HRM and Organizational Turnaround at Selfridges & Co Coursework - 1

HRM and Organizational Turnaround at Selfridges & Co - Coursework ExampleThis paper illustrates that the Selfridges ompany was originally a part of the Sears Group and was described as the personification of a nonher organization called Grace Brothers aft(prenominal) acquiring of an old-fashioned, stuffy image in 1980 and 1990s. However, the organization failed to grow stronger because of the lack of logistics support, lack of knowledge rough supply chain relationships, minimum use of technology and an extremely hierarchical and complicated organizational structure. The familiarity underwent rapid transformation since 1990 when the fresh chief executive Vittorio Radice was born. With this, the original management team was replaced by a new senior management team. This management team was responsible for the creation and implementation of new HR practices and policies which will be discussed in the project. Special emphasis would be provided with regards to the management and lead ership styles in Selfridges and the federal agency played by the team leaders of the organization for making it successful. Selfridges was established in the Oxford Street on the 15th of March, 1909 with the focus on department stack aways and retailing institutions. The history of the company is unique because of the history and background knowledge of the company. It began as a small shop which was designed to become a departmental store. The organizational socialization of the company was such where decisions were primarily taken by the management and leaders however, they were designed to bring the maximal benefit to the employees. The company had the vision of emerging as the most exciting and best chain of departmental stores in Europe. This would be done by meeting the requirements and needs of customers through the delivery of the best flavor of services and the development of the utmost operational efficiency. HR policies and procedures at Trafford Parks Recruitment At Trafford Park, the maximum responsibility, and authority were provided to the HR department. They even had the complete autonomy to create its own HR policies and procedures. The opening of the store was done with the recruitment of 650 numbers of staff and their training as well. Candidates were recruited on the basis of their knowledge astir(predicate) the companys product and their abilities to create a relationship with their customers and building bonds with them by gaining their loyalty. Candidates with experience in retail were recruited. However, very few of the candidates were transferred from London. A critical analysis of the situation reveals that the recruitment procedure was not sound as many people were not able or willing to adapt to the new human resource procedures in the organization. It is important that the recruitment procedure is sound in order to tell that the right kind of staff is selected who can contribute to the organization effectively.