EMPLOYEE RECRUITMENT AND DEVELOPMENT AT WAL-MART

Employee Recruitment and Development At Wal-Mart



Employee recruitment and development at Wal-Mart

Introduction

It's unfortunate that the recruiters are sometimes in a situation that is not always simple. Rather many elements are there that enter their decision making in assuming the candidate being a good fit for the organization. Even though the interviews are part of any job search process, summaries of research or interviewing have concluded that the reliability and the validity of the interviews are generally low. In spite of its popularity, the interview is expensive, inefficient, and usually not job related. Most specifically, a review of the research concludes that the prior knowledge concerning the applicant can bias the interviewer's evaluation and that the interviewer time and again holds a stereotype of what represents the best fit.

Furthermore, the interviewer more often than not tends to favor applicants who share his or her attitudes and views about different things and the manner in which the applicants are interviewed is more often than not influences the evaluations. Furthermore, bias is also observed in the order wherein the information is obtained after which too much weight is given to negative information. Also, the interviewer may make a decision as to the applicant's suitability in the first few minutes of the interview. However, the interview may also forget much of the interview's content within minutes after its conclusion that makes the structured as well as well-organized interviews more reliable. Also, the interview is most valid in determining an applicant's organizational fit level of motivation and interpersonal skills.

When an interviewer has already seen a candidate's resume, application form, possible test scores, or appraisals of other interviewers, bias may be introduced. In such cases the interviewer no longer relies on the data gained in the interview alone. Based on the data received prior to the interview an image of the applicant is created. Much of the early part of the interview then becomes an exercise wherein the interviewer compares the actual applicant with the image formed earlier. For instance, a classic study of interviewer stereotyping focused on the Canadian army. In this study it was concluded that the army interviewer developed a stereotype of what a good job applicant was. But this stereotype was not an individual's bias, rather it was one that was typically shared by all interviewers who had a responsible amount of experience and who operated in a similar environment. This stereotype changed very little during the interview; in fact, most interviewer decisions changed very little during the interview. Based on this research, which appear to be still valid today, a “good applicant” is probably characterized more by the absence of unfavorable characteristics then by the presence of the favorable ones. Thus negative information in an interview has a greater impact on assessment of evaluation than that positive information.

Thesis Statement

In order to be seen as a leading force in delivering the service excellence it has to rely on its resources of high calibre staff to ...