...Chapter 2 9 Strategic Staffing Decisions 1. Do we want a core or flexible workforce? Chern should develop a core workforce. Their employees should consist of people who are a regular part of the company and understand the importance they play in keeping the business successful and helping it grow. 2. Do we prefer to hire internally or externally? It would be beneficial to hire both internally as well as externally. Chern should continue to develop and promote their current employees into higher positions within their department based on their level of skills and experience gained over the course of their employment with Chern. Additionally, it should be recognize that some positions will have a need to be fulfilled externally when all applicable skill levels have been promoted and there are still positions remaining to be filled. 3. Do we want to hire for a train and develop needed skills? Chern should take an approach train and develop needed skills. In today’s selection of employment seekers it is difficult to find people who have the right level of qualifications. Training will allow Chern to ensure that the employees are at the best skill level for their business. They will be able to mold employees into what they want them to be. 4. Do we want to replace or retain our talent? It is important to retain the talent of their employees. Retaining talent is a must to cut turnover rates. It helps create a more solid culture for the employees as well as reduces...
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...Talent Philosophy After reviewing Chern’s business strategies and competitive advantages our consultants have come up with four recommendations to create a more formal talent philosophy. 1. Create a long term career environment for employees 2. Value the ideas and contributions of people with diverse ideas and perspectives 3. See employees as assets to the company 4. Incorporate ethical principles for employees to follow Human Resources Strategy In order to develop a human resource strategy; there must be a linkage of the entire human resource function with the firm’s business strategy in order to improve business strategy execution. The first recommendation was to create a long-term career environment. By focusing on creating a long-term career environment enforces Chern’s family oriented atmosphere. This focus will allow employees to feel part of the business and a team. Having a long-term career vision will also reduce unwanted turnovers because employees will be able to see growth with the company. The second recommendation was to value the ideas and contributions of people with diverse ideas and perspectives. In an increasingly competitive marketplace, businesses having a diverse workforce can further a company's goals. Diverse ideas and perspectives allow the company to gain a competitive edge by differentiating themselves from competitor. The third recommendation is to see employees as assets to the company. Employees represent the company by dealing...
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...Chern’s company history and organization Abstract Chern’s company history and organization Strategic staffing at chern’s: a case study Briana Barbee Strategic staffing at chern’s: a case study Briana Barbee Research Paper While reading these pages I learned strategic staffing is the process of staffing an organization in future- oriented, goal directed ways that support the business strategy of the organization and enhance its effectiveness. Strategic staffing entails both short- and long term planning that involves acquiring, deploying and retaining the right number of employees with the appropriate talents to effectively execute its strategy. This will enable Chern’s to sustain a competitive advantage that allows it to successfully fulfill its mission and reach its goals. Creating hiring goals that are clearly linked to Chern’s organizational strategies and objectives will guide and objectives will guide the strategic staffing process. Chern’s main business strategy is in providing superior customer service to its clientele, which has successfully differentiated it from its competitors. Although the company’s products are expensive, the high product quality and excellent customer service have made the company successful. Because customer service lies at the heart of the company’s business strategy, it is a core part of their corporate culture. Ann and Chern believe that customer service is the essence of selling and that because the sales associates are in direct...
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...Core Results Consulting | Strategic Analysis: Chern Report | Date: 2014 Strategic Staffing for all of your organizations short and long term needs Table of Contents Executive Summary …………………………………………………………………………………………………………………………………. Recommendations Strategic Staffing Planning Process ………………………………………………………………………………………………………… 4 Figure 1 – Economic Conditions 5 Disparate Impact Analysis ……………………………………………………………………………………………………………………….6 Job Requirements Matrix – Sales Associates …………………………………………………………………………………………..6 Figure 2 - Sales Talent Performance Matrix …………………………………………………………………………………………… 6 Sales Associate KSAOs …………………………………………………………………………………………………………………………... 7 Table - Education ………………………………………………………………………………………………………………………………….. 9 Table - Work Values ………………………………………………………………………………………………………………………………. 9 Job Requirements Matrix ………………………………………………………………………………………………………………………. 9 Job Rewards Matrix …………………………………………………………………………………………………………………………….. 11 Table - Work Activities ………………………………………………………………………………………………………………………... 12 Internal Labor Market …………………………………………………………………………………………………………………………. 16 Table - Transition Probability Matrix ………………………………………………………………………………………………...... 17 Table - Transition Probability Matrix Forecasting ………………………………………………………………………………... 17 Table - Employment Projections ………………………………………………………………………………………………………….. 17 Transition Analysis ………………………………………………………………………………………………………………………………. 18 Labor Market Findings …………………………………………………...
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...Chern Case – Chapter 3 The “Canadian” Legal Context Possible inequities: | Cause? | Solution? | Table A-2There seems to be preference in the selection of Asians, males and Hispanic persons | When analyzing Table A-2, which compares the percentage of males, females, Whites, Blacks, Asians, and Hispanics employed in a job category with their availability in the relevant population of qualified people interested in the position, we’ve come to the conclusion that the company’s staffing practices are underutilizing certain groups. The basis for this conclusion is because three groups, specifically Females, Whites and Blacks seem to be underutilized when compared to the other three groups (Males, Asians, and Hispanics). Moreover, all current Females, Whites and Blacks sales associates all have a 5% lower percentage when compared to the availability of Sales Associates in that relevant population percentage. Even though it may not be intentional, this is a clear sign there is a sex discrimination as there are utilizing more females than males. | They can identify possible problem with the HR recruitment process. Education and recruitment training officers in terms of diversity awareness training. | Table A-3SexEthnicity | Disparate treatment of males over females. Men had a selection rate of 8% whereby women had a selection rate of 11.43%Adverse disparate effect to blacks and Hispanics, where Asians had the highest selection rate of 11.17% compared to approximately 8%. | Chern...
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...CHERN’S CASE STUDY Introduction and Alignment Terri Montgomery Student ID -29224022215282 Indiana Wesleyan University HRMT-537: Staffing, Performance, Management and Training Professor Redd Branner November 17, 2014 Introduction Chern’s, a well known retail establishment whose major focus is on providing excellence in customer service, was founded by a brother and sister team, Ann and Ryan Chern. The company employs 19,000 employees (full and part time) across 28 states and has 140 stores mainly in the Eastern and Midwestern United States. Chern’s was built around a foundation of hiring sales associates who go above and beyond to ensure they provide great service by offering quality merchandise to its customers. In order to remain competitive, Chern’s must find ways to be creative and offer incentives to retain existing staff as well as attract new talent into the organization. This paper analyses Chern’s Job Matrix, Job Reward Matrix, and Transition probability matrix, to help Chern’s leadership make critical decisions about the future of the organization that will enable it to win the war on talent. Job Matrix A job matrix is a tool that charts a progression of job levels within a job family. The matrix lists job levels and the corresponding job requirements, including duties and necessary skills, experience, and education required (University of St. Thomas, 2014). The attached job matrix breaks down the...
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...I think this plan is both affordable and realistic. In addition to staffing at the incoming level, Chern’s has to fill positions such as department manager. In order to fill these positions internally, Chern’s will need ways to identify and develop sales associates who have the potential to become department managers. The identification of potential candidates for advancement is usually done through internal assessment methods (Phillips and Gully, 2009). Skills inventories, mentoring programs, and performance reviews are just a few ways Chern’s can perform internal assessments. Candidates that perform well on these assessments will most probably be named as having a high potential for growth. After being identified, these employees should be placed on internal recruitment programs. Career development workshops...
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