Executive Summary
This paper analyses the Chern case study. Chern is a company founded by Ryan and Ann Chern. They are siblings who graduated and got their MBA degrees, and then they were working in retail industry where they learned about the job. Few years later, they started their company named Chern.
Couple of years later, they decided to use an aggressive growth strategy and today the company has 140 stores in 28 states and 19,000 employees (both full time and part time). Their business strategy relies on providing excellent customer service. They sell high-quality and expensive products. Since every customer has its own, different taste, Chern implemented decentralization as well which allowed managers to hire in accordance to the needs of the region.
When hiring people, Chern believes in hiring good and trustworthy people. This approach is implemented in company’s culture. The company wants to find good people, to provide them with training and tools to succeed and positively contribute to company’s success and value. Because of all this, the company promotes strong and good customer service. That is why, according to regional customer surveys, the company was listed at number 72 in Fortune’s top 100 best companies to work for. It was also ranked as the company with best customer service according to the National Retail Federation.
Still, the company struggles to find good employees. To be able to do so, the company should focus on promoting employees to higher positions and to also hire candidates from outside of the company. The selection process should start by buying a software that will help the company make a decision based on reliable facts. Choosing the best candidate should be based on detailed analysis of all the relevant factors. Lastly, the company should hire a person that can follow the company’s strategy and can fit well within the company’s culture and value.
Table of Contents
Chapter 1: Strategic Staffing. 3
Chapter 2: Business and Staffing Strategies. 5
Chapter 3: The Legal Context. 7
Chapter 4: Strategic Job Analysis and Competency Modeling. 11
Chapter 5: Forecasting and Planning. 13
Chapter 6: Sourcing: Identifying Recruits. 14
Chapter 8: Measurement & Chapter 9: Assessing External Candidates. 16
Chapter 10: Assessing Internal Candidates. 19
Chapter 11: Choosing and Hiring Candidates. 19
Chapter 12: Managing Workforce Flow.. 20
Chapter 13: Staffing System Evaluation and Technology. 21
Introduction
Even though Chern is a highly competitive company, it still struggles finding the right people to hire. This paper discusses the possible approach of finding, selecting, training and promoting new employees. First, long-term and short-term goals were identified and then the talent philosophy, HR and specific staffing strategies were defined in accordance with nine strategic staffing decisions.
(I.C. Comm 3700)