Report: Managing Recruitment, Selection, and Induction at ASDA Stores

This report provides a comprehensive analysis of ASDA's recruitment, selection, and induction processes. It begins with an overview of ASDA's strategic and operational plans, including its commitment to being a 'Trusted Employer' and the relevant legislation. The report examines ASDA's policies and procedures, including its e-recruitment process, colleague roles, and training programs ('Step In, Step On, Step Up'). It also discusses the importance of supporting documentation and the role of senior management. The second part of the report delves into job analysis, job descriptions, and requirements, including a new job description and example advertisements for an Assistant Store Manager. It also covers training sessions for managers involved in the recruitment process, the use of information technology, and sample letters for successful and unsuccessful candidates. Finally, the report includes an employment contract and an induction checklist. The report highlights the importance of effective recruitment, selection, and induction processes for ASDA's success.

Managing recruitment selection and induction processes at ASDA
Name:
Course:

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Table of Contents
First: Analysis of strategic and operational plans and policies..............................................................2
Part1........................................................................................................................................................2
1. About ASDA and its strategic and operational plans…………………….....................................2
2. Legislation and the regulations relevant to ASDA policies and procedures………………… 2
3. Policies and procedures of ASDA that ensure staffing requirements are met and comply with the
strategic management policy……………………………………………………………………..3
4. Supporting documentation needed to create new policies for the regional stores around
Australia………………………………………………………………………………………….4
5. Developed recruitment, selection and induction policies and procedures and supporting
forms………………………………………………………………..…………………………….5
6. Ways of assisting ASDA formal recruitment, selection and induction policies across all the
stores…………………………………………………………..………………………………….6
7. The importance of senior management and store managers support for the new policies.............6
Part 2.......................................................................................................................................................6
Q1. Job analysis, description and requirements...................................................................................6
Q2. New job description for an Assistant store manager at ASDA......................................................7
Q3. The two new advertisements.........................................................................................................8
Q4. Training session for the managers involved in the recruitment process........................................8
Q5. Outsourcing..................................................................................................................................9
Q6. The use of information technology (IT)........................................................................................9
Q. 7 Two letters for successful and unsuccessful assistant manager for ASDA regional store............9
Q8. The contract of employment for the assistant manager of the ASDA regional store...................10
Second: Staff induction for ASDA store................................................................................................10
1. ASDA induction checklist and performance monitoring………………………………..............10
2. Report on work allocation, performance assessment and follow up……....................................11
Appendix (1) Employment contract.......................................................................................................13
Appendix (2): Induction Checklist and training plan prior to your employee starting work............16
References................................................................................................................................................18

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First: Analysis of strategic and operational plans and policies
Part1
1. About ASDA and its strategic and operational plans
Associated Dairies and Farm Group (ASDA) was founded in 1949, it is considered the second
largest FMCG retail in UK that also provides financial services. The success of its business
enabled it to become a subsidiary of Walmart in 1999, which added to its expertise. ASDA
employs more than 175 thousands across the UK, it seeks to become a "Trusted Employer"
through providing training and engaging its employees. The working team cooperates with the
effective leadership to help the company achieve its mission (ASDA 2018).
ASDA’s philosophy adopts the concept of happy employees that allow the customers enjoy their
shopping experience. It creates a safe and family environment for its employees that
demonstrates respect and trust. ASDA culture of trust is the core of its strategic and operational
plans. Trust represents that ASDA always does the right thing to its stakeholders, through
providing excellent service to its customers, respect to individuals, strive for excellence and
acting with integrity. ASDA customer pledge outlines what customers should expect from
dealing with it. ASDA colleague pledges demonstrate what it is committed to provide for its
workforce that includes fairness, equal opportunity, respect and pride of working at ASDA
(ASDA 2018).
2. Legislation and the regulations relevant to ASDA policies and procedures.
The Australian employment laws and legislations are very important to organize the relationship
between the employer and the employees that consider the legal minimums that should be
included in the employees' contract. According to Australia Government (2018), the laws that
can affect the recruitment, selection and induction are as follows:
 Workplace Gender Equality Act 2012 (Cwth)
 Competition and Consumer Act 2010
 State and territory WHS health and safety legislation.
 Fair Work Act 2009

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 Disability Discrimination Act 1992
 Privacy Act 1988
 Safety, Rehabilitation and Compensation Act 1988
 Sex Discrimination Act 1984
 Freedom of Information Act 1982
 Racial Discrimination Act 1975
3. Policies and procedures of ASDA that ensure staffing requirements are met and comply
with the strategic management policy
ASDA’s employs a comprehensive HR strategy of colleagues' engagement and support to the
organisational culture that provide many opportunities for career development. They include,
‘Best Welcome’ induction programme, ‘Star programme’ of excellent customer service, ASDA
Academy’s framework for training and development and its career progression of ‘Colleague
Steps’. ASDA career development programmes, include the industry’s first 3-year BA Honours
degree in retail and distribution, George retail foundation degree and accredited apprenticeship
scheme. Its strategies are discussed according to ASDA (2018) as follows:
 ASDA recruitment strategy: depends on publishing vacancies on its website. It aims to attract the
best talents that best fits the job requirements, it also offers competitive salaries. The e-recruitment
policy enhan;ced the speed and efficiency of recruitment.
 Colleagues' roles: ASDA offers many roles due to its large business requirements.

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 Selection: Applicants register through the e-recruitment process, where the HR team selects the
shortlist candidates for an assessment or interview. The job description and the personal
qualifications should be matched together to help managers in selecting the best match for the
available position. The assessment centre is called ‘ASDA Reality’ or ‘ASDA Magic’ allows the
candidates to express their strengths to be aligned with ASDA culture. The last step in the
recruitment process is to provide the appropriate training designated to the required role. Training is
based on ‘Colleague Steps’ process that involves three key stages – ‘Step In, Step On, Step Up’.
 Training and development: ''Step In" is an induction program that lasts for 4 weeks that involves
an accreditation to allow the college to move to "Step On" stage after 6 months of work. This step
includes coaching, retail apprenticeship and more services. The "Step Up" involves career
progression, where colleagues take the chance to create knowledge of excellent customer service
delivery across different roles.
4. Supporting documentation needed to create new policies for the regional stores around
Australia:
Table (1): The recruitment, selection and induction policy, procedures and results
Policy Procedures Result
Recruitment Conduct workforce
planning
Increased number of
acquired talents
Selection Using the technological
tools of selection
Best fit colleagues are
placed
Induction Deliver training colleagues
according to their roles
Skills development
Table (2): Documents control to ensure the colleagues use the most recent version of the
document
Draft V 0.1 The 1ST version of the draft
Draft V 0.2 2nd version of the draft that includes necessary
changes
Final V 0.3 3rd approved version of the document

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5. Developed recruitment, selection and induction policies and procedures and supporting
forms
Table (3): The recruitment, selection and induction policy and procedures for ASDA
Strategic objective Targets Expected result
Become a Trusted
Employer
Inclusion strategy Colleagues engagement
Maintaining trust Creating trust among
colleagues and with the
stakeholders
Happy colleagues who
provide the best customer
service
Colleagues training Retaining the highly
qualified talents and
allowing them to progress
Skills development and
work progression
Table (4): Forms and documents
Forms and documents Purpose
Application form
Applicants have full job information, awareness of
legislation, having a consistent data file for the
applicants
Reference check Applicant description and evaluation
Selection panel schedule Questions and answers, test results, review of
candidate information
Screening template Key selection criteria, comments, questions and
score.
Recruitment training
requirements
Updating records relative to job specifications,
short list of candidates, informing candidates,
storing application forms, using appropriate
software

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6. Ways of assisting ASDA formal recruitment, selection and induction policies across all
the stores
ASDA analysis of strategic planning, policies and objectives reveal that it has gaps in its
employees' competency and workforce planning. These shortfalls should be eliminated to ensure
achieving the organizational strategic objectives according to Aspire Training & Consulting
(2018), as follows:
 Recruitment policies: They should define the procedures of recruitment of colleagues. It
could depend on internal recruitment through the progression policies or it could be external
recruitment that aims to attract new experiences to the company. ASDA has benefited from
being a subsidiary of Wallmart by attracting new talents with global experience.
 Selection procedures: They describe the actions to be taken according to the selection
policy. They should specify rules and responsibilities of using external agency, the selection
panel role, defining the shortlisted candidates, ways of communicating them, testing process,
referees contacting, contract development and informing the selected candidates.
 Induction policies and procedures: The induction type should match the organization size
and the assigned roles to be effective. Being a large organization, ASDA should conduct a
structured, formal and intensive program that lasts for a week to ensure full preparation of
new candidates.
7. The importance of senior management and store managers support for the new policies
Selecting the right candidates is important for the organization well performance, cost reduction
and complying with laws. The senior managers should consider these three factors to be able to
achieve the organizational goals of becoming a trusted employer in ASDA (Kumar & Gupta
2014).
Part 2
Q1. Job analysis, description and requirements
Job analysis is the systematic process conducted by the human resource managers to determine
the skills, knowledge and duties needed for performing a specific role in an organization. While
job description is usually developed from the information gathered in the job analysis. It

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provides a summary of the findings of the job analysis and reveals the most important elements
of it. It is considered the blueprint of the job that identifies, summarizes, describes tasks and
duties of the job. It should include five elements of the job title, activities, working conditions,
procedures and the physical environment. It allows candidates to have the full information before
applying for the job. Job analysis is used by the recruiters to determine job requirements by
defining the skills, knowledge and abilities of the required candidates needed to perform the job.
Job requirements are very important to enable organizations to determine the educational
background and certifications required for the job (Mangaleswaran & Kirushanthan 2015). Sean
should have indicated the educational level and certifications and he should have clearly defined
the number of years of experience in the second advertisement. These requirements are essential
to help the candidates apply according to their qualifications and facilitate the selection process.
Q2. New job description for an Assistant store manager at ASDA
 Store manager responsibilities:
 Developing store strategies to increase customers and enhance profitability
 Meeting the sales targets through training and motivating the staff.
 Excellent service delivery that ensures high levels of customer satisfaction
 Responsibilities:
 Carry out the store strategy, according to ASDA strategy.
 Report on selling trends, profits and performance.
 Propose innovative ideas to attract customers.
 Manage daily issues of employees
 Person specification
 BSc degree in Business Administration
 10+ years of experience in FMCG.
 Leadership skills with strong organizational capabilities
 Customer management skills

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 High skills of communication and interpersonal
 Willing to work shift work or split shifts.
Q3. The two new advertisements
Wanted.
Young attractive and energetic assistant store manager for a new ASDA store opening in
six weeks. Must have BSc degree in Business Administration, 10+ years of experience in
FMCG, demonstrate leadership skills with strong organizational capabilities, customer
management skills, high communication and interpersonal skills and willing to work shift
work or split shifts.
If interested, please mail your resume to Sean Manage ASDA regional store at PO box 120.
(create your own location)
Wanted
We need at our ASDA regional store part time and causal friendly workers for shifts. Must
have BSc degree in Business Administration, 20+ years of experience in FMCG or service
industry, demonstrate leadership skills with strong organizational capabilities, customer
management skills, high communication and interpersonal skills and you need to be
reliable and own your own car.
If interested, please mail your resume to Sean Manage ASDA regional store at PO box 120.
(create your own location)
Q4. Training session for the managers involved in the recruitment process
Dear managers, when recruiting candidates either internally or externally, you should consider
the following issues, according to Mangaleswaran & Kirushanthan (2015), as follows:
 The overall objective of placing the job within ASDA
 The job tasks, including operations, duties and skills.
 Job accountabilities: Through maintaining the efficient and effective utilization of the human
resources within ASDA to create value for the shareholders.
 Defining the performance criteria according to the work standards, like time and error
analysis.
 Responsibilities of the job holder in terms of the job scope and amount of discretion allowed,
job complexity and problems.

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 Determining the organizational factors, by allocating and controlling resources to accomplish
the job.
 Reporting of relationships and other liaisons.
 Development factors required for promotion and career progress.
 Determining the environmental factors, including the working conditions, health and safety
aspects, working hours (shifts) and working hazards.
 Determining the minimum qualifications of the candidate from the information collected
through job analysis can be qualitatively or quantitatively analyzed.
Q5. Outsourcing
Outsourcing represents a good recruitment system for many organizations. Although it has its
advantages and disadvantages. It can benefit ASDA through fast delivery of expertise who can
perform tasks with better quality. Also, it enables HR and managers to focus on their core duties
rather than conducting the recruitment process. In addition, it reduces the cost of recruitment.
Outsourcing disadvantages are represented in the risk of exposing confidential data and
technology to external agency. Also, choosing a wrong partner for outsourcing raises problems,
including low-quality delivery and extended time for expertise delivery (Somjai 2017).
Q6. The use of information technology (IT)
IT devotes an opportunity to the HRM at ASDA. It allows them to become more efficient and
provide timely and accurate information to decision makers. Using the tools, like the Human
Resource Information System (HRIS), is important to acquire and store data required for analysis
and decision making. Also, IT allows for faster and more accurate recruitment and selection
(Samuel & Nyarko 2014).
Q. 7 Two letters for successful and unsuccessful assistant manager for ASDA regional store
Letter for successful candidate
Dear Candidate,
Greetings from ASDA, UK
This refers to your application for the position of ‘Assistant Manager for ASDA Regional
Store'. We are pleased to inform you that you have been shortlisted for the said position.
The next step in the recruitment process is the written test to assess your technical/subject
knowledge for the position, you are hereby invited to the test which will be held as per the

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following schedule:
Date: Wednesday 12th December 2018
Start Time: 10:00 AM
End Time: 12:30 PM
Sincerely,
ASDA regional store
Kindly confirm your attendance
Letter for unsuccessful candidate
Dear Candidate,
Greetings from ASDA, UK
Thanks for your interest in joining our team. However, we regret to advise that we cannot
approve you at the moment as we decided to pursue with other candidates with more
suitable qualifications for the position. But, please consider applying later and your file
will be reconsidered as we need
Sincerely,
ASDA regional store
Kindly confirm your attendance
Q8. The contract of employment for the assistant manager of the ASDA regional store
Please see Appendix (1).
Second: Staff induction for ASDA store
1. ASDA induction checklist and performance monitoring
a. ASDA induction checklist: For the developed template of induction checklist, and training
needs are available in Appendix (2).
b. Monitoring performance over a 90-day period in accordance with Australian legislation
Name of Legislation ASDA compliance to the law status
 Fair Work Act 2009 ASDA should consider the human rights
in all of its activities.
 Workplace Gender Equality
Act 2012 (Cwth)
 Disability Discrimination Act
1992
ASDA should clearly declare that its
policies maintain equal treatment and
equal opportunity for the colleagues.

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 Racial Discrimination Act
1975
 Sex Discrimination Act 1975
 Competition and Consumer
Act 2010
ASDA's policy of compliance with
legislation requires understanding and
acting according to the legislation
relevant to their role.
 Safety, Rehabilitation and
Compensation Act 1988
 State and territory WHS
health and safety
legislation.
ASDA is committed to reduce the
managing health and safety risks and
provide the required training
 Privacy Act 1988
 Freedom of Information Act
1982
ASDA maintains trust culture and family
workplace that require information
sharing among the employees, but
securing the privacy of confidential data
at the same time.
2. Report on work allocation, performance assessment and follow up
a. Work allocation
Human resource allocation refers to an organization's ability to apportion its workforce. The
content of work assigned to the employees could change to match their abilities and the changing
environmental conditions. For example, ASDA store managers should hold the responsibilities
required to do their dedicated roles in a way that fulfills the organizational strategic goal. Also,
they should be supplemented with suitable candidates with the required skills to fulfill the job
duties and achieve the organizational success according to the predefined performance standards
in the job. Work allocation guarantees resource utilization through maintaining balanced
availability of talents among different stores and departments. The excess workforce is costly
that should be managed through internal recruitment to create balance and cost efficiency (The
Japan Institute for Labour Policy and Training 2013/2014).
b. Assessing performance and feedback

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ASDA can choose among different methods of risk assessment, the formal performance
appraisal depends on explicit assessment criteria that include task completion, accuracy, quality
and timing. The provided feedback should be constructive, involves two-way communication
and timing. Promotion should be based on performance according to the formal performance
appraisal (Islam & Rasad 2012).
c. Managing follow up
The performance of the new store managers in ASDA should be monitored to assure it matches
the organizational goals. A balance card approach is a useful tool that could be used to follow-up
the performance based on predefined measures that the store managers are aware of. Also,
additional performance elements should be considered in judging the performance during the
follow-up process. The informal learning allows the new colleagues to be aware of information
missed in the induction process and makes them up to date with new issues that could be
considered later on the induction process (Aslam & Shah 2009).

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Appendix (1) Employment contract

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Source: (FitSmallBusiness 2018)

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Appendix (2): Induction Checklist and training plan prior to your employee starting work

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References
ASDA 2018, ASDA foundation, viewed 07 Nov. 2018, <https://www.asdafoundation.org/?
cmpid=ahc-_-otc-af-_-asdacom-_-hp-_-footer-_-about-asda-foundation>.
Aslam, M & Shah, F 2009, 'Impact of employees' performance management system to achieve
the objectives of the organization', Proceedings 2nd CBRC, Pakistan.
Aspire Training & Consulting 2018, Develop recruitment, selection and induction policies and
procedures, viewed 5 Nov. 2018, <https://aspire-solidus-production.s3-ap-southeast-
2.amazonaws.com/assets/BXHRM506/samples/BXHRM506.pdf>.
Australia Government 2018, Employment contracts, viewed 21 April 2018,
<https://www.fairwork.gov.au/awards-and-agreements/employment-contracts>.
FitSmallBusiness 2018, Free employment contract templates and when To use them, viewed 07
Nov. 2018, <https://fitsmallbusiness.com/employment-contract-template/>.
Islam, R & Rasad, S 2012, 'Performance evaluation in assets management with the AHP',
Brazilian Operations Research Society, vol 32, no. 1, pp. 31-53.
Kumar, S & Gupta, A 2014, 'A study on recruitment & selection process with reference',
Dronacharya College of Engineering, India.
Mangaleswaran, T & Kirushanthan, K 2015, 'Job description and job specisication: A study of
selected organizations in Serilanka', International Journal of Information Technology and
Business Management, vol 41, no. 1, pp. 30-36.
Samuel, O & Nyarko, K 2014, 'Leveraging information technology (IT) in recruitment and
selection processes -A comparative study', International Journal of Network and
Communication Research, vol 2, no. 1, pp. 16-44.
Somjai, S 2017, 'Advantages and disadvantages of outsourcing', The Business and Management
Review, vol 9, no. 1, pp. 157-160.
The Japan Institute for Labour Policy and Training 2013/2014, 'Labor situation in Japan and Its
analysis: General overview', in Allocation and transfer of human resources, The Japan Institute
for Labour Policy and Training, Japan.

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