A unique experience that I had during my internship at Target was to aid in the development and strategy of workforce planning. According to a Society of Human Resource Management (SHRM) toolkit, written on December 21st, 2015, Practicing the Discipline of Workforce Planning, “workforce planning is the process an organization uses to analyze its workforce and determine the steps it must take to prepare for future staffing needs (SHRM, pg. 1).” Workforce planning was discussed in several courses I have taken at ISU, most prominently MQM 323 and MQM 221. There were three different ways in which I helped with workforce planning which was analyzing the open position report, scheduling team members, and recruiting and selecting potential team members. …show more content…
During my internship, I worked with the ETL of HR and the Senior Team Leader of HR to analyze our workforce and determine which positions needed to be filled.
One of the ways we analyzed this was to determine the ideal state of team members in each work center. This addressed one of the main workforce planning issues, according to SHRM, of “identifying the gaps that exist between the future model organization and the existing organization (SHRM, pg. 1).” After finding the difference between the ideal state and current state, we would dig deeper into the analytics to see if any current team members could be cross-trained to fulfill the position, or if we needed to recruit external candidates to fill the position. If the latter option was chosen, we would then develop a recruiting strategy to find the candidates. This option best aligns with the issue discussed in the SHRM toolkit of “recruiting and training plans for permanent and contingent staff that must be put in place to deal with those gaps (SHRM, pg. 1).” These options also were addressed in MQM 323 several times in relation to talent
management. The second area where I assisted with workforce planning was writing the schedule for team members. With over 90 team members, and numerous work centers, writing the schedule can be seen as a daunting task. Each team member has different expectations of the schedule, including how many hours they would like to work, and work position they work in. With our team, nearly every team member is cross-trained in at least two areas. However, many team members have a preference area where they like to work the most. Trying to accommodate the preference of team members, and business needs create a challenge for the HR department. Overall, I liked and embraced the challenge of creating the schedule. I learned the habits of team members and which work centers they liked the best. I believe that writing the schedule led me to be a better leader on duty because I understood the process of scheduling team members. By taking MQM 221, I was able to understand organizational behavior and therefore make more informed decisions on how to place certain team members. The final component of workforce planning that I was involved in was the recruitment and selection process. As discussed previously, recruitment and selection was a main focus of my internship. However, looking at recruitment and selection as a workforce planning initiative leads to a different perspective. In relation to workforce planning, we had to analyze our current workforce to see where the gaps between work centers were by using people analytics. From there we would have chats with each other and brainstorm solutions. These solutions were centered around three different outcomes: recruiting, training and retraining, and contingent staffing. The two most often selected outcomes were recruiting and training and retraining. I was informed that contingent staffing was a popular option during the peak seasons. By understanding workforce planning prior to my internship, I was able to assist the HR team nearly immediately. No other intern I talked to had the opportunity to work on the schedule. I believe this is fully attributed to me taking classes that directly aligned to workforce planning.
Target has many competitors in the market, and the level of competition is highly intense. Some of its main rivals are Wal-Mart stores, Home Depot and Costco Wholesale Corp. All of them produce similar products as well as offer almost the same services to their consumers. Naturally, the organization would need a strategy that helps it to stand out and to distinguish it from its competitors, thus, Target 's positioning was based on more than just pricing; it combined quality and style. This was the differentiation strategy that have always been applied since the launch of the organization.
The optimal scenario of the AHA would be to have a differentiated workforce that would consist of identifying "A" players and "A" positions throughout the organization where wealth or value is created to contribute to the bottom line of generating the billion-dollar goal by 2010 and placing those players in all positions throughout the organization. However, the reality is that the best action for the AHA due to budgetary and time constraints is to make strategic investments in the workforce that will have high impact and drive desired results by putting the right people in the right places and not the right people everywhere. The AHA did this by creating a new talent framework driven by eight operational goals to help build the foundation for how they will identify their "A" players and positions for strategic investment. The objecti...
Target must compete vigorously and fairly in the marketplace using our independent judgment to make the best decisions for the Company.
Target, a high-end discount department store, hoped to continue expanding and adding to the company’s 1,752 stores, by purchasing 200 Zellers stores, located in Canada. One of Target’s, longtime goals was to expand into Canada , and after a decade, the company took a jump across the border (Shaw, 2011). Because many thousand Canadians hold a Red Card, Target’s reward card, Target assumed this would be a successful expansion, increasing the amount of US brands that encompass Canada’s market. Target spent a year converting the Zeller stores, altering and renovating them to transform them into Target Canada, a subsidiary of Target (Shaw, 2011). They opened 124 stores in locations all over Canada, hiring back only one percent of the former Zellers employees, desiring to make a fresh start for the department store chain (Target Refused Zellers Workers).
Target, the nation's #2 discount chain, now operates more than 1,500 Target and Super Target stores in 47 states, as well as an online business called Target.com. Target and its larger grocery-carrying stores, Super Target, have carved out a niche by offering more upscale, fashion-forward merchandise than rivals Wal-Mart and Kmart. After years of struggling to turn around its Marshall Fields and Mervyns departments stores divisions, the discounter sold them both in 2004. Target also owns apparel supplier The Associated Merchandising Corp. and issues Target Visa and its proprietary Target Card (www.Answers.com/topic/target-corporation).
Target Corporation's strategic structure plans are continuing staffing the organization and assemble a well-talented management team. Also, continue recruiting and retaining employees with the needed experience. Another option is to acquire, develop and strengthen resources and capabilities in performing critical value chain activities to match changing market conditions and customer expectations. Target Corporation needs to explore multidivisional or matrix organization structure to facilitate strategy execution, delegate authority, and managing external relationships (Thompson, Peteraf, Gamble and Strickland, 2016).
The organization selected to analyze its strategy-creation is Target Corporation, which is traded in NYSE stock exchange with a symbol TGT.
Recommendations to achieve a sustained competitive advantage: Online, mobile, and store purchase will certainly increase customer traffic with the online and store combinations gives Target Corporation with a best possible low-cost price. A best-cost provider strategy allows Target to position itself and compete with low-cost providers such as Walmart. In addition, it employs a competitive strategy with a designer label along with superior supply chain, increased operational capabilities, and skilled employees. . The strategy of sending coupons are huge for a customer, so increase discount based on their purchase history and use the store brand credit card to attract more customers.
Target Corporation was founded in 1902 by George D. Dayton originally called “Dayton Dry Goods Company”. By 1962, Dayton opened its first discount store in Roseville, Minnesota by the name of Target (Target.com). Since 1946, Target has been giving 5% back to the communities, which today equals more than $4 million a week (corporate.target.com). Target has a reputation of being an upscale store that sell more stylish designed products at an affordable price. Target is often referred to as “Tar-zhay”. Target does not have a vision statement but their mission statement is, “to make Target your preferred shopping destination in all channels by delivering outstanding value, continuous innovation and exceptional experiences- consistently fulfilling
The Target Corporation formerly known as “The Dayton Dry Goods Company” is a major retailing company that was founded in 1902 in Minneapolis, Minnesota by George Draper Dayton. It is ranked the second largest discount retailer in the United States and ranked thirty- sixth on the Fortune 500 as of 2013. The Target Corporation has been serving this nation with the best price possible goods since their expansion from “Dayton” and is continuously winning the hearts of consumers with their dedication and service. A phenomenal merchandising strategy and cross channeling has enabled this upscale discounter to serve their purpose of customer loyalty and fulfill their promise of “Expect more and Pay less”.
Strategic workforce planning is the first component of human resources management (HRM) from which all other HR activities are derived from and flow out of. It is based on anticipated HR requirements from the perspective of the present HR environment. This requires a proactive posture, analyzing internal and external factors, to determine the most appropriate responses to future needs. Additionally, when formulating long-term proactive plans, an element of flexibility must be
Looking at the 2016 financial statements of the two retail giants Target and Walmart is extremely interesting. Outside of the financials of the reports, both statements include a title page that contains the company logo, as well as a letter from the CEO summarizing progress on past goals and vision for future goals. They each include a page that lists a Board of Directors and Management, shareholder information, stockholder information, and legal information. Visually, the Walmart report is more visually appealing, as it includes multiple images and graphics, various colors, and uses a blue font, versus the Target report, which primarily uses a black font, uses a red font for titles and has few images and graphics. With that said, the Target
...greater number of people in an economic, efficient, and effective manner. This paper has provided a background and understanding of employment recruiting, the styles, methods, and tools available to allow customization of interviewing methods applicable to the situation or needs of the organization or project. An overview of the creative large scaled employee recruitment project Borgata Hotel and Casino notably made history and a study of best practices in employee hiring, recruiting and interviewing process that enhances corporate strategy.
The talent management is defined by the Five STAR program where managers “begin a process of cascading, aligning, and translating these imperatives into clear goals and SMART (specific, measurable, attainable, realistic, and timely) objectives that relate specifically to each of the five STAR points” (NCHL). The programs institutes and refines goals, stipulates accountability and heighten company objectives correlating with each employee’s potentials. The principles of the succession planning and talent management strategy are to review and assess key talents to foster innovation and advancement in their careers.
In the future, employing organizations will face a wide range of issues and challenges in meeting their workforce requirements. These periods of difficulties generally will center around the effects of external environmental influences on the organization and the manner in which it manages ongoing issues. Many of these external factors filter down and influences an organizations roles and responsibilities for talent scarcity, changing products or services, shifting demographic composition and their consumer preferences, etc.