Role of HR Manager and Staff in Timbacourt - Assignment Example

Employability Skills Contents Task Role of HR Manager in Timbacourt 3 1. Job of a Store Manager 8 2. Job of a Sales Executives 10 1.3. Training Plan and Programme for Junior Staff 11 Induction Training 11 Time Management 12 Personal Skills 12 Product Knowledge 12 Customer Service 12 Technology Skills 13 Task 2: Tools and Methods for Recruitment 13 15 Reference List 16 Task 1: Role of HR Manager in Timbacourt A store which is situated at a prominent location and has largest sale of products is known as the ‘flagship store’ of the company. It is the largest store and a first outlet with high priced products. The flagship store plays an important role in brand strategy (Adegoke, 2011). The main motive is to attract customers towards the brand rather than making profit. The store is designed so well that customer gets influenced to visit at least once. Timbacourt, a brand of high end fashion clothes is opening a flagship store in U.K. In this task, the role of HR manager in describing job specifications and designing training program will be discussed in details. According to Arthur (2012), every store has a store manager so do Flagship store. It is the responsibility of the store manager to see that the store achieves its target and earns profit. It is his duty to see that the image of the store is maintained throughout the time. Store should be attractive enough in designing. He should see that the stock is available all the time in the store as this is the main retail outlet. A store manager should be aware of all the products because if any problem occurs about the description of the product, then the customer will ask the manager only. Quality assurance is also the responsibility of the store manager as he should see that there are no expired products as this may ruin stores image. The flagship store has been set up new. Previously, company use to sell through online and it was big success. The sell which use to take place through online can’t be compared to the retail store as it is new and it has not created brand name yet. Availability of the product can be an issue as it may happen that transportation of products from the factory to the store has not been fixed and so the product shortage takes place frequently. It may happen that products which are available online are not available in the store as transportation is again the issue. Proper precautions have to take regarding fabrics as it can be out of fashion and still lying in the store which affects the brand image. Quality of fabrics has to be maintained as it can get dirty or spoiled due to negligence. A store cannot keep all the stocks as it is available in online because online store purchasing doesn’t need storage, order is directly packaged from the factory itself but products in the outlet needs storage with proper maintenance. There are many flaws and effectiveness in the set up of main outlet which will be rectified slowly as this is time consuming and it is the flagship of the brand which automatically generates lot of expectation from the customers (Belbin, 2012). The flagship store is the main outlet of a company and if any problem rises it is taken into consideration soon, as this may affect the brand image. There are many issues of improvement in the store like training and development, performance, knowledge about the products, technology development, customer needs etc. Training should be given to the store keepers time to time as they should know about the products very well because they are the ones to whom customer will ask first. They should behave very well with the customers and should explain about the product clearly and slowly. Store should be technical enough to operate as for example if it’s a book store then the location of the book and the availability of the book information should be computerised as customers don’t have to search manually and waste their time. This kind of technology should be available in the main store and it needs to be updated time to time. If a customer demands for a particular product then it’s the duty of the store manager to look after it and inform the customer when the product is available in the store. Improvement is necessary in the store as it is the brand image and customers look forward for these stores with high expectations (Berman, 2007). Quality performance of an individual is very essential. Various motivational techniques can be considered so that store image is maintained. Brown (2011) stated that store keeper should be trained well as they themselves are new to this store and its function. They should be motivated by giving incentives, sales target should be given to them that if they sale more than the target they will extra pay. Efficiency of work gets increased. They should also be taught to how to behave with the customer and a feedback form can be given to the customer where they will mark store keeper and manager behaviour. If a particular employee gets the maximum point he should be declared as the employee of the month. In this way employee gets motivated and become more loyal towards the company. Each employee should be well dressed with clean uniform. The process of work in flagship store is different from the online selling. Company have to appoint more employees for the flagship store or they can shift the existing employees who work for online to the store. Problems will arise is they existing employees will be shifted because organizational change will take place as they don’t know the working system for the store (Carleton, 2009). Skills required to work in a store is that employees should be well aware of the products, knowledge about the customer tastes, and should be aware of all kind of languages. If employees are transferred from the existing human resource then the advantage is that employees are already aware of the products and the working pattern, at the same there are some disadvantages like now they have to deal with the customers directly, make them convinced from face to face conversation, understand their future needs. In flagship store, store manager has to deal with the intermediaries for the availability of the product as the stock cannot come directly from the factory, so a big supply chain is formed which may create confusion in the work process. To open a main outlet is not an easy task. Proper communication between different levels is very necessary. Manufacturer should be supplied with raw materials on time so that production does not get delayed, then the product should be stored safely in the warehouse and from their a strong distribution system should be developed so that the finished material comes to the store on time. Communication between manufacturer, inventory manager, distribution channels, store manager and the ground staff should be very clear and précised. Miscommunication form any level can break the chain and cause problem for the company. Communication should be telephonic when conveying any short message and if it’s a list of stock maintenance then it should be done through mail to avoid any misinterpretation and if any problem arises in the future this written mail can act as an advantage. When a store manager gives advice to the ground staff, he should make sure that they feel comfortable and does not have any grudge against anyone because they are main staff in the company as they will deal with the customers directly and convincing customer is the main task which will generate sale and profit in the store (DeClerk, 2008). DuBrin (2011) emphasized that management of time is the asset of any company. Time management can increase productivity, profit, efficiency of the staff etc. Preplanning should be there as store keeper should inform about the shortage of stock before hand only to the store manager so that there is no gap between supply and customer demand. Store should be well organized as where the stocks will best fit, who will be responsible for the particular section, who will handle the query of customers, who will be the cashier, and many more. Priorities should be well defined as in flagship store customers should be the main priority. They should be treated well and their demand should be the company’s first priority. Each level should take help from each other as every person has a new idea, so working together solves many problems. Staff who has interest in particular kind of work should be assigned that work only because no one will do better work than him in that particular field. One person should do single task as multi task can spoil all the work. Time management is ultimately very necessary and strategies should be defined time to time so that company does well even in the future. When there is a motive to achieve big targets, then a team is formed so that different ideas come together and work becomes easy and productive. Each team is led by a leader who can guide them and help them in difficult situation. Every team member has some responsibility which they have to keep in mind while performing a task like they should respect each ones idea and pay attention to every individual because everyone is valuable in the team. Decision which takes place should be informed to everyone because any single decision can change the goal of the team. Team member should be loyal towards each other as no data or facts should be hidden from each other. All of them should understand each other’s problem be it at the personal or professional level. Each person has a different way to work, some believe in creating charts and graphs to understand goals more clearly, some believing in taking primary data to define objectives more nicely. Everyone is right in its own way but has different ways which should be respected and accepted by the team. Team should be dynamic enough to adapt changes (Jackson, Schuler and Werner, 2011). There are various teams that are formed in the company. Each team is formed with a specific goal to achieve, and each team is different from each other, as each team member is different from each other. Organizational change keeps taking place due to change in customer needs, government new rules and regulation, political and social changes, etc. this change affects the team member and their leader as now their way of working gets changed plus their motive also get diverted. Team member should be flexible enough and should react positively to the changes, because if they get puzzled then the entire team gets puzzled and the goal of an organization suffers. Dynamism occurs inside the team also as each one think differently and their way of working is also unique. One may think that silk fabric is in fashion, at the same time other person can think that fashion is something which everyone sees but bringing old fashion to existence will be something which everyone will admire so here dynamics will take place (Lincoln and Thomassen, 2009). Each team should try to achieve its goal in a different way. A team should create a vision so that they have a clear concept of their mission. A proper direction is very necessary of team and that be developed if a team has a mission. A proper time table can be prepared where work can be divided accordingly. Important instructions should be highlighted so that it is not missed while performing task. A detail plan should be made so that work can be arranged according to its importance. Every time the team members should not be same, which means that as the new task takes place, team member should be shuffled so that dynamism is maintained in the organization. On regular basis progress should be reviewed so that team can think further to make it better. Actions should be taken for any task given instantly as time is limited and no extra time will be given. Work should be divided between team members so the work load for an individual comes down and now the work can be done more efficiently as member take their work as the important responsibility for them (CCH Australia, Limited, 2011). The above discussion reflects the work place responsibilities, interpersonal and transferable skills and dynamics of working required to incorporate in the flagship store of Timbacourt. In the next segment Job description of a store manager and a sales executive will be structured and a training programme for junior staff will be designed. 1.1. Job Description of a Store Manager A retail store manager duty is to look after the day- to- day activities in a retail store. He has various job responsibilities. They are: To maximize profit and reduce cost. To manage the entire team and motivate them to increase sales. To look after the availability of the stock in the store and manage them. To analyze if sale target has been met and to forecast further sales. To use new techniques to maintain a record for daily sales figure. To ensure proper customer service take place. To solve issues like staff safety and health problems. To keep informing employees about the progress of the company and other important matters. To organize special banners, events, displays, promotions. To give proper attention to customer needs and complaints. To be aware of the competition in the retail market industry and inform sales executives about the challenge. To keep improving the business store manager should take various initiatives to bring changes in the store. To ensure that the store is clean and hygienic. To look after the sales executives if they were behaving well with the customers and able to convince them. To make sure that the sale executives should be presentable and properly dressed up (Machado, 2013). 1.2. Job Description of a Sales Executives Sales Executive is the one who sell products and services directly to the customers. They have certain responsibilities. They are: To look after customer need and to give them the exact product they want. To maintain good relationship with the regular customers and stay connected with them through emails and calls. To respond the customers query through mail and call instantly. To arrange information regarding customer and market needs. To negotiate with the customer nicely and closing sale with a good price. To attend meetings and share best ideas with the colleagues. To settle with the customers regarding home delivery as sometimes customer purchase products in bulk. Sales executive have to see that all the colours of fabric which are in current trend is available, if not, then he should report to store manager. To provide right quotes to the customer and should not misguide them. To be loyal with the customers and should not cheat with store manager and customer both. To check the availability of stock in the display section. To be with the customer all the time so that any query which take place can be solved instantly. To inform customer about the new launch of the product and its description about the quality, durability etc. They should help the store manager to meet the target efficiently (Newton, 2011). 1.3. Training Plan and Programme for Junior Staff A training programme has been designed for the junior staff in the flagship store. Training will be for two days which is further divided into four sections. Day 1 is divided into two halves that is first and second, and in the same way Day 2 is divided (Nikolaou and Oostrom, 2015). Day 1 First Half: 10a.m. -1p.m. Induction Training This is a first step of training. Staffs are being introduced to everyone in the store. Since this is the new store so executives are introduced to each other and other higher level staff. They are being informed that at different level different staff is there and at the same time they are introduced to make them comfortable (Raju, et al., 2011). Second Half: 2p.m. -6 p.m. Time Management This is the second step of training. Staffs are being informed about the working time in the store, the fine charges for late arrival. Information of the sales target and extra sales, and how incentives will be given monthly, quarterly or annually. Day 2 First Half: 10a.m. -1p.m. Personal Skills They have been asked to dress up properly and neatly. They should be presentable enough to attract customers. They should maintain their distance while talking to the customers. Product Knowledge In this part working employees is acknowledged about the products. In fashion store, products like different shades of the fabric, quality of the product is explained to the staff. Second Half: 2p.m. -6 p.m. Customer Service Staffs are trained to how to speak to customers and what language should be used. They should first greet customer and then start further conversation. They should convince them politely and end up with a good relation. Technology Skills Staffs are trained to how to use different technology in the store, like entering data in the computer, checking mails, checking of the expiry date through machine, using of debit card machine etc (Purcell, et al., 2008). Task 2: Tools and Methods for Recruitment Many problems will arise while setting up the flagship store and solutions have to be provided using tools and methods. Steps should be formed so that problems arising in each stage can be solved peacefully. In Task 2 tools and methods like appointing employees from various universities, conducting interviews in campuses, walk in interviews and many more ways are designed to recruit people for on line retail business and new store also (Ray, 2010). First the problem should be defined and identified as where is the problem and it is affecting which area. After identifying, problem needs to be analyzed like deep view has to be given so that not single information is missed. According to Sekerka (2013), many potential solutions can be analyzed for a particular problem as there are different ways to solve an issue. After analyzing different solutions, it requires analysis that the solution which has been selected is the appropriate one or not. When it is seen that the solution is an appropriate one then out of all the solution the best one is selected. Solution which can actually match the problem is the best solution. After selecting the solution, the next step is to apply it and see if it can provide any fruitful result. The last step is to evaluate the solution. It is important to judge that if the problem is solved or not. If it is solved then this solution can be used again in the future if the problem arises again. A particular problem which will come to the flagship store is the cost management. The setting up of a tangible store creates lot of factors for cost. Cost will be incurred for infrastructure, best designing as it need to be different from the other store, human resource cost, warehousing cost, maintenance cost, etc. Company can reduce human resource cost by transferring employees from the ware house to the store by giving them proper training. Money invested on designer for designing the store can be avoided if all of them come together and apply their ideas and design the store. Warehousing cost can be deducted if the store can order items in advance so that ample of time is there to bring the stock directly from the manufacturer. Raw materials should be optimally utilized so that money is not wasted. Maintenance cost can be reduced by using best quality of raw materials for infrastructure. Human resource required for building the store can be called that only as it is required and should be placed on contract basis so that they don’t waste time just to grab extra money (Smith, 2012). Several strategy is been developed to solve business problems. Strategy is necessary as this help to analyse the problems and their solution. Business cost gets reduced, work becomes easy, and management is done more fluently. Companies burden get reduced as they have strategies now to solve the problem. The same problem which arises in the near future then the same strategy is applied and this saves time for the company. When a strategy is implemented it is been announced in the company because now managers have to implement the same strategy in their work flow. If employees find that the strategy is poor to implement then he can come with his view and ideas, it will be encouraged and appreciated. This will be good for the company as it will save the business from losses. Business will have its major impact in its defined goal and profits. Strategies help in analysing the force of work in the company. Manufacturer, inventory manager, distributor, store manager, store keeper all will be affected by these strategies as the solution means new rules in the organization and thus lead to change in work culture (Sostrin, 2013). This task reflects the strategies for solving the problem arises out of planning for establishment of the flagship store of Timbacourt. Such problems have been solved through appointing various tools and methods for selection and forming recruitment strategy. Reference List Adegoke, B., 2011. Effect of training on employees productivity in public service organisation. Munich: GRIN Verlag. Arthur, D., 2012. Recruiting, Interviewing, Selecting & Orienting New Employees. New York: AMACOM Div American Mgmt Assn. Belbin, R. M., 2012. Team Roles at Work. London: Routledge. Berman, 2007. Retail Management: A Strategic Approach, 10/E. New Delhi: Pearson Education India. Brown, J. N., 2011. The Complete Guide to Recruitment: A Step-by-step Approach to Selecting, Assessing and Hiring the Right People. London: Kogan Page Publishers. Carleton, R., 2009. Implementation and Management of Performance Improvement Plans: Emphasizing Group and Organizational Interventions. New York: Human Resource Development. CCH Australia, Limited, 2011. Effective Recruitment and Selection Practices. Sydney: CCH Australia, Limited. DeClerk, C. C., 2008. The Relationship Between Retail Store Manager Leadership Styles and Employee Generational Cohort, Performance, and Satisfaction. Phoenix: University of Phoenix. DuBrin, A., 2011. Essentials of Management. Boston: Cengage Learning. Jackson, S., Schuler, R. and Werner, S., 2011. Managing Human Resources. Boston: Cengage Learning. Lincoln, K. and Thomassen, L., 2009. How to Succeed at Retail: Winning Case Studies and Strategies for Retailers and Brands. London: Kogan Page Publishers. Machado, C., 2013. Effective Human Resources Management in Small and Medium Enterprises: Global Perspectives: Global Perspectives. Hershey: IGI Global. Newton, R., 2011. The Management Book. New Jersey: FT Press. Nikolaou, I. and Oostrom, J. K., 2015. Employee Recruitment, Selection, and Assessment: Contemporary Issues for Theory and Practice. New York: Psychology Press. Purcell, J., Kinnie, N., Swart, J., Rayton, B. and Hutchinson, S., 2008. People Management and Performance. London: Routledge. Raju, J. J., Zhang, Z. J., Sorensen, H., DeHerder, R. and Blatt, D., 2011. Strategies for Success in Retail (Collection). New York: Pearson Education. Ray, 2010. Supply Chain Management for Retailing. Noida: Tata McGraw-Hill Education. Sekerka, L. E., 2013. Ethics Training in Action: An Examination of Issues, Techniques, and Development. Charlotte: IAP. Smith, J., 2012. Planning the Recruitment Process - What You Need to Know: Definitions, Best Practices, Benefits and Practical Solutions. Sydney: Emereo Publishing. Sostrin, J., 2013. Beyond the Job Description: How Managers and Employees Can Navigate the True Demands of the Job. London: Palgrave Macmillan. Read More