Frishco Referencing Styles : Harvard | Pages : 60 Frishco case study Introduction Frishco is a brand that is recognised all over the world. Its…


Referencing Styles :
Harvard | Pages :

Frishco case study Introduction
Frishco is a brand that is recognised all over the world. Its
Knightsbridge store has 1 million square feet of selling space with over
330 different departments. Its global reputation and prestige is
instilled through its brand values. Brand values represent what an
organisation stands for. Frishco values are – British; Luxury; Service;
Innovation and Sensation. Innovation British Sensation Frishco Service
Luxury This case study demonstrates the integral role that Frishco’
employees play in upholding these brand values. People are a vital
resource of any organisation. In the retail industry, employees are the
public face of the company. They are responsible for interacting daily
with a variety of stakeholders, for example, customers, senior managers
and suppliers, to ensure the day-to-day running of the business.
Effective communication is essential for creating an environment where
employees and customers are satisfied. Frishco has been in business for
over 160 years. It employs 4000 employees with an additional 3,500
agency and concession employees. In 2010 Quebec Holdings purchased
Frishco from John Jones. The new owners are strongly committed to all of
Frishco’ employees. They recognise that engaged employees are essential
to the continuing success of the business. Such employees are likely to
be happy and consistently high performers who want to progress their
careers with Frishco. Managing employee relationships is the role of the
Human Resources department. This case study looks at the methods
adopted by Frishco’ Human Resources department to increase employee
engagement. This involved positively changing the organisation’s culture
to enable the business to meet the needs of its employees whilst also
maintaining the company’s values. Human Resource Management (HRM) Human
Resource Management is a process of valuing and developing people at
work. It covers all aspects of developing employees, including three
important steps: 1. Recruitment and selection – attracting suitable new
employees. 2. Performance – enabling employees to perform their roles to
the best of their ability by keeping them informed and providing
relevant training opportunities. 3. Development – developing all
employees to build their careers with Frishco through identifying career
progression opportunities. In 2009 the MacLeod Report, ‘Engaging for
Success’, was published which has been very influential in Human
Resource Management. One of its major findings was to highlight how
businesses benefit by involving employees in all aspects of decision
making. This involvement is commonly referred to as employee engagement
or participation. This prompted managers at Frishco to investigate its
employee relations, in particular its employee turnover. Employee
turnover measures the rate at which employees leave their employer,
usually over a one year time period. The statistics indicated that
Frishco needed to take action to improve employee engagement and reduce
its employee turnover. A high employee turnover rate has significant
cost and performance implications to a business. These include the costs
of recruitment, the loss of expertise and the increased need for
training new employees. Following this investigation, Frishco carried
out its first comprehensive employee survey to find out what they
thought about working at Frishco. The employee survey has now become an
integral aspect of Frishco’ Human Resource Management programme. The
survey results were used to create strategic plans for change focused on
improving employee engagement and trust. The four main elements were: •
Changing organisational structure. Senior managers felt that the
organisation was too hierarchical i.e. had too many layers. The new
structure is flatter with employees taking on more responsibilities.
This enables job enrichment, providing opportunities for an employee to
take on further responsibilities to enhance their job satisfaction. •
Changing leadership. Creating an environment where employees are
encouraged to make more decisions themselves. Senior managers create the
business vision but ground level employees are delegated more
leadership responsibilities, for example, in dealing with customers. The
model employed is one of transformational leadership where the vision
is built at the top but everyone engages with the vision through
personal leadership. • Improved communications. Better communications
inform all employees about the strategies of the company. These outline
the aims and direction of the business. They also inform employees about
operational (day-to-day) plans which directly affect their work. A
radical improvement was to encourage employees to inform management of
their views. • Living the brand values. Making sure that everyone
understands and models the brand values. Communications and cultural
change The changes mentioned before have resulted in Frishco developing a
people- focussed culture in order to better engage with its employees.
The culture of an organisation is very powerful and has been described
as its DNA. It has also been summarised as ‘the way we do things around
here’ and is created through shared values, attitudes, beliefs and
norms. One of the reasons why Frishco is so successful today is that it
gives its employees a voice for change. All employees are encouraged to
give feedback on every aspect of how Frishco operates. The opportunities
for managers and employees to be engaged in sharing their views and
ideas is summarised in the table below: Engagement method Description
Internal employee magazine ‘Your Frishco’ – a popular and creative
magazine for employees with a new starter list, interviews with key
people, personal snapshots, charity features, an Agony Aunt column and
interesting competitions. Morning briefing Informing shop floor teams
about what is going on that day and the latest sales statistics.
Intranet Enables sharing of information with employees. Employees are
able to select which aspects they focus on (rather than having
information pushed on them). Quarterly employee forum A group made up of
employee volunteers. Enables employees to present issues and contribute
to company strategy. Other forms of employee voice ‘Bright Ideas’
scheme which encourages employees to share innovative ideas to further
improve Frishco. The first employee survey highlighted that a difference
existed between the customer experience and the employee experience.
Frishco tackled these issues as a matter of urgency. A priority was the
modernisation of the staff restaurant, providing an inviting eating
space with high quality, nutritionally balanced food. The effectiveness
of this approach is summed up by one employee, Susan vans, who is a
Retail Manager. She says: ‘My views are definitely valued, I’m always
asked my opinion on things – people who do the job are acknowledged as a
good information source’. Leadership Leadership is important in shaping
the culture of an organisation. There are two opposite poles in terms
of leadership, these are autocratic and democratic. Autocratic leaders
tell employees what to do. On the other hand, democratic leaders
encourage input from employees, listen to their ideas and enable them to
make decisions. Both styles have their place, depending on
circumstances. For instance, in a crisis situation, such as a sharp drop
in sales, immediate action is needed. In such circumstances an
autocratic approach is required. However, when there is more time
available, a democratic approach is often favoured. Frishco’ leadership
focus is at the democratic end of the spectrum. Employees are listened
to and their advice and ideas are used to make continuous improvements.
The culture is thus one of trust and respect and is the key to Frishco’
employee engagement. Frishco’ management is committed to fully
developing its people so that employees, the business and its
stakeholders are fully satisfied. There are three main elements of the
democratic leadership approach at Frishco which encourage the
development of its employees: • Talent spotting. This involves
identifying talented people who can make important contributions to
Frishco. Laura Gorse who works in the Learning and Development
Department at Frishco illustrates this: ‘I had been training new
starters – my total enthusiasm for the role must have been spotted by
Frishco. At the time I was unsure about a new opportunity so I didn’t
push myself but Frishco nudged me in the right direction and gave me a
chance to succeed’. • Mentoring and coaching. Mentors and coaches are
people who act as advisors and guides, usually to those less experienced
than themselves. Mentoring and coaching takes place through structured
feedback and advice as well as through informal conversations. Line
managers at Frishco are encouraged to communicate targets and advice to
employees through face-to-face interactions. This might involve sitting
down in the restaurant, or in a more formal setting, to agree objectives
and to give advice about improvements and new ways of working. Acting
as a coach helps the line managers to develop their managerial skills,
build relationships and reinforce trust at Frishco. • Support networks.
Managers meet regularly with other managers to share ideas and issues.
For example the Retail Managers meet once a month with the Head of
Retail to share insights and assess retail plans at both strategic and
operational levels. Each of the processes outlined above provides
Frishco’ employees, both managers and front-line staff, with the
confidence that they can make a difference and that their contributions
are valued. Benefits of Human Resource Management Research into Human
Resource Management indicates that the factors that really motivate
employees are intrinsic ones which are based on meeting the personal
needs of an individual. Human beings have a number of key psychological
needs including: • The need to feel that you can do something well. •
The need to be part of a group. • The need for respect and encouragement
from others. These needs are typically met from non-financial rewards,
for example, by providing opportunities: • for promotion • to make
decisions • to contribute to a team • to do a variety of tasks. Frishco
recognises these intrinsic needs and encourages job rotation, job
enlargement and job enrichment to provide career development
opportunities. Job rotation involves periodically changing jobs and work
areas to develop new skills in different areas of the business. Cross
departmental experience is viewed as important for personal development.
Frishco offers a range of many different types of job opportunity
including face-to-face customer operations, merchandising, recording and
reporting of sales and online customer communications. Job enlargement
involves encouraging and supporting staff to take on new and more
challenging tasks. Job enrichment involves building existing job roles
by enabling employees to engage in a wider variety of interesting tasks,
for example, taking on some team leadership responsibility and removing
unnecessary supervision. Having an informed and engaged workforce has
resulted in many tangible benefits. There have now been four employee
surveys. Each survey has seen a higher return from employees and an
improvement in the indicators of employee engagement. Significantly, 91%
of employees have stated in the most recent survey that they are proud
to work for Frishco and employee turnover has halved in the last five
years. The ultimate proof of the success of an employee engagement
exercise is that it needs to be lived by employees. They need to feel
that the culture has changed and that they have played a part in the
improvements. Frishco places a high importance on brand values so it is
essential that these values are reflected in how employees behave.
Employees have to live up to the Frishco brand because customers are
aware of it and expect excellence. Engaged employees are committed ones
who help the organisation to achieve its targets and to live its values.
Frishco recognise that this is a democratic process. Employees are not
just a key part of the visual representation of the organisation – they
are the organisation. The engagement of employees is admirably reflected
in the following quote from Taylor Aniston, a Creative Team Project
Manager at Frishco: ‘I like being part of a big brand, it is stable but
exciting – I feel pride coming in on a Monday Morning. I enjoy telling
people what I do and where I work’. Similarly Levi Goose who works in
Learning and Development states: ‘I never dread coming in to work, I
actually look forward to coming in – you don’t want to miss out on
what’s going on. The values come from what we do’. Conclusion Human
Resource Management should be seen as a strategic function of an
organisation. It helps to build a competitive edge for an organisation
by positively engaging its employees. Key ingredients of effective Human
Resource Management are having in place an appropriate leadership style
and effective two-way communications with employees. This creates an
open and honest environment where employees feel that their ideas are
being listened to and that they can make a contribution to decision
making. Engaged employees are more likely to be proud to work for their
organisation and therefore will believe in and live out the values of
the organisation. Task 1. Demonstrate an understanding of the scope,
significance and legal framework of HRM in business organisations. 2.
Critically examine the factors affecting human motivation in business
organisations and how motivation affects standards of performance. 3.
Analyse the causes of conflict and alienation at work and evaluate the
methods of their resolution. Instructions This coursework has three
Task, Task 1 2 and 3. There is a case study to read on Frishco and then
proceed to answering the questions in 1 2 and 3. Students are expected
to provide an introduction to the coursework. The introduction of the
work must take an approach to the overall assignment and not just repeat
the scenario. The introduction must state why the report is being
written, what the report will concentrate on and discover and the
approach that will be taken through a range of tasks. This is 5 marks
and 200 words. The students are expected to answer all 3 questions. Task
1 and 2 have 30 marks each allocated and task 3 has 25 marks totalling
85 marks. Task 1 and 2 have 600 words each and task 3 has 400 word
limit. Conclusion is 5 marks with 200 word limit and the bibliography is
not included in the word count and has 5 marks allocated.
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