Recruitment and Selection and Training and Development Strategies of Revolution Bars

Revolution Bars Group Plc
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Table of Contents 1. Introduction. 3 2. Issues to Consider. 3 2.1 Recruitment and Selection (R&S) Strategy. 3 2.1.1 R&S – Definition. 3 2.1.2 Stages in R&S Strategy. 4 2.1.3 Potential Impacts of R&S Strategy. 5 2.1.4 Evaluating R&S Strategy. 6 2.2 Training (Induction) Strategy. 6 3. Conclusion. 10 References. 11 Appendix. 13
Revolution Bars Group Plc
1. Introduction
Revolution Bars (RB) opened in FY1996 in Manchester, United Kingdom (UK). RB offers premium foods and beverages (F&B) to customers, generating sales of GBP141 million in FY2018 (Brown et al., 2019). The report aims to create a robust recruitment and selection (R&S) strategy, followed by a training or induction strategy for employees using different human resource (HR) theories like R&S methods, talent retention, and motivational studies.
2. Issues to Consider
2.1 Recruitment and Selection (R&S) Strategy
2.1.1 R&S – Definition
Recruitment and selection (R&S) are two critical aspects of the HR discipline. The recruitment process involves HR personnel to search a suitable applicant for a vacant position in an organisation. The selection process focuses on shortlisting candidates and hiring the most qualified talent for the organisation. Suitability in the R&S process is based on job fit and culture fit (Hunkenschroer & Luetge, 2022). The R&S process is not restricted to creating vacancies and hiring talent. Theoretically, R&S is a combination of activities that require HR and administrative departments to engage for successful completion. R&S involves job analysis, job designs, background checks, interviews, and related activities (D’Annunzio-Green, y.n.d.). RB must understand that the R&S strategy is a fundamental tool for mitigating talent attrition and stabilising the internal business environment. RB operates on flexible working hours without contractual exchanges with novice talents to meet customer requirements. Hence, the R&S strategy would align employment activities within the organisation, build internal culture, and improve the financial outcomes of the business in the long run.
2.1.2 Stages in R&S Strategy
The R&S process is segregated into systematic stages, allowing organisations to allocate resources and accomplish long-term objectives for talent management. RB would use different methods proposed for each stage of R&S:
* Identifying Vacancy – Vacancy is a sensitive stage in the R&S process. A vacancy occurs once a talent is rotated, promoted or exited the organisation (D’Annunzio-Green, y.n.d.). RB would adopt a transparency matrix method to identify vacancies within the organisation. RB would create a job portal, providing accessibility to departmental heads within the organisation. The departmental heads would raise necessary requisitions for a vacant position while talent is serving a notice period. The approach would allow RB to manage the vacancies progressively while reducing lead time.
* Creating Job Description (JD) – JD is a fundamental stage in R&S strategy. JD articulates the key features an organisation is searching for within a profile. JD illustrates industry experience, professional skills, and academic requirements in a profile required for a vacant position. Organisations use JD to attract the right talent from the job market (Cooke et al., 2022). RB would use the JD method to advertise a vacant position in the job market. RB would communicate the organisational nature, flexible working hours, and other aesthetics to entertain complete disclosure of a vacant position.
* Recruitment Model – This stage is essential for organisations to identify talent availability in the business environment. Organisations could adopt internal or external recruitment models to acquire qualified talents (Ore & Sposato, 2022). RB would use a hybrid recruitment model, searching for talents internally and externally. The company will prioritise internal talents for higher positions to motivate employees, provide a succession planning process, and reduce talent acquisition costs. An internal recruitment model is essential for RB to overcome the organisational talent attrition challenge.
* Staff Selection Process (SSP) – SSP is important for RB to mitigate lead time in screening profiles and reaching final selection. Most organisations adopt interviews as SSPs to exchange dialogues and evaluate potential candidates for vacant positions (Mehrotra & Khanna, 2022). RB would conduct digital interviews with candidates to reduce lead time, record sessions for further reviews, and communicate internally within departments before finalisation.
* Finalising Candidate – RB would finalise candidates based on cultural-fit and job-fit balances. RB requires talents that offer dedication, commitment, and long-term association with the company to overcome the attrition rate (Brown et al., 2019). Besides, the features are equally important to strengthen organisational culture internally for further growth. Hence, candidates with a 60%-40% balance between job-fit and culture-fit would reach finalisation.
2.1.3 Potential Impacts of R&S Strategy
The R&S strategy has a direct impact on the core problem experienced by RB. The case proposed by Brown et al. (2019) highlighted that RB is experiencing talent attrition and cultural deformation in an organisation. The R&S strategy would allow RB to acquire talents with a qualified skillset and professional awareness. Employees will follow a predefined structure in an organisation by undergoing professional contractual terms. Besides, a robust R&S system improves organisational structure, mainly through departmentalisation. Each talent knows departmental roles and the importance of organisational and interpersonal communication (Alam, 2022). The R&S strategy proposed to RB would resolve issues like attrition, unstructured operations, and lack of cultural commitment between employees and employers. The R&S process is essential for RB to improve efficacy and generate more profitability in the upcoming fiscal periods.
2.1.4 Evaluating R&S Strategy
RB would use qualitative and quantitative approaches to evaluate the R&S strategy within the organisation. The qualitative approach would include feedback from the applicants. Applicants would respond to a post-interview online survey. The survey would contain closed-ended questions measured through 5-Point Likert Scale. Ranges on the Likert Scale between ‘1’ to ‘5.’1 will highlight ‘Highly Dissatisfied,’ and five will highlight ‘Highly Satisfied.’ Feedback would allow RB to identify gaps in selection processes, which is essential to identify areas of improvement in interviews, assessments, and other interactive exchanges with the candidates. Secondly, RB will conduct a quantitative evaluation using different metrics. Quantitative metrics are essential to measuring the financial efficacy of the R&S strategy. RB will use quality, speed, and cost metrics of the entire R&S period to measure efficacy.
2.2 Training (Induction) Strategy
Induction training is essential for organisations to introduce employees to the workplace environment, job roles, and culture. Employees would receive the necessary information to expand their awareness of the workplace environment and become functional in job roles. Induction training allows employees to feel support and relatedness to the workplace environment. Induction training is a mandatory stage most organisations adopt to develop a professional relationship. Most organisations structure induction training to build understanding and increase the probability of talent retention in the long run (Kumar, 2021). RB will create an induction-training program for first-line managers to achieve internal objectives and mitigate challenges in managing talents.
The induction training program is segregated into three divisions, namely, the pre-induction process, induction, and post-induction. The pre-induction process is the primary communication between employees and employers after the selection phase. Selected candidates will receive an employment contract. The contract would contain necessary details, such as:
* Company background, operational nature, mission, vision, and long-term objectives,
* ...