Harrison Brothers Corporation Kwanghun Cheong Essay

1. BackgroundHarrison Brothers Corporation (HBC) is traditional part store that extends business field from clothing to home furnishing and home items recently to come the leading chain of incision stores in the Northeast. Todays customers atomic number 18 quickly changing needs to have something for both value and specialization. In addition, competitors much(prenominal) as superstores and giant discounters be increase. CEO of HBC clarified the friendships strategy that is reposition of offering exciting brand names, sharp gross sales help, and frequent sales. Furtherto a greater extent, CEO has been agonizing HR bleed since he felt the employee quality and mathematical process would be important to get the strategic goal.2. Problem DefinitionMain difficulty of HBCs HR department is that organization ensample of HR department does not choke as strategic business partner. In the short run, HBC does not keep a well-trained, highly motivated workers and in that respe ct is a shortage of professional employees every last(predicate) the time. In the large run, the HR department does not contribute to achieving the unions strategic goal.3. Cause of Problem (Analysis)1) Insufficiency of aggressive come to external environmental changes As competitors increase, the HR department has impediment retaining adapted employees. So, they spend most of time doing administrative role such as recruiting and training freshly employees. Even though sales employees are detect to promote business, new employees who are wanting in ability are assigned to sales. We get some employees who cannot effectively complete the cash read training. Our training tries to expose them to selling techniques and how to properly interact with customer2) presidency model of HR department which does not align with strategy though the company is traditionally highly decentralized, HR personas are extremely centralized. So, there is a gap between the HR department and the ot her sales departments, and the HR department eventually cannot consider the business oriented strategy. Also, as independent HR department, there are 3 staffs except a trainer and a feeroll clerk. So, they cannot deal with extension ofbusiness because of increasing administrative job.3) HR theatre directors lack of strategic senseAlthough HBC ask the HR manager to become a business partner, she focuses on internal issues such as amendment of HR process and managing HR team. Ex) As the results of questionnaire completed by HR (Exhibit 1.4), the HR manager focuses on staffing and performance management, while store managers ask HR to focus on experience of business and managing change additionally.4) OthersShort term result principal makes difficulty training to sense customers sensitive changes. HR department has been recognized address center.4. Alternative Solutions1) Restructuring HR policies which is fitted for strategyHBC should Induce professional employees long service t hrough amendment of salary systemAS WASTO BECompensation system. Monthly term incentive. Minimum base pay. yen term incentive. Raise base payLong term incentive paying incentive to employees after 2 or 3 years in the light of personal and company performance. (Effects induce employees of ability, retaining them) To stabilization of livelihood, base pay should be raised below budget. For the early(a) maturity of newly market entry, HBC should prepare for system of re accomplishment to changes such as holding regularly market trend seminars. 2) Establishing strategic suitable HR modelHRs administrative role should be empowered to sales managers and HR department just should take a role of professional group and advice to salesmanagers. So, sales managers should be accountable for man-power management such as evaluation, recruiting, and termination. On the other hand, HR department focuses on consulting sales organizations to become a value-adding strategic partner. Additionally , it also concentrates on structuring organization culture and managing sensitive changes.HR should have pay form _or_ system of government role, but valueless payroll function should be outsourced because payroll function is simple and repetitive if policy is definite. In addition, where new employee can gain selling techniques well is sales departments. So, the role should be decentralized to the sales departments. When all the HRs role and functions are newly defined, sales and operation managers should get involved to all the organization become more strategic.AS WASTO BEHR Organization chart. HR manager. HR assistant 2. Trainer. Payroll clerk(5 employees). HR manager. HR assistant 2(3 employees)HRs function. Recruiting & Interviewing. Structuring & OperatingHR policy. Training new employees. Payroll(McCains view). Structuring HR policy. Consulting. Structuring organizationCulture. Managing changesSales function. Sales. Sales. Operating HR policy. Training new employees3) HR m anager ReplacementBrenda should be previous deployed to sales department to systematically train as the future HR manager refilling who fully understand management and whole organization. HBC should assign the new HR manager who perfectly understands business and strategy from either external HR expertise or one of the sales manager.The current superficial problem is shortage of professional employees and the stock problem is that HR organization model is not align with strategy. Tosolve the superficial problem HBC should push forward restructuring HR policies. Unless this problem is solved, it is meaningless to say the future of the company. Also, to solve root problem, HR organization model should be made a substructure reform. When HR supports the companys strategy, the company can be certain in one direction. On the other hand, HR manager successor is extreme action and it could make whole organization increase tension. So, this action should be acted as a last resort.