Developing employees as organisational assets
A Kingfisher case study

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Page 3: Recruitment

Kingfisher 6 Image 2Investing in a trainee over ten years involves significant cost as well as risk. The risk includes choosing the wrong type of person and equally importantly losing the person to another organisation during the training process. For this reason, Kingfisher places a great emphasis both on where it recruits and on the person specification used to select the right people.

Graduate recruitment involves marketing the KMDS through visits, presentations and careers fairs both in the UK and Europe. Candidates’ application forms are screened according to set criteria. Selection is then via a first interview and if successful at that stage, candidates are invited to spend one and a half days at an assessment centre.

The Person Specification - the Group requires from prospective KMDS trainees:

  • excellent interpersonal skills
  • enthusiasm and drive to become senior managers within 7-10 years
  • innovative approach to challenges
  • the ability to analyse and make clear and effective judgements based on data and other forms of information
  • an interest in retail, either at a general or specific level (e.g. finance, supply chain etc.)
  • a ‘team player’ who can adapt to different business cultures quickly and effectively
  • creativity and ability to work on own initiative
  • linguistic ability (at least one other language)
  • a variety of interests and evidence of a wide range of experiences.

Kingfisher | Developing employees as organisational assets
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