Human Resource Management - Evaluation of Company recruitment websites
SECTION 1 – Sainsbury’s Online Recruitment
Train people well enough so they can leave. Treat them well enough so they don’t want to.
- Richard Branson
Overall impression
The Sainsbury’s website appearance is clean and engaging (displaying an interactive video map) and lots of white space making it easy for the user to focus on key information. The map allows the user to browse jobs, per department, displaying more information, vacancies, benefits and development opportunities offered by Sainsbury’s. Most pages have a link to the homepage, however the exclusion of a search bar makes website navigation more time consuming. “Research has shown that about 50% of all web users expect a search bar, and go to it almost immediately on any new site they visit” (Newbold. C, 2017). The addition of a search bar will prevent individually searching each page for the desired information. The landing page displays each department with links to expand on each role within that department. Each section is titled specifically and takes the user to the corresponding page. The only criticism may be the Discover tab, as this could be misleading to user believing they will see job listings.
Although the Sainsbury’s website is relatively easy to navigate, it could be improved by including links or paths showing the user how they got to that page (e.g. Sainsbury’s > Jobs > Discover > Merchandising Controller). By utilising dropdown menus (Discover and Develop) to nest like categories together the user can find the required info easier. Clickability refers to whether or not items that are a link appear clickable (and vice versa). The Sainsbury’s Career website is a prime example of strong clickability. Every object I viewed was clearly defined as either a link or not, via a bright colour or a shape, underlined text or a small plus symbol next to text as seen in Figure 2. However, a minor bug I experienced was the webpage headings at the top of the page (discover, develop, apply/see Figure 1) link to themselves when clicked.
Figure 2
1. Perceived image and values presented
Sainsbury’s portray themselves to be a diverse community whereby each member is valued and committed to delivering the best customer shopping experience. This is reinforced by recurring images of smiling employees and colourful and positive environments, encouraging the user to apply. Sainsbury’s orange theme also plays an important factor in the success of the website. “Orange is a colour that induces a feeling of joy” (Patrick Ellis, 2004, p.341). There is a list of tips to assist the user in the application process, which displays the commitment Sainsbury’s makes to assisting candidates apply to roles. Sainsbury’s calls itself “A great place to work” and offers diversity, nurturing creativity, developing experience and inspiring others as reasons to apply in addition to a comprehensive list of company benefits including a 10% discount card, annual bonus scheme, holidays, pensions and awards for long service (Sainsbury’s, 2018).
2. Key information
The website clearly describes the ideal attributes for each role, including a small introduction explaining the job roles and its importance. The FAQ page is also of help to the user as it reinforces their thinking and provides answers to questions. For applicants whose native tongue is not English, a jargon-buster would be beneficial to explain some of the more obscure words. Information is presented clearly and visibly for the user to access, although as previously iterated, the addition of a search bar would increase usability significantly. The website includes key job information including, an organised list of vacancies per function, rate of pay (which can both attract and deter applicants), the rewards and benefits for each employee and the training and development opportunities offered by Sainsbury’s.
3. Applicant job expectations
The website information is presented in an easily-understood manner and in a relaxed, friendly tone of voice. This relaxes the candidate, increasing the likelihood of applying. It seems as though Sainsbury’s has a genuine interest in refining its recruitment process, which can be seen on the pages detailing the application process and tips associated with it.
Opinion and summary:
Overall, I believe the website is user-friendly and presents information coherently to the applicant. It sets realistic expectations about the job roles at Sainsbury’s, their importance to success and the values that underpin them. Because of this, I believe that Sainsbury’s online recruitment process does not set any false expectations, despite using positive language to entice applicants. Another aspect of the website which I really like is the video testimonials under the ‘Be inspired’ heading. These give a personal insight into how Sainsbury’s has changed and improved its employees lives.
One recommendation is that Sainsbury’s should include (or advertise more clearly) graduate job vacancies. Although not necessary to improve the recruitment process, Sainsbury’s can recruit employees who are keen to work and have a fresh perspective. Graduates can easily be moulded to fit a company’s culture and already relevant have specific skills therefore decreasing training costs. (Pollard, Hirsh, Williams et al. 2015, p.60)
SECTION 2 – Soton Data
Employee turnover – “The ratio of the number of employees that leave a company through attrition, dismissal, or resignation during a period to the number of employees on payroll during the same period” (Business Dictionary, ND).
Firm-specific Human Capital /Training– “Specific human capital is defined as a set of skills that enable one to perform highly specialized tasks in a few industries” (Jerbashian, Slobodyan , Vourvachaki, 2015).
General Human Capital/Training – “Defined as a set of skills that enable individuals to perform generic tasks that are required for production in a wide range of industries” (ibid).
Non-compete agreement – “A contract limiting a party from competing with a business after termination of employment or completion of a business sale” (Legal Dictionary, ND).
Poaching – “If an organization poaches members or customers from another organization, they secretly or dishonestly persuade them to join them or become their customers” (Collins Dictionary, ND).
Soton data is a large trains mainframe computer operator which suffered from employee turnover as a result of poaching and a lack of non-compete agreements. In this instance, Soton data were effectively training their rivals to drive themselves out of the market.
A common issue amongst technology firms is the loss of employees who take company secrets with them to their new employer. This presents many issues for the previous employer as their whole organisation is at stake. An example of this is computing giant Hewlett-Packard (HP) suing former employees for going to work for rival tech firm Cisco. Mark Chandler, Executive VP of Cisco (2011), argues against this saying “Trade secrets are protected by intellectual property laws, not by non-compete agreements…”. This is precisely the reason for the success of Silicon valley, the cross pollination of ideas and relaxed intellectual property litigation as a result of the neglection of non-compete agreements (Doyle. A, 2018).
The inherent problem with human capital, is that unlike machinery or inventory, human capital can leave at any time (Coff and Raffie 2015). This has been seen multiple times in the cases of military personnel, especially pilots and engineers who benefit from expensive firm-specific training. Because trainees understand the gravitas of the skills they are learning, they are able to leave the military into highly paid commercial jobs. As the military is not a profit-driven organisation, is a monopoly, and its existence depends more so on a political rather than economic scale, it can “afford” to train employees and not retain them (Becker. G. S, 1962, p.16). Listed below are a few strategies that Soton data can implement to combat this problem:
Create a better Working Environment
This could be as simple as increasing the number of team activities outside of work, or as complex as uprooting the existing culture. From my understanding there was nothing keeping employees at Soton data which could have been avoided by creating an environment whereby employees feel like an asset, not an overhead. (Amber Thomas, ND). To achieve this, Soton data must encourage employees to take more responsibility, in turn increasing commitment. A strong example of this is the John Lewis Partnership. By employing employees as partners, employees associate a shared responsibility between themselves and to provide excellent customer service (Milbrath. S, 2014).
Training and Promotion
While there is no argument against the fact that training increases both wages and performance, it is hard to ascertain exactly to what extent the benefits from training are shared between employees and employers (Jones, Kalmi & Kauhanen, 2008). The purpose of firm-specific training is to invest in the employee so that the company and employee can benefit from higher ROI. By sharing the investment (specific training and no pay rise), “the likelihood of either party unilaterally terminating the employment relationship and imposing on the other party a loss in his return” is reduced (Hashimoto. M, 1981, pp. 475). This training also insinuates that the employee is prepared for a more responsible job role. Although costly in the short term, this strategy can reap exponential benefits as Soton data wouldn’t lose workers to their competition and create a more enjoyable work environment, potentially enticing new applicants. Workers rich in firm-specific skills require less frequent performance evaluation as they are trained to a higher standard and are more committed due to the investment the firm has made. Despite these benefits, some organisations can be parsimonious regarding training, which can lead to low employee satisfaction, in turn increasing turnover.
Transparency
Transparency can heavily influence an employees opinion of a company. This is because an employee who are involved in the business’ activities outside of their job or department have a stronger connection with the business.
Soton data can do this very easily by communicating the company’s vision and mission statement to all employees. Once this has been established, employees will have a greater understanding of Soton data’s direction and will be more committed to seeing it grow.
Another aspect of transparency that is key is when information is delivered to employees. By updating employees as soon as possible regarding company decisions, Soton data can avoid misinformation and miscommunication (Arruda. W, 2018).
Incentive Plans
Incentive plans which offer the employee bonuses dependant on the success of the company can be effective retention strategies. They incentivise workers to make more significant contributions, and encourage them to stay at the firm longer.
1. Profit-sharing program
Drawing on the business acumen attained over the course so far, profit-sharing strategies are the most effective at large firms with multiple departments and when used in conjunction with other strategies. This is advantageous to the firm as it only pays profits when it makes profit, which is now influenced by more incentivised employees. However this may swing the other way, and cause some employees to free-ride.
2. Compensation
Compensation is becoming a more prevalent practice in Business, as managers seek to find ways of incentivising employees and rewarding them for their tenure. More companies are increasing the proportion of stock options, while reducing the base salaries for executives and managers alike (Pfeffer. J, 1998). Take Lincoln Electric as an example of effective compensation implementation. “Lincoln supplements its piece-rate system with a complex and generous bonus system that rewards productivity…”(Baron & Kreps, 1999, p.50), thus increasing overall performance.
Figure 3 depicts the positive correlation between productivity and real hourly compensation for American non-farm businesses. Productivity in this sector grew an average of 2.2% pa, on the last 63 years, in accordance with the 1.7% increase compensation over the same period.
3. Higher salary as a result of training
Another consideration is the wage rate of competitors at the same level. If Soton data is prepared to invest in firm-specific capital but not increase wages, employees may leave to join rivals. Employees should be on average industry wages across the business. Stars should be paid well/offered more training in order to develop and retain them. “Some companies find it more beneficial and less expensive in the long run to find mid-level talent with the drive to succeed and develop that talent with ongoing raises” (Stiner. S, 2017). This can significantly reduce the hiring costs and the starting salary costs. …”(ibid , p.59).
Figure 3
Conclusion
Soton data can create more meaningful job roles, which can be done both through training and/or through adjusting the organisational hierarchy. By valuing employees opinions and suggestions, Soton data can better relate to its employees and potentially retain them. This is an effective approach both in the short and long term. Nevertheless, it is hard to accurately assess the impact of these strategies in the short vs long run as it depends on a variety of exogenous factors (employee performance, number of employees, value of incentives set by the company, experience, age etc).
One strategy that is proven to work in another industry i.e. the service industry, would be to employ temporary staff until Soton data were able to train more committed operators. If Soton data were able to find engineers of relative level to their own, they could train new engineers whilst using the temps to operate the train mainframe. A disadvantage of this is the large short term costs of both employing temporary staff and training new employees, however the firm-specific training of new operators coupled with effective implementation of one or more of the strategies above would engage employees and prevent such high turnover.
Reference:
Section A:
Ellis p. (2004), Who Dares sells, Ellison Ltd, Hounslow, p.341
Newbold. C (2017) How to Evaluate a Website: Navigation http://digital.pbs.org/blogs/spi-blog/2014/12/11/how-to-evaluate-a-website-navigation/ [Accessed: 23/11/18]
Sainsbury’s Career page, ND, https://sainsburys.jobs/search-apply/ [Accessed: 24/11/18]
Sainsbury’s, 2018, https://sainsburys.jobs/working-at-sainsburys/benefits/ [Accessed: 04/12/18]
Section B:
Arruda. W (2018) Five Ways To Identify A Company With A Culture Of Transparency, https://www.forbes.com/sites/williamarruda/2018/03/11/five-ways-to-identify-a-company-with-a-culture-of-transparency/#78213adf4804 [Accessed on: 28/11/18]
Baron, J. and D. Kreps (1999) Strategic Human Resources: Frameworks for General
Managers (SHR), John Wiley & Sons, California Management Review Vol 41. No. 3, p.50-51
Becker. G. S (1962) "Investment in Human Capital: A Theoretical Analysis," J. Polit. Econ., Oct. 1962, 70, p.16
Business Dictionary, ND, http://www.businessdictionary.com/definition/labor-turnover.html [Accessed: 04/12/18]
Chandler. M, (2011) Cisco, HP Sues Employees for Leaving – We Challenge HP to Support Employee Freedom https://blogs.cisco.com/news/hp-sues-employees-for-leaving [Accessed on: 28/11/18]
Coff, R. and Raffie J. (2015) Toward a theory of firm specific human capital. Academy of Management Perspectives. Vol 29, No 3. pp326–41.
Collins Dictionary, ND, https://www.collinsdictionary.com/dictionary/english/poach [Accessed: 04/12/18]
Doyle. A (2018) What Is Employee or Job Poaching?, https://www.thebalancecareers.com/what-is-employee-poaching-2061980 [Accessed: 04/12/18]
Hashimoto. M (1981) Firm-Specific Human Capital as a Shared Investment, The American Economic Review, Vol. 71, No. 3 (Jun., 1981), pp. 475 [Accessed: 23/11/18]
Jerbashian, Slobodyan , Vourvachaki (2015) Specific and General Types of Human Capital, Available at SSRN: https://ssrn.com/abstract=2539848 or http://dx.doi.org/10.2139/ssrn.2539848
Jones, Kalmi & Kauhanen (2008) The Effects of General and Firm-Specific Training on Wages and Performance: Evidence from Banking p.3
Lazear. E. P (2009) Journal of Political Economy, 2009, vol. 117, no. 5, The University of Chicago
Legal Dictionary, ND, Noncompete Agreement, https://legal-dictionary.thefreedictionary.com/Noncompete+Agreement [Accessed: 04/12/18]
Milbrath. S (2014) 5 brands that employed transparency in marketing—and won https://www.visioncritical.com/5-brands-employed-transparency-marketing-and-won/ [Accessed: 29/11/18]
Pfeffer. J (1998) Six Dangerous Myths About Pay https://hbr.org/1998/05/six-dangerous-myths-about-pay [Accessed: 29/11/18]
Pollard, Hirsh, Williams et al. (2015) Understanding Employers’ Graduate Recruitment and Selection Practices: Main report, Department for Business Innovation and skills, p.60
Schultz, T.W. (1961) Investment in human capital. American Economic Review. Vol 51. pp1–17.
Stiner. S (2017) Six Tips For Retaining Talented Employees https://www.forbes.com/sites/forbestechcouncil/2017/12/06/six-tips-for-retaining-talented-employees/#5b27a8591a55 [Accessed: 29/11/18]
Thomas. A, (ND) 5 Things Successful Companies Do to Retain Top Talent, http://www.selectinternational.com/blog/bid/148239/5-things-successful-companies-do-to-retain-top-talent [Accessed: 29/11/18]
Train people well enough so they can leave. Treat them well enough so they don’t want to.
- Richard Branson
Although the Sainsbury’s website is relatively easy to navigate, it could be improved by including links or paths showing the user how they got to that page (e.g. Sainsbury’s > Jobs > Discover > Merchandising Controller). By utilising dropdown menus (Discover and Develop) to nest like categories together the user can find the required info easier. Clickability refers to whether or not items that are a link appear clickable (and vice versa). The Sainsbury’s Career website is a prime example of strong clickability. Every object I viewed was clearly defined as either a link or not, via a bright colour or a shape, underlined text or a small plus symbol next to text as seen in Figure 2. However, a minor bug I experienced was the webpage headings at the top of the page (discover, develop, apply/see Figure 1) link to themselves when clicked.
Figure 2
1. Perceived image and values presented
Sainsbury’s portray themselves to be a diverse community whereby each member is valued and committed to delivering the best customer shopping experience. This is reinforced by recurring images of smiling employees and colourful and positive environments, encouraging the user to apply. Sainsbury’s orange theme also plays an important factor in the success of the website. “Orange is a colour that induces a feeling of joy” (Patrick Ellis, 2004, p.341). There is a list of tips to assist the user in the application process, which displays the commitment Sainsbury’s makes to assisting candidates apply to roles. Sainsbury’s calls itself “A great place to work” and offers diversity, nurturing creativity, developing experience and inspiring others as reasons to apply in addition to a comprehensive list of company benefits including a 10% discount card, annual bonus scheme, holidays, pensions and awards for long service (Sainsbury’s, 2018).
2. Key information
The website clearly describes the ideal attributes for each role, including a small introduction explaining the job roles and its importance. The FAQ page is also of help to the user as it reinforces their thinking and provides answers to questions. For applicants whose native tongue is not English, a jargon-buster would be beneficial to explain some of the more obscure words. Information is presented clearly and visibly for the user to access, although as previously iterated, the addition of a search bar would increase usability significantly. The website includes key job information including, an organised list of vacancies per function, rate of pay (which can both attract and deter applicants), the rewards and benefits for each employee and the training and development opportunities offered by Sainsbury’s.
3. Applicant job expectations
The website information is presented in an easily-understood manner and in a relaxed, friendly tone of voice. This relaxes the candidate, increasing the likelihood of applying. It seems as though Sainsbury’s has a genuine interest in refining its recruitment process, which can be seen on the pages detailing the application process and tips associated with it.
Opinion and summary:
Overall, I believe the website is user-friendly and presents information coherently to the applicant. It sets realistic expectations about the job roles at Sainsbury’s, their importance to success and the values that underpin them. Because of this, I believe that Sainsbury’s online recruitment process does not set any false expectations, despite using positive language to entice applicants. Another aspect of the website which I really like is the video testimonials under the ‘Be inspired’ heading. These give a personal insight into how Sainsbury’s has changed and improved its employees lives.
One recommendation is that Sainsbury’s should include (or advertise more clearly) graduate job vacancies. Although not necessary to improve the recruitment process, Sainsbury’s can recruit employees who are keen to work and have a fresh perspective. Graduates can easily be moulded to fit a company’s culture and already relevant have specific skills therefore decreasing training costs. (Pollard, Hirsh, Williams et al. 2015, p.60)
SECTION 2 – Soton Data
Employee turnover – “The ratio of the number of employees that leave a company through attrition, dismissal, or resignation during a period to the number of employees on payroll during the same period” (Business Dictionary, ND).
Firm-specific Human Capital /Training– “Specific human capital is defined as a set of skills that enable one to perform highly specialized tasks in a few industries” (Jerbashian, Slobodyan , Vourvachaki, 2015).
General Human Capital/Training – “Defined as a set of skills that enable individuals to perform generic tasks that are required for production in a wide range of industries” (ibid).
Non-compete agreement – “A contract limiting a party from competing with a business after termination of employment or completion of a business sale” (Legal Dictionary, ND).
Poaching – “If an organization poaches members or customers from another organization, they secretly or dishonestly persuade them to join them or become their customers” (Collins Dictionary, ND).
Soton data is a large trains mainframe computer operator which suffered from employee turnover as a result of poaching and a lack of non-compete agreements. In this instance, Soton data were effectively training their rivals to drive themselves out of the market.
A common issue amongst technology firms is the loss of employees who take company secrets with them to their new employer. This presents many issues for the previous employer as their whole organisation is at stake. An example of this is computing giant Hewlett-Packard (HP) suing former employees for going to work for rival tech firm Cisco. Mark Chandler, Executive VP of Cisco (2011), argues against this saying “Trade secrets are protected by intellectual property laws, not by non-compete agreements…”. This is precisely the reason for the success of Silicon valley, the cross pollination of ideas and relaxed intellectual property litigation as a result of the neglection of non-compete agreements (Doyle. A, 2018).
The inherent problem with human capital, is that unlike machinery or inventory, human capital can leave at any time (Coff and Raffie 2015). This has been seen multiple times in the cases of military personnel, especially pilots and engineers who benefit from expensive firm-specific training. Because trainees understand the gravitas of the skills they are learning, they are able to leave the military into highly paid commercial jobs. As the military is not a profit-driven organisation, is a monopoly, and its existence depends more so on a political rather than economic scale, it can “afford” to train employees and not retain them (Becker. G. S, 1962, p.16). Listed below are a few strategies that Soton data can implement to combat this problem:
Create a better Working Environment
This could be as simple as increasing the number of team activities outside of work, or as complex as uprooting the existing culture. From my understanding there was nothing keeping employees at Soton data which could have been avoided by creating an environment whereby employees feel like an asset, not an overhead. (Amber Thomas, ND). To achieve this, Soton data must encourage employees to take more responsibility, in turn increasing commitment. A strong example of this is the John Lewis Partnership. By employing employees as partners, employees associate a shared responsibility between themselves and to provide excellent customer service (Milbrath. S, 2014).
Training and Promotion
While there is no argument against the fact that training increases both wages and performance, it is hard to ascertain exactly to what extent the benefits from training are shared between employees and employers (Jones, Kalmi & Kauhanen, 2008). The purpose of firm-specific training is to invest in the employee so that the company and employee can benefit from higher ROI. By sharing the investment (specific training and no pay rise), “the likelihood of either party unilaterally terminating the employment relationship and imposing on the other party a loss in his return” is reduced (Hashimoto. M, 1981, pp. 475). This training also insinuates that the employee is prepared for a more responsible job role. Although costly in the short term, this strategy can reap exponential benefits as Soton data wouldn’t lose workers to their competition and create a more enjoyable work environment, potentially enticing new applicants. Workers rich in firm-specific skills require less frequent performance evaluation as they are trained to a higher standard and are more committed due to the investment the firm has made. Despite these benefits, some organisations can be parsimonious regarding training, which can lead to low employee satisfaction, in turn increasing turnover.
Transparency
Transparency can heavily influence an employees opinion of a company. This is because an employee who are involved in the business’ activities outside of their job or department have a stronger connection with the business.
Soton data can do this very easily by communicating the company’s vision and mission statement to all employees. Once this has been established, employees will have a greater understanding of Soton data’s direction and will be more committed to seeing it grow.
Another aspect of transparency that is key is when information is delivered to employees. By updating employees as soon as possible regarding company decisions, Soton data can avoid misinformation and miscommunication (Arruda. W, 2018).
Incentive Plans
Incentive plans which offer the employee bonuses dependant on the success of the company can be effective retention strategies. They incentivise workers to make more significant contributions, and encourage them to stay at the firm longer.
1. Profit-sharing program
Drawing on the business acumen attained over the course so far, profit-sharing strategies are the most effective at large firms with multiple departments and when used in conjunction with other strategies. This is advantageous to the firm as it only pays profits when it makes profit, which is now influenced by more incentivised employees. However this may swing the other way, and cause some employees to free-ride.
2. Compensation
Compensation is becoming a more prevalent practice in Business, as managers seek to find ways of incentivising employees and rewarding them for their tenure. More companies are increasing the proportion of stock options, while reducing the base salaries for executives and managers alike (Pfeffer. J, 1998). Take Lincoln Electric as an example of effective compensation implementation. “Lincoln supplements its piece-rate system with a complex and generous bonus system that rewards productivity…”(Baron & Kreps, 1999, p.50), thus increasing overall performance.
Figure 3 depicts the positive correlation between productivity and real hourly compensation for American non-farm businesses. Productivity in this sector grew an average of 2.2% pa, on the last 63 years, in accordance with the 1.7% increase compensation over the same period.
3. Higher salary as a result of training
Another consideration is the wage rate of competitors at the same level. If Soton data is prepared to invest in firm-specific capital but not increase wages, employees may leave to join rivals. Employees should be on average industry wages across the business. Stars should be paid well/offered more training in order to develop and retain them. “Some companies find it more beneficial and less expensive in the long run to find mid-level talent with the drive to succeed and develop that talent with ongoing raises” (Stiner. S, 2017). This can significantly reduce the hiring costs and the starting salary costs. …”(ibid , p.59).
Figure 3
Conclusion
Soton data can create more meaningful job roles, which can be done both through training and/or through adjusting the organisational hierarchy. By valuing employees opinions and suggestions, Soton data can better relate to its employees and potentially retain them. This is an effective approach both in the short and long term. Nevertheless, it is hard to accurately assess the impact of these strategies in the short vs long run as it depends on a variety of exogenous factors (employee performance, number of employees, value of incentives set by the company, experience, age etc).
One strategy that is proven to work in another industry i.e. the service industry, would be to employ temporary staff until Soton data were able to train more committed operators. If Soton data were able to find engineers of relative level to their own, they could train new engineers whilst using the temps to operate the train mainframe. A disadvantage of this is the large short term costs of both employing temporary staff and training new employees, however the firm-specific training of new operators coupled with effective implementation of one or more of the strategies above would engage employees and prevent such high turnover.
Reference:
Section A:
Ellis p. (2004), Who Dares sells, Ellison Ltd, Hounslow, p.341
Newbold. C (2017) How to Evaluate a Website: Navigation http://digital.pbs.org/blogs/spi-blog/2014/12/11/how-to-evaluate-a-website-navigation/ [Accessed: 23/11/18]
Sainsbury’s Career page, ND, https://sainsburys.jobs/search-apply/ [Accessed: 24/11/18]
Sainsbury’s, 2018, https://sainsburys.jobs/working-at-sainsburys/benefits/ [Accessed: 04/12/18]
Section B:
Arruda. W (2018) Five Ways To Identify A Company With A Culture Of Transparency, https://www.forbes.com/sites/williamarruda/2018/03/11/five-ways-to-identify-a-company-with-a-culture-of-transparency/#78213adf4804 [Accessed on: 28/11/18]
Baron, J. and D. Kreps (1999) Strategic Human Resources: Frameworks for General
Managers (SHR), John Wiley & Sons, California Management Review Vol 41. No. 3, p.50-51
Becker. G. S (1962) "Investment in Human Capital: A Theoretical Analysis," J. Polit. Econ., Oct. 1962, 70, p.16
Business Dictionary, ND, http://www.businessdictionary.com/definition/labor-turnover.html [Accessed: 04/12/18]
Chandler. M, (2011) Cisco, HP Sues Employees for Leaving – We Challenge HP to Support Employee Freedom https://blogs.cisco.com/news/hp-sues-employees-for-leaving [Accessed on: 28/11/18]
Coff, R. and Raffie J. (2015) Toward a theory of firm specific human capital. Academy of Management Perspectives. Vol 29, No 3. pp326–41.
Collins Dictionary, ND, https://www.collinsdictionary.com/dictionary/english/poach [Accessed: 04/12/18]
Doyle. A (2018) What Is Employee or Job Poaching?, https://www.thebalancecareers.com/what-is-employee-poaching-2061980 [Accessed: 04/12/18]
Hashimoto. M (1981) Firm-Specific Human Capital as a Shared Investment, The American Economic Review, Vol. 71, No. 3 (Jun., 1981), pp. 475 [Accessed: 23/11/18]
Jerbashian, Slobodyan , Vourvachaki (2015) Specific and General Types of Human Capital, Available at SSRN: https://ssrn.com/abstract=2539848 or http://dx.doi.org/10.2139/ssrn.2539848
Jones, Kalmi & Kauhanen (2008) The Effects of General and Firm-Specific Training on Wages and Performance: Evidence from Banking p.3
Lazear. E. P (2009) Journal of Political Economy, 2009, vol. 117, no. 5, The University of Chicago
Legal Dictionary, ND, Noncompete Agreement, https://legal-dictionary.thefreedictionary.com/Noncompete+Agreement [Accessed: 04/12/18]
Milbrath. S (2014) 5 brands that employed transparency in marketing—and won https://www.visioncritical.com/5-brands-employed-transparency-marketing-and-won/ [Accessed: 29/11/18]
Pfeffer. J (1998) Six Dangerous Myths About Pay https://hbr.org/1998/05/six-dangerous-myths-about-pay [Accessed: 29/11/18]
Pollard, Hirsh, Williams et al. (2015) Understanding Employers’ Graduate Recruitment and Selection Practices: Main report, Department for Business Innovation and skills, p.60
Schultz, T.W. (1961) Investment in human capital. American Economic Review. Vol 51. pp1–17.
Stiner. S (2017) Six Tips For Retaining Talented Employees https://www.forbes.com/sites/forbestechcouncil/2017/12/06/six-tips-for-retaining-talented-employees/#5b27a8591a55 [Accessed: 29/11/18]
Thomas. A, (ND) 5 Things Successful Companies Do to Retain Top Talent, http://www.selectinternational.com/blog/bid/148239/5-things-successful-companies-do-to-retain-top-talent [Accessed: 29/11/18]
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