Reference no: EM132724142

Question - Publix: HR Practices Result in Happy Employees and Customers Publix is a leader in the supermarket industry. As the largest employee-owned grocery store chain in the United States, Publix employs over 189,000 people in the Southeast, with over 1,100 store locations, eight 1. Would Publix's HR practices be successful in other industries such as health care or manufacturing? Explain distribution centers, and ten manufacturing facilities. Publix is a great place to work and to shop. Publix has been recognized as one of Fortune magazine's "100 Best Companies to Work For" for nineteen consecutive years and as one of Fortune's 100 Best VWorkplaces for Millennials.* The company has also 2. Do Publix's HR practices give it an advantage over it's competitors? Why or why not? received numerous awards for customer service and satisfaction. Publix's mission is to be the world's premier quality food retailer. Publix strives to do so through its commitment to providing customers with "value; its intolerance of waste, Its dedication to the dignity, value, and employment security of its associates, its devotion to stewardship for stockholders, and its involvement in the communities in which Publix stores operate. Publix employees are extremely loyal. The average store manager has been with Publix for over twenty- five years, and over 24,000 associates have been with the company for more than thirty years. Its voluntary tumover rate is 5%, compared to the retail industry average of 65 %. Other supermarket chains such as Whole Foods and Safeway have recently laid off employees, but Publix has never laid off an employee in its history. In fact, rather than closing or consolidating stores, as its competitors have done, Publix continues to grow through opening new stores What accounts for Publix's business success and makes it a great place to work? Its human resource management practices play an important role in ensuring that employees are satisfied and motivated at work and committed to the company. One management practice is to help all associates in identifying and moving along their career path. Computers are located in offices and breakrooms of every store to make it easy for associates to access training courses. Associates receive training on standards for customer service, cleanliness, safety, teamwork, merchandising, waste intolerance, and a drug-free work environment. Publix has a generous tuition reimbursement program that supports employees who want to earn a college degree to expand their career opportunities. Supporting employees development and career growth is the Publix policy to promote from within to fill all store manager positions and most department manager positions. Publix does this to ensure that managers are aware of company standards, best practices, and culture. Any current associate interesting in moving into a management role can register their interest by completing what is called an ROI. The ROI helps managers understand assoclates career ambitions and match their skills to job openings. Typically, more than 60,000 associates complete ROls each year, with more than 9,500 promoted into positions leading to management and 2,100 promoted into management positions. Associates who become managers must move to a different store than the one in which they worked. This practice ensures that management talent is spread across the company, and it also helps employees create new personal and professional networks. Another management practice is to give associates the opportunity to become an owner of Publix. Any associate who stays with Publix for more than a year and works more than 1,000 hours is granted shares of company stock that are worth between 8% and 12 % of their annual pay. Once in the plan, they can buy additional stock through a paycheck deduction. From 1974 through 2015, the stock has provided an average annual return of nearly 17%. Beyond holding stock, being a true owner requires an Pape 4 understanding of how you are doing and receiving rewards for your accomplishments. Publix makes sure its associates receive frequent feedback, and good performance is linked to raises. New employees have "check-ins with their manager every thirty, stxty, and ninety days. After six months, associates qualify for their first raise and are eligible for future raises every six months. Full- and part-time associates receive an annual holiday bonus, which is uncommon in the retail industry. Full-time associates receive two weeks' pay, and salaried associates receive a full month's pay. Finally, Publix supports its associates efforts to give back to the communities where they live and work. Publik and its associates contribute more than $36 million a year and hours of volunteer work to charitable organizations such as the United Way, Special Olympics, March of Dimes, Children's Miracle Network, and Food for All

Questions -

Which of Publix's HR practices do you think are most important for its success? Why?

Could promotion from within have disadvantages for Publix? Explain why.

Do Publix's HR Practices give it an advantage over its competitors? Why or why not?