Rayner and Adam-Smith (eds): Managing and Leading People – Tutor notes
The way in which this chapter is taught will clearly depend on the level of the course
(eg undergraduate or post-undergraduate or postgraduate), the type of course on which
it is used (eg CIPD, general management programmes) and the mode of attendance (eg
part-time, full-time or modular). Individual lecturers will have a clear idea of how their
students learn most effectively and an awareness of their own strengths and
weaknesses. The activities listed below can be interpreted according to these two
factors.
9.1 CASE STUDY
Why work at IKEA?
To think about ...
1 In what ways could an employer seek to assess qualities of
supportiveness, humility, willpower and simplicity among cabdidates in
the course of a recruitment and selection process? How accurate do you
think judgements made on these measures are likely to be?
2 What selection methods could IKEA employ to assess whether potential
workers can ‘develop skills’ and ‘take on new directions and
responsibilities’?
This opening case study is intended to point to the essentially discursive nature of the
area under consideration. In Question 1, all of the qualities listed are open to subjective
interpretation (although that does not mean they cannot be captured). Accordingly, the
accuracy of judgements will not and cannot be total. Answers to Question 2 might
include simulated activities, work placements and the candidates’ past activities – both
in their working and on-working lives – assessed via discussion in interview and by
perusal of CVs.
9.2
THEORY TASTER
PERSONALITY: THE BASICS
Questions relating to this are given and answered in 9.7.
Answers about local vacancies that are advertised will depend on the local paper, but
typically local newspapers advertise vacancies where there is a ready pool of
candidates available in the local area. The type of vacancies can range from manual
labourers to office workers to professional vacancies – for example, factory workers,
clerical and administrative staff, nurses, etc. In contrast, advertising in the broadsheets
is very expensive and the types of vacancies are normally professional and managerial,
particularly senior management. The Daily Telegraph, for example, is well known for
its technical recruitment pages on a Thursday, whereas the Sunday Times often has
vacancies for director-level positions. One other observation may be that the more
senior positions are often advertised through agencies to preserve the anonymity of the
organisation.
As for indicators in the wording of the advertisements about whether there is a surplus
or shortage of candidates, one simple way to test this is to look at how much
description there is regarding the vacant position. If there is a shortage of candidates,
the advertisement is more likely to have a fuller organisation and job description in
order to attract candidates to apply. Another indicator is the detail in the person
requirements: these may be very specific if there is a large pool of potential candidates,
in order to dissuade some of them from applying. The size and attractiveness of the
advertisement may also be an indicator that candidates are potentially in short supply.
9.4 CASE STUDY
An alternative approach: ‘talent puddles’ at Nestlé
For most organisations, keeping candidates on file is a wasted exercise because by the
time a vacancy does occur the applicant is no longer available. On the other hand often
when job vacancies do occur, particularly those that require specialist skills and
expertise, it is difficult to find candidates. Nestlé has sought to overcome this problem
in the creation of ‘talent puddles’. This approach may be of use to organisations that
have frequent vacancies of a similar nature and can be very effective for technical and
specialist vacancies. This case study could be used to discuss the pros and cons of this
approach to recruitment.
9.5 CASE STUDY
Is online chat the way forward with recruitment?

Would you use an employer’s chat room?
The answer to this question will depend on the student but can then be linked to a more
general discussion on the potential pros and cons of this approach and why it would
attract or put off potential candidates. These could include: being able to project a good
image to potential candidates, allowing candidates to find out about the organisation
from other graduates rather than recruiters, allowing some vetting of potential
candidates, and requiring resources and organisation.
9.6 CASE STUDY
‘Opportunities for all at Asda’
To think about ...
1 To what extent does this statement from Asda’s website indicate that
this organisation has a strategy for diversity management? What has led
you to your conclusion?
2 How do Asda seek to safeguard their ‘Opportunities for all’ policy in the
area of recruitment and selection?
3 Produce a statement for use by companies setting out employment
policy in the area of age discrimination, and indicate how this could take
effect in the recruitment and selection of workers.
Question 1 aims to ascertain understanding of the concept of diversity. There is
evidence in Asda’s statement that the company takes on board its essence – that of
focusing on the experiences of individual workers.
In Question 2, the Remploy initiative is relevant and also the help offered in filling out
application forms.
Responses to Question 3 are intended to be open-ended as a student-centred activity,
although the statement should demonstrate understanding of the concepts under review.
Psychometric testing is an umbrella name for occupational/ability testing and
personality profiling. These are typically used to inform selection decisions and/or
understand an individual’s career development needs. They can include aptitude tests,
ability tests and personality profiling.
According to the figures supplied in the chapter, ability tests have a predictive validity
of 0.5, and personality assessments of 0.4. A more general discussion and other
evidence can be used here.
There are a variety of answers that students could come up with as to when they would
and would not use psychometric tests. A good answer for where you would use the tests
might include as part of an assessment centre for graduate or management recruitment
– which would allow for some assessment of future potential – or where ability tests are
directly relevant to the job. Possible situations in which you would not use
psychometric tests are of course innumerable – but good answers might refer to the
contingency perspective outlined in the chapter. Employers are likely to undertake a
cost-benefit analysis before deciding whether – or not – to use psychometric testing.
9.8 CASE STUDY
Getting it wrong
Although there are no specific questions linked to the case study, it can lead to a
general discussion on the effectiveness or not of various selection methods and, in
particular, references as a method of checking candidates prior to appointment. You
could also consider how these potential flaws might be overcome – for example,
bringing a potential candidate in on a job trial following interview before confirming a
job offer.
Answers in this case might centre on the notion of ‘employee fit’. There are advantages
in selecting workers who will easily fit in to an organisation’s way of doing things –
but be wary of producing ‘clones’ (who can inhibit creativity and be subject to
groupthink). There is a wider philosophical argument as to whether an employee’s
identity can and should be shaped by an organisation’s culture.