HR Corner Opportunities in store for potential leaders by Alex Lai Management academy generates outstanding values As competition within the FMCG (fast moving consumer goods) industry mounts, the ability to grow high quality personnel has become a key success factor for players within the sector. Winnie Chow, general manager, human resources, PARKnSHOP says, "We need to constantly design training and development strategies to ensure our intellectual capital keeps abreast of fast-paced business developments." In particular, PARKnSHOP recently launched a six-month store manager academy programme to enhance the competencies of 10 of the company's store managers. To ensure that participants of the programme are the cream of the crop, the selection process followed rigorous criteria and it began as supervisors from different stores nominated outstanding staff to attend a panel interview for their performance review and discuss their future plans with the company. A systematic personality assessment followed before final decisions were reached. Structured learning The programme comprises seven modules. "Major topics and theories are covered by our senior representatives who have the relevant expertise," Ms Chow says. Participants can explore the industry thoroughly by observing different departmental characteristics and peculiarities such as the relationship between suppliers and stores through to the logistics behind a road show or promotion. "When deployed in their assigned training stores, managers are encouraged to fine tune certain management skills, product knowledge and solve human resource issues with the aid of an established employee from that training store. In this sense managers are working under the guidance of an informed mentor," she continues. Having someone to admire, trust and impress often encourages the vocalisation of brilliant ideas for a store's improvement. Eric Cheung, a store manager assigned to the Gage Street store in Central, agrees the transition provided him with a multi-angled perspective at the management level. "Unlike other PARKnSHOP stores or superstores, the Gage Street store is relatively small with only 2,800 square feet of retail space," Mr Cheung explains, "However, when I noticed the market outside our store had a wider range of fresh vegetables selling at higher prices, I proposed an expansion of our refrigerators from four to eight feet." Consequently, the store witnessed a 10 per cent increase in sales and customer visits. This experience was proof of Mr Cheung's growing understanding of customer needs and spending patterns. "We have also attracted more expatriate customers for our organic products," he adds. Executive skills Henry Li, a fresh food manager who joined the company three years ago, feels delighted with the results of the implementation of his marketing ideas throughout the programme. "Customer feedback is vital for a supermarket's operation. Traditionally managers simply studied sales receipts in an attempt to understand consumer spending. This one-way communication no longer suffices and supermarkets must act proactively and interactively with customers to retain business." For the 10 assigned stores a survey is currently being conducted, encouraging interactive communication between customers and management. "It only takes five minutes to complete," Mr Li explains, adding that even though the sample size and scope of analysis for the surveys may vary, the generated figures allow behavioural and geographical comparisons to be made between stores. A more established employee Aaron Fok, currently a store manager at PARKnSHOP, shares his experience and passion for the programme. "I have been with the company for more than 20 years. The store manager academy was a channel for me to realise the significance of breaking out of my comfort zone, while further polishing my skills and insight into the company's overall operational structure." Ms Chow stresses that PARKnSHOP staff value prospects. "People are the company's greatest asset," she says, "Therefore we are more than willing to invest in those passionate about the retail business, inviting them to attend public seminars and suggest modifications to the training programmes." Tony Wong, another store manager has experienced many positive changes. "I was encouraged to be more active and prepared when taking up new assignments, rather than receiving instructions from my supervisors," he says. With the success of the first store manager academy, Ms Chow is already looking forward to the second batch. "We are hoping to team up 20 store managers for next year's programme," she concludes. "Grooming future talent remains important for us." Salient points Six-month store manager academy programme enhances competencies Rigorous selection criteria ensures quality of participants Participants encouraged to fine tune management skills, product knowledge and solve human resource issues Taken from Career Times 26 October 2007, p. A20 Your comments are welcome at [email protected]