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Recruitment & Retail Marketing.
Sub – Retail Management. Submitted To – Prof.Tasneem Khidir.
Submitted ByAmrendra Kumar Jaiswal Roll No– 22, MMS (III-sem) SIMS, Nerul.
The follow-up process may be referred to as part of the recruitment process: inveigling the selected candidate or candidates to take up the target job or function. a company would employ a head-hunter when the normal recruitment efforts have failed to provide a viable candidate for the job. using newspaper dedicated to job advertisement. through campus interviews. Employment agencies may also give computerized tests to assess an individual's "off-hand" knowledge of software packages or typing skills. utilizing large databases.g. Head-hunting is a frequently used name when referring to third party recruiters. etc. a great deal of care is legally mandated to ensure that all candidates are dealt with equitably. internet strategies. advanced sales techniques such as initially posing as clients to gather names of employees and their positions. This applies particularly in filling positions in the military or in expanding the human resource base of a cult. computer skills. undertaken by recruiters. Many companies go to great efforts to make it difficult for head-hunters to locate their employees. negotiate salary. Evidence for skills required for a job may be provided in the form of qualifications (educational or professional). Third party recruitment firms are usually distinguished by the method in which they bill a company. and can occur through several means: through newspapers.Recruitment & Retail Marketing Recruitment Recruitment refers to the process of finding possible candidates for a job or function. but there are significant differences. It may be undertaken by an employment agency or a member of staff at the business or organization looking for recruits. through professional publication. Sometimes candidates will be requested to provide a résumé (also known as a CV) or to complete an application form to provide this evidence. purchasing company directories or lists of candidates. networking. Suitability for a job is typically assessed by looking for skills. through a job center. in house recruiters will do their best to attract candidates for specific jobs while head-hunters will actively seek them out. such as the United States. and often cold calling. Outside recruitment agencies charge a placement fee when the candidate they recruited has accepted a job with the company that has agreed to pay the fee. communication skills. In some countries. e. personal visits to the candidates office and will purchase expensives lists of names and job titles. Fees of these agencies generally range from a straight contingency fee to a . using advertisements placed in windows. At a more basic level written tests may be given to assess numeracy and literacy. In general. They also prepare a candidate for the interview. and conduct closure to the search. In general. typing skills. Head-hunters are generally more aggressive than in-house recruiters and will use. experience in a job requiring the relevant skills or the testimony of references. A candidate may also be assessed on the basis of an interview. Advertising is commonly part of the recruiting process.
a trade magazine specializing in human resources outsourcing. tools. This provider serves to provide the necessary skills. HRO Today credited RPO provider Hyrian with "Bringing a new acronym (RPO) to the HRO dictionary" and "Reinforcing that RPO is a rising trend". While RPO was first coined as a term in the late 1990s. screening. technologies. and HotJobs resulted in greater attrition and heightened competition for talent.fully retained service which is similar to placing an attorney on retainer. HRO Today. In addition. contingency. the generation arriving to the labor force in the 1990s began bringing a shift in career pathing. contingency.000 positions requiring different skill-sets and expertise. This definition differs from occasional recruiting support often provided by many temporary. This combined with the arrival of Internet technologies and job boards.com. and executive search firms. All recruitment agencies are defined by the placement of a candidate to a particular job within a company. such as Monster. some multi-national companies may have over 1. they do not qualify as RPO as it does not involve the outsourcing of the recruiting process. credited Recruitment Enhancement Services as the Inventors of Recruitment Process Outsourcing (RPO). A true or total RPO solution involves the outsourcing of the entire recruiting function or process to an external service provider. and speed. Career Builder. RES began offering candidate sourcing. Staffing an in-house recruiting . service. Purpose / Benefits Often the goal of starting an RPO solution is to achieve improvement in four areas: quality. and executive search firms have provided a form of RPO for many decades. More recently. History While many temporary. several companies now claim to provide RPO services. Many companies lacked the internal expertise and resources to acquire the talent needed to remain competitive. in 2004. While these organizations do provide an invaluable service. RPO providers utilize their inherent economies of scale along with heightened levels of recruiting expertise that is expected within a company that does nothing but recruiting. and coordination services as early as 1983. Rapidly changing markets and industries now forced people to consider shifting employers when beneficial to them as opposed to staying with the same company over the course of their career. and activities to serve as their client's virtual "recruiting department". For example. Recruitment process outsourcing Recruitment Process Outsourcing (RPO) is a form of business process outsourcing (BPO) when an employer outsourcers or transfers all or part of the staffing process to an external service provider. the concept of an employer outsourcing the entire recruiting process wasn't truly realized until the mid-to-late 1990s when the dot-com boom resulted in significant talent shortages. cost.
not all employers are well-suited to RPO. Costs can be reduced because an RPO provider typically provides greater recruiting efficiencies with best practice processes and improved sourcing techniques. While the responsibility for results and success will often still reside with the employer's HR Vice President or Director of Staffing. may only receive negligible benefits from an RPO solution. if a company hires 10 recruiters to handle their peak requisition volumes. An RPO solution will not work under a broken or failing process. RPO solutions typically allow for greater fluctuation in volumes and do not require dedicated staff to support a department when volumes are low. If an organization has difficulty hiring quality hires due to an extremely negative perception of the employer. then the company will have to either lay-off recruiters during the slower periods or will be forced to compensate under-utilized recruiters. decreased quality of hire. thus saving the original client the cost of those resources. Hiring managers within an employer must be required to observe new procedural controls and process in order to achieve optimal delivery of RPO services. In addition. For example. and the established tools and networks needed to source for all types of positions. a company with a well observed hiring process and that is widely considered to be an employer-of-choice. an extensive database of candidate resumes. The employer must be willing to recognize that the RPO provider has success because of a proven business model and process. With RPO. may not fit with the personality or skill set of the executive and/or the culture of the employer . and higher costs. Such a company may not be well-suited for an RPO solution either as it would not bring a positive return on investment. an RPO provider will typically have a large staff of recruiters. However. Furthermore. Potential Consequences/Problems Outsourcing of any company process can be a challenging change management experience.population that possesses the sourcing skills needed to recruit for all those different skill-sets is extremely challenging. On the other hand. Failing to properly ascertain the impact of RPO will result in reduced hire success. This often amounts to a switch for the employer's executive from the role of player to coach. This adjustment. This will instead require improved branding and an adjustment of that image before RPO will begin to be successful. the responsibility for execution will reside with the RPO provider. the proper control or governance of a well run solution may be difficult for some employers to adjust to. while critical. an RPO program will not correct this. the external provider can often shift underutilized resources to other clients where volumes are higher. Finally.
Quickly increasing in importance are online shops. many shops offer counterservice items. downloading or virtual delivery. Shops may be on residential streets. Retailing Drawing of a self-service store. not buying) and browsing. Cheap versions of the latter are window shopping (just looking. or away from a fixed location and related subordinated services.] In commerce. Even though most retailing is done through self-service. The first is counter-service. controlled items like medicine and liquor.g. is self-service. once the only type of shop. a retailer buys goods or products in large quantities from manufacturers or importers. Marketers see retailing as part of their overall distribution strategy. and then sells individual items or small quantities to the general public or end user customers. or in a shopping center. or in shopping streets with little or no houses. usually in a shop. Sometimes a shopping street has a partial or full roof to protect customers from precipitation. two of which have buildings that the customer can visit to do business with. Retailing consists of the sale of goods/merchandise for personal or household consumption either from a fixed location such as a department store or kiosk. sometimes as a recreational activity. Shops and stores There are three major types of retailing. and small expensive items. . Shopping streets may or may not be for pedestrians only. also called store. Shopping is buying things. but now rare except for selected items (see below). either directly or through a wholesaler. where products and services can be ordered for physical delivery. and now more widely used method of retail. Retailers are at the end of the supply chain. the third type. The second. e.
In the mid-twentieth century in the United States there developed the mall. a customer may have to pay more if the seller determines that he or she is willing to. carelessness. In Chinese societies. it was called a department store. in France. these were multi-story buildings which pioneered the escalator. Many shops are part of a chain: a number of similar shops with the same name selling the same products in different locations. such as with telephone or electric power. Neither party has a clear advantage. This involves adding a markup amount (or percentage) to the retailers cost. A recent development is a very large shop called a superstore.95. This simply involves charging the amount suggested by the manufacturer and usually printed on the product by the manufacturer. In the nineteenth century. Local shops can be known as brick and mortar stores in the United States. In cities. e. In give-away shops goods can be taken for free. still in France. roofed over. Economists see this as determining how the transaction's total surplus will be divided into consumer and producer surplus. Retail pricing The pricing technique used by most retailers is cost-plus pricing. which were a street of several different shops. prices are generally either a round number or sometimes a lucky number.Shops used to deal with just one type of article. especially in the case of a nonprofit shop. retail prices are often so-called psychological prices or odd prices: a little less than a round number. arcades were invented. For example. The retailer may conclude this due to the customer's wealth. the notion of a large store of one ownership with many counters. The retailer charges higher prices to some customers and lower prices to others. . Alternatively. each dealing with a different kind of article was invented. whence the surplus vanishes for both. From this there soon developed. Another common technique is suggested retail pricing. This creates price points. midway between the arcade and the department store. Often prices are fixed and displayed on signs or labels. In Western countries. In other cases. $6. A mall consists of several two-storey department stores linked by arcades (many of whose shops are owned by the same firm under different names).g. Often the public can also sell goods to such shops. because the threat of no sale exists. lack of knowledge. Price discrimination can lead to a bargaining situation often called haggling — a negotiation about the price. the public donates goods to the shop to be sold (see also thrift store). Some shops sell second-hand goods. or there may be a franchising company that has franchising agreements with the shop owners (see also restaurant chain). The shops may be owned by one company. or eagerness to buy. there can be price discrimination for a variety of reasons. All the stores rent their space from the mall owner. The term retailer is also applied where a service provider services the needs of a large number of individuals.
managers are able to take quick and decisive action that results in a more responsive business and improved results. sales oriented culture throughout the organization • Introduce a methodology for setting standards. stores and areas within the business. Staff Roster A Staff Roster should empower your front-line Store Managers (or H/O personnel) to do weekly Staff Rosters within the framework of the company’s strict wage budgets. creating significant and sustainable increases in sales. KPI Measurement Methodology Retail performance measurements are broken down into 2 main categories: Roster and Performance. identifying under performance and coaching for success • Reinforce World Class Retail standards in operations. management and sales and service practices throughout the business • Bridge the gap between common sense and common practice • Create a World Class Retail environment where it easier for your people to succeed than to fail Retailers’ retail performance solutions include a dynamic blend of different consulting styles. . They provide customers with a proven methodology for driving retail success and the skills. Rostering within budgets is a retailer’s first opportunity to reduce operation expenditure – an expense within the control of the Store Manager.Retail performance Retail Performance is based on key principles adopted and tailored by retailers to gain competitive advantage and improve performance. tracking. highlighting areas of poor performance and recommending the specific actions required to improve performance. The retail performance system should provide relevant reports at all levels of the company. coaching and mentoring. The basic principles will: • Drive compliance with World Class Retail standards and practices • Instill a customer focused. Knowledge Driven Success Key to retail performance is the ability to measure actual versus planned individual sales and coach on undersupplied statistics. Companies are able to define Key performance indicators or KPI. training philosophies. knowledge and understanding to make it work. and measure the performance of individuals. set targets. measuring and reporting results. With the correct information.
the fiscal value of the individual’s and stores hourly sales. by setting them individual sales targets by shift within an overall weekly sales target framework and measuring and analyzing their performance according to five (5) key KPIs. Sales per Wages Spent – the fiscal contribution each salesperson makes.Retail Sales Management Reporting The Retail Sales Management Reporting component of any turnkey solution should make all individual Salespeople accountable for their time. With this information. Being able to identify and then focus on the undersupplied KPI yields the greatest and quickest increase in each Salesperson's performance. Managers can target individual Salesperson’s weaknesses as their system will guide them as to which KPI to focus on first. Which KPIs should be tracked? A retail performance system should track at least five (5) Store and Individual Staff KPIs: Sales per Hour . . Items Per Sale . Average Sale – the average fiscal value of each individual sale compared to the store average. or how much is spent on wages compared to how much they sold.the number of items sold by individual compared to the store average. Conversion Rate .the number of walk-ins that can be converted to sales.
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