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This study aims to investigate the interaction between branding strategies, levels of perceived fit and consumer innovativeness on the evaluation of new products from the perspective of situational strength.

Two experiments were conducted to empirically test the hypotheses.

A significant three-way interaction of branding strategy, perceived fit and consumer innovativeness on the evaluation of the new products was found. A significant two-way interaction of branding strategy and perceived fit was also found. Situational clarity fully mediates the relationship between branding strategy and consumer product evaluations at various fit levels.

The theory of situational strength may shed light on the selection of target market when managers launch new products. Innovative consumers are the target market for the new products under new branding or low fit sub-branding; under brand extension or high fit sub-branding, consumers are the target for the new products regardless of their degree of innovativeness.

This is the first work to apply situational strength theory to a new product evaluation context. The theory provides a unified framework for explaining the cognitive processes involved when consumers use and combine marketing cues (i.e. branding strategies and fit levels) to evaluate new products; it also facilitates evaluating how the effects of consumer innovativeness are accentuated or attenuated based on various combinations of marketing cues. Most research on the evaluation of new products has examined the influence of consumer innovativeness, perceived fit or branding strategies as distinct entities. This study simultaneously examined the three.

This article explores how strengths-based recruitment is enabling graduate recruiters to engage, attract and select the best talent. Drawing from the example of major graduate recruiter, Ernst & Young, it shows how strengths assessment can be used at each stage of the recruitment and selection process.

Strengths-based recruitment is focused on assessing candidates in relation to their performance and motivation. It identifies what people do well and enjoy doing, relative to the requirements and job-fit of the prospective employer. Strengths are also assessed online as part of a front-end screening process through the situational strengths test. This assesses the strengths candidates have, together with how they would use those strengths in a range of scenarios and situations they would be likely to experience in the role.

Strengths-based recruitment and the Situational Strengths Test engage candidates by providing them with a realistic job preview of the role. They help candidates to make informed decisions about their own fit with the role. They help organizations to select the candidates who match their requirements more effectively from those who do not, delivering better outcomes for candidates and employers.

Strengths-based recruitment is an engaging recruitment approach that appeals to the Generation Y of current graduates who are focused on the opportunity to use their strengths at work. Ernst & Young has seen improved candidate experience, enhanced business engagement, and better selection outcomes through its use of strengths-based recruitment.

Early career recruiters are increasingly focused on finding hidden talent and empowering social mobility, while also managing the reality of large recruitment volumes. A new approach to early careers recruitment solved both of these conflicting challenges.

Using a combination of assessment insights, data analytics and strengths-based recruitment, the Nestlé early careers recruitment process was redesigned. Jobmi mindset assessments, the Capp Situational Strengths Test and the Capp Numerical Reasoning Test were used as online assessments, followed by a strengths-based video interview and strengths-based assessment centres.

Nestlé identified and hired candidates of whom 21 per cent would not have met the previous screening criteria, demonstrating how the new recruitment approach found hidden talent.

Making decisions from assessment insights and data analytics shows that it is possible for volume recruiters to manage, enhance and improve their recruitment processes without need for recourse to arbitrary screening criteria to manage volumes.

Finding hidden talent and empowering social mobility widen opportunity for all people, particularly those from diverse backgrounds. It allows the identification and recruitment of people who demonstrate grit, resolve and tenacity, who might otherwise have been excluded by arbitrary recruitment barriers.

The article concludes with five best practice recommendations for finding hidden talent and promoting social mobility: do not use arbitrary screening criteria; make decisions from assessment insights and data analytics; guard against adverse impact; measure for future potential, not just past experience; and give candidates second chances by being part of a job-matching marketplace.

The purpose of this paper is to provide an overview of the changing and evolving apprenticeship market, with a specific focus on how it is beginning to impact the diversity of employer organisations across a range of industry sectors.

This is an opinion piece, contextualising the UK business approach to apprenticeships and the levy. It includes case studies showing how the attraction and recruitment of apprentices have been used to address diversity issues in different organisations.

Employers are pushing for:

1. A broader range of apprenticeship standards (and for them to be signed off more quickly),

2. More of the UK population to be aware of the high-quality apprenticeship roles available,

3. The necessary company infrastructure and appropriate external activities, to ensure that the

   • Broadest range of talent applies for and secures apprentice roles.

   • Partnership with the training provider(s) works well.

   • Right level of support is in place for the apprentices, whether they are existing staff or new staff members (who are often young people, returners or ex-military).

   • Line managers can quickly and effectively integrate apprentices into their teams, so that they are adding value and making an impact.

A broader range of apprenticeship standards (and for them to be signed off more quickly),

More of the UK population to be aware of the high-quality apprenticeship roles available,

The necessary company infrastructure and appropriate external activities, to ensure that the

• Broadest range of talent applies for and secures apprentice roles.

• Partnership with the training provider(s) works well.

• Right level of support is in place for the apprentices, whether they are existing staff or new staff members (who are often young people, returners or ex-military).

• Line managers can quickly and effectively integrate apprentices into their teams, so that they are adding value and making an impact.

Broadest range of talent applies for and secures apprentice roles.

Partnership with the training provider(s) works well.

Right level of support is in place for the apprentices, whether they are existing staff or new staff members (who are often young people, returners or ex-military).

Line managers can quickly and effectively integrate apprentices into their teams, so that they are adding value and making an impact.

Exercises are key components of assessment centers (ACs). However, little is known about the nature and determinants of AC exercise performance. The traditional exercise paradigm primarily emphasizes the need to simulate task, social, and organizational demands in AC exercises. This chapter draws on trait activation theory in proposing a new AC exercise paradigm. First, we develop a theoretical framework that addresses the complexity of situational characteristics of AC exercises as determinants of AC performance. Second, we argue for planting multiple stimuli within exercises as a structured means of eliciting candidate behavior. Third, we show how the new paradigm also has key insights for the rating part of ACs, namely, in selecting dimensions, designing behavioral checklists, screening assessors, and training assessors. Finally, the impact of this new AC exercise paradigm is anticipated on important AC outcomes such as reliability, internal/external construct-related validity, criterion-related validity, assessee perceptions, and feedback effectiveness.

Based on previous research in services, marketing, organizational behavior and psychology, this paper aims to identify four types of loyalty bonds that an individual can form with a firm as well as a select set of firm and situational variables which likely result in the formation of each bond. It then aims to examine the influence of each bond on the relationship strength between a customer and a service provider.

Using a mail survey, female respondents over the age of 25 assessed shopping situations in two service‐provider settings – a grocery store and a beauty salon. Scenarios manipulated aspects of the service experience based on firm and situational variables.

This study confirms the existence of four primary types of loyalty bonds – utilitarian, affective, symbolic, and obligatory. Firm and situational variables maximally impact each type of loyalty bond. The bonds predict relationship strength with the service provider.

Complex relationships are apparent between the different types of bonds. Further research is needed to understand how firm and situational variables interact in different service settings.

The authors' research shows that customers may form different types of loyalty bonds with firms, some that are controllable by the firm and some which are less controllable. Results provide a starting point for tactical decision making regarding which bonds service providers would like to target in the development of their relationship marketing programs.

The authors contribute to the services marketing literature by examining when specific loyalty bonds are created and how these bonds impact relationship strength.

The purpose of this paper is to give an empirically‐based review of the strengths and weaknesses of situational judgment tests (SJTs).

The features, history, and development of SJTs are discussed. Next, a computerized search (from 1990‐2007) is conducted to retrieve empirical studies related to SJTs. The effectiveness of SJTs is discussed in terms of reliability, criterion‐related validity, incremental validity, construct‐related validity, utility, adverse impact, applicant perceptions, fakability, and susceptibility to practice and coaching effects.

Strengths of SJTs are that they show criterion‐related validity and incremental validity above cognitive ability and personality tests. SJTs have also less adverse impact towards minorities (especially if the cognitive loading of the SJT is low). Furthermore, applicant reactions towards SJTs are positive and SJTs enable to test large applicant groups at once (through the Internet). In terms of weaknesses, SJTs might be prone to faking, practice, and coaching effects. There is also debate about what constructs are measured by SJTs.

Five avenues for future research are discussed: construct‐related validity of SJTs, utility of SJTs vis‐à‐vis other predictors, impact of SJT features on validity and adverse impact, examination of alternative stimulus and response formats, and cross‐cultural transportability of SJTs.

Practitioners receive evidence‐based information about the features, development, and strengths and weaknesses of SJTs.

Apart from the USA, SJTs have not made strong inroads in selection practice in Europe and other parts of the world. This evidence‐based paper might highlight the value of SJTs.

This paper aims to present several tools to facilitate strategic planning and to demystify the situational analysis and the selection of strategy. These tools include situational analysis scorecards for the environmental scan, market analysis, competitive bench-marking and internal resource evaluation along with a SWOT (strengths, weaknesses, opportunities and threats) fit matrix. Business student teams have tested these scorecards in capstone projects with good results; however, the concepts remain works-in-process.

This study introduces tools to assist planners in preparing the situational analysis and deriving logical strategic choices based upon the SWOT analysis. These aids include an environmental factors scorecard, a market favorability scorecard, a competitive benchmarking scorecard, a resource evaluation scorecard and a SWOT fit matrix. Planners can use these devices to produce a research-based situational analysis and as a guide to select the most appropriate strategy.

These concepts have been beta tested by business student teams in capstone projects with good results but remain works-in-process.

The introduction of these creative scorecards addresses a shortcoming in academic literature concerning the interpretation of situational analysis research data and provides tactical tools linking SWOT to the choice of grand strategy and strategy implementation.