Page 133 - DMGT553_RETAIL_STORE_MANAGEMENT

Retail Store Management

Notes Recruiting Retail Personnel: Recruitment is the activity where by a retailer generates a list of job
applicants. Table indicates the features of several key recruitment sources. In addition to these
sources, the web is playing a bigger role in recruitment. Many retailers have a career or job
section at their web site, and some sections are as elaborate as the overall sites.
For entry-level sales jobs, retailers rely on educational institutions, adds, walk-ins (or write-
ins), Web sites, and employee recommendations. For middle-management positions, retailers
rely on employment agencies, competitors, ads, and current employee referrals. The retailer’s
typical goal is to generate a list of potential employees, which is reduced during selection.
However, retailers that only accept applications from those who meet minimum background
standards can save a lot of time and money.
Table 8.1: Recruitment Sources and Their Characteristics
Sources Characteristics
Outside the Company
1. Educational institutions a. High schools, business schools, community
Colleges, universities, graduate schools.
b. Good for training positions; ensure minimum
Educational requirements are met; especially
Useful when long-term contacts with Instructors
are developed.
2. Other channel members a. Employees of wholesalers, manufactures,
competitors ad agencies, competitors; leads from
each of these.
b. Reduce extent of training can evaluate
performance with prior firm(s); must instruct in
company policy; some negative morale if current
employees feel bypassed for promotions.
3. Advertisements a. Newspapers, trade publications, professional
journals, Web sites.
b. Large quantity of applicants; average applicant
quality may not be high; cost-applicant is low;
additional responsibility placed on screening;
can reduce unacceptable applications by noting job
qualifications in ads.
4. Employment agencies a. Private organisations, professional organizations,
government executive search firms.
b. Must be carefully selected; must be determined who
pays fee; good for applicant screening;
specialists in personnel.
5. Unsolicited applicants a. Walk-ins, write-ins.
b. Wide variance in quality; must be carefully
screened; file should be kept for future positions.
Within the Company
1. Current and former a. Promotion or transfer of full-time, part-time
employees employees; rehiring of laid-off employees.
b. Knowledge of company policies and personnel;
good for morale; honest appraisal from in-house
supervisor.
2. Employee a. Friends, acquaintances, relatives.
Recommendations b. Value of recommendation depend on honesty and
judgement of current employees.

128 LOVELY PROFESSIONAL UNIVERSITY