harrison brothers case study
1. Background
Harrison Brothers Corporation is one of the largest traditional department stores in the United States. The goal of the company is to become the leading chain of department stores that sells high quality clothing to middle-class and fashion-concerned customers. Like other companies in the retail industry, Harrison Brothers are experiencing various changes in customers’ buying preferences. In addition to that, the problem of retention of well-trained, highly motivated salesman and managers has become even more challenging in the industry. James Harrison, the CEO of Harrison Brothers, knowing the importance of human resources, did a survey on human resource and other key managers at the store level.
2. Problem Definition
The survey indicates there are lots of problems in the HR department and these problems might indirectly or directly slow down Harrison Brothers’ growth in the future. The major human resource management (HRM) problem in Harrison Brothers is that HRM is still struggling in its function of maintaining personnel. For example, since there is heavy turnover on salesman, Brenda McCain, the human resource manager, conducted about 25 to 30 interviews a week, and more during the holiday rush. Further, there is only one trainer in Harrison Brothers, causing McCain to spend a lot of time on training, neglecting bigger picture HRM issues.
One of the other problems is that HRM pays little attention to employees’ business skills. This is shown in the survey where HR managers ratedthe importance of both knowledge of business and skills in managing change, as 2.0 out of 5.0, while store managers rated the importance of those skills as 4.5.One of Harrison Brothers five strategic goals is to improve productivity of sales, buyers, and department heads. And corporations must prepare their employees to cope with the complexities and accelerated speed of a future economy. If HRM perceives knowledge of business and managing change, as the least
Harrison Brothers Corporation is one of the largest traditional department stores in the United States. The goal of the company is to become the leading chain of department stores that sells high quality clothing to middle-class and fashion-concerned customers. Like other companies in the retail industry, Harrison Brothers are experiencing various changes in customers’ buying preferences. In addition to that, the problem of retention of well-trained, highly motivated salesman and managers has become even more challenging in the industry. James Harrison, the CEO of Harrison Brothers, knowing the importance of human resources, did a survey on human resource and other key managers at the store level.
2. Problem Definition
The survey indicates there are lots of problems in the HR department and these problems might indirectly or directly slow down Harrison Brothers’ growth in the future. The major human resource management (HRM) problem in Harrison Brothers is that HRM is still struggling in its function of maintaining personnel. For example, since there is heavy turnover on salesman, Brenda McCain, the human resource manager, conducted about 25 to 30 interviews a week, and more during the holiday rush. Further, there is only one trainer in Harrison Brothers, causing McCain to spend a lot of time on training, neglecting bigger picture HRM issues.
One of the other problems is that HRM pays little attention to employees’ business skills. This is shown in the survey where HR managers ratedthe importance of both knowledge of business and skills in managing change, as 2.0 out of 5.0, while store managers rated the importance of those skills as 4.5.One of Harrison Brothers five strategic goals is to improve productivity of sales, buyers, and department heads. And corporations must prepare their employees to cope with the complexities and accelerated speed of a future economy. If HRM perceives knowledge of business and managing change, as the least