To maintain the focus of this report, this section will address three areas that will aid Stores ‘r’ us UK operation with their current situation and therefore reduce the main problems highlighted in the SWOT analysis.

To aid and assist our company to work on our core competencies we should consider out sourcing our bakery and butchers, optical and photographic, auto products and pharmacy functions i. e. have separate entity within our business entity and therefore reducing our overall costs.

Retailers employ an ever increasing proportion of part time staff, traditionally this has been for financial reasons but more recently because they fit in with irregular opening hours and the changing employment market (Browell and Ivers, 1998). We as a company have implemented this well however we need to consider that part time workers require different satisfaction levels from their core worker colleagues. One way for us to incorporate them, is to consider them as part of the core workforce and ensure free flow of information and goal achievement.

Staff turnover has been highlighted as a problem for Stores ‘r’ us, we need to increase their morale and their commitment has to be task/friend focussed as opposed to company/career focussed. Staff we recruit in the future for positions will not require specialist knowledge but our recruitment methods will still need to attract people with other skills that are more in line with our new vision of customer focus.

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Looking forward, we cannot afford to sustain current levels of absenteeism and staff turnover. Mullins (2002) talks about staff turnover being one of the most adverse affects of a poor recruitment strategy. Therefore we need to ensure that our recruitment plan targets the ideal calibre of staff. 6. 2 Launch of graduate recruitment and training program The need for a systematic approach to recruitment is vital when considering the launch of graduate recruitment campaign.

Our previous recruitment targets have been young, specialised staff with knowledge of the outdoors, now we have to target suitable professionals with the aim of training and retaining them. Mullins (2002) talks about a minimum five-stage plan that covers the consideration of the post to be filled through to induction of suitable candidates, this would provide a foundation plan for our new recruitment campaign.

As de-layering reduces promotion prospects for remaining and prospective employees, graduates need to be re-assured, in any advertising literature, that possibilities for progression still exist. We have lost some valuable information through not collating exit interview data, this can often be the most useful information when considering staff retention strategies and behavioural issues within an organisation (Kransdorff, 1995).

Perhaps a survey of current staff feelings may help recoup some of this lost data. This data can be used to aid the induction of future recruits and prevent similar issues causing resignations. Many UK organisations employ consultants who conduct staff research to aid them. Historically, we have addressed recruitment diligently, but our HR plan has not extended to staff retention, many of our staff returned to work for our competitors. Examples of retention strategies we may use are listed below.

Consideration of these will help prevent staff turnover problems such as those we are encountering now and hindering our UK operation. We have to ensure that our remaining and future human resource is best organised to achieve our corporate goals efficiently and effectively. Atkinson’s (in Mullins, 2002) model of a flexible workforce would correlate with our new objectives and elements that this report considers, fit neatly into his idea i. e. part time staff, outsourcing and delayed recruitment.


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