Key mitigation strategies for retaining and hiring staff

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Reference no: EM133642494

Case Study

Using your knowledge of topics covered in the subject, plus independent research on HR issues in the retail industry and HRM strategies: Title: 'They get the big bucks; we do the hard work.' The Sabai De Ka Department Store is a medium-sized, privately owned variety store located in Sydney. The supermarket sells a mixture of groceries, meat, fish, furniture, electrical products, clothing, and mobile phones. The supermarket has been in business for over 20 years and has always struggled with hiring and keeping staff. Staff turnover has been approximately 30% per year at times. The hiring process consists of an online application process, online testing, and online interviews. Staff are provided with uniforms, flexible rostering, and staff discounts. Most staff are school-aged or college-aged, although managers have started hiring more older, semi-retired, and retired people. This hasn't really made a difference to the staffing difficulties. Gabriel Manna is a retail worker at Sabai De Ka. He has been working in the business for a little over 13 months, and he is thinking of quitting. You have been speaking to him about the reasons that he wants to leave. Basically, the pay is low, the managers do not communicate well, he feels underappreciated, and he thinks he can get another job fairly easily. He is often called in to work at short notice, and he believes that managers are not happy that he turns down shift offers too much. Gabriel is a casual, and he works three to four 5-hour shifts a week. During a shift, he may be working in groceries, stacking shelves, replenishing stock, or supervising the self-checkouts. He would prefer a more predictable, stable pattern of work, and he really doesn't like being called in on days when he is not rostered. He tells you that what many other workers share is disappointment. 'Did you know that managers get a bonus for cutting hours?' Yeah, that's right. When sales are down, hours are cut, and it is the casuals who lose hours first. They only talk to us when there's something they want-more hours, work faster, or, can you come in tomorrow at 6 a.m., or whatever'. When we finish a shift, the manager sometimes will say, 'Thank you for your work today'. But it sounds just like a throwaway line, you know, not real, not genuine. 'They get the big bucks; we do the hard work.' 'Oh, yeah. And the pay is pretty bad-maybe around $19 an hour. There are good penalties for night and weekend, but they tend not to roster casuals on Saturdays and Sundays if they can, to save money'. That's what it is like-all Provider No.: PRV14085 CRICOS No.: 03705J MBA605 HRM Assessment Pack 2023 T3 Page 10 of 20 about money, not really valuing people. Staff come and go, and they don't care. Just like a revolving door. Goodbye and get the next one in.' 'This affects the quality of service-constantly training new people, hiring people who aren't good with people. Or, forgetting how to do things because they are new and trying to take in a lot of information, procedures, safety stuff, and so on'.

Required Using the knowledge from the subject, plus some research on HR issues in retail and HRM strategies, prepare a report on the following:

1. Key steps you would take to review the culture in the Store.

2. How would you identify the key issues in hiring and retaining staff?

3. What are the key mitigation strategies for retaining and hiring staff?

Reference no: EM133642494

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