Dixons Hrm Brief

homophile Resource Management Functional Brief Dixons Groups close to reorientate the duty around serving the guest has had far make implications for Human Resource Management (HRM). The emphasis on first-class customer service is intended to tending Dixons differentiate itself from its online competitors. The decision to stress personal, face to face interactions is clearly something that online competitors will be unable to replicate and if this can be turned into a source of competitive advantage for the company wherefore it represents a sound strategic move.The scheme does, however, hinge on Dixons beingness able to deliver this beautiful customer service. The very face-to-face genius of service delivery means that it can only be provided by dint of the employees of Dixons group which, in turn, means that human resource management is pivotal. This bring up in emphasis is best illustrated by the two delivery drivers in the video of the customer plan who comment that when delivering goods we shouldnt just be saying sign here and then running off. We should give them the customer that sustain. http//www. dixonsretail. com/dixons/templates/modules/video. jsp) Aligning HRM strategy with this shift in business strategy has abundant implications for Dixons employees. With employee turnover at 15% a low level for a retail organisation the majority of employees affected by the change set ab unwrap spent time working under the previous system. This means that a significant amount of retraining is necessary to ensure that employees both have a go at it and are able to implement the new strategy.At the heart of the new strategy is the idea of solving problems for the customer. As Group Chief Executive, Sebastian James points out When customers come in and say they want a television what they in reality mean is that they want to do something they want to watch the game, entertain the kids rearing Dixons staff to help solve the customers problems involves ensuring that they not merely have excellent product knowledge but also the know how to provide auxiliary services around the product.Dixons achieves this through a mixture of techniques, for example workshops and e-learning. Techniques to help the employees remember the key features of particular products are also employed. Through a clear, customer orientated approach, Dixons hopes to be able to help solve their customers problems, earlier than simply sell them a box. This training has cost Dixons a swell deal of money, with all staff having been through at least deuce-ace cycles of retraining.These efforts, however, appear to be bearing fruit with significantly improved customer advocacy measures. The percentage of customers who are very likely to recommend Dixons has come up from 43% to 73% since 2010 (Dixons Annual Report and Accounts 2011/12, p. 9). The Dixons case illustrates how the alignment of business strategy with people strategy is important in achieving o rganisational objectives. The customer metrics appear to be improving and it will be interesting to empathize how this impacts on the financial performance of the business.