The Human Resource Function of a Retail Store - Essay Example

Human Resource and Retail Store Human Resource and Retail Store In general, the human resource function of a retail store is charged with the responsibility of collaborating with the rest of the teams. The sole purpose of such partnerships is to allow all the parties prepare themselves for the implementation of the strategies that are in line with the mission and vision of the retail store. A human resource managers role is to guide and offer thoughtful leadership in the organization while at the same time synchronizes with the strengths of the company.

Additionally, the human resource manager has the responsibility to plan, implement, and evaluate all the policies and programs that ultimately produce results and achieves targets. They maintain the day-to-day running of the retail stores while taking care of employee recruitment, training, and compensation. From the Human Resource Manager viewpoint, the specific roles of a human resource manager include training and development, handling employee relations, benefits, and remuneration (Gerald, 2004).

During training and development, the human resource manager seeks to implement programs that are specific to its staff. Activities under training and development may involve orientation of new staff, workplace health and safety training and product safety. In addition, the human resource manager proactively acts to the needs of the staff so as to reduce the concerns that they may harbor. A retail store stocks a variety of products for sale. As such, its vision is to create a better shopping experience for the customers who walk through its doors.

To achieve its vision, the store has a choice of strategies that it can put into effect. Some of these strategies involve the human resource management strategy, which include (Guest, 2010): Creating an essential product line that will cater to the specific needs of its clientele. The product line should be priced such that a client on a budget will find items that are within their price range and at the same time offer customers who demand higher quality products and other items that are more expensive.

A highly diversified product offering fosters good client relationship with the store and guarantees a return customer. The retail store industry is an industry that is characterized by high employee turnover. To mitigate or minimize against high employee turnover, human resource management can employ friendly employee policy that is diverse and is culturally sensitive. Such a strategy will lower the employee turnover while allowing the employees to explore their creativity. The retail store human resource management should also streamline the stores in-house operations.

For instance, introduce mechanization where practicable to minimize the time that its employees spend on specific tasks. Though expensive at first due to the acquisition of machines, such a project would pay for itself over time through savings made on the labor. Alternatively, the store can develop other channels of offering products to its client such as introducing online shopping. There are existing methods that can be drafted to improve the human resource functions at the store includes flexible working hours for the employees, customer service, and succession planning.

The introduction of flexible working hours in the retail stores allow for the work arrangements to be organized in a way that eliminates the implementation of redundancy programs. The retail store will save on costs associated with hiring new part-time staff. Customer service is a pillar that supports the retail industry. A retail store with poor customer relations will soon find itself abandoned by its clients (Jon & Randy, 2011). The customers prefer a retail store that makes them feel appreciated and well catered for in terms of the product availability, price, and the overall interaction.

Succession planning, on the other hand, is the glue that keeps the employees committed to their job functions in an industry that is characterized by high employee turnover. Succession allows for the internal replacement of vacancies, which creates and maintains a talent pool at the retail store. From a human resource management perspective, the retail store should strive to recruit permanent employees as opposed to temporary employees. Such a strategy will allow the store to benefit from the experience of its staff and help it to develop homegrown skills and benefit from it.

The current organizational structure in the retail store does not allow for career growth. The second recommendation is to re-evaluate training and career advancement. A motivated workforce is always the success behind a successful store. As such, the retail store should strive to create a structured career path for its employees while initiating and allowing the training of its employees and staff. The overall goal of this strategy is to help the store become a value-driven unit, which enjoys an empowered staff and a stable, robust organization structure.

References Gerald, C. (2004). Personnel and Human Resource Management. Personnel Review, 215-275. Guest, D. E. (2010). Human resource management and performance: Still Searching for Some Answers. Human Resource Management Journal, 3-15. Jon, W., & Randy, D. (2011). Human Resource Development. New York: John Wiley.