Case Study
The Recruitment and Selection Process in ASDA


This is an essay analysing about the strengths and weaknesses of the recruitment and selection processes of ASDA. With insights gained from academic literature, the strengths and weaknesses of the recruitment and selection processes of ASDA can be critically evaluated.

Recruitment Process in ASDA

Literally, recruitment is about to attract and identify the potential candidates to take over a particular position within an organization (Myers & Dreachslin, 2007). For that, there are several criteria that characterise recruitment process in ASDA.

First, ASDA has a recruitment policy that attempt to reach out to as many as suitable candidates possible, both internally and externally of the organisation. This is a good practice as it enhances the likelihood of reaching to the most suitable candidates.

Then, there are many benefits offered to the potential employees, such as: comprehensive training and development programmes, competitive salaries, Share save scheme and so on. This will likely ease the recruitment process; as excellent packages will likely lure more applicants (Wittmann-Price & Kuplen, 2003). Combined with an attractive employer brand, I would ease the recruitment process for ASDA.

Next, there is also proper workforce planning process to guide the recruitment process – and this can make the recruitment process more systematic, aside from fulfilling the needs of the organisation more accurately.

Besides, ASDA has also a diversity and inclusion policy. Such a policy is consistent with the firm’s philosophy and corporate values, such as to provide for the workforce include the following: (i) Fairness at work; (ii) Opportunity for all; (iii) Respect for each other; and (iv) Pride in Asda. This is a good policy as that is compliance with the legal statutes (Evans, 1991). Then, some benefits of diversity may include: better problem solving, it is consistent with the globalisation trend, and enhanced creativity (Al-Horr & Salih, 2011). However, it could be challenging to manage diverse workforce (Myers & Dreachslin, 2007).

Next, it is also noted that ASDA had also employed the online recruitment method, which include the use of social media channels such as LinkedIn. Online recruitment system is beneficial as that enable time and costs saving, while enable ASDA to have a wide reach (Sivabalan, Yazdanifard & Ismail, 2014).

It is also observed that ASDA has apprenticeship and graduate training programmes. This is beneficial for ASDA to access to young talents (Stewart & Knowles, 2000).

Yet, it is also noted that ASDA is a company that focus heavily on internal promotion, with the aim to fill 70% of the leadership related vacancies in the organisation via internal promotion. Obviously, there are benefit distinct benefits for the internal promotion policies. First of all, it is consistent with the philosophy of ASDA to care for the career development and progress of its employees, and it make sense to select the future leaders from within the organisation. This will likely enhance employee satisfaction, engagement and loyalty. Aside from that, internal promotion would also be less risky as the new leaders selected are likely those that had already used to the inner culture in ASDA, thereby ensuring the person-culture fit of those new managers or leaders; and that the less time required in orientating the new leaders – as they are likely to have the relevant experiences and knowledge on policies in ASDA.

Lastly, training is also part of the recruitment process in ASDA. This is important as many evidences shown that training is crucial to orientate and better prepare the candidates to fit into the culture of a firm, and can affect the performance of new recruits positively (Lyons, 2004).

Selection Process in ASDA

Selection process is about to choose the best possible candidates to fill in a position in an organisation, upon analysing and evaluating the relevant information about the particular candidates. Some of the selection method include: person-job, person-culture, person- team, person-organisation fit and so on (Vickers, McDonald & Grimes, 2014; Bottger & Barsoux, 2012).

One of the selection processes in ASDA is about to ensure person-culture fit. ASDA has the assessment centre that provides an opportunity for candidates to demonstrate their strengths which align to Asda’s culture, beliefs and way of working. This is important and beneficial as the candidate should fit the culture or the organisation, as fitness will affect their eventual performance, satisfaction and retention in a company (Carless, 2005; Backhaus, 2003). Aside from that, to select the candidate that fit the culture of ASDA is indeed very critical and important, as the success of ASDA is due to its organisational culture that enables it to deliver best possible service to customer, and to act with integrity.

Then, it is also noted that one of the criteria of selection process in ASDA is to select the best candidates – for the different vacancies. This can be seen from the use of two important documents in the online recruitment system, namely: a job description and a personal specification. In other words, the data is analysed in order to select the best possible candidates the suit the requirements for the position. This is sensible as it is crucial to ensure the candidate possess the required qualification and skills to meet the needs of a position.

Both person-job and person-culture fit is emphasised in ASDA. That is sensible as not only should we pay attention to person-position fit, but also attaches great importance to the good matching between individual and organization (Cheng, 2014).

Nevertheless, more issues, such as personality of a candidate can be considered further. This is because personality can also be important, as that will affect the future performance of an employee (Johnson, Winter, Reio, Thompson & Petrosko, 2008). However, that seemed to be ignored in selection process in ASDA, as the focus is more on the skills of the candidates. In short, more holistic approach can add value for ASDA. Some other factors to be also included in selection process shall include: personality, past experiences, attitudes, and abilities; as these are also essential factors that can influence performance of a candidates in the future (Slowik, 2001; Dakin, Nilakant & Jensen, 1994).

While the selection process in ASDA is systematic, it could be possible to employ some degree of intuition to screen those candidates, as intuition can sometimes provide better judgment, and overcome the limitations of more structured approaches (Lockyer & Scholarios, 2004; Miles & Sadler-Smith, 2014).


Both recruitment and selection is important for organisation performance (Omolo, Oginda & Oso, 2012; Samnani & Singh, 2011). Overall, the recruitment and selection process in ASDA have these strengths: reaching wide talent pools, relevant, cost savings, enhance employee engagement, supportive or organisation strategy, ensure both person-job and person-organisation fit and embrace of diversity. However, it is perhaps too structured. Some degree of built-in flexibilities in both the recruitment and selection can add value to the firm.


References & Bibliography

Al-Horr, K., & Salih, A. H. (2011). Convergence or diversity in national recruitment and selection practices: A case study of the state of Qatar. The Journal of Business Diversity, 11(1), 47-55.

Backhaus, K. (2003). Importance of person-organization fit to job seekers. Career Development International, 8(1), 21-26.

Bottger, P., & Barsoux, J. L. (2012). Masters of fit: How leaders enhance hiring. Strategy & Leadership, 40(1), 33-39.

Carless, S. A. (2005). Person-job fit versus person-organization fit as predictors of organizational attraction and job acceptance intentions: A longitudinal study. Journal of Occupational and Organizational Psychology, 78, 411-429.

Cheng, Z. (2014). Research on recruitment model based on person-organization fit. International Journal of Business Administration, 5(2), 126.

Dakin, S., Nilakant, V., & Jensen, R. (1994). The role of personality testing in managerial selection. Journal of Managerial Psychology, 9(5), 3.

Evans, R. (1991). Surviving the skills shortage: Equal opportunities in recruitment and selection. Library Management, 12(2), 4.

Johnson, A., Winter, P. A., Reio, T. G., Thompson, H. L., & Petrosko, J. M. (2008). Managerial recruitment: The influence of personality and ideal candidate characteristics. The Journal of Management Development, 27(6), 631-648.

Lockyer, C., & Scholarios, D. (2004). Selecting hotel staff: Why best practice does not always work. International Journal of Contemporary Hospitality Management, 16(2), 125-135.

Lyons, P. (2004). Skill enhancement in recruitment and selection. Training & Management Development Methods, 18(5), 749-757.

Miles, A., & Sadler-Smith, E. (2014). “With recruitment I always feel I need to listen to my gut”: The role of intuition in employee selection. Personnel Review, 43(4), 606-627.

Myers, V. L., & Dreachslin, J. L. (2007). Recruitment and retention of a diverse workforce: Challenges and opportunities. Journal of Healthcare Management, 52(5), 290-8.

Omolo, J. W., Oginda, M. N., & Oso, W. Y. (2012). Effect of recruitment and selection of employees on the performance of small and medium enterprises in Kisumu municipality, Kenya. International Journal of Human Resource Studies, 2(3), 139-155.

Samnani, A., & Singh, P. (2011). Stop chasing best practices: Focus on fit for your HR function. People and Strategy, 34(1), 34-36.

Sivabalan, L., Yazdanifard, R., & Ismail, N. H. (2014). How to transform the traditional way of recruitment into online system. International Business Research, 7(3), 178-185.

Slowik, S. M. (2001). Objective pre-employment interviewing: Balancing recruitment, selection and retention goals. Public Personnel Management, 30(1), 77-93.

Stewart, J., & Knowles, V. (2000). Graduate recruitment and selection: Implications for HE, graduates and small business recruiters. Career Development International, 5(2), 65-80.

Vickers, G., McDonald, M., & Grimes, J. (2014). A cross country comparison of best practices in recruitment and selection. Journal of Management and Marketing Research, 15, 1-9.

Wittmann-Price, R., & Kuplen, C. (2003). A recruitment and retention program that works! Nursing Economics, 21(1), 35-8.

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  1. sara

    thank you
    what the relationship between recruitment, selection and competitive advantages?

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