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 fun...