Strategic Staffing at Chern’s: Chern’s company story and Organization Lazara Aragon Davenport University HRMG 313 Professor Marshea Brown October 14, 2014 Chern Paper A successful department store founded by siblings Ryan and Ann Chern 20 years ago, became popular and grew very fast. They became fascinated with the retail industry and that leads them to open their own business. They created a new model in the industry focused in delivering the best customer services and offering high quality products. By doing so, they developed loyal follower customers which leads them to a quick expansion of their product line and new locations. With 140 stores around 28 states, the company superior customer services differentiate them …show more content…
Chern’s share prices has increase and their revenue has grown. Their expansion have being made by using only its earning instead of getting into debt. They have a very strong conservative debt policy and a strong cash flow, that helps create shareholders value. The human resources department at Chern’s support the company’s business strategy. Employees received great pay, including bonuses, and better benefits than its competitors. Most of their employees are full or part time, no temporary or contingent workers are used because of their culture reinforcement. Chern promotes from within, because they believe that internal hires reinforce the company’s culture, and the turnover rate is low. They also use performance evaluations for raise, promotion and …show more content…
These things are very important but they are as useless as a hammer without a hand to hold it. Great results in our buisness must be acived through the people we hire, it hinges on them. Chern needs to be able to attract the best potental employees, therough the offer of a better job and thus a better way of living. To find these employees we need to have the tools, the methods, the ready to engage them, to train them to be the best that they can be, because when they suceed, we suceed. In short: for Chern to get the best, it must give the best. HR STRATAGY: To be able to get the neccisary talent for the growing buisness in a more competative market place it must be able to attract the best talent. Once the talent is present it must be carefully developed with insentives to reamin and excell in the buisness for long periods of time, to avoid turn over and neccisity to constantly seek out new talent. At the same time our process for developing talent should respect and nurture a diversity of ideas while making those that have the ideas feel included in the Cherns company culture, this over time will make improvements in all areas of the
The specialty retailer of women's clothes, footwear, and accessories-aimed majority to young teens and women in their twenties, was founded by the the Lawrence brothers-Dan, Frank, and Larry.
...s are doing well and over the many years have gone up. The company has not lawsuits currently pending which is good. The company as a whole seems to be growing even when the market is down.
As I read chapter one of the Strategic Staffing textbook, I found that Chern’s has a very strong strategic plan. Every single decision that was made for this company served as a strategic example to get and stay ahead of their competitors. Chern’s CEO and COO, Ryan and Ann Chern, have shaped this department store in a way that not only brings in profit, but can set the trend for its competitors and future businesses that want to join the department store market.
Found in the case study entitled, Promotion from Within at Citrus Glen, is a staffing process concern. The Citrus Glen Company, based in Florida, is a juice producer that supplies orange and grapefruit to food processors, grocery stores, convenience stores and restaurants in the United States. With rapid growth over the last few years, the HR vice president, Mandarine “Mandy” Pamplemousse, has been worried about how to staff the ever-expanding array of positions for Citrus Glen. Her concern is how to hire and promote enough individuals who are qualified for the needed positions. When Mandy is trying to staff internally, she uses a contractor based in Charlotte, NC called, Staffing Systems International (SSI). When positions become available that are appropriate to staff internally, she sends a group of candidates for the position to SSI to participate in the assessment center. The candidates are in the assessment process for three days. Mandy receives the results with recommendations, a few days after
Training and development is essential to employee’s retention, loyalty and overall satisfaction. When employees feel there is opportunity within a company and diversity leading the way employees pride and productivity is enhanced.
Organizations or businesses are successful by the people who work in it. If they are treated with respect and dignity then the organization will thrive and will be able to operate globally. The Talent cycle is a form that assists with hiring, training and the retaining process that helps the employer to ensure that all the necessary steps are taken care of in order for them to be a successful business. Red lobster has a unique strategy that assist with retaining employees and are effective in terms of reducing law-suits. (Wirtz, Chew, & Lovelock, 2012).
The company’s approach to motivate employees has been working in a positive way. The employees are satisfied with the family style community, and the productivity has increased as well. The company’s style of treating employees as important partners has been successful in other manufacturing companies too. For example, when Honda opened its first factory in the U.S., the CEO and employees shared the same cafeteria, just like Lincoln.
The company started off when Ben Dunne Sr. began working at a drapery shop in Cork, Ireland in the early 1940s. From his experiences here he then proceeded to leave the job to set up his own store, this idea quickly developed and in 1944 Bernard Dunne Sr. set up a new store with the intention of changing the Irish market under the promise of “Better Value” by offering products at a lower more affordable price, This slogan and idea carried on today.
A tectonic shift has been noticed in the talent management landscape. There is a growing shortage of talent and quite obviously, they are in high demand. On the other hand, talented individuals started considering today’s employment as a seller’s market, providing them with an opportunity to offer their skills and expertise to the highest bidders, and ask for inflated remunerations, along with an ongoing stream of new scopes and support.
Recognizing that the effective management of internal talent and the ability to bring in new talent is vital for continued success, there needs to be a systematic approach to spotting, developing and growing talent, which is aligned to succession. Talent development aims to consider the individual in relation to the organisation using two dimensions, one which takes into account their performance to date; the other their assessed potential. The two measures should also take into consideration an individual’s personal aspirations and motivations.
In line with the Act now change programme, the human resource management team introduced the 360-degree appraisal initiative, part of which relates to acquiring our clients’ views of our practices and performance. These views can then be monitored and evaluated, to help us improve and reposition the human resource function and other services of the company. After analyzing the feedback from the clients, conclusions as far as human resources are concerned, as to why the Group is facing competitive pressures that have affected the business performance, were identified. Constituting these conclusions drawn were the problems of staff turnover and the lack of commercial awareness amongst staff members.
...anges in leadership and market conditions. Increased consideration should be given to the development of internal talent. Though, it is critical for the company to generate talent pools that is reliable and consistent internally leading to successful talent management. Developing skilled talent pools can be done on the basis of high performance.
Furthermore, the business can thus implement effective strategies that will allow the business to grow and offer products/goods that will satisfy the high demand from the
Our effectiveness depends on characteristics like talent and experience that is accumulated in the process of personal development. First talent is identified
♦The talent management practices necessary to create a high performance workforce (and what adjustments will be needed to create a climate that stimulates and engages the total organization for peak performance)