...Subject: Chern’s Staffing Strategies We would like to thank you for allowing us the opportunity to work with Chern’s in implementing Human Resources consulting services to assist you in your staffing strategies. We have carefully compiled the following recommendations after completing a careful examination and analysis of all aspects of Chern’s policies, practices and organizational culture. We hope that these recommendations will allow your company to grow and prosper in the years to come and allow you to gain a competitive advantage over the competition. Through our observation of Chern’s policies, practices, and organizational culture, we have determined an abundance of Human Resource practices that your company is implementing. These practices are gaining you a competitive advantage in the industry and are aligning with your business strategy, missions and goals very well. To further support, your future goals at Chern’s, we would highly recommend that you continue to use these practices: How you have managed your talent has created one of the most enduring competitive advantages you can have within the industry. Continuing to view your employees as the core drivers of the company’s performance is excellent. Offering a tier support system for all employees show them that you support them and feel that they are valued within the company. This will assist you in the retention of excellent employees. You have created a strong practice in how you develop...
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...Chern's Case Study April M. Berry Indiana Wesleyan University Chern's Case Study Introduction Chern’s is an upscale department store that specializes in men’s and women’s apparel. “The product mix and high quality products made it rapidly successful, and the company developed a loyal following” (Phillips & Gully, 2015, p. 383). The distinguishing factors that has made it a success is its customer service, commitment to hiring the right people, and high product quality. “Because customer service lies at the heart of the company’s business strategy, it is a core part of its culture. Core values are an essential part of the brand and are the foundation of its culture” (Phillips & Gully, 2015, p. 383). Short-Term and Long-Term Process and Outcome Goals Short-Term Process and Outcome Goals “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” (Phillips & Gully, 2015, p. 4) Short-term goals that Chern’s can embrace is hiring additional support staff and increasing its visibility in the community through targeted events (Belcher, 2016). Short-term goals are a way of achieving targets for the short-term. Long-Term Process and Outcome Goals “There are two types of staffing goals: Process and outcome goals. Process goals relate to the hiring process itself and outcome goals relate to apply to the product of the hiring effort” (Phillips...
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...itself, and outcome goals apply to the product of the hiring effort. Table 1-2 gives examples of both types of staffing goals, and Table 1-3 gives you some questions to consider in setting appropriate staffing goals. Your consulting assignment for Chapter 1 is to identify realistic long-term and short-term process and outcome goals for staffing of sales associate positions at Chern's. Be sure to relate your goals to the firm's business strategy and explain why each is important and should be adopted by the company. CHAPTER 2: BUSINESS AND STAFFING STRATEGIES In this chapter, you learned about how a firm's business strategy and talent philosophy shape its HR strategy, which then influences the firm's staffing strategy. After Ryan and Ann learned about this process, they felt that the company needed to develop a more formal talent philosophy of its own to shape its HR and staffing strategy. They have asked you for your recommendations. Chapter 2 and Tables 2-4 and 2-5 should help you identify key components of an appropriate talent philosophy, human resource strategy, and staffing philosophy for Chern's. Be sure to consider the company's business strategy and competitive advantage, life stage, and the company's values and culture when making your recommendations. You should also clarify how putting the right talent in the company's sales associate positions can create a competitive advantage...
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...Staffing Chern’s, Assignment 1 Max Leavitt HRM 445 1/15/15 1) Do we want a core of flexible workforce? For a sales associate position we want to develop a core workforce. This position requires the staff to possess a high familiarity with our product. We also want to keep a strong and unique culture with a low turn-over rate. It is important that our staff understand their role in the business’s strategic plan and growth. 2) Do we prefer to hire internally or externally? We want to mainly hire internally. Hiring from within will result in vacant positions allowing employees to be promoted. This will increase motivation and retention. A promoted employee will also have the knowledge of the company and required skill set for their new position. We will also benefit from low training costs. We can also benefit from external hiring. We may need to hire externally to promote diversity in the workplace and fulfill roles that our company is lacking. 3) Do we want to hire for or train and develop needed skills? Although our products are unique and require training and familiarity to sell, we need to hire employees that work well in a team environment. New employees will also require professionalism while communicating with employees, managers, and more importantly customers. We want to hire employees that possess good customer service skills. Training knowledge and familiarity with our products comes after hiring employees with certain skills. 4) Do we want...
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...company has an aggressive plan to open 15 stores per year over a projected 5 year period, the immediacy of hiring quality associates is a priority. The company needs to establish a proper advertising and recruitment plan (both internal and external), with specific time tables to act upon resumes, schedule interviews, process any necessary testing, and begin training qualified job applicants for their positions. Not only does this need done in the Short Term to ensure a smooth and continual placement process of proficient associates to keep with the level of ‘customer service’ that Chern’s desires to effect in the market with their customer base, it will also be necessary in the long run to strategically hire complete staffs of managers and associates for new stores as they continue on the corporate growth plan. Chapter 2 – Business & Staffing Strategies In their current business model, Chern’s already...
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...Chern's Brand CHERN Chern is known for: superior customer service, high-quality, expensive products, good selection, and core values Brand should convey why someone would want to work for Chern's Department Store Employees want to work for a company that has a favorable image Brand needs to build a sense of pride in your employees Employees act as your ambassador of your brand Chern's Brand How to market and reinforce the brand during the staffing process Recruiters and manager should have the same message How is Chern different? What is Chern’s vision? What is Chern’s competitive advantage? Why should an elite sales associate work for Chern? What are Chern’s benefits? Compensation Base pay 20% above market 401(k) plan matched by Chern at 10% Potential earnings of 150% of base pay in bonuses Noncompensation Training and development Upward mobility – 75% Technology Low turnover rate Recommendations Generate favorable publicity –news stories Sponsor a scholarship Target recruiting at college fairs Newspaper ads that reflect the jobs as interesting and challenging TV commercials - demonstrates the facilities, employees, customers, products Social media - Career Website, Linkedin, Twitter, Facebook, on-line application asking which Chern store is their favorite and why it is their favorite Fortune magazine “100 Best Companies to Work For” list Structured Interview Questions A disgruntled customer is returning a damaged suit jacket...
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...Based on what we read in this case, with prioritize the staffing outcomes and rank order the recruiting sources based on their ability to maximize the company's staffing goals for the sales associate position. The most effective way for Chern’s hire up is through employee referral because across the board everything is good the hiring speed in terms of months is very quick, the hiring fitting in with the companies culture is the best, the average first year financial return is the highest, and lastly the first year turnover rate percentage is the lowest. The second effective way to hire would be using Chern’s.com for the reason that the everything across the board fits the find applicant that fit with the culture fit of Chern’s is good,...
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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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...Job Duty | Task | Relative Importance of Job Duty (%) | Relative Time Spent (%) | Competency of KSAO | Importance of KSAO or Competency to Task Performance (1=low, 10=high) (E= Essential) | Customer and Personal Services | 1. Greet customers and ascertain what each customer wants or needs. | 20% | 20% | Customer Needs Assessment, meet quality standards for services , and evaluate customer satisfaction | E | | 2. Describe merchandise and explain use, operation, and care of merchandise to customers. | 10% | 10% | Knowledge and skills of promoting, showing, and selling products | 7 | | 3. Recommend, select, and help locate or obtain merchandise based on customer needs and desires. | 10% | 10% | Persuade customers to purchase certain things based on their needs and desires. | 7 | Sales and Marketing | 4. Compute sales prices, total purchases and receive and process cash or credit payment. | 20% | 35% | Knowledge of mathematics and when to use it. | 9 | | 5. Answer questions regarding the store and its merchandise. | 10% | 10% | Ability to listen and to understand questions that may be asked by customers, and active listening skills | 7 | | 6. Prepare sales slips or sales contracts. | 10% | 3% | Obtaining information and know how to use POS software | 8 | | 7. Maintain knowledge of current sales and promotions, policies regarding payment and exchanges, and security practices | 8% | 5% | Knowledge of sales and marketing...
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...Ch. 4 Case Study Job Requirement Matrix for Sale Associate |Job Duty |Tasks |Relative |Relative Time |Competency or KSAO |Importance of KSAO or | | | |Importance of Job|Spent (%) | |Competency to Task | | | |Duty (%) | | |Performance (1 = low, | | | | | | |10 = high),( E = | | | | | | |essential) | | Customer Service |1. Greet customers and ascertain what |35 |50 |1. Knowledge of principles and |10 E | | |each customer wants or needs. | | |processes for providing customer | | | |2. Answer questions regarding the store | | |and personal services. | | | |and its merchandise. | | |2. Active listening skills...
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...Forecasting Estimate the competency levels and number of employees likely to be working for the company at the end of the forecasting period. To forecast internal talent resources for a position, subtract anticipated losses from the number of employees in the target position at the beginning of the forecasting period. These losses may be due to factors including promotions, demotions, transfers, retirements, and resignations. In tighter labor markets when workers are harder to find, more employees than usual may leave the organization to pursue other opportunities than leave during looser labor markets when jobs are less plentiful. Anticipated gains for the position from transfers, promotions, and demotions are then added to the internal labor supply forecast. Internal Labor MarketForecasting Methods Talent inventories: summarize each employee’s skills, competencies, and qualifications Replacement charts: visually shows each of the possible successors for a job and summarizes their present performance, promotion readiness, and development needs Employee surveys to identify the potential for increased turnover in the future Labor supply chain management: The basic foundation of any supply chain model is to have the right product, in the right volume, in the right place, at the right time, with the right quality Businesses use multiple suppliers so that they can quickly change and scale to meet changing business needs. Supply chain management principles of inventory...
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...Final Project Strategic Staffing at Chern’s: A Case Study Case Study Requirements: The assignment is to be only handed in via Moodle.. All questions regarding the assignment must be asked in the forum on Moodle. You may work in teams of 4 maximum. You are required to complete the Team Member Evaluation. IMPORTANT: All submissions will be ran through a plagiarism checker. Your role is an external staffing consultant hired by Chern’s. Your job is to conduct a strategic analysis of how it staffs its sales associate positions. Your final product will require you to combine each of the assignments into a cohesive report, including a table of contents and any necessary appendices. Format your report as a professional product that you would give to the organization. You are expected to document all resources using APA styling. This assignment has been modified from the original: Phillips, J., & Gully, S. M. (2012). Strategic staffing. Upper Saddle River, N.J: Pearson Prentice Hall. Chern’s is decentralized, which means that your report will be distributed to many store managers, many of whom are unfamiliar with staffing terminology and jargon. Write your report so that they understand and adopt your recommendations ad are committed to implementing the changes you’ve suggested you might want to keep a copy of the final report to show potential employers the type of strategic staffing work you are capable of performing. Read the Case Study before going any further. You will...
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...STRATEGIC STAFFING BUS 274 E Instructors: Jolie Wist and Suzie Johnson Student: Jennifer Restivo Due: Jan. 14, 2015 Assignment 1: Chern's Strategic Staffing Process Goal: Create seasonal/temporary positions and attract a sufficient amount of qualified student applicants. Outcome Goal: Staff future managerial positions with qualified and experienced candidates. SMART GOALS SPECIFIC: Implement a hiring strategy for temporary and contingent workers primarily targeting students who are aspiring to take on managerial roles. Offer them sufficient time to learn the basics and core values of the company while continuing their education. Create good relations and offer mentorship to high potential candidates that in turn will lead to future experienced and loyal employees. MEASURABLE: The Human Resource department will offer student employment opportunities in 10 selected areas in the first year. In year 2 they will expand to 10 more selected areas and double each year thereafter. By year 5 all Chern's store locations will offer student employment opportunities. ATTAINABLE: Prepare current employees with a more suitable training program for incoming students that will help them efficiently progress within the company. Human Resources will advertise and locate students with relevant skills and high managerial potential through sourcing and recruiting within educational institutions. RELEVANT: Hiring students with managerial prospects will prepare excellent future candidates...
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...PSJA North Lab J103 Student Brianabarbee1125@gmail.com PSJA North Lab J103 Student Brianabarbee1125@gmail.com Abstract 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...
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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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