Page 129 - DMGT550_RETAIL_MANAGEMENT

Retail Management

Notes cost-effective and relevant. However, off-the-job training is usually carried out by
professional trainers. It also occurs away from the distractions of work. Training tends to
have very specific and measurable goals, such as operating an IT system or till,
understanding a process, or performing certain procedures (for example, cashing up).
Development is more about the individual – making him or her more efficient at a job or
capable of facing different responsibilities and challenges. Development concentrates on
the broader skills that are applicable to a wider variety of situations, such as thinking
creatively, decision-making and managing people. In short, training is typically linked to
a particular subject matter and is applicable to that subject only, while development is
based on growing broader skills which can be used in many situations.
Diverse backgrounds
Harrods employees come from diverse backgrounds and different nationalities. They
have differing levels of competency, education and experience. Harrods offers
comprehensive Learning & Development opportunities. These opportunities are offered
at a variety of levels to suit the needs of all Harrods employees. These range from workshops
for Sales Associates and Warehouse Operatives to developmental programmes for senior
managers.
Amber is a Harrods Retail Manager who started as a Sales Associate at Harrods through an
online application. However, Harrods Learning and Development ensured Amber
acquired the skills she needed to carry out her role. Development at Harrods is linked to
the company’s Business Competencies which fall under four headings: Working at Harrods,
Your Impact on Others, Making Things Happen, Focus on Improvements.
Each Business Competency is supported by workshops so that every skill can be improved.
Learning is offered off-the-job in ‘bite-size’ sessions. These sessions give employees the
chance to learn more effectively over a much shorter period, reducing time away from
work and bringing a tightly focused approach to skills development. They have been
described as concise and punchy and a workshop typically lasts 90 minutes. All the Business
Competencies are supported by self-help guides which are run either on-or off-the-job
and include activities such as observation and review, reading, and ‘one minute guides’
offering top tips and tactics.
Identifying key competencies also helps Harrods to design its recruitment process to
ensure that it attracts the best candidates. They must have the right approach to sales,
customer service and decision-making and support the ‘theatre of retail’ that underpins
Harrods’ reputation. This is about flair, showmanship and expertise. Harrods Learning
and Development department must be proactive in responding to changing customer
needs. For example, Harrods has introduced cultural awareness training for employees
better to serve the increasing number of customers from the Middle East, China, Brazil
and Russia.
Developing a career path
Harrods stands out from its competitors by providing a wide variety of development
opportunities for all employees. This means the business can recruit and retain good
managers and maintain improvements in sales and business performance. Individuals’
self-esteem and motivation is raised. Once a year, managers talk to employees about their
progress and ambitions during appraisals. Employees then identify their personal
development targets.
The sales and service programmes include the ‘Harrods Welcome’. This induction provides
essential training for new employees, such as Harrods’ brand values and The Theatre of
Selling. Other courses ensure the effectiveness of Harrods sales associates:
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