TABLE OF CONTENT

INTRODUCTION …………………… 3

RECRUITMENT AND SELECTION PRACTICES …………………….4 - 12

SUGGESTIONS FOR IMPROVING

RECRUITMENT AND SELECTION PRACTICES …………………….12- 15

CONCLUSION ……………………..15-16

REFERENCES ……………………..17
INTRODUCTION

Recruitment and selection is a process to identify the needs of a job, the position holder, and
define the needs of the position. Recruitment is a process of finding, and actively recruiting candidates for
jobs as well as positions held in the organisation as needed. Recruitment is the process of hiring
employees, from inception to the integration of individual recruits into a company. Selection is the
process of hiring among candidates who have been shortlisted and given employment in the organisation
to determine the best candidate.

Based on the situation that has been given to us. We have already chosen one company's
practices, which is Aeon in regards to recruitment and selection. The origin of Aeon’s existence was
derived from Shinoharaya in Yokkaichi, which only traded in kimono fabrics and accessories, which was
the first Sozaemon Okada known at the time. After a few years, Jusco was established in 1968 to replace
the Shinoharaya name with the joint venture of Okadaya, Futagi, and Shiro as the cooperative purchasing
structure. Jusco has been widely expanded to several countries, such as Thailand, Hong Kong, and
Malaysia. Jusco was established on September 15, 1984, known as Jaya Jusco Stores in Malaysia at the
Daya Building, Kuala Lumpur. The establishment of Aeon is in response to the request of the Malaysian
government to help modernise the country's retail industry. In 2004, headquartered in Japan under the
name Japan United Stores Company (JUSCO), Jusco changed their company name to Aeon, which means
eternity in Latin. All JUSCO stores and shopping malls located in Malaysia have been completely
rebranded to AEON since March 2012.

Aeon Company has approximately 300 subsidiaries and affiliates that are also active in in-store
operations, shopping malls, development, business, and credit card services. Aeon Company is a Japanese
retailer that is not only active in their area but also throughout ASEAN and China. AEON currently
operates in Malaysia through eight organizations, namely, AEON BiG (M) Sdn Bhd, AEON Delight Sdn
Bhd, AEON Global Supply Chain Sdn Bhd , AEON TopValu (M) Sdn Bhd, AEON Malaysia
Foundation, AEON Credit Service (M) Berhad, AEON CO. (M) BHD, and AEON Fantasy (M) Sdn
Bhd. Aeon has a total of 181 branches across Malaysia with 17,000 employees, 4,000 tenants and
business partners, and nearly two million AEON Member Plus cardholders. Aeon’s goal is to work non -
stop with its business partners, shareholders, suppliers, customers, and communities to create a future of
limitless possibilities. Aeon Malaysia has gross sales of RM 4.253 billion in 2020.
 In general, Aeon companies will constantly strive to improve the organization’s staffing system
through recruitment programs, training, and career development plans. Aeon companies provide
systematic and organised training in all levels of positions available in their organisation in various
technical, management, and operational disciplines. Those with potential staff will be given leadership
training to enhance their leadership and management capabilities as well as prepare them for higher roles
in the future.

RECRUITMENT AND SELECTION PRACTICES

1. STAFFING MODELS / FRAMEWORK / THEORIES

AEON Code of Conduct

Bring Out the Best of The Best. This is the starting point of AEON’s philosophy, which is the customer.
Their ultimate aim is to benefit their consumers, and their activities are, accordingly, extremely customer-
focused.

Their first basic principle is "dedication to peace," whereby we aim in every possible way for health,
safety, and peace of mind in our daily lives. They want to make a difference in people's lives by
contributing in any manner they can to their health, safety, and peace of mind and taking part in charity
initiatives as good corporate citizens.

The second basic principle is "dedication to people where we believe in the value of each individual's
free spirit and vitality and our employees accept one another as equals committed to shared ideals."
They cherish each person's unique character and vigour. Their personnel see one another as equals
dedicated to common goals.

The last basic principle is "dedicated to community, where we encourage our relationship with local
communities and aim to become the local community's most trusted partner in the effort to create
amenities for better living." They urge relationships with local communities to grow into long-term
partnerships so that they may all work together to build a future full of possibilities. They also want to
establish themselves as the community's most dependable partner in the development of better-living
amenities.

Aeon, also known as AEON Business Academy or A.B.A, is a special academic facility dedicated
to the learning and training of AEON employees. The academy was formerly called Jusco Retail Centre
(JRC) and was located within AEON Alpha Angle Shopping Centre in Wangsa Maju. It was rebuilt and
equipped with contemporary equipment in 2013, making it a more comfortable and enjoyable learning
environment. The academy was re-launched on September 17th, 2013 by Puan Nur Qamarina Chew
Abdullah, MD of AEON Co. (M) Bhd, and Mr. Akihito Tanaka, with the goals of providing training and
education programmes for AEON employees as well as developing human resources. ABA now has three
schools: the School of Management, the School of Operations, and the School of Hospitality.

The Management Trainee programme was created to train competent individuals into the
company's future leaders. This six-month training programme was created to help participants improve
their theoretical and practical skills. As a result, the curriculum includes both on-the-job and off-the-job
training. Numerous successful leaders have emerged throughout the course of the program's many years,
including some who currently hold the prestigious position of management line. This programme is
unique in that it allows trainees to obtain significant experience as well as valuable insights into the
retailing business from a variety of views and viewpoints. The Management Trainees Program aims to
foster both personal and professional development, and is fueled by the company's strong emphasis on
education.

AEON has taken two methods in order to fulfil its goal of becoming an "international-scale retailing
group" that excels across the country rather than focusing solely on Japan. The first approach is called
"Accelerating Shopping Center Development," and it entails directing resources into the development
of commercial facilities so that AEON's clients can have a great time with them. The second tactic is
known as "Aggressive Pursuit of General Merchandise Stores" (GMS), which refers to a store that
combines supermarkets and department stores under one roof.
 2. HUMAN RESOURCE PLANNING (HRP)

The definition of human resource planning (HRP) is the non-stop technique of systematic planning
beforehand to acquire the best use of an organization's most treasured asset. Human resource planning
guarantees an excellent match between personnel and jobs at the same time as heading off manpower
shortages or surpluses. There are four key steps to the HRP process, which include current human
resource supply, future human resource demand, demand forecast, and human resource strategy and
implementation.

AEON continually strives to broaden and lift the extent of the abilities of its human capital through
its recruitment programmes, training, and professional improvement plans and seeks to benchmark itself
in opposition to the satisfactory within the carrier industry. The organisation invests in systematic and
prepared training for all stages of the workforce in numerous regions of technical, operational, and control
disciplines, both in-house, external, or with attachments to their associates in Japan. Potential team
members are similarly diagnosed for leadership training to enhance their management and control
competencies in instruction for better roles in the future.

Among others, AEON's MTRT (Management Trainee and Retail Trainee) programme offers fresh
graduates the opportunity to enter the retail industry and become part of the AEON family. An internal
training programme was launched in 2012 with the AEON Business School for the managers of their
stores and shopping centres. The company's STEP (Service Transformation for Excellent Performance)
program, a customer service culture initiative, is also underway to ensure that customer service in its retail
space far exceeds customer expectations. The culture is constantly being improved through repeated
exercises and demonstrations at staff meetings and gatherings. By recognising changes in the labour
market and enabling the company to manage its human resources more efficiently to continue to provide
the desired quality, the company has also started a transformation of its staffing system and processes,
which is currently in progress.

Learning and development remain at the heart of AEON's human capital investments, but given the
weakening global economy and tougher retail competition exacerbated by the unforeseen pandemic, the
company had to postpone several of its existing training programmes in 2020. However, the training
courses were deemed critical and tailored to current business and operational efforts such as AEON's
Junior Management Program ("JMP"), which is ongoing. New programmes with a particular focus on
digitization have been launched, such as AEON's Executive Leadership Mentoring Program ("ELMP") to
develop potential leaders and the Neighbourhood Operations Leaders Program ("NOLP"), a four-month
programme for 41 potential neighbourhood business leaders to develop their retail knowledge and skills
to match the company's core competencies. The pandemic disrupted AEON's previous close collaboration
with interns and graduates from local educational institutions and government agencies. Nevertheless, the
company managed to continue its collaboration with the National Institute of High Youth Skills (IKBN)
in 2020 with 22 graduates and separately with another 28 interns.

In 2020, the AEON Skills Coaching Centre ("ASTC") focused on talent improvement for AEON
personnel within the meal producing and foodstuff divisions. This was in reaction to stores’ operations
wishes and elevated consumer desires for greater variety, higher quality, and fresher bakery and
delicatessen products, in addition to scrubbed produce. A superior culture helps firms win systematically
high levels of performance and results over time. AEON takes into consideration the attributes of a high-
performance culture reminiscent of robust managers, accountable and committed workers, continuous
learning and employee development, as well as openness to change.

3. JOB ANALYSIS

Job analysis is the method of studying a job to see what activities and responsibilities it includes, its
relative importance to alternative jobs, the qualifications necessary for its performance, and the conditions
under which the work is performed.

ANALYSIS OF TENANT SALES:

• Analyse monthly and yearly tenant sales analysis for all 24 malls to determine the tenant's
weaknesses, opportunities, and sales potential.

• Assisting the marketing and sales manager in developing a plan to support tenants with low sales
and collaborate with tenants to explore new opportunities.

• Assist mall managers in analysing tenant sales.

• Work hand in hand with mall managers on the realisation of countermeasure plans.

Car Count Analysis:

• Accountable for conducting monthly and yearly car count analyses mall by mall

• Cooperate with mall managers on the tenant sales analysis.

 • Produce a countermeasure plan on how to support the tenant with low sales.

SURVEY OF COMPETITORS AND MARKET ANALYSIS:

• Responsible for conducting competitor surveys on a monthly basis.

• Learn about the current market situation and trend.

• Analyze the market situation to ensure that we are always on time and not falling behind the
market trend.

• To study tenants’ business approaches at competitors’ malls

Event Analysis:

• Responsible for doing sales analysis on major events organised by a SC/mall.

• Review mall analysis on major events organised by SC/mall.

• To analyse the correlation between events, car count, and tenant sales to plan which events are
worth continuing into the next physical year.

• To study the ROI for every event organised by Aeon and Associates

Tenant Relationships:

• Draft out the content of the tenant briefing.

• Plan on the monthly tenant briefing.

• Tenant welcome kit for the new mall

4. METHOD AND STRATEGIES FOR RECRUITMENT AND SELECTION

In an organization, recruitment and selection are two different things that need to be looked into to
get a great candidate and hire a suitable employee to fill the open vacancy. The main target of recruitment
is for an HR manager to look into the attraction, selection, and planning of acceptable candidates for one
or a lot of positions within a corporation, permanent or temporary. However, the selection process
involved the interview process of a candidate to see if he or she was suitable for the position.

In that context, AEON CO. (M) BHD. has been seen to share their target with the candidate in their
vacancy post, especially on their own website and others such as Maukerja, Monster Malaysia, JobAuk,
and many more. This shows that AEON CO. (M) BHD. uses not only internal but also external methods
to recruit an employee.

External recruitment is a good method to use to recruit

an employee since we can get more new and fresh ideas to
achieve our company’s goals. However, it is a costly and
time-consuming method of recruiting an employee. This is
because, by using this method, an employee may need to
send out the vacancy advertisement using the jobs portal,
newspapers, or their own website. This method assists
AEON Co. (M) Bhd in obtaining more candidates for each
vacancy; thus, the number of suitable candidates can be
easily found.

Source: https://tinyurl.com/aeonvacancy2022

If we can see on one of the jobs portals where AEON Co. (M) Bhd posts their vacancy
advertisement, we would say that the information given for a candidate to consider applying for the
position is good enough. Information is written in the ads, including the history of the company, the name
of the position available, the job scope, and the criteria of the candidate that they are looking for.

There is no doubt that the internal recruitment method is also a good choice for AEON Co. (M)
Bhd to close out their vacancy. Internal recruitment is a way that can be used to offer a position to an
employee of the company. This method is useful for a company that wants to keep their current process
while reducing the cost and time it takes to find a perfect match for the position.In addition, they can also
reduce their worry about whether the new hire can cope with the tasks given that the existing employee
knows better about the scope of the job and the working environment. Thus, this may reduce the
possibility for the company to have a new crisis in the future. The internal recruitment method would be
internal job posting, secondment, and promotion.
 As for the selection process, this would usually be used for external hires only. A hiring manager
at AEON Co. (M) Bhd is responsible for conducting a preliminary screening of the resumes or
applications received. If the candidate seems suitable for the vacant position, HR recruitment is to
propose the candidate to the Head of the Department (HOD). The HOD then goes through the application
and shortlists a few candidates for a comprehensive interview. Those who passed the interview session
will be notified by HR and they will be required to take a medical or physical examination as one of the
requirements set by the management. They will then be offered the vacant position.

Source: https://www.glassdoor.com/interview/AEON-Interview-Questions-E6357.htm

This process seems to be an easy one. However, there might be a few issues that can be looked
into to get a better process. One of the issues that can be predictable is insufficient screening to eliminate
candidates. So far, AEON Co. (M) Bhd has only conducted a preliminary screening by the hiring
manager. Once the interview session is done, there is no other screening process to check if the candidate
really meets the requirements of the vacant position.

Besides that, the HOD's involvement in most of the process can also be time-consuming. Especially
during this pandemic season, when people are working from home and the duration of time to get the
HOD responses or decisions will not be as fast as when they are working from the office.

5. DECISION-MAKING

Meanwhile, it's time to make a final hiring decision after finishing interviewing job seekers and
creating a shortlist of the finest applicants. A final factor to consider when making selection judgments is
who should be involved in the process. The answer is that organisational leaders, HR professionals, and
line managers must all play a role. Employees may play certain roles as well. Officers - Human Resources
are in charge of the following at this company:
• Create and maintain a recruiting database, as well as collect and collate qualified or potential
candidates for current and future requirements.
 • Improving and developing the recruitment policies in order to make it more innovative and cost-
effective.

• Ensure that recruitment initiatives are completed on time and within budget.

• Assist with the pre-recruitment and post-recruitment processes, including shortlisting and
screening applications, interview arrangements, pay determination proposals, letter of offer
preparation, and new entrant orientation.(Career, Recruitment, Officer - Human Resource
(Recruitment - HQ), n.d.)

With the Diversity Policy, this organisation has recognised the relevance of diversity concerns in the
staffing process. The Company is committed to managing diversity, which can be influenced by a variety
of factors such as age, gender, ethnicity, nationality, cultural background, or other personal
characteristics, in order to improve the Company's performance by recognising and utilising the diverse
skills and talents of its directors, officers, and employees. (AEON CO. (M) BHD. (Company No. 126926-
H) DIVERSITY POLICY)

6. FINAL MATCH

A final match occurs when the offer receiver and the business determine that the person's
knowledge, skill, ability, and other attributes (KSAOs) and the job's requirements and rewards are
sufficiently aligned.
The Management Trainee Program
It's a well-structured programme aimed at instilling the ideal business culture in new employees. The goal
of this programme is to help qualified people become future leaders.
New hires will go through an intense introduction programme covering operations and management
fundamentals for the first three months. This includes the following:
• Leadership, teamwork, and change management workshops are available.

• Visits to all areas of our organisation for familiarisation Experience sharing with management
and staff

• Senior management briefing on business strategy Group projects

• You will be assigned to several divisions within AEON to get experience in retail operations.
This is a fantastic opportunity for you to have a better grasp of our industry.
 The new talent will be exposed to Customer Care Training, Off-job Training, Team Building and
Japan Trainee Program (selected Management Trainee). (Career, Management Trainee Program, n.d.)

SUGGESTIONS FOR IMPROVING RECRUITMENT AND SELECTION PRACTICES

1. STAFFING FLOWS

For the first three months, the candidate will work on a comprehensive project that will cover
operational and management fundamentals. This included Management workshops in leadership,
cooperation and supervised change, visits to all areas of our operation to familiarise ourselves, sharing
experience with managers and employees, and senior management briefings on business strategy and
group projects.

Candidates will be assigned to various levels of AEON departments in order to boost exhibition in
retail operations. This might be a fantastic opportunity for candidates to broaden their business
perspective and expertise. They plan to expand to Customer Care Training, Off-job Training, Team
Building and Japan Trainee Program.

2. STAFFING METHODS / STRATEGIES

Staffing strategies are not similar to recruitment strategies. However, these two things are important
in an organization. For a better understanding, recruiting is a singular process that includes seeking and
encouraging candidates to submit their applications for a vacant position, while staffing is an ongoing
process from the start of the employment journey until the end.

The staffing process does involve the initial recruitment process, but it does not just stop there. The
process includes how the employer manages and retains the employee in the position or department by
fitting the purpose and objective of the company. A good staffing process may reduce the staff turnover
rate in an organization.

As explained earlier in the recruitment and selection methods and strategies, there are issues that can
be predicted in AEON Co. (M) Bhd’s recruitment process. This may lead to an issue in the staffing
process as well. Thus, there are a few staffing strategies that may be considered by AEON Co. (M) Bhd to
ensure that they have a better solution to the issues.

• Determine your business goals.

 As a start of a staffing strategy, AEON Co. (M) Bhd has determined its business goals in both the
short term and long-term for the company. However, it is best for them to update their goals in reference
to the current business situation and technological development around the world.

• Establish your current people landscape

Following on from the preceding point, AEON Co. (M) Bhd should have a unified point of view on the
current people landscape.This would assist them in monitoring their employees’ data, including the
accurate headcount of the employee reports, skills enhancement reports, and identifying the perfect
candidate for high-level positions.

• Analyse people's patterns

This process is one of the important things in staffing strategies. A good employee analysis process may
assist AEON Co. (M) Bhd management in increasing the number of internal recruitments.In addition, it
may also ensure that they minimise the risk of losing any private and confidential information of the
company when someone leaves without a proper handover process.

• Develop a strong employer brand and workplace culture.

As AEON Co. (M) Bhd is a worldwide company, it is important to develop a strong employer brand and
workplace culture to protect the company’s good name and branding. It is the worst decision by the
management to assume that everything you have done and planned in the company is perfect enough to
maintain the company’s reputation. It is recommended that management contact management in other
companies to get ideas on current best practices.

• Review the plan regularly

Every year will bring a new challenge for AEON Co. (M) Bhd, particularly in dealing with the new
generation. As a result, it would be beneficial if management could review the staffing plan on a regular
basis to ensure that it is compatible with the needs of future generations.

Reviewing these five staffing strategies, we believe AEON Co. (M) Bhd may have a better
understanding and plan to ensure that the company will have a good number of staff with experience in
the future. Yes, it is not easy to ensure it is 100 per cent workable. However, it is good to have strategies
that nothing.
 • Use Selection Test

Various processes have been implemented by organisations to determine whether an applicant has the
potential to succeed on the job. Selection tests were employed during an evaluation to detect applicant
talents that could not be determined. Candidates were judged on their disposition, character, capability,
integrity, and inspiration using a variety of testing methods. Correctly designed selection exams are
standardised, reliable, and valid in predicting the candidate's performance on the job.

To compare the accomplishments of several candidates objectively, the testing technique must be as
identical as possible. The test material, instructions, and time limit are all the same for all candidates. If an
evaluation does not produce consistent results every time it is used, its validity should be questioned.

Evaluations are frequently supervised and reviewed prior to interviewing candidates. Testing aids in
the screening of candidates by weeding out those who lack the requisite abilities to succeed on the job.
Candidate testing has two major benefits: test results are objective and free of personal prejudice, and
they are typically expressed numerically, allowing statistical analysis to validate them. These tests are
commonly used by employers to determine a candidate's degree of expertise or proficiency in required job
competencies. In addition to character, honour, and physical ability assessments, some organisations also
apply disposition tests. If your company does substance abuse testing, it must be done at the end of the
hiring process and before a job offer is made.

3. MANAGEMENT AND ADMINISTRATIONS

The management of recruiting professionals must be aware of the relevance of skills development,
procurement methods, and recruitment strategies, considering current developments and markets. It is a
never-ending endeavour to understand how to enhance recruitment efforts.

In terms of management, companies need to first find individuals who allow the company to promote
from within and then open the application to existing employees, before getting employee
recommendations and advertising job descriptions. Internal employment understands existing teams,
companies, and makes a good contribution to a culture that reduces the onboarding procedures of external
candidates.

In addition, the option to apply for employees prior to formal recruitment tells team members that
the employee values them and helps them to improve their careers. This strategy will increase employee
engagement and reduce turnover in other jobs.
 Meanwhile, to improve a company’s network connectivity, they should build an internal
employer branding team, and use existing employees as recruiters. Provide staff with social networking
sites and compelling photos. It does not need to be professionally polished, and the company should put it
on their social media sites. This will increase the organization’s opportunities for great individuals to
apply and help expand existing talent channels.

Existing employees may provide great methods for applicants, especially since they have
knowledge of corporate culture and what it takes to succeed. It offers opportunities for staff to earn
bonuses when referring to hired candidates. When such an initiative is presented first, the level of
participation is excluded. But the joy continued as time went on. Even if you already have an employee
referral program, this is the time for the company to increase volume and make employees interested in it.
There are several ways to achieve this, are as follows:

For starters, increase the prize money. That company may have to do this more than once, so that
the organisation can know the threshold level of individual actions. This gift is intended as a bribe.
However, it is intended to reward the employee as they have worked hard to complete each assigned task.

Second, continue the reverse reference. Get to know the recipient of the gift openly. This is done to
strengthen the employer-employee relationship and allow the employer to get to know their employees
better.

Third, consider the additional benefits. The company can offer contests, travel draws, or the latest
technology items. Employees have another chance of winning every eligible referendum. This means,
each of their employees will feel more valued by their employer after the effort and fatigue of the
employee to perform each task given. This added benefit can also keep their employees from feeling
uncomfortable working for the company.

CONCLUSION

Recruitment and selection are very important in every organisation to achieve success process.
The recruitment is done to improve the company’s organisational system as well as to have efficient work
practices. Recruitment and selection are part of a multi -layered process. These two practises are very
closely related as they will create the best atmosphere in the organization. The better will be your
selection process, the better will be your organization’s working efficiency as compared to other
organisations’s employees. (simplehrguide.com)
 In the recruitment and selection done by Aeon in participating in the advertising model, they use
the Aeon code of ethics, which consists of three parts, namely peace, human and community. They adopt
the concept and apply "Customer first" in their work practices. Putting customers first in satisfaction and
service provided is best to meet the needs and desires of customers. In addition, the human resources
division also plays a role in the recruitment and selection carried out before hiring employees. We can see
this in Aeon's recruitment and selection practises section, where it has run the AEON MTRT, which
provides training and opportunities to enter the retail industry and has made it a member of the AEON
family. that, we can also look at the methods used by Aeon in the practise of recruitment and selection.

Overall, we can see that the Aeon companies had a strong influence on retail. Its organisation in
small areas has proven that Aeon can grow so rapidly that the whole country has subsidiaries under their
auspices. Aeon has a systematic organisational system that we can see in terms of the recruitment and
selection practises they adopt. In this research, recommendations for improving recruitment and selection
practises are also listed. This is done so that the Aeon company's recruitment and selection practises can
be improved further. It is very important to list the skills and abilities of the candidate as best as possible
in the work environment of the organization.

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developing-staffing-strategies-that-work/

2. A. (2019, October 24). Recruitment and Selection: What It Is, Steps, Strategies, and Techniques.
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https://www.aeonretail.com.my/corporate/responsibility/
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6. Career, Management Trainee Program. (n.d.). Retrieved from AEON CO. (M) BHD.:
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7. Career, Recruitment, Officer - Human Resource (Recruitment - HQ). (n.d.). Retrieved from
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