Reference no: EM133006213

How To Downsize Successfully While Using HRP Fundamentals

A successful franchise owner of a prestigious sporting goods chain is feeling the effects of technology, with more and more online sales and fewer and fewer customers in the shops. Locally there are three stores, and typically each store needs the following positions staffed for optimum profitability and success: a store manager, an assistant manager, five department managers, and 20 customer service representatives, averaging $1 200 000 in annual revenue. However, there has been a trend of 20 percent sales decline in stores, with an increase of 30 percent sales online (last year the online revenue stream was $300 000). The franchise owner was able to handle all of the online sales with a team of five full-time remote workers (working from home) last year.

The owner wants each store to maintain its productivity, which he measures as the revenue per employee. He also thinks that there is potential to grow the online business.

Questions

a. Using your HR planning expertise, forecast the demand of labor in the stores and the online environment over the next three years.

b. Assuming an annual 15 percent turnover level of in-store workers and a 30 percent turnover level of online-focused employees, determine overall HR supply estimates over the next three years. (Provide Calculation)

c. report the number of employees that will be surplus or shortages for each part of the business and for each year.

d. Report the numbers of any employees that will need to be terminated each year and the services that should be provided for them.

e. Additionally, provide some suggestions of activities you could engage in to determine supply details by internal vs. external candidates.

f. Do you forecast a labor shortage or surplus?

g. Develop a clear plan to help address the forecast labor shortage or surplus.

h. The recommended HR plan.