HUMAN RESOURCE MANAGEMENT
Introduction
For managers to efficiently perform the many tasks they have been assigned, the managers should work under pressure and with a sense of getting tasks done within a stated deadline. The store managers should also have full involvement in retail trade and the human resource. Additionally, the store managers should have high multitasking abilities, not to mention a good command of authority and interpersonal skills (Madaan, 2009). Store managers in the COLES supermarkets contribute largely to the organization’s goals in that they administer a retail association's staff, client address issues and plan and organize sales, marketing, and planning.
Organization Background Study
For over a thousand of years, COLES has gone on to deliver quality goods and services to their clients. Australians support COLES for it has some outstanding customer service and of high value to them. Today, COLES are working towards cementing a continuous relationships with Aussie farmers and also support the local opportunities in the industry (Noe, 2013).
Position’s Background Study
Store managers can work for some retailers. For instance, food, electronics, and apparel retail. The store managers work in office areas while undertaking administrative tasks and on the sales areas, while addressing the staff, clients and marketing needs.
Discussion
While in the office, the store managers strategize, oversee and control the budgets and the goods inventory, sales, and purchases. For store managers to assess the best cost-effective retailing and hiring criteria, they are highly encouraged to work closely with the regional managers and the owners of the shops for an effective coordination of their duties. The store managers utilize the software of the company to come up with proposals, select employees and research of the products (Peppers & Rogers, 2011).
On the floor, it is the store manager's responsibility to assemble and come up with the best sales group. The store managers are obliged to interview and hire candidates who are qualified for the respective positions. The selected candidates are provided with the necessary training while the skills of the current staff are maintained. The current staff is provided with incentives to keep them motivated. The current staff also undergoes evaluations. The store managers also resolve conflicts to address customer needs. It's the manager’s duty to build long-term relationships with the customers by coming up with the best marketing strategies such that the merchandise captures the attention of the client in the best way (Treviño & Nelson, 2011).
The group noticed that there exist several ways that organizations use to tell if a candidate would be the best for the job. Selection tests are done on the candidates to determine skills that cannot be identified through an interview process. Standardization test was recommended. Standardization involves assigning duties to the candidates under similar conditions for equal lengths of time. The results would then be compared, and the candidate who performs best is selected. On completion of this test, another test would be administered so that the results would be consistent (Martin & Whiting, 2013).
References
Madaan, K. (2009). Fundamentals of retailing. New Delhi: Tata McGraw Hill Education Private
Limited.
Martin, M., & Whiting, F. (2013). Human resource practice. London: Chartered Institute of
Personnel and Development.
Noe, R. (2013). Fundamentals of human resource management. New York, NY: McGraw-
Hill/Irwin.
Peppers, D., & Rogers, M. (2011). Managing customer relationships. Hoboken, N.J.: Wiley.
Silzer, R., Dowell, B., & Silzer, R. (2009). Strategy-Driven Talent Management. Somerset:
Wiley.
Treviño, L., & Nelson, K. (2011). Managing business ethics. New York: John Wiley.
