Understanding Human Resource Management of Reebok Australia

Question: How to Understanding Human Resource Management of Reebok Australia? Answer: Introduction: The following report is going to analyse the human resource management of Reebok Australia, a venture of Adidas, Australia. Being the brand of Adidas, Reebok products are one of the highest consumed ones in the world. Australia has been one of the strongest markets that have accepted the brand cordially and created a sensation for sports goods and wears. However, marketing management has highly been encouraged with the help of the working staff in the company who are highly responsible and competent in analysing marketing, production, sales, supply chain and administrative aspect of the company. Being a corporate giant, Reebok, Australia takes well care of the employees working in the company. The report seeks to find out the approach of the company towards human resource, the types of employees according to the firm model prescribed by Atkinson. Company Profile: Reebok Australia is the franchise of Reebok International Ltd., a business venture of Adidas. The company is involved in designing and selling footwear and apparel in the international market. Since Reebok is involved in the international business, it has opened different branches- both administrative and marketing in different countries in the world. The basic human resource management tagline for Reebok is together we win that is provided by the mother company Adidas. As per the statistical report, the company has more than seventeen hundred (1700) concept stores, more than nine hundred (900) factory outlets and more than 150 concession corners in the world. Therefore, the total number of the employees in the company including its factories, the outlets and other sectors is astonishingly high. Type of employees: According to Atkinson, flexibility of a firm has two different dimensions. These are flexibility in employment and flexibility in work. While discussing about the types of the employees in Reebok, the flexibility of employment is going t be analysed. Reebok international and Australia have different types of labours or employees. There are part-time working groups and shift working groups (Lengnick-Hall, Lengnick-Hall and Rigsbee 2013.). HR Department and Dedication: The HR department of the company is highly dedicated to the employees as the company believes that the employees are the actual strength to have established the company in present market. There are several departments of the company- the factory, the designing stores and the outlets as well as the brand factory stores. The stores where the company employs the staff in order to directly handle the customers have structured a working culture that is beyond the expectation. As the Reebok sells consumer product, the employees are ensured to prioritise the customers. Special training and working privileges are provided to the employees. There are monetary as well as reward based facilities to the employees in sales department. (Wolsey, Minten and Abrams 2011) Recruitment and Selection Issues in Australia: Barrett, R. and Mayson, S., 2007. Human resource management in growing small firms.Journal of Small Business and Enterprise Development,14(2), pp.307-320. Barrett and Mayson in their paper, Human resource Management in Growing Small Firms have focused on the issues pertaining to the selection and recruitment of staff in the small in Australian small business firms. According to the researchers, the growing small firms are not able to exhibit formalised Human resource Management practices during the selection procedure. During the survey of the growing small firms in the country, they have found that only 46.9 % of the total growing small business firms offer salary packaging to the employees thus loosing maximum number of potential employees. They have further found that only 23.5% of those business firms get outside or third party assistance in terms of recruiting the employees. Since the small business companies do not have mmuch experience in recrting the most potential talents, they have the option to outsource the recruitment process that they seldom do. This is why, the recruitment and selection procedure remains failure because of employee turnover. Once the employees get better opportunities, they shift their company. Staff retention needs to be ensured through offering them with incentives, good pay scale and job sharing opportunity. However, the small business companies in Australia are not found to be practicing so. In A Study of Human Resource Recruitment, Selection, and Retention Issues in the Hospitality and Tourism Industry in Macau , the authors Chan and Kouk (2011) assess the attitudes of the managers during the hiring process of the employees in Macau. The basic issue lies in this fact that still the resumes and the reviews of the applicants are used during the hiring process. The quite conventional hiring process has been obsolete in many countries because the employers believe in the realistic credentials of the employees that are judged during the interview session as well as the on the job training session. On the contrary, selection procedure in Macau is still based on the academic credentials of the employees. It does not allow the people with less marks yet good command and potential on the work they are going to be deployed at. The authors have also found that the huge rate of employee turnover in the companies is the payment and adjustment of salaries. Such practice affects the f orth coming interview sessions. On the other hand, lack of innovative employee recruitment technique also results in employee turnover or absenteeism in the interviews. The basic reason for employee retention is the pay roll of a particular company. Besides the payment, the employees judge whether the companies are providing them with lifetime benefits such as gratuity, superannuation schemes and insurance plans. Moreover, other factors attracting the employees for continuing the job is the adaptable working environment in the workplace. Workplace environment is a short term determinant for the employee retention. Motivational surroundings and suitable leadership quality is one of the employee retention factors. On top of that, following factors can also be noted: job sharing, reliance upon the employees, training and development programmes and so on. Performance Management Plan: Job Description: The following performance management plan seeks to manage the employees for the post of sales executive of Lion Beer, Australia. Job Profile: Junior Sales Executive Company: Lion Co. Australia- a brewery company from New Zealand doing equally important business in Australia. It is the largest brewery and beverage company in Australia and New Zealand. Since the company has hold on almost all retail shops, bars and pubs, the sales executives of the company are deployed to take adequate orders from the dealers and make good customer relation. Job Details: Managing and performing sales in different bars and outlets. Taking orders and convincing the bar outlets for newly launched products shall be the responsibilities of the sales executives. Performance Review Method: Performance review method constitutes performance appraisal. As per the sales count, repetition of order of a particular product and customer feedback, the performance shall be reviewed. Pros and Cons of the Chosen Method: Pros Cons Since the review method includes customer feedback, it will depict the effort an executive puts while taking the order or convincing for the extension of so. As there is no direct involvement of the companys vigilance, the transparency is questioned. Reference: Barrett, R. and Mayson, S., 2007. Human resource management in growing small firms.Journal of Small Business and Enterprise Development,14(2), pp.307-320. Chan, S.H. and Kuok, O.M., 2011. A study of human resources recruitment, selection, and retention issues in the hospitality and tourism industry in Macau.Journal of Human Resources in Hospitality Tourism,10(4), pp.421-441. Lengnick-Hall, M.L., Lengnick-Hall, C.A. and Rigsbee, C.M., 2013. Strategic human resource management and supply chain orientation.Human Resource Management Review,23(4), pp.366-377. Wolsey, C., Minten, S. and Abrams, J., 2011.Human resource management in the sport and leisure industry. Routledge.