The staff recruitment and selection policy of IKEA in China Essay

The staff enlisting and selection policy of IKEA in China - Essay ExampleThe recruitment and selection policy of IKEA is think of driven and espouses s teamwork, simplicity, communicative forthrightness and urgency. The subject matter values of IKEA are employee empowerment, flexibility, dynamism and cost disposition (Smith, 2010, p. 70). Advertising is the main means of design that IKEA uses to emphasize these values. Job at IKEA webpage is used to communicate the core value of the Chinese company. A cost effective campaign is carried out, which is used directly to harness the client base of the business.IKEA wants to recruit about 8,000 people over the next five years. IKEA employees must have trusted characteristics in order for them to be selected in the company. These characteristics are important compared to specific experiences and qualifications. The applicants must be set down to earth they must be well with other employees and must have a sense of temper (Bach & Edwar ds, 2013, p. 19).IKEA wanted to attract the right candidate and through the spirit of advertising, they would attract a large round of applicants who were good at their work.The selection process involved bringing together twenty potential candidates who had some(prenominal) specifications that IKEA required that is education, experience, age and attitude. The group of twenty would be given a series of questions and a in the flesh(predicate) interview with the panel of the board of directors. After the selection process, the applicants will undergo training, which involves traditional classroom courses. Co-workers in the company are requested to master current jobs as well as seeking natural opportunities hence, they are allowed to apply for new job opportunities in IKEA.Through the selection process, emphasis is put on the value fit as selection criteria. After the applicants have been selected, employees who have worked in the organization antecedently are requested to assist the new coworkers adjust in the company through mentorship (Rothacher, 2004, p.