Case Study: Go Forward: CH I "Global Leader" Quoc
Case Study: Go Forward: CH I "Global Leader" Quoc
Case Study: Go Forward: CH I "Global Leader" Quoc
Table of content
I. Case summary……………………………………………......3
II. Identify and analyze problem……………………………......3
III. Problem solving and recommendations…………………….4
IV. The solution implementation and action plan……………...15
V. Conclusion……………………………………………………..16
VI. Preferences…………………………………………………....18
I. Case summary:
The business is currently dealing with a high turnover rate. There is also a
deficiency of store-related personnel, especially store managers.
Occasionally, the organization is forced to recruit employees from outside
companies, which raises the expense. Yong Kim, an HR executive, has been
engaged by the company to assess the recruiting process and offer training to
store managers. Yong Kim is also expected to investigate the reasons for
employees leaving jobs at a faster pace, as well as the work requirements for
store managers, and create training modules accordingly.
High external hiring rate. This is the first problem Go Forward is facing. While
the shortage of store managers is on the rise, the external hiring rate at such a
high number of 60% leads to other related problems. External recruitment
slows down the process of expanding the Go Forward business. With the
demand for 70 store managers in just two years, this expectation deviates far
from reality. To achieve that number, Go Forward has to waste a lot of money
and time on recruitment firms and frequent advertisements. External
recruitment also affects the turnover rate. Introducing recruits into the
workforce without sufficient hiring procedures and training programs create
gaps between skills, knowledge, and corporate culture. This demotivates and
causes dissatisfaction among new employees and increases the turnover rate.
After identifying problems in the previous section, in this part, solutions and
recommendations are suggested to solve the problems and the three requests
for Yong Kim.
The first step to take to improve the hiring process is to understand the
position itself. A job analysis of the store manager position should be
conducted.
The following table are examples of essential retail store manager’s job
descriptions. (Zairis - The retail store managers' role: Evidence from Greece;
Indeed.com, CareerBuilder.vn)
Table 1
Skills:
- Customer service
- People leadership
- Sales experience
- Sales leadership
- Resilience
- Organization
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CASE STUDY: GO FORWARD
- Communication
- Commercial Focus
- Leadership
- Managing Performance
- Operational Focus
For such demand for store managers, the decision of Go Forward to include
MBA or three years experience as a job requirement for store managers
selection is correct. An insight into MBA and its benefits supports the
statement.
- Leadership management
- Soft skill:
Critical thinking
Strategic thinking
Problem-solving
Feedback & coaching
Self-positioning
Communication
Even though the MBA and years of experience are great requirements for the
job, our group recommends Go Forward to prefer more of the MBAs or
experiences that concentrate on the job-related field (managing, human
resources,...) and the retail industry.
potential employees from the pool. As Mercer (1988) states, “the most direct,
cost-effective way to reduce turnover is probably to use valid, reliable
employment selection tests that pinpoint which applicants fit the model of the
long term, effective employee.”
The most common way of selection is the interview. The formula for a
successful interview includes the following steps:
On the other hand, Realistic Job Interviews (RJP) also prove themselves as
an effective practice that lowers the turnover rate. The approach is applied to
applicants in the selection process and is based on the premise that
applicants given a more realistic view of the job before organizational entry will
be less likely to harbor unrealistic expectations as employees. The RJP
communicates three things: (1) tasks the person would perform; (2) behavior
expected to fit into the organization (organizational behavior norms) and (3)
In terms of training and development, it is the important factor that comes after
recruitment. A new hire before starting working must go through training to
understand what to do and how to do the job. The training program, thus, has
to be based on the job tasks. Previously from table 1, the 5 main tasks are the
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CASE STUDY: GO FORWARD
core of the training. A store manager should be able to manage the store’s
staff, take care of the store's daily operations, record and keep up with the
product inventory, and set plans. Overall, the training should cover both
functional, technical standards, and behavioral components.
1. Instructor-led training
2. eLearning
eLearning, on the other hand, relies on online videos, tests, and courses to
deliver employee training. Employees can do their training right in the palm of
their hand with a smartphone or on their company computers.
It’s one of the easiest types of employee training to roll out to larger
populations, especially for employees who are remote or have high turnover
rates. With interactive games, tests, videos, activities, or even gamified
components, it can also go a long way towards keeping your employees
engaged with the training.
This type of employee training is also highly effective and reliable, allowing
employees to progress consistently and at their own pace.
4. Hands-on training
5. Coaching or mentoring
6. Lecture-style training
For the right group of employees, group discussions and activities can provide
the perfect training option. It allows multiple employees to train at once, in an
environment that better fits their current departments or groups. These
discussions and activities can be instructor-led or facilitated by online prompts
that are later reviewed by a supervisor.
This type of employee training is best used for challenges that require a
collaborative approach to complex issues. Find ideas for training activities
here.
8. Role-playing
9. Management-specific activities
While management training can include many different types of training, it’s
important to consider the additional needs of your managers separately from
the rest of your employee population. This ensures they have the foundation
they need to support the rest of their staff.
Finally, some employee training topics are readily accessible through required
readings. Case studies, in particular, can provide a quick way for employees
to learn about real workplace issues. Employees can read through these at
their own pace, or while working in a team-building session with other
employees.
Case studies are a great option for focused topics, but more complex topics
will likely require more advanced types of employee training.
The first step Go Forward must do is conduct a deep job analysis for the store
manager position. The job analysis should be consulted with HR
professionals, current employees in that position, and the district managers as
well. After that, Go Forward needs to form a job description, skills inventory,
core competencies for the position before hiring. The interviews and RJPs
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CASE STUDY: GO FORWARD
then are based on the job description, core competencies to draw questions,
tests to screen out candidates.
The implementation plan must focus on evaluation and timely control in order
to adapt and change as required. A measurement method can be beneficial.
Continue to monitor the recruiting program, such as if we spend less time than
before selecting store managers after designing and submitting very precise
work specifications; tracking of how the job profile is used, how much it is
processed, and how all employees feel about the job profile's usefulness. The
implementation plan should include specific concrete milestones that can be
reviewed and adjusted as required. The efficiency of Go Forward Human
Resources will be enhanced simply by doing so. Otherwise, the whole Human
Resource system would be unable to match and keep up with the company's
shift and update. To ensure that all new ideas can be executed effectively, Go
Forward will need to pay more attention to budget preparation and granted
funds. The training university must be updated to reflect recent legislative
changes, as well as new skills that must be integrated into the existing training
framework. To evaluate its effectiveness, the Go Forward University should
have a very rigorous measuring and assessing framework for all of its training
activities. For example, after conducting training, each course is given an
assessment form, and employees are surveyed on the course takeaways,
which can be used in their daily jobs.
V. Conclusion:
VI. References:
https://www.monster.com/career-advice/article/retail-manager-skills
https://www.linkedin.com/pulse/key-competencies-successful-store-manager-
matthew-goddard
https://www.edgepointlearning.com/blog/top-10-types-of-employee-training/
https://www.paycor.com/resource-center/articles/internal-recruiting-what-why-
how-and-when/
Zaire, “The retail store managers' role: Evidence from Greece”, International
Journal of Business Science & Applied Management, Vol.8 (2013)
Bidwell, “Paying More to Get Less: The Effects of External Hiring versus
Internal Mobility”, Administrative Science Quarterly, Vol.56 (2011)
Hom, P. W., Lee, T. W., Shaw, J. D., & Hausknecht, J. P. (2017). One
hundred years of employee turnover theory and research. Journal of Applied
Psychology, 102(3), 530–545. https://doi.org/10.1037/apl0000103
Werbel, J.D. and Johnson, D.J. (2001), “The Use of Person–Group Fit for
Employment Selection: A Missing Link in Person-Environment Fit”, Hum.
Resour. Manage., Volume 40: 227-240. https://doi.org/10.1002/hrm.1013
Zahra, S., Iram, A., & Naeem, H. (2014). Employee training and its effect on
employees’ job motivation and commitment: Developing and proposing a
conceptual model. IOSR Journal of Business and Management, 16(9), 60-68.