol/scy059.
• Keiningham, T., Aksoy, L., Bruce, H.L., Cadet, F., Clennell, N., Hodgkinson, I.R. and Kearney, T. (2021). Customer experience driven business model innovation. Journal of Business Research, 116, pp.431–440.
• Krugie?ka, A., Bartkowiak, G., Knap-Stefaniuk, A., Sowa-Behtane, E. and Dachowski, R. (2023). Onboarding in Polish Enterprises in the Perspective of HR Specialists. International Journal of Environmental Research and Public Health, 20(2), p.1512. doi:https://doi.org/10.3390/ijerph20021512.
• Linkedin (2023a). Advantages Of Social Media Recruiting And Its Best Practices. [online] www.linkedin.com. Available at: https://linkedin.com/pulse/advantages-social-media-recruiting-its-best-practices-elabram-group?trk=organization_guest_main-feed-card_feed-article-content [Accessed 23 Nov. 2023].
• Linkedin (2023b). RPA in Employee Onboarding: First Step towards Human Resources Automation. [online] www.linkedin.com. Available at: https://www.linkedin.com/pulse/rpa-employee-onboarding-first-step-towards-human-resources [Accessed 23 Nov. 2023].
• Madgavkar, A., White, O., Krishnan, M., Mahajan, D. and Azcue, X. (2020). COVID-19 and gender equality: Countering the regressive effects. [online] Available at: https://cieg.unam.mx/covid-genero/pdf/reflexiones/academia/39covid19-gender-equality.pdf.
• One?iu, D.D. (2020). The impact of social media adoption by companies. Digital transformation. Studia Universitatis Vasile Goldi?, Arad - Seria ?tiin?e Economice, [online] 30(2), pp.83–96. Available at: https://www.ceeol.com/search/article-detail?id=859171.
• P Patel (2023). Login. [online] instancesanshodhan.sscldl.in. Available at: https://instancesanshodhan.sscldl.in/index.php/Jidnyasa/article/view/173075.
• Sciencedirect (2021). Onboarding during COVID-19: Create Structure, Connect People, and Continue Adapting. Organizational Dynamics, [online] p.100828. doi:https://doi.org/10.1016/j.orgdyn.2021.100828.
• Souto-Otero, M. and Brown, P. (2022). The Rise of the Digital Labour Market: Characteristics and Implications for the Study of Education, Opportunity and Work. [online] Available at: https://digitalfuturesofwork.com/wp-content/uploads/2022/08/WP06-The-rise-of-the-digital-labour-market.pdf.
• Torkanovskiy, E.P. (2019). Is Crisis the Only Way to Put Innovators in Charge in Hierarchical Firm? Open Science Journal, [online] 4(1). doi:https://doi.org/10.23954/osj.v4i1.2059.
• Turnbull, T. (2021). Energy, history, and the humanities: against a new determinism. History and Technology, 37(2), pp.247–292. doi:https://doi.org/10.1080/07341512.2021.1891394.
• Villeda, M. and McCamey, R. (2019). Use of Social Networking Sites for Recruiting and Selecting in the Hiring Process. International Business Research, [online] 12(3), p.66. doi:https://doi.org/10.5539/ibr.v12n3p66.
• Walid Abdullah Al-Suraihi, Siti Aida Samikon, l-Hussain Abdullah Al-Suraihi and Ibrahim, I. (2021). Employee Turnover Causes, Importance and Retention Strategies. Usim.edu.my, [online] 6(3). doi:https://doi.org/2507-1076.
• Weiss, A.E. (2018). Introduction. Springer eBooks, pp.1–48. doi:https://doi.org/10.1007/978-3-319-99876-3_1.