Everyone one knows that the needs of a giant business like Tesco are more than a smaller

company. Similarly, it needs more staff and so an effective recruitment strategy as well. So in

order to cater this need or to create a pool of potential workers, several methods are used by

Tesco. This recruitment procedure varies depending on the availability as well as the

prerequisites of the post.

The approaches of internal as well as the external recruitment are more often utilized by Tesco.

Each of the method possesses some pros and cons. Rather than recruiting the candidates from the

outside, Tesco opt to look at its internal Talent Plan. It includes the scrutiny of those employees,

who are anticipating their promotions or either wish to advance further on an equivalent scale.

Besides this, announcements are also made inside the organization for a couple of weeks. For

this purpose, the local network or the intranet of the company is used (Turner & Wilson, 2006).

Inside recruitment has few pros. First of all, this is an alternative which conserves the time of the

organization as in this alternative, the candidates are already accessible. Moreover, the overall

recruitment cost can be conserved by this method. There is no requirement of promotion via

different media channels. Similarly, this alternative is more feasible for the organization because

the internal aspirants are more reliable and trust worthy. Also, they are well informed and more

knowledgeable. Finally, promotion is responsible for uplifting the self-esteem of the employees

and it drives them to do their more diligently. In the similar fashion, the approach of internal

recruitment has few cons. In some occasions, finding an employee in place of the promoted one

who is equally efficacious or productive is not an easy job. Similarly, there is lack of novelty in

this approach. The new aspirants might be having a more modern approach than the internal

aspirant with the same outdated approach. Moreover, this approach might bring in de-motivation
because if an employee is promoted by the organization, others might get upset because of this

and may lose their interest in the job (Zottoli & Wanous, 2000).

It was articulated by Chan (1996) that if an organization is not capable of obtaining the

appropriate aspirants for the job from the above mentioned process, the process of outside

recruitment can be opted. Generally, for this motive, Tesco makes announcements of the jobs by

utilizing the various platforms that are available for this motive. The announcements are also

made via utilizing the website of Tesco. Additionally, various media channels as well as the

internet can be utilized for the purpose of recruitment of aspirants for more challenging posts.

External recruitment procedure also possesses some pros and cons. One of its pros is that it

brings the fresh candidates inside the organization who are more diverse in their approaches.

Similarly, an enormous pond of aspirants can be created by using this approach and the

organization gets more options of selecting an aspirant as per its own prerequisites. Another

benefit of utilizing this approach is effortless training of the fresh aspirants as it is quite easy to

train and guide them as compared to the mature employees of the organization. Like its pros, this

approach also possesses some cons as well. One of its cons is the timely process of conduction as

compared to the internal approach. Another weakness is the new aspirant’s unawareness of the

culture of the organization and the need of a proper orientation and training procedure in order to

guide them. So, in this way, this approach is more costly and timely.

In conclusion, it can be asserted that both the approaches are equally important and should be

considered as per the requirement of the job. Tesco should also keep in mind the latest trend as

well as the rate of success of both the procedures of recruitment in order to obtain the most

suitable employee for the organization.

Selection of the right employees at the right place is the most important decision for an

organization and it is one of the several constituents upon which the success of an organization is

based. Therefore, it has become an empirical rule that an organization’s prosperity and success

depends upon the degree of its employees’ performance. Same is the case with Tesco and for this

reason, the selection procedure of the employees is considered as the most significant one.

Dalessio and Imada (1984) articulated that for this motive, the interview and the assessment

centers are of crucial importance. An organization like Tesco is capable of getting the benefits

like the selection of the ideal talent out of the pool of available aspirants by getting the help of

the interview and assessment centers. Firstly, the Interview and assessment centers are quite

helpful due to availability of more alternatives and a bigger portfolio of the selection procedures

which they offer, can utilized during their selection process. Secondly, these are also helpful in

the assessment of the previous as well as the future level of the performance of job. So, in this

way, it helps the organization to obtain the most ideal employee who is capable of effectuating

the pre-requisites of their job in the best way possible. In return, it will be fruitful for the

organization because it provides an organization with its most precious and valuable asset that is

its employees and due to the hard work and the diligence of its employees, a business is capable

of obtaining profits and becomes prosperous. In a similar manner, if the employees of an

organization do not perform as per the requirements of the job, it may impacts the business in an

adverse way and proves disastrous as well some times. So it becomes crucial for an organization

to screen out the aspirants by taking the help of interview and assessment centers in order to

circumvent such a dangerous scenario. In addition, this is the smartest approach available to

screen out the aspirants and to choose the ideal employee as per the job’s requirement.
Moreover, these are helpful for an organization in order to appraise as well as to rate the

aspirants on the foundation of their measure of consistency. For instance, it is beneficial for an

organization if it wishes to validate the consistency level of its workers before and after the

selection procedure in order to verify that either they possess the required skills for the job or

not, as they said during their interview procedure was correct or a lie. So due to this, the

organization actually gets an opportunity to assess the aspirants and becomes capable to

distinguish between the aspirants who are capable and worthy for taking responsibilities for

which they were tested and the aspirants who are not worthy and capable of. Therefore, it also

proves helpful in order to validate the knowledge level and the skills of the employees (Nurse,

2006).

In conclusion, it can be articulated that the interview and assessment canters are beneficial and

indeed play a significant part during the selection procedure of the aspirants for a certain job.

Moreover, it is also helpful for an organization as it allows screening out the unwanted

candidates and in this way, the job of selection of employees becomes quite easy to do.

References:

Turner, J. and Wilson, K. (2006). Grocery loyalty: Tesco Clubcard and its impact on loyalty.

British Food Journal, 108(11), pp.958-964.

Zottoli, M. and Wanous, J. (2000). Recruitment Source Research: Current Status and Future

Directions. Human Resource Management Review, 10(4), pp.353-382..

Chan, W. (1996). External Recruitment versus Internal Promotion. Journal of Labor Economics,

14(4), pp.555-570.

Dalessio, A. and Imada, A. (1984). Relationships Between Interview Selection Decisions and

Perceptions of Applicant Similarity to an Ideal Employee and Self: A Field Study. Human

Relations, 37(1), pp.67-80.

Nurse, L. (2006). Performance appraisal, employee development and organizational justice:

exploring the linkages. Development and Learning in Organizations: An International Journal,

20(2).