Cherns staffing
The strategic staffing process is guided by a set of staffing goals (process and outcome goals) that are logically linked with the company’s business strategy, culture and values. CHERN has managed to create a competitive advantage by providing quality products and the best customer service in the industry. Superior quality customer service is the company’s business strategy and this is linked to a very aggressive growth strategy for the next 5 years.
The table below helps to understand the implications that the business growth strategy has on the staffing process at the company. The positions highlighted on the table are the positions that CHERN has to focus on because they are the core drivers of the company’s performance and they make up more than 80% of the total workforce of the organization.
Table 1. Staffing Forecast for 5 year growth.
Positions Employees per store Employees needed to hire per year Employees needed to hire per month Employees hired at end of 5 years
Store Manager 1 15 1.25 75
Dept. Manager 8 120 10 600
Assistant Dept. Manager 8 120 10 600
Full time sales associates 100 1500 125 7500
Part time sale associates 25 375 31.25 1875
Because the strategic staffing process is a future-oriented process, it is valuable to identify both short term and long term goals that involve attracting, developing and retaining the right number of the best appropriate talent. Table 2 contains both short-term and long-term process goals and outcome goals for CHERN’s strategic staffing and provides a rationale of why this are important to help achieve the business strategy.
Table 2. Staffing Goals
Short-term
Process Goals Importance
1 .Hiring qualified applicants within the timeline goals of our growth projection.
The staffing process has to be able to meet the time goals for the hiring process as needed for the year growth strategy.
2. Attract a pool of applicants large enough to be able to select the amount of talent needed
The table below helps to understand the implications that the business growth strategy has on the staffing process at the company. The positions highlighted on the table are the positions that CHERN has to focus on because they are the core drivers of the company’s performance and they make up more than 80% of the total workforce of the organization.
Table 1. Staffing Forecast for 5 year growth.
Positions Employees per store Employees needed to hire per year Employees needed to hire per month Employees hired at end of 5 years
Store Manager 1 15 1.25 75
Dept. Manager 8 120 10 600
Assistant Dept. Manager 8 120 10 600
Full time sales associates 100 1500 125 7500
Part time sale associates 25 375 31.25 1875
Because the strategic staffing process is a future-oriented process, it is valuable to identify both short term and long term goals that involve attracting, developing and retaining the right number of the best appropriate talent. Table 2 contains both short-term and long-term process goals and outcome goals for CHERN’s strategic staffing and provides a rationale of why this are important to help achieve the business strategy.
Table 2. Staffing Goals
Short-term
Process Goals Importance
1 .Hiring qualified applicants within the timeline goals of our growth projection.
The staffing process has to be able to meet the time goals for the hiring process as needed for the year growth strategy.
2. Attract a pool of applicants large enough to be able to select the amount of talent needed