A project management dissertation has been compiled in order to assist in the design of an effective recruitment programme concerning sales advisers, graduates and section managers at M and S.
Certain aims have been incorporated within this dissertation, all pertaining to recruitment criteria, as are pertinent with regards M and S requirements and specifics.
The method utilised, employed mainly psychometric measuring and various related criteria. In terms of these criteria, organisational fit and organisational culture requirements were assessed.
This dissertation has also made use of various trend methodologies, changing variables and criteria, all pertaining to change, management thereof and risk management, leading to the compilation of this project management dissertation.
It has been concluded therefore, that in order for an effective recruitment management programme to be undertaken at Mand S, the above criteria with regards recruitment assessment should be utilised.
These should occur via face-to-face interviewing, in conjunction with the already highly effective, Talent Screener. References
INTERNET: www.marksandspencer.com
A project management dissertation will be undertaken concerning the Recruitment Process of Graduates/Section Manager/Sales advisers at Marks and Spencer.
This will be with a view to suggesting improvements concerning recruitment and selection at M and S.
These views will encompass modern day trends and requirements, also including the employer and employee perspective, with regards to actual recruitment and selection criteria.
They will also include change and change management as pertains to project management with regards present-day requirements and the 21st century.
The aims of this project management dissertation will include:
1. The benefits and / or problems associated with the recruitment of graduates, section managers and sales advisers within M and S. 2. An analysis of the effectiveness of the screening process at M and S. 3. Overall assessment and critique of MandS Recruitment policy. 4. To increase the overall effectiveness of adequate graduate, section manager and sales adviser recruitment at M and S concerning the above.
Furthermore, encompassing project management requirements, the aims of this project management dissertation, will further include the following:
� The benefits and / or problems associated with the recruitment of graduates, section managers and sales advisers within retailers such as M and S in a continuously changing world. An improvement of the screening process for recruitment concerning change management. Overall assessment and critique of MandS Recruitment policy concerning a changing environment and change management. Increase the overall effectiveness of adequate graduate, section manager and sales adviser recruitment, concerning change in general.
Each numbered aim will include further considerations and will be assessed by the relevant project management requirement, as stated in the above list of project management requirements.
? Concerning the benefits and / or problems associated with the recruitment of graduates, section managers and sales advisers within M and S, the following with regards further considerations will be under assessment with regards to:
-Trends and recruitment requirements, concerning both the employer and employee perspective. -Competition in the workplace concerning recruitment -Identification of the importance of actual recruitment and selection criteria. -Political, economic, social and technological variables concerning human resources regarding competitive advantage.
1. All of these criteria will consequently be assessed against the benefits and / or problems associated with the recruitment of graduates, section managers and sales advisers within retailers such as M and S in a continuously changing world by actually considering:
a) Trends and recruitment requirements, concerning both the employer and employee perspective. b) Competition in the workplace concerning recruitment c) Identification of the importance of actual recruitment and selection criteria. d) Political, economic, social and technological variables concerning human resources regarding competitive advantage.
? An analysis of the effectiveness of the screening process at M and S with regards further considerations will be under assessment with regards to:
-Changing recruitment practise and requirements including organisational fit requirements. -Aspiration / lack thereof regarding organisational culture.
2.All of these criteria will consequently be assessed against the improvement of the screening process for recruitment concerning change management by actually considering:
a) Changing recruitment practise and requirements including organisational fit requirements. b) Aspiration / lack thereof, regarding organisational culture.
* Overall assessment and critique of MandS Recruitment policy concerning further considerations will be sought with regards:
-(S.W.O.T) Analysis- Strengths, Weaknesses, Opportunities and Threats Analysis.
3. All of these criteria will consequently be assessed against the overall review and critique of MandS Recruitment policy concerning a changing environment and change management by actually considering:
a) (S.W.O.T) Analysis- Strengths, Weaknesses, Opportunities and Threats Analysis.
4. Finally, to increase the overall effectiveness of adequate graduate, section manager and sales adviser recruitment at M and S, concerning change in general, with regards to all the deduced project management aims and requirements. INTRODUCTION
Simon Marks developed Penny Bazaars formed by his father and his father’s partner, Tom Spencer. This company was transformed into Marks and Spencer. Simon Marks was appointed chairman at the age of twenty-eight and he held this position for just about five decades.
During this time many different ways of conducting business were both sought and devised. Direct buying of merchandise from the manufacturer occurred, whereby the middleman was cut out and consequently profit was increased dramatically. At the time, not many other retailers had either the means or ability to actually carry out this practice.
M and S had both the insight and ability to dramatically increase quality of product and services offered, being at the very forefront of quality control as such. This was achieved by first hand knowledge concerning specific customer needs and in a sense was a form of primary research methodology.
For over half a century, Marks and Spencer have dominated the retail market, with regards high quality and value for money products, outperforming competitors, continuously maintaining competitive advantage.
The company also owns approximately one hundred Marks and Spencer stores in Europe, Hong Kong and Canada. M and S also franchises eighty-five Marks and Spencer Stores. These are to be found in Europe, the Far East, Australia, the Middle East, the Bahamas and Bermuda.
Clearly much international expansion has occurred, carrying forward the much-endorsed brand name and high quality products, for which M and S is widely known.
With regards expansion into Europe, concerning the European Market, a free flow of capital exists. The M and S Brand Name is also well known within some European Countries. As a result market penetration leading to adequate positioning, is in the process of bringing forth much needed capital.
The Marks and Spencer financial services unit has also being brought into existence. This service also offers its customers credit cards, personal loans, life insurance and a different variety of pension plans.
Presently Marks and Spencer is the largest retailer in the UK. Its stores sell many different types of products, ranging from clothing, footwear and gifts, to home furnishings and food.
However in November 1988, many changes occurred in terms of profit attainment and various other reported occurrences. The public perception of Marks and Spencer has since, been altered substantially and this has all been done with much media assistance.
In 2001, a new range of fashionable clothes was launched, namely the previously mentioned St. Michael Brand. This was with an attempt to attract a substantial number of shoppers back to Marks and Spencer. Overall, an attempt has been made, to somehow, reinvent the Marks and Spencer Brand.
The St. Michael Brand has come about as a result of the attempt to re-engineer the Marks and Spencer Brand Name, as a consequence of company developments, problems and complications, which have emerged over the years, leading up to the present.
However, the general opinion on the matter, including media reports, is that M and S will in all likelihood never revert to its former glory, concerning the absolute retail market dominance held in previous years. Literature review:
With regards to human resource practice, Simon Marks realised the importance of personnel satisfaction and consequent motivation leading to increased profit and implemented effective human resource practice, which could hardly be seen elsewhere, during the 1930’s.
He provided personnel with great financial and empowerment benefits, including facilities that had never been seen within retail before, within the U.K. In turn, he expected the uttermost employee loyalty and productivity possible, whereby in the vast majority of cases, this turned out to be the case.
Simon Marks was also a philanthropist who aspired to greater values than the average individual, these values as such permeated through to the workforce and workforce philosophy. They encompassed overall ethics, company objectives, business methodology and practice and ultimately company mission statement.
Consequently all of ethics, company objectives, business methodology and practice including company mission statement, directly related to highly efficient human resource practice.
In a sense he was probably ahead of his time, concerning certain viewpoints with regards to existing industrial relations, organisational culture and ultimate business practice.
Staff worked long hours for relatively low pay. However as compared to other retailers, this pay was quite generous.
Despite difficult working conditions, staff morale was high, with frequent visits from Mr. Marks. As far as Simon Marks was concerned, the sales assistants were the most important people on the company’s books.
He always critiqued management, but left sales assistants alone. Only the sales assistants as such, could provide input as to what exactly the customer desired and as to why an item did, or did not sell up to expectation.
He continuously sought to satisfy clientele needs, by keeping in regular touch with all specific requirements, liasing closely with the sales assistant staff and keeping in touch with all of the various stores.
As far as employee well being was concerned, employee issues were taken seriously way before the 1930’s, culminating in the setting up of a human resource department in 1934.
After this point in time further activities were organised, to make Marks and Spencer a kind of welfare institution. Most employees appreciated this, although a small minority found them somewhat stifling.
As the increasing importance of employee gratification in the early 1930’s by psychologists such as Abraham Maslow was being recognised, M and S was at the forefront of encompassing this new knowledge and putting it into practice.
This was achieved by satisfying lower order needs, such as adequate pay and appropriate working circumstances As a result, employees at M and S were substantially satisfied from a work perspective and were consequently more motivated, resulting in higher productivity. This resulted in greater profits for M and S.
Human resource management programmes were put into place and on the whole, employee welfare programs were administered, being largely previously unheard of.
Up until the eighties, efficient recruitment practice continued at M and S largely based on well-organized methodologies discussed already, while considering specific variables, needs and trends of the time.
Recruitment of sales advisers, section managers and graduates, was largely based on the ability of these individuals to carry out the given task at hand.
Sales advisers were required to be both friendly and efficient with regards the customer, while section managers managed to reach their respective positions, largely by having proved themselves within M and S itself. Graduate employment and training also occurred, some graduates staying on within M and S, to fill the level of section manager.
Up until the last decade or so, due to various rapidly changing human resource needs and overall retail requirements inclusive of requirements at M and S, certain important changes have been identified. These required changes have been necessary, due to a variety of different factors.
Presently recruitment occurs, when a graduate holds any degree, for instance a degree in languages, business, finance, etc.
Training occurs, whereby a graduate can be placed in a managerial post, in a relatively short time period, approximating twelve months. This occurs after approximately two to four placements, whereby he / she acquires relevant skills.
Training occurs on the basis of adaptation and flexibility and up to a point is reflective of change management.
Concerning sales assistants, the recruiters are looking for individuals who can deliver great customer service. Great customer service is extremely important to the Marks and Spencer Brand.
Generally speaking however, store managers at M and S have asked for a more efficient recruitment process than has been the case, until quite recently. This process would identify prospective sales assistants who have potential to absolutely please the customer and also have team working attributes.
According to Mark Thomas, an organisational development consultant at Marks and Spencer:
We had two issues to solve-firstly our recruitment process was too expensive and inefficient, it was simply costing too much to fill each role. Secondly, we wanted to improve the calibre of people we took on. In order to gain competitive advantage we needed to get really high performers into our organisation. (www.shl.com/SHL/en-int/Clients)
According to Mark Thomas, the company has a talent philosophy which sees talents as innate qualities possessed by people which cannot be explained by training or experience. These are consistent patterns of thoughts, feelings and behaviours leading to predictable (beneficial) actions…These traits can be identified and measured through the use of psychometrics. (www.shl.com/SHL/en-int/Clients)
M and S is consequently attempting to employ the correct calibre and quality of individual, in order to actually gain competitive advantage.
Mand S is also attempting to utilise this Talent Philosophy of employing the correct type of individuals, who display certain desirable characteristics, through the usage of psychometrics.
M and S has utilised a process whereby, those individuals invited for an interview, would actually have the right attributes to succeed. Consequently most individuals, who are interviewed, are actually hired.
M and S has assessed four different approaches to recruitment from four different organisations, utilising the approach offered from SHL.
SHL has worked with M and S, in order to develop a specific Talent Screener, unique to M and S.
This consists mainly of job related questions and case scenarios, with regards attitudinal responses from candidates.
These attitudinal responses can hopefully measure the characteristics required by M and S together with SHL, which are considered to be of critical importance, regarding recruitment. Mark Thomas has commented, the combination of our deep knowledge of the Marks and Spencer culture and the UK Retail Environment, with SHL’s experience in assessment, was critical to the success of this project. (www.shl.com/SHL/en-int/Clients)
All applicants are presently screened over the telephone, using the Talent Screener. If successful, the applicant is interviewed by one of M and S’s recruitment specialists.
He / she has to answer twelve scripted questions which have been designed by SHL, these questions actually displaying behavioural traits which the candidate is most likely to exhibit.
This ensures both cost-effectivity and standardisation. This process has resulted in an increase of thirty three percent, with regards applicants having being screened out early on, regarding the recruitment process.
This has resulted in fewer interviewed candidates, but in the employment of candidates of a higher quality. There has also been an eighteen percent reduction concerning interview turnover. Up to this point, M and S has saved over one and a half million pounds with regards recruitment costs.
The Talent Screener has had a dramatic impact concerning the identification of the talent of potential employees. Seventy five percent of line managers have rated the performance of recruited employees with regards the process discussed, as Better.
The Talent Screener has also been an accurate predictor concerning the success of the individual, relating to his particular role. Seventy six percent of applicants who did very well with regards the initial screening, did exceptionally well within their first six month appraisal period. Project management overview
Marks and Spencer has practised outstanding industrial relations almost since its very inception many decades ago, also forging unique business partnerships with manufacturing suppliers.
At the same time managing to maintain business etiquette with regards all business allies and stakeholders, the company has exhibited a continuous effort with regards successful business practice.
Whereas in the past, project management was not a specifically sought after and perhaps an even absolutely necessary requirement, as has already been mentioned, due to rapid change, this is presently, a definitive and absolute requirement.
According to Verzuh (2005), the most irrepressible trend favouring project management is the increasing pace of change. We embrace change as it gives us increased quality of life. (Pg 5)
In many years gone by, companies that actually utilised a form of project management even up to a point, M and S having been one of these exceptions, have excelled. It is evident that project management was utilised up to a certain level in almost all aspects of business practise, including recruitment as such.
The prior exemplary performance of M and S, including being a market retail leader for over five decades, is testimony to this.
With regards human resource management programmes, M and S used to be at the very forefront, encompassing certain project management aspects, as has already been explained, by utilising for instance employee welfare programmes and on the whole, managing change adequately.
In general, the entire changing relevant factors pertinent to successful business practise at the time, including human resource requirements being one of the most important, were put into practice.
Change had been encompassed and translated, into a meaningful and tangible, business orientated outcome.
This had been achieved by utilising existing business philosophy and by further translating these given changing variables into meaningful business data.
Consequently efficient functioning of M and S was occurring with regards recruitment as such, up to a certain point, project management was being implemented.
Adequate project management implementation however, is nowadays appropriately utilised within every successfully competing enterprise and is regularly assessed with regards a possible need, concerning a specific process or system redesign.
Since the introduction of project management within the cold war era and the early space programme management years, success has been a definitely sought after requirement.
Much has changed within the sphere of successful management and the overall management of any enterprise or project, since the introduction of project management.
Project management nowadays encompasses a specialised and specific kind of management. Specific attention is given to the finer details or specific requirements, regarding a successful outcome.
These specific requirements as pertains the specific project at hand, almost always involve managing the project in a specific manner, whereby traditional management alone is no longer sufficient.
It is a well-known fact that companies that manage change adequately and profit accordingly, enjoy much higher dividends and profit margins, when compared to those who simply compete utilising traditional management techniques and methods.
Traditional management techniques and methodologies alone, are no longer sufficient in a modern competitive environment, where products and services offered are often very closely matched and where a continuously changing environment, necessitates change management.
Also nowadays change occurs rapidly, on an unprecedented level, especially with regards the technological factor. Any successfully competing enterprise has to embrace this change, in order to remain competitive within a continuously changing world, consisting of continuously changing variables.
Consequently this rapid change often necessitates a new system or process design as has been already mentioned.
This has to be accomplished in a manner whereby, these changing variables can be translated into tangible objectives requiring specific solutions, with regards for instance the identification concerning the necessity for a new systems or process design.
This is specifically relevant, concerning this project management recruitment dissertation.
According to Verzuh (2005), project management is a discipline designed to facilitate change and it value grows when used with other leading business practices (Pg 9)
Furthermore considering scarce resources, limited company budgets, competition in the workplace concerning recruitment, changing employer and employee perspectives and requirements, all requiring a specific framework of adaptation, management incorporating project management, is a prerequisite.
Concerning change management with regards all environmental factors including all controllable as well as the uncontrollable variables, when considering political economic, social and technological factors, it is imperative that adequate change management is incorporated, in order to maintain adequate competitive advantage. Consequently, these have been incorporated into the aim requirements of this dissertation. Risk management overview (Including weaknesses and threat management
Concerning M and S recruitment)
According to Verzuh (2005), there are two parts to the change management process: the steps leading up to the initial approval of a product and the process for controlling changes to that product. (Pg 282) Relating back to the early space programme management years and project management, there was a very small margin of error that was permissible in order to achieve a successful outcome.
There was a huge budget that could not be surpassed, tight constraints concerning stated objectives, controllable and uncontrollable environmental factors, including factors such as political influences with regards as to how smoothly operations ran.
There were also a substantial number of newly acquired technological specifics that had to be perfectly utilised. Risk management was a newly acquired concept, which incorporated new technology, specifically stated objectives and the human factor.
According to Verzuh (2005), all project management activities can be construed as managing risk, but the risk management process is a specific set of activities. (Pg 87)
Nowadays, due to the continuously changing technological environment, social change, changing recruitment practise and needs and rapid change in general, certain consequences have been forthcoming.
With regards all of the above and a S.W.O.T Analysis, (strengths, weaknesses, opportunities, threats), some form of risk management can occur, as pertains to successful recruitment at M and S.
Specifically regarding any present weaknesses and threats concerning M and S, these have to be minimised and managed in an appropriate manner, conducive to risk and project management.
These will be assessed within the main body, and consequently recommendations will be forthcoming concerning an adequate recruitment, risk management programme. MAIN BODY
Nowadays, due to certain systems, processes, business methodologies and practises, becoming outdated, obsolete and incomprehensibly unsustainable, business process re-engineering systems are required, as pertains to project management
Once again as has been already discussed, project management incorporates change and all of the necessary methodologies that follow project management practice, due to the existence of this continuously changing environment.
Therefore concerning the ultimate aim of increasing the overall effectiveness of adequate graduate, section manager and sales adviser recruitment at M and S, with regards change in general, and all the project management aims and requirements, the following will actually be considered:
(Part one)
1. Specific criteria will consequently be assessed against the benefits and / or problems associated with the recruitment of graduates, section managers and sales advisers within retailers such as M and S in a continuously changing world by actually considering:
a) Trends and recruitment requirements, concerning both the employer and employee perspective.
Nowadays concerning the changing 21st century with all of its multi-faceted changing characteristics and attributes, adequate change management is vital.
Consequently certain trends and requirements become applicable concerning change management as such and they involve both the employer and employee perspective.
Whereas in the past even until perhaps one decade ago, it may have been mostly the employer’s perspective in general which was considered to be of greater importance, nowadays the employee perspective is equally important, if not more so.
Due to dramatically changing technology, economic factors and globalisation, many employees, are nowadays upwardly mobile.
In effect this actually means that employees as such, have many more options at their disposal and can consequently choose their place of work, employer and work specifics, much easier than even until one decade ago.
Changing technology including highly sophisticated mobile laptop technology coupled with the internet and information superhighway, have made individual work mobility possible.
Individuals are also nowadays economically more active especially in the western world, employment options concerning women have been vastly increased and on the whole there has been an increased standard of living, with regards the West. Globalisation as such, has further provided a free flow of capital and employee movement, while particularly considering the European Union and also other regions, where political, economic and many related agreements exist.
As a consequence, many employees, especially considering the professional and upwardly mobile, exhibit certain expectations with regards prospective employers.
Nowadays, adequately qualified and capable individuals seek better work requirements, consisting of greater mobility, more flexible work hours, adequate remuneration, non-stifling work environments, a greater amount of flexibility in general concerning the job description and increased personal growth.
If many of these requirements are lacking, the result may amount to a less than desirable outcome where any enterprise is concerned, specifically with regards the white-collar workers.
It may happen that the enterprise concerned simply fails to attract the correct workforce, or that much of the present workforce as such, remains disillusioned and dissatisfied and as a possible consequence, unproductive. It may also turn out to be the case, that certain key employees feel dissatisfied to the point of resignation.
Consequently with regards to all of the above, as far as the benefits are concerned with the employment of graduates at M and S, these cannot be understated. However, the correct kind of graduate should be employed.
Referring to project management criteria, not only should the graduate be capable and adequately qualified, he / she should ascribe to and should identify with overall company criteria and objectives.
This relates to the identification of company culture and overall organisational fit. Company culture includes organisational development, which in itself is an evolving process, allowing the employee to experience personal growth and freedom, if he aspires towards the actual company particulars as such.
This will result in an organisational fit, whereby both the company and prospective employee manage to achieve one another’s goals.
Problems concerning lack of inclusion of the above mentioned present employee requirements and trends including lack of identification of company culture would result in possible problems described. These will be particularly evident with graduates, having specific aspirations, as described.
Similar problems may occur with section managers who have built up substantial experience over the years, have certain specific personal requirements and aspirations and are in all probability mobile and ready to accept any better work offer elsewhere.
Further complications may also occur, if the actual recruited section managers do not fully aspire towards the organisational culture of M and S, but instead prefer to do things the old way, concerning their previous employment. The disadvantage here is, that recruited section managers as such, cannot be adequately groomed by M and S, consequently both of the organisational fit requirement as well as the assisting of the identification with overall company culture, may be lacking.
Once again as pertains to project management and consequent human resource requirements regarding recruitment, these requirements may be either partly, or totally lacking.
This is the case, as both organisational fit as well as identification with company culture, are extremely important, as regards change management with all relevant and extensive variables concerned, is actually applied.
With regards sales advisers as such, many of the trends and requirements discussed, may not be applicable, as most of these individuals may not be upwardly mobile, displaying the discussed trends and characteristics.
Therefore problems encountered when recruiting these individuals are minimal and fewer, as opposed to the recruitment of graduates and sales advisers. However once again, even potential sales advisers have specific needs and aspirations that should be ideally met, in order to preferably avoid a high sales advisers turnover.
Even the needs of sales advisers should be looked at with great consideration, as best as possible. Once again, these needs should encompass change management and changing criteria as well as possible as relates to project management, because if this is not achieved by M and S, the competition will put it into practice.
While furthermore considering specific criteria with regards to:
b) Competition in the workplace concerning recruitment
Concerning the above discussion with regards recruitment benefits and problems when considering recruitment criteria in a continuously changing environment concerning M and S; much can actually be concluded regarding competition in the workplace.
Nowadays, competition is fierce both from the employer as well as the employee perspective, due to certain discussed trends and requirements, while incorporating change in general.
Employees, especially professionals and white collar employees, tend to be particularly specific as to what they will be doing for the next odd twenty to thirty years, concerning the acquirement of an income.
Consequently, they tend to be particularly careful when choosing both a career, as well as a particular employer. This is also specifically the case when considering graduate and section manager recruitment within M and S.
This is due to the presently, greatly emerged options concerning work in general in the 21st century, including work at M and S, these options and changes pertaining to change in general, change management and consequently project management.
Therefore problems nowadays exist, concerning the recruitment of certain high calibre individuals, while concerning the options that these individuals may exercise due to change in general, as well as at the same time attempting to mould these individuals within organisational fit frameworks.
Furthermore considering specific criteria with regards to:
c) Identification of the importance of actual recruitment and selection criteria
M and S presently utilises selection criteria based on sales ability, qualifications, experience, personal attributes and achievements.
The benefits of utilising such criteria are substantial, however as has been discussed already concerning the many stated requirements, trends and other factors discussed up to this point, any successfully competing enterprise within the 21st century, also has to consider other factors.
Therefore change, change management and consequently project management as pertains to actual importance of recruitment and selection criteria, should be utilised.
If such criteria are not utilised as such, then the possible benefits of incorporating the elements of qualifications, experience, personal attributes and achievements, might be overlooked.
With regards sales ability, this should actually pertain towards the ability to work with any given challenge concerning changing variables and to have sufficient flexibility to encompass change as such.
Concerning qualifications, once again these are important, however it is even more imperative to ascertain employee organisational fit and company culture aspiration and identification, as pertains to project management requirements.
It is furthermore, extremely imperative to actually ascertain as to whether or not this upwardly mobile potential employee will be sufficiently motivated to stay employed with M and S, on a long-term basis.
Again, due to continuously changing variables and trends the options that this individual has, as has already been discussed, are substantial. Thus one must again refer to project management specifics, with a view to actually applying the necessary requirements, on a recruitment basis.
If this does not occur and he / she resigns untimely in order to seek alternatives, M and S will suffer on both a monetary and time related basis.
Regarding experience, once again this type of individual may be assessed on a similar basis, also concerning the importance of the implementation of appropriate project management criteria, when considering the actual recruitment process.
With regards personal attributes and achievements, these should be based more on flexibility and the ability to adapt in general, while considering specific adaptation concerning the work environment.
Flexibility and the ability for adaptation refer directly to one’s ability concerning appropriate change management. Selection criteria should consequently be based on the individual’s ability to actually perceive a specific requirement for change and to consequently have the means and aptitude to actually take action, in this regard.
Considering further specific criteria with regards to:
d) Political, economic, social and technological variables concerning human resources regarding competitive advantage. Considering a P.E.S.T Analysis, (political, economic, social, technological), the importance of these factors has already been mentioned, specifically with regards the technological element and possible social as well as economic trends.
Also, the political perspective as such, concerning project management, is less relevant now, than what it was in the past.
This is due to the already explained existence of institutions such as the European Union, regarding a free and easy flow of both work expertise and capital. Recommendations: (Part one)
When considering specific criteria with regards benefits and / or problems associated with the recruitment of graduates, section managers and sales advisers within M and S in a continuously changing world with regards to:
Trends and recruitment requirements, concerning both the employer and employee, competition in the workplace concerning recruitment and the identification of the importance of actual recruitment and selection criteria.
Much has already been deduced with regards present day project management requirements and the above project management aims.
Concerning present trends and requirements with regards both the employer and the employee and problems / benefits thereof, regarding recruitment, certain recommendations will follow:
Due to changing technology, economic factors and globalisation much has changed with regards recruitment at M and S.
Individuals nowadays have consequently many options concerning employment and are therefore upwardly mobile. Graduates and section managers should be offered more flexible work hours and adequate remuneration. They should also be offered an adequate work environment, a greater amount of flexibility in general concerning the job description and increased personal growth opportunities.
Concerning company culture and organisational fit, when graduates and section managers are recruited, these factors should serve as a basis for recruitment. This should be the case, especially when considering the many options that these individuals have, specifically with regards globalisation and institutions such as the European Union.
With regards recruitment of sales advisers, this could be accomplished by utilising project management criteria as has been discussed, however without giving a great amount of detail to various project management specifics.
Concerning competition in the workplace regarding recruitment, M and S should provide the best possible in house facilities, training, work and study opportunities and programmes, together with ultimately, personal growth opportunities.
This will assist in attracting the best possible employees, specifically the white-collar category of employees. This would make specific reference to graduates and section managers.
With regards the identification of the importance of actual recruitment and selection criteria at M and S, change management should be utilised.
Recruitment should be based on the ability to adapt to change in general and a great amount of flexibility.
This should be the case with sales assistants, graduates and section managers.
All qualifications, personal attributes etc. should be based on these criteria with regards actual recruitment practice.
Political, economic, social and technological variables concerning human resources regarding competitive advantage, relate to the human factor, as being the most important variable within the actual recruitment process.
As a result, all of the above three mentioned aims are encompassed within this one aim consisting of uncontrollable variables, as relating to ultimately desired, efficient recruitment practice.
As regards these uncontrollable variables, not very much could be recommended, as no control as such, can be exercised. However as discussed within the three mentioned prior aims, adequate implementation of other recruitment factors, will give M and S the best possible chance of controlling these unforeseen variables.
This will lead to the greatest attainable competitive advantage possible. As relating to the overview and introduction of project management, concerning the early space programme management years, once again, these were the most important variables at play. These were namely, the uncontrollable variables and the human factor, as pertained to risk management.
(Part two)
2. All of these criteria will consequently be assessed against the improvement of the screening process for recruitment concerning change management by actually considering:
a) Changing recruitment practise and requirements including organisational fit requirements.
As has been discussed already due to the nature of project management, a necessity with regards organisational fit is required.
The implications of organisational fit however as pertains to project management itself, are that not only will the specific organisation at hand cater almost perfectly towards the employees needs and vice versa, but that within the scope of a continuously changing environment, both the organisation and the employee, will adapt towards each others changing needs.
Needs always change over time, as change itself is overwhelmingly fast. Consequently the initial organisational fit, needs to be adapted and fine tuned on a regular basis. This will ensure that the enterprise at hand, in this case M and S, continues to enjoy high employee loyalty and productivity, including low employee turnover.
Concerning all of the discussed trends and requirements up to this point, these should be put into practice when considering the actual screening process itself. As these trends and requirements encompass change, project management will consequently be put into practice.
Once again, the employee’s potential should be put to the test, whereby his ability with regards flexibility is actually put to the test. Flexibility will once again test his potential not only for adaptation regarding the very present, but adaptation and problem solving requirements concerning all possible future change.
Again, considering a political, economic, social and technological analysis coupled with other factors, change in the future is absolutely inevitable. The employee should also possess such awareness, again pertaining to project management methodology. This kind of practice will ensure that the best possible employees are recruited at M and S, while considering the screening process itself and an actual recruitment possibility.
b) Aspiration / lack thereof, regarding organisational culture
Organisational culture once again refers to change management itself and consequently project management.
Organisational culture encompasses a continuously changing, dynamic, flexible, all-inclusive project management methodology that encompasses the 21st century. Consequently change management and project management recruitment practice, is both desirable and a highly sought after practice, regarding M and S.
As a result, any modern day enterprise including M and S has at its very core and essence, a flexible and dynamic organisational culture system that continuously adapts over time concerning all changing needs.
Concerning all trends and recruitment requirements discussed up to this point, the screening process could / should include these, whereby the prospective employee, also conclusively aspires towards the organisational culture of M and S.
If this actually occurs, project management concerning recruitment and the screening process itself, will be practiced on an unprecedented level, with great success.
If it so happens that the prospective employee has no knowledge or little knowledge concerning M and S itself and the actual workings of the company policy, structure, etc, this could constitute grounds for not considering the candidate at all, with regards to actual employment.
This will hold true, especially for graduate and section manager recruitment, as it is imperative that these individuals actually apply themselves towards project management specifics, within their working careers.
Consequently as far as these individuals are concerned, a face-to-face interview regarding the screening process, would be necessary if not absolutely essential.
Concerning the screening process of sales advisers, these specifics are of lesser importance and consequently could even be incorporated over the telephone, actually maintaining the established telephonic screening process.
With regards competition in the workplace concerning recruitment, all of these recommendations should be implemented, so that the best possible candidates can be adequately screened and consequently employed at M and S.
From the employee perspective this is also desirable, as a competent, confident individual will actually know himself / herself, if a particular company is worth working for. This may hold particular truth for all upwardly mobile individuals.
Once again when considering the identification of the importance of actual recruitment and selection criteria, selection criteria concerning organisational culture and fit, while encompassing all trends and requirements mentioned, much can be deduced.
It can be clearly seen that organisational culture and organisational fit as they pertain to modern day trends and requirements and all other relevant mentioned factors, are of extreme importance.
Thus it is important to identify and to implement these requirements when designing the screening process itself, so as to once again, utilise project management methodology. By undertaking all of the above mentioned under the screening process itself, concerning both organisational fit and necessary aspiration concerning identification towards organisational culture, an effective screening process can be designed and implemented for M and S.
This screening process could be used for both graduates and section managers and would consequently have a great affect concerning an overall, adequately designed recruitment management programme for M and S.
Once again, face to face interviewing would be an absolute requirement concerning the implementation of all of these suggested improvements, or else, recruitment as regards project management will hardly be realisable.
Concerning sales advisers, this needs not necessarily be the case, whereby project management would not actually need to be practise at such a high level and telephonic screening regarding recruitment as such, could actually remain standard practice. Recommendations: (Part two)
With regards the improvement of the screening process for recruitment concerning change management:
When considering changing recruitment practise and requirements including organisational fit requirements, as well as aspiration / lack thereof, regarding organisational culture certain recommendations may be forthcoming.
Much can be altered and improved within the recruitment process itself, particularly within the actual screening process.
The telephone interview reduces much bias in terms of gender, age etc. as has been explained by M and S policy, and is described as been both fair and effective.
Furthermore, most of the candidates that pass the screening requirement in terms of this telephonic questionnaire are actually hired.
While within its own right this system has proven to be highly effective, when concerning change and project management as such, it could be even further imp-roved. It could be adapted, in order to further meet project management requirements.
This adaptation as such, encompasses modern day trends that are utilised by other retailers and organisations of a similar nature. These trends encompass changing employer and employee needs, as well as attempting to manage an organisational fit between the prospective employee and organisation at hand. However, they could also be utilised within face-to-face interviewing.
These trends are specific as regards attaining the best possible organisational fit concerning employer and employee; both this fit and trends involve the setting of, and achievement of employer and employee compatibility.
As stated, this would involve as an absolute requirement, the face-to-face interviewing of candidates with regards to various specifics, in order to see whether or not the prospective employee, first of all fits within, and aspires towards the organisational culture.
Organisational culture is a prerequisite concerning project management, as nowadays employees have different needs, wants and desires due to changing technology and social trends, including changing economic developments, compared with even one decade ago. (P.E.S.T Analysis)
This face-to-face interview would furthermore encompass the possibility of actually ascertaining as to whether or not the prospective employee, possesses the ability to manage change adequately. Again, his ability concerning flexibility and adaptation would be put to the test.
Further recruitment recommendations (Part three)
3.All of these criteria will consequently be assessed against the overall review and critique of MandS Recruitment policy concerning a changing environment and change management by actually considering:
a) (S.W.O.T) Analysis- Strengths, Weaknesses, Opportunities and Threats Analysis.
Regarding a S.W.O.T Analysis, (strengths, weaknesses, opportunities, threats), this also pertains to project management and project management requirements, as concerns future requirements.
The S.W.O.T Analysis allows one to take into account one’s present position and all present needs.
Consequently future requirements once again, as they pertain to change management with regards project management, can be foreseen.
As a result a risk analysis can occur as regards risk management, particularly when considering weaknesses and threats.
Concerning the strengths of M and S, the company enjoys an enviable reputation amongst competitors regarding brand image, product positioning, range of products offered, high unmatched quality offered, social responsibility and societal welfare, including employee remuneration, comparable with that of competitors.
Taking project management criteria into account as regards recruitment, a certain amount of critique can occur, as regards M and S Recruitment policy.
Graduates and section managers could be recruited utilising all project management criteria discussed up to this point, whereby qualifications possessed by prospective employees, could be utilised to further strengthen M and S. This would occur with regards reputation, brand image, product positioning, range of products offered, etc, by employing suitably qualified and experienced individuals concerning such matters. These individuals hired for instance, could be marketing professionals with substantial, experience in this regard.
Undertaking this practice, would encompass project management criteria as regards recruitment, at the very core.
Regarding the weaknesses, M and S is in the unenviable position of bad recent media publicity regarding present corporate governance and certain, related, further accusations.
Furthermore, there has been a huge drop in overall profits, resulting in further media speculation of other possible related outcomes.
Concerning a critique of recruitment practice, with regards this present weakness which may be somewhat hindering M and S, one could recommend a possibly most appropriate solution.
Considering everything considered up to this point including project management requirements and history of M and S, a possible solution, could include the implementation of a public relations programme.
In order to counteract any possible negative perceptions and to consequently assist in attracting the right personnel, the media implementation of a public relations programme, could be a possible solution.
Recruiting the correct personnel, utilising all of the methodologies mentioned up to this point in the correct manner, is paramount concerning adequate project management recruitment practice.
While considering the opportunities, which M and S enjoys, due to international expansion and contacts abroad, with regards the high equity brand name pertaining to superior product quality and consequent adequate market positioning, many further expansionary opportunities exist. These can result in further revenue for the company.
While taking this into consideration and all deduced trends and specific requirements, taking project management criteria into account as regards recruitment, a certain amount of critique can occur, as regards M and S Recruitment policy.
Concerning M and S Recruitment Policy and the requirement for qualifications, ability, sales potential and specific attributes and achievements, all of these criteria should be applied as stated earlier, utilising a project management policy.
Furthermore, this policy should be applied on the basis of meeting expansionary M and S criteria and consequent possibilities thereof. Therefore at this present moment in time, M and S could utilise recruitment practice, pertinent to further strengthening its position concerning recruitment both in its home base in the U.K and abroad.
This specific kind of recruitment would have to be tailor-made concerning possible employees that meet certain criteria with regards qualifications, specific attributes, etc. that would be most appropriate with a view to working abroad.
While considering threats, M and S is once more in an unenviable position, due to its present reported financial earnings, which are less than desirable. Further overall specific media speculations and accusations have not assisted in this regard. Concerning these media speculations, market share may be under threat.
This may be due to the fact, that sales volume linked to profit, is often linked to market share attainment.
Due to these factors, M and S is presently under threat from similar retailers and competitors regarding market share, particularly concerning the food market sector.
Other well-known retailers, which for instance offer organic and generally high quality products, at times at lower prices than M and S, stand to benefit from M and S losing any ground concerning market share, both in the present and future.
Once again, concerning project management criteria, trends and all specific variables and factors mentioned up to this point, once again, one can critique recruitment at M and S, by considering an alternative perspective.
With regards qualifications and abilities, recruitment could also occur from the perspective of possibly hiring individuals who could be authentic market specialists, concerning market share attainment.
This could specifically turn out to be the case, when considering graduates and section managers. Specific consideration could be given to section managers who could as a result of their position, have adequate work experience.
Furthermore, those individuals who possess this work experience together with adequate, formal qualifications could be considered for this specific purpose. Again, the very essence of project management concerning recruitment would be encompassed. Final Recommendations (Part four)
4. Finally, to increase the overall effectiveness of adequate graduate, section manager and sales adviser recruitment at M and S, concerning change in general, with regards to all the deduced project management aims and requirements.
The final objective within this project management dissertation will be to attempt to merge all of the deduced recommendations, while considering various stated trends, aims and objectives, that are both relevant and effective with regards this pursuit:
All trends and recruitment requirements, concerning both the employer and employee, which have been mentioned, should be carefully looked at and put into practice.
Factors relating to competition in the workplace with regards recruitment and the identification of the importance of actual recruitment and selection criteria, as mentioned within this dissertation, should once more be put into practice, as regards present M and S policy.
All of these factors include trends concerning upwardly mobile individuals, best possible organisational fit concerning employer and employee, technology, globalisation and the opportunity for employee personal growth.
Consequently the above-mentioned factors and trends should be put into practice, when implementing the M and S Recruitment programme.
They should be implemented, by giving specific consideration to the recruitment implementation, when considering graduates and section managers.
Concerning competition in the workplace regarding recruitment, M and S should provide the best possible in house facilities, training, work and study opportunities and programmes, together with ultimately, personal growth opportunities.
Recruitment should also be based on the potential employee’s ability to adapt to changing circumstances and change in general. Future employees should have great potential concerning flexibility with regards to problem solving and the general work environment.
This should be the case with sales assistants, graduates and section managers.
This implementation as such, will lead to great competitive advantage as far as recruitment is concerned, with relation to overall appropriate risk management.
Furthermore, with regards the screening process itself, concerning recruitment of sales assistants, the telephonic screening method should be maintained. However certain project management criteria as has been discussed, should still be incorporated.
With regards the recruitment of graduates and section managers however, the screening process should incorporate a face-to-face interview after the telephonic interview has been conducted. This is vital, so that all the project management criteria that have been discussed can be adequately incorporated. This methodology will further strengthen the present, effective M and S Recruitment Programme.
This will once again ensure that the best possible organisational fit occurs and can also help deduce as to whether or not the potential employee actually aspires towards the organisational culture of M and S.
Again, this is of paramount importance when considering recruitment from a project management perspective.
Concerning the strengths of M and S, suitably qualified marketing professionals could be employed. These individuals could be either graduates or section managers. They would consequently be able to further strengthen M and S, by assisting with the maintenance and improvement of the strong M and S Brand name and image.
With regards the weaknesses of M and S, a public relations media programme could be undertaken, in order to somewhat alter any misperceived impressions concerning any aspiring M and S employees. This could relate conclusively to sales assistants, section managers and graduates.
Concerning opportunities, M and S could undertake recruitment with regards an expansionary perspective. Thus candidates should be selected utilising all necessary project management criteria and trends discussed. This could apply to sales assistants, section managers and graduates.
With regards to threats, graduates and section managers should be selected concerning actual marketing criteria. Thus, they should either be marketing specialists, or have the potential to become such individuals concerning employment at M and S. This will assist with the necessary market share attainment, which M and S presently requires. Possible problems with regards recommendations:
While various recommendations have been made and the methodology thereof has been described, as in any project management challenge, problems can at times occur.
The following are important for the success of the recruitment project but are beyond project scope:
a) Standardisation of recruitment practice across the various sectors, including sectors of international M and S expansion. b) Standardisation of interviewer training. c) Concerning risk management criteria, a fully comprehensive programme would be necessary concerning interviewer training, specifically with weakness and threat criteria. d) An adequate recruitment as well as an adequate interviewer-training budget would have to be sought. e) No specific time frame of implementation. f) Methods concerning recruitment improvement mentioned in the Abstract, have not been measured against a standard benchmark, with regards any other enterprise similar to M and S. CONCLUSION and GENERAL SYNOPSIS
Concerning globalisation and recruitment practise specifically regarding the international expansion of M and S, once again a different recruitment methodology is required.
This recruitment methodology should also be catered to the foreign market, combined with continuously changing employer and employee requirements and all other changing variables, once again as regards project management.
The recruitment process regarding the screening of applicants, as regards meeting the organisational fit requirements have proven to be extremely effective.
Concerning the importance of project management usage, it has been demonstrated on the whole within this entire dissertation, that project management is nowadays imperative.
With regards the Literature Review, it has been concluded that for a long time, project management as such, had been utilised in some form or another within M and S.
This had been achieved via the careful attention to detail with regards change and the ultimate satisfaction thereof, in the best possible and appropriate manner.
This included change management with regard project management. Consequently a needs analysis was undertaken in order to fully comprehend the rate and direction of change. This had much to do, with the utilisation of a S.W.O.T. and P.E.ST Analyses, together with changing trends, requirements, etc.
These analyses have formed the core of this dissertation, as they all pertain to change and adequate change management.
They also pertain to adequate risk management, as by following the mentioned project management criteria regarding recruitment as such, the possibility of a mistake is greatly reduced.
Concerning the overall history of M and S, it can be seen that Mr. Marks who ran Marks and Spencer, had been practicing adequate project management and risk management, within those fifty years.
He was at the forefront of this very practice, as success under his reign cannot be disputed. This success included complete market and sales dominance within the U.K food and retail sector.
His business and products offered more than mere commodity satisfying benefits, via an adequate and systematic utilisation of human resource methodology.
Consequently he managed to build his empire, culminating in the present international expansion, resulting in further possibilities of capital and wealth creation.
Project management can be referred to as both an art, science and management discipline. It is imperative however, for the practicing project manager, to utilise all of the scientific principles of change management, in an appropriate manner.
Concerning the managerial perspective, project management encompasses much of management itself, but in a way that practising management has not actually seen for approximately the last fifteen years, except for a limited few occasions.
With regards the artistic perspective, it is truly an art when one manages to actually combine this scientific and managerial methodology, in a way conducive again to change, appropriate risk management and ultimately project management.
Project management allows one to actually glimpse into the future, the way no other management science has presently managed to do.
By adequately observing the very present, at the same time being able to glimpse into the future, this is any manager’s dream.
Project management provides one with the ability to achieve such an impossible task, as has actually been the case where M and S has been concerned.
Finally, once again, when undertaking any project management endeavour, one should always consider ones present position, by consolidating this with the past.
One should also determine all stated aims and objectives by utilising specific reference with the present, in terms of any and all possible changing variables.
This requirement is completely relevant concerning human resource practice, as has been demonstrated within this recruitment dissertation.
These changing variables could encompass anything ranging from specific trends to uncontrollable criteria, specific changing technology, an environmental audit consisting of strengths, weaknesses, etc. all the way to any criterion of specific necessity.
This necessity would involve change, change management and risk management and ultimate project management.
When this is done, a project management programme has in effect been implemented as has been done, which will reduce overall risk and at the same time will maximise desired results to the greatest extent possible. According to Verzuh (2005), enterprise project management is the conscious integration of processes, technology, organisational structure and people in order to align strategy with the execution of projects. (Pg 326). Therefore by encompassing change and translating change into a meaningful and tangible, business orientated outcome, utilising existing business philosophy and by also further translating these given changing variables into meaningful data for the efficient functioning of M and S, efficient recruitment management is in the process of occurring. This great success could partly be attributed to a superior type of management and practise, namely the presently emerged project management. Any enterprise that manages to survive and to ultimately prosper within the 21st century, will be making use of project management techniques and will ultimately apply project management on an almost daily basis, so that the present can be assessed and the future can be glimpsed at with relative certainty.
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