The first step that I would take, prior to conducting the Needs Analysis, is to determine what the actual performance gap is in this situation. On the surface this problem is clearly that salespeople are not available when needed by customers and when they are available they are not interested in helping the customers. Working in retail myself, the common expectations of all employees are to be visible and to keep a positive attitude when dealing with customers. These principles should hold true for any retail firm, no matter their vision or strategic objectives as that is the norm of the industry. There is clearly some sort of performance gap here because these common norms are not being adhered to. To identify further why this problem is
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The problem may be due to KSA deficiencies such as poor structural issues, lack of training or even lack of retraining/ training refreshers; environmental obstacles such as outdated norms, improper structure, understaffing, or even a toxic workforce; misdirected incentives and sanctions as employees pay or reduction of pay may not be tied to customers satisfaction; and finally there may be a lack of knowledge of expected performance standards due to lack of feedback and communication. Although it may appear that the lack of feedback and communication is an obvious issue for the Hudson’s Bay, the correct answer can be better determined after conducting the 360-degree assessments and the rest of the Needs …show more content…
Consideration needs to put into the strategic objectives of the firm, the budgets and resources, reward systems, social/group factors and the rules, policies and procedures. All these factors need to be considered both individually and in how they relate to each other because even though the strategic objectives may be strong and clear, they may not be tied to the reward systems or social/group factors may be devaluing their importance. That can be a valid reason as to why employees are not pleasant with customers or visible. Furthermore, in taking this holistic approach, we can determine if there are other problems that may occur or that are occurring that have not been addressed at HBC and analyze how changes can fix those issues. We also want to be precautionary and ensure that problems are not further exasperated by our changes to the company’s current
The problem may be due to KSA deficiencies such as poor structural issues, lack of training or even lack of retraining/ training refreshers; environmental obstacles such as outdated norms, improper structure, understaffing, or even a toxic workforce; misdirected incentives and sanctions as employees pay or reduction of pay may not be tied to customers satisfaction; and finally there may be a lack of knowledge of expected performance standards due to lack of feedback and communication. Although it may appear that the lack of feedback and communication is an obvious issue for the Hudson’s Bay, the correct answer can be better determined after conducting the 360-degree assessments and the rest of the Needs …show more content…
Consideration needs to put into the strategic objectives of the firm, the budgets and resources, reward systems, social/group factors and the rules, policies and procedures. All these factors need to be considered both individually and in how they relate to each other because even though the strategic objectives may be strong and clear, they may not be tied to the reward systems or social/group factors may be devaluing their importance. That can be a valid reason as to why employees are not pleasant with customers or visible. Furthermore, in taking this holistic approach, we can determine if there are other problems that may occur or that are occurring that have not been addressed at HBC and analyze how changes can fix those issues. We also want to be precautionary and ensure that problems are not further exasperated by our changes to the company’s current