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The Selfridges HRM Case Study
Transcript of The Selfridges HRM Case Study
New approach to leadership and management style
People management to now be handled by managers instead of HR department
New and more accurate performance measures (KPI’s) Selfridges People Management All stakeholders made more aware of company goals
HR initiatives adopted to facilitate changes(surveys, employee focus groups, new performance appraisal system)
Performance based progression introduced
Mystery shopper program Selfridges People Management Trafford park Manchester store opened as test bed for development
Workforce comprising staff employed both directly and by concessionaires presented strong management challenges
Bulk of new staff hired in managerial and team leader positions
Selfridges soon discovered that many of these people did not fit with the company values New Store Opens Recruitment process changed to focus on employee attitude and behaviour rather than experience
HR department relegated to support function with employee training handled by line managers
Communication became major emphasis
Survey showed drastic improvement in staff commitment and performance – high levels of job satisfaction achieved New HR Policies at Trafford Park Surveys did not show improvement in team leader performance/performance appraisal system
Performance appraisal process linked to succession planning (career opportunities)
Improvement achieved in team leaders leading to overall satisfaction and commitment in all staff levels Team Leaders Team leaders also handed greater responsibility (interview, advice, selection, KPIs, coaching and counselling) after rigorous training
Other efforts to assure team leader performance include development reviews, weekly meetings and floor walks by sales managers
Defining team leader role acclaimed success by the store Team Leaders Pygmalion Effect ‘Special case of self fulfilling prophecy in which raising managers expectations regarding worker performance boost that performance’(Eden, 1990, p. 394) Pygmalion Effect - Definition Effect proven viable in whole work groups
Pygmalion concept may be practiced on Selfridges managers and team leaders
Effect being improved performance in team leaders and floor staff due to higher expectation Pygmalion Effect
on Selfridges An Organisational Turnaround The Selfridges Case Study Timi Odeyemi Pel Agboola