Service Learning Projects Welcome and Questions

Chapter 13 SHRM Recruit – selective hiring Retain – employment security, status reduction, comparatively high compensation Rouse – loyalty, commitment – self-managed teams, decentralized decision making, diversity Revitalize – training and development – at all levels

Case Study Evaluating the Howe 2 Ski Stores Assume you are a consultant hired to advise Maria Howe – what would you recommend she do to solve the HR problems at her stores? Hint – Which of the 4 R’s is most important? Be sure to support your answer.

Case Summary Company started by Maria Howe Three “Ski and Windsurfing” shops “State-of-art” skis and clothing (high end) Therefore, she needs motivated “sales people” and excellent staff Problems are now occurring – Increased competition + Employee productivity is going down – what to do? Buyers – who purchase the equipment Moulders – technicians who get skis ready / repair Sales clerks – on the floor people who sell Credit officers – arrange loans for clients Cashiers – at the check out till Stockers – who fill the selves and make displays

Seven Practices of Successful Organizations Employee Security Selective Hiring Self-managed teams Comparatively high compensation Extensive training Reduced status distinctions Extensive sharing of information

Employment Security Employment Security Policy Avoid “Dumbsizing” more careful / leaner hiring Avoid “Dumbsizing” buying high selling low (IT industry) doing their job (Bank - loans officers) Fire when necessary

Selective Hiring High number of applicants Screen for cultural fit and attitude What are important skills Several rounds to scrutinize Involve senior people Assess the results and performance

Self-Managed Teams Research = they work! Why? peer-control pooled ideas decrease administrative overhead empowered workers

High Compensation Contingent on Performance Relationship between money paid and attracting right workforce Can take other forms than just a pay-cheque (i.e. employee ownership or profit sharing)

Training Affords flexible production Competitive Advantage NA / Japan differences reflects differences in “time horizon” for holding on to employees

Reduce Status Differences Make all organizational members feel important How - symbolically “associates” How - figuratively parking dining hall offices

Share Information ‘Open Book’ management Shows organizational members that they are trusted People must know what is happening to make changes (but fears that information will leak out to competitors is troublesome)

Conclusion Difficult to do them in a staged approach - jump in! Some will take longer to work (training)

Howe 2 Ski SHRM consultant Recruit – selective hiring Retain – employment security, status reduction, comparatively high compensation Rouse – loyalty, commitment – self-managed teams, decentralized decision making, diversity Revitalize – training and development – at all levels

Next Day Cpt. 7: Information and Decision Making; Cpt. 16: Motivation Lest We Forget