Where and how Upscale Retail and Casual Dining recruit?
Perhaps no one can relate more to the risks and rewards of bringing a century old tradition of personal service to a whole new channel than Dan Nordstrom, who led the launch of NordstromShoes.com in November 1999. The name of the Seattle-based retailer with 111 stores in twenty-three states has become the gold standard by which customers, industry experts, and competitors evaluate other retailers (Griffin & Herres, 2002). Translating that reputation for high customer service standards to online retailing was a huge undertaking. But by focusing first on shoes, a segment of retailing where the company has strong market leadership, Dan and his team were able to test new strategies and online processes in the quest to become the world's largest online shoe store. Building upon this knowledge base, the company moved quickly to expand beyond the shoe segment and take all the retailer's 330,000 individual products online (Griffin & Herres, 2002). Nordstrom was initially a shoe retailer who expanded and sold other products such as jewelry, clothing products, cosmetics and others. Nordstrom is known for its unique kind of customer service. On the other hand Apple bee operates, maintain and manage Applebee’s Neighborhood grill and bar restaurant chain. The casual dining restaurant wanted its clients to be entitled to a restaurant that they can perceive as their own. The two business would most likely to recruit the 3-4 predominant occupations hired within these organizations from different news paper job advertisements, online recruitment systems and other recruitment programs. The most recommended would be online recruitment since most people would use the internet to look for jobs.
What staff competencies would the 2 companies look for?
The management of human resource competencies and organizational capabilities are urgent tasks that have survival implications. Because knowledge and information are increasing exponentially, organizations are required to nurture knowledge bases and enhance analytic capabilities to exploit knowledge at a faster rate than competitors. Organizational knowledge and learning are closely related to the management of competencies. In traditional organizations, company and discipline-specific knowledge are retained by employees and shared via interaction of people in discipline-based departments and work groups (Gilley & Maycunich, 2000).Organizations will no longer remain competitive with informal approaches to knowledge and learning. Knowledge is an important asset to be actively managed. Increasingly, knowledge is dispersed cross-functionally and must be exploited across geographic boundaries (Gilley & Maycunich, 2000). In providing excellent service to the clients, a company needs to have a dedicated staff that performs well and knows that the service they give to the client can help the company have a positive or negative image. Nordstrom and Applebee would look for staff competencies that include knowledge of the company and its history, commendable skill in delivering service, good characteristic, and positive outlook. Nordstrom and Apple bees would like their staff to have the abovementioned traits so that their goal of delivering effective service can be accomplished. Nordstrom and Applebee tries to make sure that all the personnel they hire has such qualities so that this kind of personnel will give benefit to the company.
When is turnover desirable?
An important organizational outcome factor is employee turnover. Dysfunctional turnover, that is, losing high-quality employees you would rather retain, is costly for an organization. The determinants of turnover are multifold; for example, involuntary turnover due to layoffs or job performance factors, and voluntary turnover from job dissatisfaction, current economic conditions, and the likelihood of finding another job. Whatever the reason, and whatever the type, the consequence of high levels of turnover are troublesome for an organization. Employee perceptions of managing change were associated with the important organizational outcomes of patient satisfaction and employee turnover (Cooper & Murphy, 2000). Decision making process is done when a company wants to make new, polices, goals, and strategies. All of companies have this and it is the best way to settle problems in the company. The decision making process must come up with the best result to prevent more problems to come. One decision taken by company is when they release one or more employees from their obligations to the company. Turnover is said to be the rate of gain or lose of the company’s employees. Turnover or the loss of employees is desirable in Nordstrom and Applebee when they feel that the employees are not performing well in accordance with the standards set by the company. Nordstrom and Applebee expect their employees to perform at their best and provide assistance in obtaining the company’s goal. Once the staff does not meet the expectations of the businesses, a decision must be made on whether the staff should remain or be removed from the company.
References
Cooper, C.L. & Murphy, L.R. (2000). Healthy and productive
work: An international perspective. London: Taylor &
Francis.
Gilley, J.W. & Maycunich, A. (2000). Organizational
learning, performance, and change: An introduction to
strategic human resource development. Cambridge, MA:
Perseus Books.
Griffin, J. & Herres, R.T. (2002). Customer loyalty: How to
earn it, How to keep it. San Francisco: Jossey-Bass.
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