The Harrison Brothers is a multi line traditional department store that is over 100 years old. The company recognizes that employee quality and performance is a key element in the success of the company.
The Harrison Brothers is a multi line traditional department store that is over 100 years old. The company recognizes that employee quality and performance is a key element in the success of the company.
The Harrison Brothers is a multi line traditional department store that is over 100 years old. The company recognizes that employee quality and performance is a key element in the success of the company.
The Human Resource Function of Harrison Brothers Corporation
1. How does McCain view her role as human resource manager?
Brenda McCain view her role as a Human Resource Manager at the Westpark store as the primary contact for all human resource related topics and issues, as opposed to the previous reality of those actions being managed by the operations manager. Has a HR manager she developed policies and procedures for proper staffing. Brenda describes her process of managing human resource staff and keep abreast the employees performance has being very important and time consuming. Brendas primary responsibilities consists on interviewing and hiring applicants, support the trainer with the new employee training classes, and manage the performance evaluations and career planning processes. McCain thinks that the high turnover in the sales department is a continue struggle. Because she wants a consistent enforce of the rules and procedures, she become the responsible for all disciplinary actions, which include gathering the initial complaint from the supervisor, conducting the investigation and inquiring the employee and administering the appropriate discipline. 2. What is Harrison Brothers business strategy?
The Harrison Brothers is a multi line traditional department store that is over 100 years old. Their success lead them to become one of the largest privately owned retail chains in the U.S. The majority of the twenty Garrison Brothers stores are located in the Northeast and they sale moderate to higher priced mens, womens and childrens clothing to their target audience: middle-class and fashion-conscious customers. James Harrison, the current CEO, realizes that the company must reinvent itself in order to better adapt to the industry challenges. He recognizes that employee quality and performance is a key element in the success of the company. He identified five strategic goals to update the business model that has worked for the past century: 1. Convert non-selling space into revenue-generating selling space 2. Build up underdeveloped merchandise categories 3. Invest aggressively in private brands like Polo, Nautica and Tommy Hilfiger 4. Reduce costs through the use of advanced computer systems to project sales and manage inventory 5. Improve productivity of sales associates, buyers and department heads
3. What is the structure and staffing of the human resources department? Staffing is defined as the process of determining the organization's current and future human resource needs and then taking steps to ensure that those needs are met effectively. The Harrison Brothers Human Resource structure consists of five employees: the HR manager; two HR assistants; the trainer and the payroll clerk. Their main sources of applicants for the organization are responses to newspaper ads and people that have heard by word-of-mouth through present or past employees. The company selects people based on how well they do in the interview. The company places a lot of weight on the applicants motivation, personality, and drive. Although the HR manager check the applicant's records from high school or college/university, she doesn't consider them vital. Another relevant aspect in the application form is the indication of job stability. The training of new people occurs every two weeks and every week in holiday season. Although the HR department have a specific person to train new personnel, the HR manager frequently helps the trainer when the classes are too large. 4. Analyze the data in Exhibit 1.4. What are the implications? From the data in exhibit 1.4. it is possible to interpret the perception of the managers. Considering the range of questions, one can say that the store managers seem more interested in those activities. Store manager given equal ranking for HR function, knowledge of the business and managing change; in the other hand the HR managers only give high priority for staffing and performance management. Taking in to consideration that the industry faces the challenge of keeping a well trained, highly motivated sales staff and management team; and that the company faces and pursues a strategy of changing the current reality, the HR managers seem to be more concentrate in the staffing and performance only. Contrary store managers that are more aware of the current needs and change process. One could think that, considering the high level of turnover, both managers would have a high concern in compensation and safety, however they rank both very low. In my opinion that is somewhat of a problem, both issues are a menace/opportunity to deal with the problem of turnover. In terms of training, store managers are more interested in giving training than the HR. In this item both should be aligned with the company strategy goals and industry challenges. High specialization and staff that knows the merchandise and understands customers is paramount, and proper training is fulcral to attend this concern. In my opinion, I think that the store managers are more aligned with the overall problems of the industry and strategic goals in terms of human resources. However they should look into safety and compensation to better handle the problem of high turnover. Regarding the Human Resources Managers they are to focused on staffing and performance management, although this are two important functions, I think that these managers should have a more strategic focus in opposition to more HR supporting functions from the managers store. 5. Given the organization's size and strategic goals, evaluate the development of the human resource function at Harrison Brothers. What problems do you see? How could its major human resource functions be improved? Harrison Brothers has several issues that it needs to correct to help the company to renew itself and achieve its goals. Namely: High employee turnover; Effective training; Better hiring process HR seems to be very focus on the selection process Improve RH management response time; There are several issues that can be addressed simultaneously. To start, in my opinion, Harrison Brothers should have a centralized HR department that will initiate the hiring process plan the training, define employee benefits and management protocols. The centralized HR service, along with delegation of responsibilities will allow the HR to improve management response and not to focus only on the selection process. The employee turnover, training and improved hiring process are all linked and can be addressed simultaneously. A new pay structure and quarterly performance reviews will help to address the employee turnover. The actual structure of paying the minimum wage and perform a annual evaluation of performance to determine merit increases is not conducive in the current work environment. Employees are always looking to get some additional pay and when a new job comes along they will quit working for Harrison Brothers. A competitive pay structure align to proper training will start the process of keeping employees for longer periods of time. Management has to keep in mind that every new employee replaced cost more time and money on recruiting and training than of having a more competitive pay to motivated employees that had proper formal training and experience in the job. Employees that embrace the company culture, that feel integrated on a team will have better knowledge of the inventory and sell more to the customers. The current hiring process starts with a complete interview. By having constant ads on the newspaper the message sent is that there is a high turnover going on, this message is not consistent with a policy of long term employment. Improving the hire process by using a electronic recruitment would help to save time, to be more cost effective and save time. The applications could be reviewed by the central HR department for a first selection; and the candidates that comply with the requirements would be interviewed by the store manager. This would involve the store manager in the process and help to choose a better fit into the local team. Finally, all staff should be required to take effective and complete training as they enter the company and continuing training to help the employees in terms of customer service, new inventory or how to be more productive.
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