Chapter 19: Human Resources Flashcards
Despite the fact that technology has provided a huge degree of convenience, speed and connectedness, staff is still an important factor in the following aspects:
- Convenience: consumers expect everything to be relevant, easily accessible and personal. Convenience is the successor to loyalty
- Customer friendliness: being genuinely friendly and customer-oriented is one of the ways for a retailer to stand out. Empathy and sincere service orientation form the basis of success.
- Degree of automation: in retail, there is a constant drive to reduce labour costs through ever-increasing automation and mechanisation. More and more technology is available for the automated determination of stock positions on shelves. This can be done using robots that scan. The self-scanning checkouts and staffless stores such as AmazonGo where the customer can shop completely autonomously.
HRM is
HRM = meeting the qualitative needs of the organisation in a balanced way with regard to the filling of positions
.
Staff management = given the chosen organisational form - deploying staff as efficiently as possible.
Manager is
Manager = is responsible for managing and controlling processes. He focuses mainly on achieving concrete results and executing tasks within agreed frameworks. From these responsibilities, the manager also direct his staff
Leader = stimulates others to achieve results and strives to move the organisation in the right direction. Supported by the core values that the company has established. Leaders deal with analytical, emotional and behavioural aspects. Have a clear vision of the future, motivate employees and challenge them to get the most out of the organisation within the context of the core values.
Developments on the way towards category management
from functional → to divisional organisation
from functional → to divisional organisation
In retail companies there is a separation of functions. In the new philosophy of category management, the old division of responsibilities is different. In category management, we do not start from a functional organisation, but from a divisional organisation. The enterprise is divided into separate business units (categories) that often consists of a group of products related to consumer demand or to operational problems. At the head of such a business unit is a category manager who is assisted by people with purchasing expertise, people with sales expertise and people with logistic expertise. The category manager’s responsibility is to optimize R for his own category in the formula R = R*M - C.
Developments toward customer-oriented organization
After the developments towards category management, we see the developments towards the customer-oriented organization. In this model, every employee who has direct customer contact is important. In the old model, people think and work vertically, in contrast to the new model. The organization is central, and the customer is at the ‘end’ of the process as a result.
new model
By thinking in terms of results for the customer, the organization works horizontally. The customer determines the result he wants and the process is designed and managed on the basis of that starting point. Much more dynamic structure: departmental boundaries fade. If the process requires it, employees are deployed in changing multidisciplinary teams. This requires multi-perspective management.
Consequences of the new perspective
the HRM matrix
The HRM matrix was developed in order to evaluate the quality of the workforce and if necessary, develop activities to increase this quality.
HRM matrix, Two dimensions:
the current performance vs. the growth opportunities.
current performance = high
growth opportunities = low
performers
motivate
‘up to date’ training
task expansion, participations
current performance = low
growth opportunities = low
misfits
how to get rid
current performance = low
growth opportunities = high
problem cases / potentials
problem treatment
guidance
current performance = high
growth opportunities = high
rising star
keep
job rotation
