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Newspaper template

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Lisa Sultana

on 24 August 2015

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Transcript of Newspaper template

In Summary
''COMMUNICATE'', the experts say...
The HR Strategy needs to connect with the
mission, values and goals
of the business

There needs to be alignment:
between the HR and business strategy;

between top executives and the HR team to embrace the proposed strategy

This is of particular importance in the strategic decision of how to address salient issues such as:

positioning oneself in the market

organic growth

increasing profits

Key players
and units in the Company need to collaborate and formulate a holistic plan

EURO 1.60c
Monday, August 24, 2015
Vol XCIII, No. 311
The reputation of the Company will impact both the employees as well as customers

can contribute to attract employees but more importantly the Company’s attitude towards employees will effect what kind of service will ultimately be given to customers

With proper
focus and investment
in one’s human resource the company can gain the reputation to employ only the best, thus those aspiring to join will have
great expectations
from the company from the moment they send their CV to apply for a vacancy

Organization, job and team design

Recruitment and selection

Training & development

Motivation & retention

Performance management

Remuneration & reward

Career & succession planning
Main Tenets of the HR Strategy
Recruitment & selection strategy

Organizational structure

Roles and responsibilities

Remuneration and reward structure

Staff engagement, motivation and morale

Training and skills gaps

Performance management

(formal or informal) has been drawn for the
ideal employee?

What are the
expectations and skills

How is
done and what pool is being reached?

Is recruitment
proactive or reactive

is involved in selection and how are they prepared?

are used for assessment?

Assessment of the Recruitment Strategy
Assessment & Analysis of:

High annual
labour turnover
of around 27%; 

Difficulty in attracting high calibre staff
to fill vacancies;

Uncompetitive remuneration packages;

An increase in revenue but with a
drop in profit margins

Establish the Company as the
‘Employer of Choice’

and as a result decrease turnover, but more importantly ensure that the
calibre of the employees
is the one desired

Establish or consolidate
high employee performance

Establish or consolidate
Customer Focus

Decrease costs
where possible

Contribute to the
increase of sales
and contribute to business growth

Based upon the main considerations put forward in the highlighted case, and assuming corporate agreement, the below could be aims which the company would thrive to achieve:
GV Ltd :
upmarket, high street clothes stores
220 employees
numerous challenges in past 2 years
Assessment of company structure - staff numbers, hierarchy and roles

Is there the need for the amount of staff vis a vis the work requirements?

Could efficiencies be gained by working with less people but of a higher calibre?

Did business expansion create an automatic but unnecessary increase in staff numbers?

Is the ratio of management and administration to staff a balanced one?

What does the hierarchy look like?

Can some people take more responsibilities than what they currently have?

Organizational Structure
Roles & Responsibilities
An assessment should be conducted on current roles, number of employees in positions and job descriptions

An assessment of work processes should also be done, to see whether any efficiencies or value added services/processes can be identified

Assessment of whether there is an understanding and success in the fulfillment of roles and responsibilities

Assessment of performance management system:

Are there (specific and appropriate) criteria by which people are assessed?

Is assessment happening?

Is management adequately trained to make assessments and to make right decisions? Is feedback given, appropriately?

Is there a structured system of performance management?

Have the right skills and abilities for the job been identified?

Is there a formal disciplinary structure?

Performance Management
Taking into consideration the salary benchmarking report, the company might consider:


Establishing an incentive scheme;

(b) Increasing salaries, especially if there is the opportunity of decreasing headcount or costs such as overtime. This may serve to:

- Incentivize and increase motivation

- Retain valuable employees

- Increase sales
Remuneration & Reward
A high attrition rate can indicate that people were unhappy, however people who stay can do so for different reasons, and not necessarily because they are happy

One needs to assess whether staff is content – this can be done formally by carrying out:

employee satisfaction surveys

focus groups

regular meetings with HR and/or with the management team

Staff engagement, motivation & morale
Monetary incentives are surely always appreciated and are highly ranked by employees

Incentives can come in a number of ways, including
point systems
aligned with KPIs
, which can help one achieve bonsuses, such as 4 weeks of extra pay at the end of the year, extra vacation leave days or the odd cinema ticket or complementary meal

Considering that GV Ltd. has seen a decrease in profit margins, ideally incentives are pegged to profits not to revenues generated - one may however consider different incentives for management and employees

Growth and development
within a company can be motivating factors for some employees

as well as
vertical growth
may be something which may be explored

assessment of training
is also important to establish whether inadequacy in this area is contributing to attrition

can be managed with more ease if
are clearly set at training phase

Training & Skills Gaps
The importance of looking closely at
initial induction training
as well as establishing regular refresher or specific topics

Sales training, soft skills, conflict management are all topics which could be relevant and empowering for staff

Continuous training
is a clear sign of investment in a person and reinforces the concept of the brand (the actual brand and the Employer brand)

importance of good managers
cannot be highlighted enough and this is usually a constant ‘work in progress’ situation which needs time and investment in training

of some form may be given and may add to the incentive of pursuing such a career path


Succession planning
can increase staff morale and ensure business continuity

mentorship programme
can also be established were new employees can be mentored by established ones (not necessarily by supervisors or managers)

High Potential Talent Programmes
can create
career paths
for those staff members who exceed targets and who the Company wants to retain

Succession Planning & Career Paths
Increasing profit margins
may be effected by a number of factors, amongst them reducing the costs

finance and marketing
need to establish the business model and the ‘formula’ which makes sense for the business to thrive

The HR team needs to follow this in the creation of its strategy

One opportunity for cost reduction is reduction of staff numbers and any overheads such as overtime – caution needs to be applied

A healthy balance needs to be maintained between staff happiness and good service. This can be impacted by a number of different things which need to be factored in

The Business Model

1. Assessing or creating adequate job descriptions for staff

2. Draw up an ‘ideal candidate’ profile

3. Train people who will be involved in selection (ideally both HR and Operations)

4. Plan for peaks and throughs, taking into consideration :

FTE requirement for seasonality
Different types of employment – full time, reduced, part timers and casual workers)

5. Engage with the Marketing Department to establish an advertising strategy


Recruitment mistakes happen for a number of different reasons from getting tired of seeing people and ‘making do’, needing to fill a gap quickly, to having unrealstic expectations

Selection is also critical when employees are promoted from within the structure – being good at a ‘task’ does not make a good manager

Managers with poor interpersonal skills will be tolerated by a certain type of employee, but the best employees will move on quickly


Once the need for the management structure would have been confirmed, assessing current incumbents in managerial roles need to occur

Clear guidelines and assessment procedures need to be created for the promotion of employees

Ideally throughout the months, employees with potential would already have been identified through
High Potential Talent Programmes
which would also have been addressed though Succession Planning and Career Path Development


Employees quit managers not brands
Reducing head count
is usually one of the first considerations done when there is the need to reduce costs HOWEVER the importance of ensuring that there is adequate coverage to give the
desired service
is also crucial

Focus needs to be on
retaining and attracting high calibre employees

One may also trim the structure to a leaner one, if with growth, a number of roles were replicated

For instance, there may not be the need of a manager in every outlet but a manager can cover two or three outlets in the same geographical area

Organizational Structure & Roles

Assessing current or creating a performance management system and structure by:

clear responsibilities and targets
are set for job roles and individuals

Creating a
structured assessment
which covers responsibilities and expectations

of performance appraisals and feedback meetings

Train and mentor
management who will be doing appraisals and setting targets

Ensure there is a
formal robust disciplinary structure
and provide necessary training

Performance Management

Management needs to know
motivates and demotivates staff and a
concrete action
plan delineating how employees can be motivated needs to be set up

People are motivated by different things so one needs to get to know what is important for one’s staff members

Sometimes quick wins cost nothing or very little – a microwave in the kitchen, an extra 5 minute break to compliment good practice or implementing a suggested idea, can engage and motivate staff

Staff engagement, motivation & morale
Antiquated policies and procedures may be an example of what creates aggravation for employees –
innovative and employee friendly policies is what makes successful companies stand out

Employees need to be
; to think and be stimulated, not only robotically ‘doing’

When the job becomes pedantic due to routine, employees get bored so valuable employees can be
given new duties, roles and responsibilities

Staff engagement, motivation & morale
Work life balance initiatives
are ranking highly amongst employers and increasing with the importance being given to people who need to take care of the young or the elderly

Perhaps with some planning and careful consideration,
can be issued in a creative way to provide opportunity for employees to perceive the company as supportive of their personal needs – this can be a great
attraction and retention tactic

In turn the Company can then expect a certain standard from its employees which go
beyond the basic fulfillment of duties

such events with the world outside of the company will also surely help how outsides perceive being employed with the company

Many issues can be prevented or addressed with good communication

Creating formal opportunities for people:

Formal introduction of new employees

Hearing out employees perception of ‘what works and what does not' for them and for customers

Frequent and informative
briefings on company performance and aims,
which show transparency and help engagement

The Communication Loop
Percentages tell a tiny part of story which needs to be looked into

Exercises like
exit interviews
should be done to know why staff is leaving

Communication of the reasons
needs to be shared with relevant stakeholders

needs to be set out to address specific issues (in line with company strategy)

There also needs to be an environment where the HR manager or any other person of authority, is present and accessible for employees to turn to

Attrition & Retention
Part of the communication process is also to
publicly display
those who have done well and should be recognized

Employee of the Month
or being a
should be given importance to create a culture which will foster the satisfaction of having one’s efforts acknowledged

Apart from formal feedback,
regular consistent daily feedback
and recognition is of the utmost importance and keeps people ‘in the mood’

The Naming Game
robust HR structure
, which includes realistic and healthy
policies and procedures
needs to be in place

There needs to be
transparency and frankness in expectations
but also in performance management

Firm disciplinary action
needs to be taken when necessary, showing to employees that there is a mutual relationship which requires effort from both parties

Expectations & Boundaries
The r
elationship between employees and customers
is direct,
and not to be devalued

Customers will make or break a business
and the investment in choosing, training and developing the right staff members is crucial to ensure that those reaching out to the customers are doing so appropriately, in the best possible way and effectively

Customer satisfaction
needs to be taken into consideration

Customer reviews may be something which the company may consider doing to assess individual staff members and/or team performance

The Intimate Relationship
The Human Resources Strategy is aimed at supporting the company’s objectives

While planning is important, adapting to the environment is essential to deal maturely with situations

Plans, numbers and strategy are important but also is not losing focus on the People

Customer Focus

Long serving, high calibre staff, with excellent customer centric and sales focus =

happy customers

Increase in Sales

More sales, less costs to replace leavers =

prosperous business

Employer of Choice

Friendly, fair, satisfying work environment which invests in employees =

happy staff

Thank You



Happy Staff

Full transcript