Page 260 - DMGT551_RETAIL_BUSINESS_ENVIRONMENT

Unit 13: People in Retailing: Making People Matter

Notes
Example: A part time employee: Mr. Oberoi is a mature age employee who requested
part time work to better balance work and care for an elderly relative. He has been with the
organisation for many years and management did not want to lose his skills and experience.

13.2 Planning the Work Force

Employees are the most important asset for a business in the service industries, and business
success depends largely on the quality of the service that those employees provide. Understanding
their needs within the context of evolving business models, consumer behaviours and workforce
trends will need to be a source of ongoing work for industry and government in the short,
medium and longer term.

Within many occupations, the number of people with qualifications has increased faster than
total employment. This is referred to as skills deepening and is the result of a number of factors,
including:
An overall rise in the level of skill and qualification requirements within occupations due
to technological and organisational changes.
The significant returns on training in the labour market for those who invest in education,
as well as reforms to education systems broadening access.

Removing skill gaps, where workers have been under-skilled for the occupation in which
they are employed.
Workforce planning helps you create and manage labor budgets that align your overall business
objectives and labor requirements.
Create a labor budget to meet expectations—Use historical performance, standards, and
productivity factors to create a bottom-up labor budget that meets forecasted business
demand within current and future business constraints like reduced budgets. Streamline
the solicitation and approval processes. Use dashboards and alerts to ensure compliance.
Analyze performance trends—Get real-time visibility of performance trends through
executive and role-based reports and dashboards.

Adjust operations to address demand fluctuations—Use real-time performance
information to adjust staffing to match demand within your labor budget.

Uncover and act on hidden factors that influence performance—Use intelligence and
performance tools to uncover and analyze hidden patterns for attendance, store traffic,
and seasonal demand.

Accurately account for labor—Integrate labor planning with scheduling, and time and
attendance to ensure all labor hours, absence hours, and costs are accounted for by location
or the entire company.
13.3 Management and Organization Culture

Organisational culture is defined as the shared values, norms and expectations that govern the
way people approach their work and interact with each other. In other words it’s “what am I
expected to do in order to fit in and get ahead here” or organisational culture reflects the things
people value, the way people within the organisation generally relate to one another, share
ideas and work together on a daily basis to get things done. It includes the shared view of
directions and values, priorities, commitments and feelings of loyalty and personal worth
within an organization.

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