HRM and Organizational Turnaround at Selfridges & Co Coursework - 1

HRM and Organizational Turnaround at Selfridges & Co - Coursework Example This paper illustrates that the Selfridges Ð ¡ompany was originally a part of the ‘Sears Group’ and was described as the personification of another organization called Grace Brothers after acquiring of an old-fashioned, stuffy image in 1980 and 1990s. However, the organization failed to grow stronger because of the lack of logistics support, lack of knowledge about supply chain relationships, minimum use of technology and an extremely hierarchical and complicated organizational structure. The company underwent rapid transformation since 1990 when the new chief executive Vittorio Radice was born. With this, the original management team was replaced by a new senior management team. This management team was responsible for the creation and implementation of new HR practices and policies which will be discussed in the project. Special emphasis would be provided with regards to the management and leadership styles in Selfridges and the role played by the team leaders of the organization for making it successful. Selfridges was established in the Oxford Street on the 15th of March, 1909 with the focus on department stores and retailing institutions. The history of the company is unique because of the history and background of the company. It began as a small shop which was designed to become a departmental store. The organizational culture of the company was such where decisions were primarily taken by the management and leaders; however, they were designed to bring the maximum benefit to the employees. The company had the vision of emerging as the most exciting and best chain of departmental stores in Europe. This would be done by meeting the requirements and needs of customers through the delivery of the best quality of services and the development of the maximum operational efficiency. HR policies and procedures at Trafford Parks Recruitment At Trafford Park, the maximum responsibility, and authority were provided to the HR department. They even had the complete autonomy to create its own HR policies and procedures. The opening of the store was done with the recruitment of 650 numbers of staff and their training as well. Candidates were recruited on the basis of their knowledge about the company’s product and their abilities to create a relationship with their customers and building bonds with them by gaining their loyalty. Candidates with experience in retail were recruited. However, very few of the candidates were transferred from London. A critical analysis of the situation reveals that the recruitment procedure was not sound as many people were not able or willing to adapt to the new human resource procedures in the organization. It is important that the recruitment procedure is sound in order to ensure that the right kind of staff is selected who can contribute to the organization effectively.