HR592 Training and Development
Professor Robert Graver
Keller Graduate School of Management
August 12, 2012
Target is one of the largest retailers in the United States. Target wants to be able to give guests better quality products for a cheaper price. They also want to be the one stop shop. Target relies on their team members to keep the guests happy so they always come back again and again. Target Corp. is the nation's #2 discount chain (behindWal-Mart). The fashion-forward discounter operates about 1,765 Target and SuperTarget stores in 49 states, as well as an online business at Target.com. Target and its larger grocery-carrying incarnation, SuperTarget, have carved out a niche by offering more upscale, trend-driven merchandise than rivals Wal-Mart and Kmart. Target also issues its proprietary Target credit card, good only at Target. After a reversal in fortune that coincided with the onset of the deep recession, Target is growing its grocery business, aggressively remodeling and expanding stores, and -- in 2013 -- venturing into the Canadian market. (Hoovers n.d.) Target mission and vision statement say it all when tailoring a message of how they want their team members to accomplish their business goals. Target wants to have all of their team members want to make a career out of working there and not just be a job. Target does not lay off any team members, but the team members are informed when they are hired that 40 hours is never guaranteed. Organizational Analysis
Target needed to get a better understanding of how the team members stand in reference to training and development and some of the reasons the turnover would be so high, so they put together a survey to determine how the team members feel. The survey is conducted once a year and everyone takes it including the store manager, because his leader still needs to be informed of what is good and what could be better. This survey will give us the answers...