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Chern's Case Study

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Chern's Case Study
April M. Berry
Indiana Wesleyan University

Chern's Case Study
Introduction
Chern’s is an upscale department store that specializes in men’s and women’s apparel. “The product mix and high quality products made it rapidly successful, and the company developed a loyal following” (Phillips & Gully, 2015, p. 383). The distinguishing factors that has made it a success is its customer service, commitment to hiring the right people, and high product quality. “Because customer service lies at the heart of the company’s business strategy, it is a core part of its culture. Core values are an essential part of the brand and are the foundation of its culture” (Phillips & Gully, 2015, p. 383).
Short-Term and Long-Term Process and Outcome Goals
Short-Term Process and Outcome Goals
“Strategic staffing is the process of staffing an organization in future oriented, goal directed ways that support the business strategy of the organization and enhance its effectiveness” (Phillips & Gully, 2015, p. 4) Short-term goals that Chern’s can embrace is hiring additional support staff and increasing its visibility in the community through targeted events (Belcher, 2016). Short-term goals are a way of achieving targets for the short-term.
Long-Term Process and Outcome Goals
“There are two types of staffing goals: Process and outcome goals. Process goals relate to the hiring process itself and outcome goals relate to apply to the product of the hiring effort” (Phillips & Gully, 2015, p. 387). Chern’s long-term goals should include continued financial growth and cultivating an established customer base (Belcher, 2016). Strategic staffing requires long-term planning, as well as aligning the staffing function with the firm’s business strategy and the other areas of HR” (Phillips & Gully, 2015, p. 17).
Business and Staffing Strategies
Talent Philosophy
Chern’s talent philosophy is a reflection of how its founders see their employees. “The company’s family ownership contributes to its desire to make every employee and customer feel valued and cared for” (Phillips & Gully, 2015, p. 383). Chern’s views its employees as key stakeholders and thus train and retain valuable talent by investing time and energy in hiring the right person.
HR Strategy
“A firm’s human resource strategy links the entire human resource function with the firm’s business strategy” (Phillips & Gully, 2015, p. 30).Chern’s human resource strategy aligns staffing, performance management, and training supporting the execution of the overall business.
Staffing Strategy
“An organization’s overall staffing strategy is the constellation of priorities, policies, and behaviors used to manage the flow of talent into, through, and out of an organization over time” (Phillips & Gully, 2015, p. 30). Chern’s staffing strategy is quite simple it focuses on hiring the right person. “The company’s compensation, performance management, and training are all designed to get sales associates up to speed and selling quickly” (Phillips & Gully, 2015, p. 385).
Nine Strategic Staffing Decisions
The nine elements of the staffing strategy answers questions regarding: A core or flexible workforce, hiring internally or externally, developing or purchasing skills, replace or retain talent, most important skills needed, reactive or proactive staffing, is staffing an investment or cost, and will staffing be centralized or decentralized (Phillips & Gully, 2015, p. 36).
Core or Flexible Workforce
Chern’s should focus on core workforce. “Because it feels that they would not reinforce its culture, Chern’s does not currently utilize temporary or contingent workers of any kind” (Phillips & Gully, 2015, p. 385).
Hire Internally or Externally?
Chern’s would do well to do a mixture of hiring both internally and externally for higher level positions. Promoting employees from within is a wonderful source; however, there are times when the appropriate skill set is not available, so it is imperative that an organization is enabled to hire externally. Although, Chern’s does an excellent job of training its staff and puts a high value on training. “Chern’s largely focuses on its training and development activities on its new hires. New hires undergo a two-day orientation and additional training for a week” (Phillips & Gully, 2015, p. 386).
Hire for or Train and Develop Needed Skills
Chern’s already places a high value on training and developing its workforce. So, it only seems logical that they stay on that road.
Replace or Retain Talent
Turnover is a high a cost, so it would be beneficial for any organization to retain its talent.
What Level of Which skills Do We Need Where?
Chern’s is a retailer, so its primary focus should be on its sales force.
Will We Staff Proactively or Reactively?
Chern’s will staff proactively.
Is Staffing Treated as an Investment or a Cost?
Chern’s treats staffing as an investment. Staffing would be decentralized.
Diversity Compliance: Statistical Evidence and Recommendations | # Applicants | # Hired | Selection Rate (%) | Men | 1,000 | 80 | 12.5% | Women | 1,400 | 160 | 8.75% | Whites | 600 | 55 | 10.9% | Blacks | 600 | 48 | 12.5% | Asians | 600 | 67 | 8.96% | Hispanics | 600 | 50 | 12% |

Conclusion
“Strategic staffing focuses on the organization’s mission and objectives and its business strategy” (Phillips & Gully, 2015, p. 16). Creating competitive advantage through its human capital is a talent philosophy that guides its staffing strategy. Chern’s is poised to enable its goal of strategic staffing to better execute its business strategy (Phillips & Gully, 2015, p. 387).

References
Belcher L M 2016 Examples of business goalsBelcher, L. M. (2016). Examples of business goals. Retrieved January 25, 2016, from http://smallbusiness.chron.com/examples-business-goals-first-year-25060.html 201601251904221221358538
Phillips J M Gully S M 2015 Strategic StaffingPhillips, J. M., & Gully, S. M. (2015). Strategic Staffing (3 ed.). Hoboken, NJ: Perason Education, Inc. 201601211838561736734987

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