Recommended
Recommended
More Related Content
Similar to BSAD670_HRM_Go-Forward Project.pptx
Similar to BSAD670_HRM_Go-Forward Project.pptx (20)
Recently uploaded
Recently uploaded (20)
BSAD670_HRM_Go-Forward Project.pptx
- 1. GO-FORWARD PROJECT B S A D 6 7 0 - G R O U P A S S I G N M E N T Instructor: Dr. Ly Thi Minh Chau Group 2: Le Ngoc Long Le Quang Vu Huynh Huu Quoc
- 2. CRITERIA Competency Model Degree/ Experience Go-Forward University Job Analysis Job-Oriented Recruitment STORE MANAGER STAFFING: REVIEW AND RENEW TASK-BASED vs COMPETENCY-BASED
- 3. COMPETENCY-BASED JOB ANALYSIS U.S. Department of Labor Competency Model Strategy Organizational Structure Workflow: Value Chain Standard Occupational Classification (SOC) The Occupational Information Network (O*NET) TOP-DOWN APPROACH
- 4. Occupation Management Industry Sector NAICS: North American Industry Classification System DATA COLLECTION: (1) SOC & O*NET General & Ops manager 11-1021.00 - https://www.onetonline.org/link/summary/11-1021.00 First-line supervisor retail sales 41-1011.00 - https://www.onetonline.org/link/summary/41-1011.00 Retail salesperson 41-2031.00 - https://www.onetonline.org/link/summary/41-2031.00
- 5. STRATEGY DATA COLLECTION: (2) INTERNAL Corporate (Centralized) Stores (Decentralized) Major functions Functions relationship Store manager scope: • Full responsibility • Partial responsibility
- 6. STRATEGY Strategy Org. Structure Value Chain Dune, P. M. (2011). Retailing, Seventh Ed. Cengage Learning
- 7. VALUE CHAIN ANALYSIS Strategy Org. Structure Value Chain FINANCE HUMAN RESOURCE MANAGEMENT MARKETING COMMUNICATION TECHNOLOGY (MIS/CRM) SCM MERCHANDISE STORE MANAGEMENT AFTER- SALE SERVICE
- 8. Store Management Merchandise Support function Corporate Level (Centralized) Store Level (Decentralized) Marketing Comm. Finance HR Location & Construction MIS CRM Managing Merch. Inventories Buying Merch. Pricing Retail Comm. Mix VP Regional Financial performance Budgeting People managing MIS CRM Forecast Category Mgmt Inventory Mgmt Managing the store Layout, Design, Visual Merchandise Customer Service & Selling Administration ORGANIZATIONAL STRUCTURE Strategy Org. Structure Value Chain
- 9. COMPETENCY MODEL: STORE MANAGER Strategic planning Leadership Finance People managing Store design Store planning Merchandising Visual comm. Merchandise Retail pricing Ads & Promotion Operations mgmt. Customer service Retail selling MIS/CRM
- 10. MBA Strategic Mgmt. Financial Mgmt. Managerial Accounting Operations Mgmt. Marketing Mgmt. Leadership & O.Behavior HR Mgmt. Competency ✓ ✓ ✓ ✓ ✓ ✓ ✓ MBA Intl. Business Adm. International Economics Managerial Economics Business Ethics Competency - - - - MBA - - - - Competency MIS CRM Customer Service Personal Selling COMPETENCIES vs. MBA WIDTH DEPTH FOCUS
- 11. Operations Mgmt. Product Design Quality Mgmt. Process & Capacity Location Layout design Competency ✓ ✓ Operations Mgmt. HR & Job Design SCM Inventory Mgmt. Scheduling Maintenance Competency ✓ ✓ ✓ COMPETENCIES vs. MBA WIDTH DEPTH FOCUS
- 12. COMPETENCIES vs. MBA Principle/ Framework/ Conceptual Technique/ Best Practices General Industry Specific Industry MBA Required MBA Required WIDTH DEPTH FOCUS TYPES AREAS
- 13. COMPETENCIES vs. MBA Premilinary result: Validity Test: MBA should not include in essential criteria Find if significant corelation between MBA and performance from existing Store managers
- 14. CRITERIA Competency Model Degree/ Experience Go-Forward University Job Analysis Job-Oriented Recruitment STORE MANAGER STAFFING: REVIEW AND RENEW TASK-BASED vs COMPETENCY-BASED
- 15. Organizational level Task level Individual level • Loyalty improvement • Recruit Store manager • Responsibilities • Successful performance • Knowledge? • Skills? Benefits Costs NEEDS ASSESSMENT
- 16. Training Need Analysis Training Objectives Training Delivery Training Evaluation What are the training needs for this person and/or job? Objective should be measurable and observable Techniques include on- the-job- training, action learning, etc. Measure reaction, learning, behavior, and results TRAINING PROCESS
- 17. Task Analysis A detailed analysis of a job to identify the skills required, so that an appropriate training program can be instituted Competency Analysis Careful study of competency level to identify a deficiency and then correct it with a training program, or some other development intervention. ASSESSING TRAINING NEEDS
- 18. Required competency level for certain position Competency Gap Competency Assessment Current competency level of the employee Training and Development Program COMPETENCY ANALYSIS
- 19. Score Required Competency Type TRAINING OBJECT
- 20. TRAINING OBJECT
- 21. TRAINING MODULE: STORE MANAGER Strategic planning Finance People managing Store design Store planning Merchandising Visual comm. Merchandise Retail pricing Ads & Promotion Operations mgmt. Customer service Retail selling MIS/CRM
- 22. • Audio-visual instruction includes: • Overheads • Slides • Video • It has been used for improving: • Communication skills • Interviewing skills • Customer-service skills • Illustrating how procedures should be followed PRESENTATION METHODS: AUDIO-VISUAL TECHNIQUES
- 23. • Training methods that require the trainee to be actively involved in learning • These methods include: • On-the-job training (OJT) • Simulations • Case studies • Business games • Role plays • Behavior modeling HANDS-ON METHODS
- 24. Level 1 - Reaction Level 2 - Learning Level 3 – Behavior Application Level 4 – Business Impact Four Levels of Training Effectiveness EVALUATION OF TRAINING EFFECTIVENESS
- 25. Level 3- Behavior Application • The frequency of application of new skills/knowledge/ attitudes. • The effectiveness of the skills/knowledge/ attitudes. Level 1- Reaction • Trainees’ reactions to program. • Did they like the program? Did they think it worthwhile? Level 2 – Learning • What knowledge was learned • What skills were developed or improved? Level 4 – Result • Influenced of each : Work unit, department. • Affect to business: Productivity, Quality, Cost Control, Satisfaction, other EVALUATION OF TRAINING EFFECTIVENESS
- 26. Collect Data Isolate the Effects of Training Convert Data to Monetary Values Calculate ROI of Training Tabulate Program Costs Identify Intangible Benefits EVALUATION OF TRAINING EFFECTIVENESS
- 27. Net Program Benefits Program Costs X 100 Return on Investment Formula ROI = Example : • Costs per program (20 participants) $ 90,00 • Benefits per program (1st year) $200,00 $ 200, – 90,00 $ 90,00 ROI = X 100 ROI = 122,2 %
- 28. CRITERIA Competency Model Degree/ Experience Go-Forward University Job Analysis Job-Oriented Recruitment STORE MANAGER STAFFING: REVIEW AND RENEW TASK-BASED vs COMPETENCY-BASED
- 29. Situation • Shortage supply of store managers • Develop Go-Forward University plan • Job-oriented selection approach Revise Recruitment Process Build Succession Plan Do Emloyment Branding
- 31. Promote from Co-Store Mgr/ Asst Store Mgr or equivalent positions Figure 1: Retail 2 career paths (Source: Dunne, P. M., Lusch, R. F., & Carver, J. R. (2011). Retailing, Seventh Edition. Cengage Learning.) INCREASE INTERNAL SOURCE
- 32. Professional websites recruitment : www.linkedin.com Employee referral Figure 2: Recruiting pyramid (Source: Byars, L. L., & Rue, L. W. (2011). Human Resource Management, Tenth Edition. McGraw-Hill Irwin) INCREASE EFFECTIVE RECRUITMENT CHANNEL
- 33. Consider Criteria of Job Success Industrial Wide Technical Competencies
- 34. Testing: • Job knowledge and proficiency test Interview: • Structured interview • Unstructured interview • Panel interview Reference checking • Past employment Figure 3: Evaluation of Initial Assessment Methods (Source: Heneman, H. G., Judge, T., & Kammeyer-Mueller, J. (2019). Staffing organizations. Pangloss Industries.) CONSIDER CRITERION PREDICTOR
- 36. Select prospective internal & external sub levels Use Campus recruitment Figure 1: Retail 2 career paths (Source: Dunne, P. M., Lusch, R. F., & Carver, J. R. (2011). Retailing, Seventh Edition. Cengage Learning.) SUCCESSION PLAN
- 38. The creation of an image of the organization as an employer Dissemination of information to employees and market labor, focus on: • High competitive payment • Promotion opportunity Attract qualified employees EMPLOYMENT BRANDING
- 39. CONCLUSION & RECOMMENDATIONS • Revise Job criteria more realistic by Competency-based method. • Focus to Organizational Development with Go-Forward University Project, effectively develop content (from Competency model) and delivery methods. • Increase Internal Recruitment with Succession Plan. • Include more effective External Recruitment Channel. • Decide better Interview and Test with orientation to practical experience.