Brand

DEVELOPING A CAREER IN RETAILAn HRM presentation under Training & DevelopmentOUTLINETheories & modelsRetail industryHarrods key factsWhy choose Harrods?Harrods Development AnalysisAssessing Development practices by Human capitalCorporate strategy in DevelopmentHow the Development is implemented?70:20:10 as a reference model for development offeringsThe perception of Harrods wish-to-be employeesSummaryLearning outcomes Reccomendations

1. Theories & models Training & DevelopmentIndividualOrganizationHuman Capital Human Capital Theory Developmental Humanistic ApproachTraining? Short-termDevelopment? Long-term Training belongs to Development Human Resources Development: an organizations investment in the learning of its people Human Capital Theory: investment in staffs learning will result in their productivity Developmental humanistic approach: personal empowerment of the workforce through learning31. Theories & models 70:20:10 Learning & Development Model -> individual development

Learning PhilosophyTo ensure that real learning takes place and endures, we emphasize and encourage a holistic approach by integrating both formal and informal elements. We believe that the most effective way to learn and develop a new skill or behavior is to apply and practice it on the job and in real life situations.Our learning and development philosophy is built upon how individuals internalize and apply what they learn based on how they acquire the knowledge. We rely on the 70/20/10 formula* that describes how learning occurs:70% from real life and on-the-job experiences, tasks and problem solving. This is the most important aspect of any learning and development plan.20% from feedback and from observing and working with role models.10% from formal training.We believe that the key elements to a successful learning process include both the 70/20/10 formula and how individuals internalize and apply what they've learned.42.Retail Industry Fiercely competitive Fast-moving industry, all about the customer High staff turnover Contributed 11.3% of total Gross Value Added in the UK economy (2011). Is subject to a number of pressures. UK: highest proportion of international retailers trading. UK: The retail sector makes up approximately 10% of all employment

Source: http://www.parliament.uk/briefing-papers/SN06186http://www.prospects.ac.uk/retail_and_sales_sector_overview.htm

A British institutionways of approach: local or international, that location or anywhere?53.Harrods key facts

Knightsbridge

British; Luxury; Innovation; Sensation; Service A luxury retailer, one of the oldest & most well-known retailers in both UK & WorldwideFounded in 1849, formerly owned by Egyptian-born billionaire Mohamed al-Fayed Was sold in 2010 to Qatar Holdings Thelandmark Knightsbridgestore: one of London'sbiggest attractions. 7 floors ,more than300 departments, including the famous Food Hall, about 20 restaurants and bars, a beauty salon, pet spa, and a bank. Has leveraged its name worldwide: signature shops, department stores in Asia and Europe, selling online. Mission: To be the number one department store in the world for luxury branded merchandise... Values: British; Luxury; Innovation; Sensation; Service

63.Harrods key factsThe most iconic retailer in the world.Highest scores in the Career Development sector.

The most iconic retailer in the world: low staff turnover high satisfaction scores. The retail industry:79%, Harrods: 93%. Harrods Employer Brand: offer an unrivalled package which includes extensive learning opportunities, generous benefits, an open and honest culture and a focus on how we can help others as well. One of Britain's Top Employers of 2012. The highest scores in the Career Development sector.

74.Why choose Harrods?

Study of one of the most iconic employer under the perspective of Human Resources Development (HRD). How effective Harrods Development system is? Assessing their Development Practices from the perspective of the firm itself & individuals Explain why people want to be trained & grow at Harrods What can be learned from the case? Is there any drawbacks?

5. HarrodsDevelopment AnalysisAssessing Development practices by Human capital

InvestmentReturn on investment (ROI)Training programs:- Over 60 different learning courses for all kinds An opportunity to earn a BA (hons) degree in SalesHelp to meet business goals: Increase sales volume, employees performance, reduce cost per employeeHelp to maintain reputation for quality Increase motivation Employer brand Increase job satisfaction, low turnover (51.4% in2006 to 25% in November 2011)Career prospect:A variety of development program for diversityex: A-level school leavers, Armed Forces Resettlement to Graduates, Potential etc Investment in Learning & Development has resulted in desirable outcomes, esp for brand & staff retention.

All kinds: For everyone: orientation, workshops, lower levels, managerial, high potential, high performance. UK context Employer brand: attract employee from diverse background with differing skills & qualifications95. HarrodsDevelopment AnalysisAssessing Development practices by Human capital

All kinds: For everyone: orientation, workshops, lower levels, managerial, high potential, high performance. UK context106. HarrodsDevelopment AnalysisCorporate strategy in Development

Proactive approach Personal development meets Organizational development: Harrods way excellence, reputation, delivery & profits, British

Harrods Employer Brand: ...we now offer an unrivalled package which includes extensive learning opportunities, generous benefits, an open and honest culture and a focus on how we can help others as well...Linked to the companys Business Competencies: Working at Harrods, Your Impact on Others, Making Things Happen, Focus on Improvements. Developing a career path: Harrods stands out from its competitors by providing a wide variety of development opportunities for all employees. Harrods needs employees who can face the challenges that its reputation and standards bring. It needs people who are looking for an exciting and rewarding long-term career with responsibility and prospects. Its challenge is to find (and retain) employees with the right mix of skills and abilities, who can be developed to become the managers of the future. Proactive approach: aligns all activities with the corporate business strategy, and its focus is on developing competencies. Good: consistency, responsibility & motivation Bad: conflicts btw departments, bureaucratic, performance evaluation116. HarrodsDevelopment AnalysisHow the Development system is implemented?

1. Business-facing HR: Each directorate would have a slimmer HR team made up exclusively of BPs. Their remit would be to provide commercial HR support to senior business managers. 2. HR operations: This new centralised HR operations team would include: + The People Support Centre, responsible for all HR support for line managers (and made up of advisors and coordinators brought in from the separate directorates). A systems and management information team who could report HR progress, respond to ad-hoc information requests and manage systems across the whole of the business. + A specialised Employee Relations team that dealt with Employee-Relations cases. This way all cases could be dealt with quickly and consistently by a team of real experts. 3. Centres of Excellence: These were already in operation and werent changed. They would continue to provide recruitment, learning and development and other specialist services. 4. An employer brand project role: The final part of the restructure was the formation of a new role head of employer brand. This role would be responsible for formalising and communicating the vision and strategy of the HR team on an ongoing basis.

Harrods way -> number 1: ambition, tight relationship, utilization

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6. HarrodsDevelopment AnalysisThe perception of Harrods wish-to-be employees

High paid, decent WEPride, recognitionDevelopment

Applying Maslow to business Maslow's hierarchy Business examples Step 5 - Self-actualisationOpportunities for creativity and personal growth, promotionStep 4 - Esteem needsFancy job title, recognition of achievementsStep 3 - Social needsGood team atmosphere, friendly supervisionStep 2 - Safety needsSafe working conditions, job securityStep 1 - Physiological needs

Salary, decent working environmentRecognition: performance & appraisalFirst of all: development, recruitment process13Off-the-job: Training courses, workshops, seminars, summer school...On-the-job: Feedback, Coaching & mentoringOn-the-job: ObservationRETAIL+ LUXURY + STORE AS A THEATRE 6. HarrodsDevelopment Analysis70:20:10 as a reference model for learning offerings

Observation: People: bureaucratic Off-the-job: focus -> make a difference Not insist on experiential skills14Low-skill: less opportunitiesHigh-skill: set programsLow-skill: multi-layer judgementHigh-skill: easier to be judge positivelyLow-skill: work very hardHigh-skill: suffer less, have certain paths RETAIL+ LUXURY + STORE AS A THEATRE 6. HarrodsDevelopment Analysis70:20:10 as a reference model for career development

For everyone?Observation: People: bureaucratic Off-the-job: focus -> make a difference Not insist on experiential skills157. Summary

Harrods Development System is rather effective in terms of ROI. By the proactive approach & special HR structure, personal development and the corporate business strategy are more aligned, focusing on developing competencies consistency, competitive advantages Although Harrods seems to be known for extensive learning & development opportunities, it is obvious that the firm is making the most of its heritage brand. Harrods development practices is well-suited to the Taylorism - Fordism foundation in UK nowadays.

7. Learning outcomes

The first employer to provide a Sales-oriented Hons Degree How to motivate employee by Learning & Development & use it as a retention tool. How to implement Development system effectively within organizational to achieve highest qualities & competencies. How to utilize existing resources such as history, landmark,... build up strong brand through training & development.

8. Recommendations

Hierarchy gap in learning & career development should be bridged. Training as part of development shouldnt be too superficial and stiff. Create place for self-development in workplace learning.Career progression framework should be clearer for each type of employees.

9.References

Lombardo, M. & Eichinger, R. (2000) Career Architect Development Planner. 3rd edn. Minneapolis : Korn/Ferry International.Wilson, J. (1999) International Human Resources: Learning, Education and Training for Individuals and Organizations, London: Kogan Page Ltd.Harrods Limited (2013). Available at: https://www.harrodscareers.com (Accessed: 30 OCt 2013).Admore Recruitment (2013). Available at: http://www.admore-recruitment.co.uk/blog/harrods-head-resourcing-jenny-parry-talks-admore-about-recruiting-most-iconic-retailer-world (Accessed: 30 OCt 2013).Orion Partners (2013). Available at http://www.orion-partners.com/the-hr-in-harrods/ (Accessed: 30 OCt 2013).

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