1.Based on the case study, explain what was Asda's forecasting policy, and other than Asda's method what are the other forecesting methods we have talked about during the course? Discuss what are the advantage and disadvantages of Asda's policy in light of the topics in the course. 2.What is person-job fit, person-organization fit mean and what are the costs of recruiting wrong person? Explain what are the competencies, and why managing competencies is important? Have Asda handled this issue? If you were asked by the CEO of Asda to choose the right personnel selection method/s_(final screening), which one would you choose? Why? 3.Based on the case study, what can you say about Asda's primary. concern related with their business strategy? What do you think about their environmental influences? 4.Imagine you are working in Asda as a supervisor and you were asked by the CEO of your organization to give negative feedback to a defensive subordinate, discuss how you would do it. Have you ever experienced biased performance appraisal? How did you react and what was the approach of your supervisor to your reaction? Case Study for reference and as a reminder - When Asda announced plans to set up a new store in Hulme, Manchester, which had a large ethnic population and high unemployment, it was not made welcome with open arms. Many local businesses had moved out and new ones recruited from outside the area so the area had little experience of benefits from incoming enterprises. Initially, there were fears that they would be a typical white, prejudiced employer but Asda was determined to work with the local community and recruit locally. After an extended consultation, including a business information day, helped by the local Commission for Racial Equality representative, they decided to advertise only in the local paper and not in the Manchester Evening News and also to link up with community groups and those supporting the unemployed. Help was given to the unemployed (the local figure was 70%) with training provided at recruitment fairs in interview skills. The result of the drive was that 90% of the stores staff were recruited locally and that 50% were of ethnic origin compared to Hulme's 32%. Each new employee is given a Colleague Handbook which outlines policy and what it means for them, including what to do if they experience unacceptable behaviour, including a confidential help line to a senior HR manager. Each question is 25 points.