Recruitment and selection Aishwarya

21BBH1012
ASSIGNMENT 13
Recruitment policy

Britannia Sales Recruitment Policy

I. Building for Success: Recruitment with a Focus

Our recruitment strategy moves beyond simply filling positions. We aim to build a
high-performing sales force through a focus on deployment, engagement, and workforce
practices.

A. Deployment: We will recruit based on strategic needs.

● Targeted Sourcing: Identify specific sales channels, territories, or product segments

requiring growth and tailor the recruitment process accordingly.
● Skills-Based Hiring: Prioritize candidates with demonstrably strong skills aligned
with specific deployment needs.
B. Engagement: We will attract and retain top talent through a compelling employee value
proposition.

● Competitive Compensation & Benefits: Offer salaries and benefits packages that
are attractive within the FMCG industry and the local market.
● Positive Work Culture: Cultivate a culture of collaboration, recognition, and career
development opportunities.
● Work-Life Balance: Promote healthy work-life balance initiatives to reduce burnout
and enhance employee well-being.
C. Workforce Practices: We will invest in continuous development to build a future-ready
sales force.

● Onboarding & Training: Provide a comprehensive onboarding program followed by

ongoing sales training tailored to individual needs and industry trends.
● Mentorship Programs: Pair new hires with experienced salespeople to facilitate
knowledge transfer and career guidance.
● Performance Management: Implement a clear performance management system
with regular feedback and coaching opportunities.
II. Putting it into Action: Implementation and Development

A. Implementation: Integrating the Strategy

● Hiring Teams: Assemble cross-functional hiring teams with diverse perspectives to

ensure a holistic evaluation of candidates.
● Standardized Process: Develop a standardized recruitment process that is efficient,
fair, and compliant with local regulations.
 ● Technology Integration: Leverage technology platforms for applicant tracking,
interview scheduling, and online assessments to streamline the process.
B. Development: Building for the Future

● Skills Gap Analysis: Regularly assess the sales team's skills against evolving market
needs and identify areas for development.
● Leadership Training: Invest in leadership training programs to develop future sales
managers and build a strong talent pipeline.
● External Collaboration: Partner with industry experts or training institutions to
deliver cutting-edge sales training programs.
III. Measuring Success: Tracking Performance and Impact

● Recruitment Metrics: Track time-to-hire, cost-per-hire, and candidate quality to

assess the efficiency and effectiveness of the recruitment process.
● Sales KPIs (Key Performance Indicators): Monitor sales performance metrics
aligned with specific deployment goals, such as quota attainment, customer
acquisition, and market share growth.
● Employee Engagement Surveys: Conduct regular employee surveys to gauge
engagement levels, identify areas for improvement, and measure the effectiveness of
employee value proposition initiatives.
IV. Rewarding Performance and Fostering Growth

● Incentive Programs: Implement commission structures, bonuses, and other

performance-based incentives to motivate and reward high achievers.
● Career Development Opportunities: Provide opportunities for career advancement
within the sales team or across the organization based on performance and skill
development.
● Recognition & Appreciation: Recognize and celebrate individual and team
achievements to boost morale and foster a sense of accomplishment.
V. Retention Strategies: Building a Long-Term Sales Force

● Stay Interviews: Conduct regular stay interviews with key talent to understand their
career aspirations and proactively address concerns.
● Succession Planning: Develop a talent pipeline by identifying high potential
candidates and providing them with targeted development opportunities.
● Work-Life Balance Initiatives: Offer flexible work arrangements, employee
well-being programs, and other initiatives that contribute to employee satisfaction and
reduce turnover.
 ASSIGNMENT 14
As the manager of Manchester City Football Club, here's how I would approach player
recruitment:

I. Global Scouting Network:

● Extensive Network: We have a well-established network of scouts across the globe,

covering every major league and many youth tournaments. These scouts possess a
deep understanding of playing styles, talent identification, and player potential.
● Data-Driven Approach: Supplement scouting with data analysis tools to identify
players who excel in metrics relevant to our playing style (e.g., passing accuracy,
successful tackles, key passes).
● Focus on Young Talent: Prioritize young players with high potential who can be
developed within our system. This allows for long-term squad building and value
appreciation.
II. Identifying the Right Fit:

A. Playing Style:

● Tactical Philosophy: We have a clear tactical philosophy based on Pep Guardiola's

vision: possession-based, attacking football with high pressing.
● Player Skillset: We recruit players with the technical ability, tactical awareness, and
athleticism to thrive in this system.
● Flexibility: While prioritizing players comfortable in our system, we seek those who
can adapt to different formations and tactical tweaks.
B. Squad Balance:

● Filling Gaps: Identify weaknesses or areas needing improvement within the squad
and target players who can address those needs.
● Versatility: Look for players who can comfortably play multiple positions, adding
tactical flexibility and squad depth.
● Healthy Competition: Maintain a competitive environment within the squad by
bringing in players who can challenge established starters for their positions.
C. Character and Mentality:

● Winning Mentality: Prioritize players with a hunger for success, a strong work ethic,
and the ability to perform under pressure.
● Teamwork: Seek players who prioritize teamwork and understand the importance of
collective success over individual glory.
● Adaptability: Look for players who can adapt to the fast-paced and demanding
environment of the Premier League.
III. Stages of the Recruitment Process:

1. Identification: Scouts and data analysts identify potential targets based on playing
style, skillset, and potential fit within the squad.
 2. Evaluation: In-depth analysis of the player's performance through match footage,
data analysis, and scouting reports. We may also send assistant coaches to observe
them live.
3. Negotiation: If the player meets our requirements, initiate contact with the selling
club and the player's representatives to negotiate transfer fees, wages, and contract
terms.
4. Medical: Once a transfer agreement is reached, the player undergoes a thorough
medical examination to assess their fitness and identify any potential injury concerns.
5. Integration: Upon successful completion of the medical, the player joins the squad
and undergoes a tailored integration program to introduce them to the club's culture,
training methods, and playing style.
IV. Negotiating Tactics:

● Building Relationships: Maintain strong relationships with clubs, agents, and players
to gain access to information and facilitate smooth negotiations.
● Market Awareness: Stay informed about current market trends, player valuations,
and potential competition for players to ensure we offer competitive packages.
● Creative Solutions: Utilize creative solutions like player swaps, loan deals, or
buy-back clauses to maximize value and address financial constraints.
V. Retention Strategies:

● Competitive Compensation: Offer attractive wages and bonuses to keep key players
motivated and ward off interest from other clubs.
● Squad Harmony: Foster a positive team environment where players feel valued and
respected, encouraging them to stay long-term.
● Career Development: Offer opportunities for players to develop their skills and
advance their careers within the club, promoting a sense of loyalty and growth.
VI. Adapting to Change:

The footballing world is constantly evolving, so we must adapt our recruitment strategy
accordingly. Here are some key considerations:

● Emerging Leagues: Explore untapped talent pools in emerging leagues and countries
with promising young players.
● Financial Sustainability: Maintain financial responsibility while being competitive
in the transfer market. Utilize scouting effectively to identify hidden gems and avoid
overspending.
● Technological Advancements: Embrace new technologies like advanced data
analysis and scouting platforms to gain a competitive edge in identifying and
recruiting talent.
Hipos (High Potential):

● Focus on Young Talent: Prioritize young players with high potential who can be
developed within the City system. These Hipos can become future stars and squad
leaders.
● Mentorship Programs: Pair young Hipo players with experienced veterans to
accelerate their learning and development. Top performers can provide valuable
guidance and mentorship.
● Leadership Training: Invest in leadership training programs for Hipo players to
prepare them for future captaincy roles or transitions into coaching positions.
Top Performers:

● Squad Balance & Competition: Recruit players who can challenge established top
performers for starting positions, fostering healthy competition and pushing everyone
to perform at their peak.
● Retention Strategies: Prioritize retaining top performers by offering competitive
compensation, squad importance recognition, and opportunities for career
development within the club.
● Data Analysis: Leverage data analysis to identify areas where top performers excel
and use that information to inform future recruitment decisions.
Critical Resources:

● Experienced Veterans: Highly skilled or skilled veterans can provide valuable

leadership, stability, and mentorship within the squad. These critical resources can be
crucial for integrating young talent and maintaining a winning culture.
● Specialist Roles: Certain positions, like goalkeepers or set-piece specialists, require
highly skilled or skilled individuals who are critical resources for specific tactical
situations.
Highly Skilled & Skilled Players:

● Playing Style & Squad Needs: Recruit highly skilled and skilled players who
demonstrably fit the playing style and address specific needs within the squad.
● Data & Scouting: Combine data analysis with scouting reports to identify highly
skilled and skilled players who excel in metrics relevant to City's style (e.g., passing
accuracy, successful tackles).

Semi-Skilled & Unskilled Players:

While Manchester City's recruitment focus will be on highly skilled professionals, there
might be a role for semi-skilled and unskilled players in the following ways:

● Academy System: The club likely has a robust youth academy system where
semi-skilled and unskilled players with raw talent can be identified and developed.
 ● Support Staff: Unskilled or semi-skilled individuals might find opportunities within
the club's support staff, such as in equipment management, catering, or administrative
roles.

ASSIGNMENT 16
Gig working in airline industry

● The company’s business model allows clients to reduce risk where pilots are needed
for new, under-served, or tough markets in which existing personnel are not suited, or
in short-term, contingency assignments where hiring a full-time pilot might not make
sense.
● Licensing, ratings, currency and other requirements and checks during the pilot
onboarding process, and uses its own qualification tracker system to ensure regulatory
compliance of operations in different jurisdictions.
● This means optimising flying hours to provide pilots with maximum working
opportunities, and for operators, real-time management for surge, short-term and
last-minute opportunities.
● It is important to understand the terms and conditions of how freelance and
on-demand agencies work.

Threats and weakness

● Currently, pilot sentiment towards the aircrew contingency workforce business model
seems unfavourable. At a financial level, the gig-economy business model facilitates
shifting the costs of earning and maintaining a type rating from employer to freelance
employee.
● The gig-economy may devalue the pilot profession, and is a potential detriment to the
industry and the profession.
● Somewhat more concerning is the potential of reduced standards via the degradation
of flight safety levels from using temporary crews. While regulations and licensing
are one of the more visible safety controls in aviation, there are other threats these do
not and cannot address.
● On-demand aircrew service providers operate within the rules and regulations dictated
by CASA, FAA and other regulatory bodies, because pilots are still required to be
licensed, regulated, and properly trained. But cultural and safety management issues
may become blurred.
●

Threat and error management (TEM), according to Flight Safety Foundation, is an

overarching safety concept applied to aviation operations and human performance,
developed as a product of collective aviation experience.
Opportunities and strengths

● The pilot shortage is real, and generally stems from countries with rapidly growing
economies needing more skilled pilots than are available globally.
● Globally, airlines are experiencing a supply and demand problem, and are competing
with each other to attract the limited pool of experienced and senior pilots through
benefits such as training, salary, lifestyle, and career progression. Air transport
captains are retiring faster than trained junior pilots can backfill their roles, and the
heavily-regulated, costly, and long training cycle a pilot undertakes from general
aviation through instructor pilot, eventually to airline, is not efficient or attractive to
jobseekers.
● Benefits for these aircrew may be that they enjoy varied challenges, operating
environments and career experience rather than progression, short-term/high-reward
pay, travel and a more transient lifestyle.
● If there is a shortage of skilled workers throughout an industry, only the incremental
training of more skilled workers can improve that, and as employment trends change,
gig-economy workers and services may find themselves on the leading edge.