Recruitment as a business process
A Great Mills case study

Page 1: Introduction

In today’s business world, organisations face highly competitive markets and rapidly changing technologies. Change has become a dominant feature of organisational life. In order to succeed, adaptability and flexibility have become essential characteristics. In meeting these challenges, organisations have realised that people are valuable assets which need to be maintained and developed. In...
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Page 2: The nature of recruitment

THE PURPOSE OF RECRUITMENT IS TO BUY IN, RETAIN AND DEVELOP THE BEST PEOPLE TO MEET THE ORGANISATION’S NEEDS AND REQUIREMENTS. Because of the speed with which Great Mills has grown from a single DIY unit in a small Somerset village to a multi-million pound household name, the process of recruitment has had to fit in with these strategic developments, through the formation of a broad...
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Page 3: Recruitment and selection

Advertisement placed Job advertisements form an important part of the recruitment process. It is important to communicate a job advertisement to a targeted audience in order for it to reach those people who have the qualities for the vacancy. The advertisement for the Management Trainee Scheme clearly identifies the sort of people the Company is looking for, not just in terms of qualifications and...
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Page 4: Training and development

Great Mills is not simply taking on individuals to fill job vacancies. It is providing young people with a structured career path, starting with a broad knowledge of the business as a whole and a long-term process of employee development. Learning is like a journey and it is best if people know where they are going. Having a sense of direction enables employees to choose the best route and the...
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Page 5: Investing in people

In 1988, Great Mills analysed staff turnover and found it to be 120% per year. As this was particularly worrying, they commissioned a staff survey by MORI for internal use, which was published in 1991. The survey showed that the majority of staff had goodwill towards the Company, but felt that the level of training they received was poor.As a result of this, Great Mills introduced a National...
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Page 6: Conclusion

Since Great Mills introduced its NVQ in Retailing and became involved in a range of initiatives designed to meet the National Standards, there has been a dramatic fall in staff turnover, from over 120% in 1988 to under 50% per year, which is average for the retail sector. By the end of 1995 more than 20% of Great Mills’ staff had obtained NVQ and a further 10% were working towards this goal...
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