MGT312 Advanced Human Resource Management

MGT312 Advanced Human Resource Management, Level 7, Credits 15, Version 2
© Southern Institute of Technology 2018
MGT312 ASSIGNMENT 2

Activity Title:Assignment 2: Case Study: Employee Engagement at Briscoes
Paper Number and
Title:
MGT312 Advanced Human Resource Management
Level 7, 15 credits, Version 2
Assessed Learning
Outcomes:
L.O.1 Evaluate the factors that affect employee engagement. Research
the link between employee engagement and organisational results and
discuss the implications for the HR function.
L.O.3 Evaluate demographic trends in New Zealand’s workforce and the
implications for organisations and the Human Resource function.
L.O.4 Evaluate current approaches to employee professional
development and assess how they support an organization in meeting its
strategic objectives.
Conditions:This is a compulsory assignment. It must be submitted and makes up 30%
of your final result for this paper.
The completed assignment is to be submitted to your facilitator via
Blackboard by the due date.

MGT312 Advanced Human Resource Management, Level 7, Credits 15, Version 2
© Southern Institute of Technology 2018
ACTIVITY INSTRUCTIONS
Word count: 2,500 words (+/- 10%) excluding your referencing.
You should present your assignment in the form of a management report, (you do not need to include
an executive summary) but you should divide your report into clear sections.
Reference correctly in-text and include a full reference section.
Well-reasoned conclusions are presented.
Punctuation and grammar are correct.
Case Study
Downloaded from http://www.eeotrust.org.nz/
February 2011
Converting ambivalence to engagement
Briscoe Group’s commitment to training is showing its young staff that retail offers a long-term
career option for those who want it.
Retail employs some 200,000 people in New Zealand, but is still often seen as a nursery industry, with
its predominantly young employees tending to see the sector as a stop-gap. Statistics show that some
80 per cent of the population has had a job in retail by the time they reach 25; retaining employees can
be a challenge.
But Briscoe Group, which employs 1800 people in Rebel Sport, Briscoes Homewares, and Living and
Giving, is bucking the trend as it prepares its workforce for the future.
Since introducing on-the-job national qualifications, says National People and Performance Manager
Rohan Bignell, the group has seen turnover drop dramatically, sales rise and recruitment campaigns
attract quality applicants. Briscoe Group is supportive of the philosophy that “you can’t afford not to train
– it’s better to have trained staff who leave than untrained staff who stay”.
More than half of Briscoe Group employees are under 25. The company has always offered industry
training qualifications through the Retail Institute, and in 2008 the two organisations developed a
customised on-the-job, nationally-recognised training programme called the Customer Service Award
(CSA).
Through the programme staff can earn 22 New Zealand Qualifications Authority unit standards in areas
such as customer service, communication and relevant legislation. These can later be cross-credited
to a National Certificate in Retail level two. “The aim is to see improved customer service, satisfied
customers and in particular turn our shoppers into buyers,” says Leroy Sisnett, National Training
Supervisor.
MGT312 Advanced Human Resource Management, Level 7, Credits 15, Version 2
© Southern Institute of Technology 2018
The pilot took place in seven Rebel Sport stores from August 2008; employees worked through the
content at their own pace over six to eight weeks. Store managers supported the training through giving
time off for study, coaching staff and verifying the completed workbooks once standards were met.
The training was a success, leading to its roll-out to all sales staff. “The CSA has become the beginning
point in our company’s stepped approach to training,” says Leroy.
Implementing the CSA also helped identify where some sales staff needed support with literacy and
numeracy. Among them was Thomas, a senior sales assistant with 10 years’ service. While he had
great institutional knowledge, at times he struggled to communicate effectively.
Thomas was open about his learning difficulties and keen to take advantage of the support available.
He received two one-hour sessions a week for 20 weeks to improve communication with staff,
managerial skills, and literacy skills, especially written and verbal instructions. His manager has noted
real improvements, especially in his confidence when dealing with staff.
So far, 209 employees have gained their CSA and, by August 2011, all full-time employees should have
completed the qualification. By 2012, all part-time employees will be engaged in training or have
completed it.
Leroy says that the CSA has boosted employees’ confidence, especially those who found their school
years difficult, and employees now approach managers about other training opportunities.
“Employees are now seeing retail as an industry where they really do need specific skills to be more
successful,” says Leroy, “and becoming qualified helps establish the retail industry as a genuine career
option.”
According to Stephanie Clark, Key Account Manager at the Retail Institute, “Briscoe Group staff
members are now, on average, more qualified than the industry average and have amazingly higher
engagement levels when compared with industry.”
Turnover among permanent store staff has dropped from 45 per cent in 2006 to 39 per cent in 2009.
The savings made through retaining staff are substantial, says Rohan, given that it costs around $4000
to recruit and train a competent employee.
Leroy adds: “Our management teams also report increased productivity from employees and customer
satisfaction is higher than ever before, with the number of complaints reduced,. “Team morale is up,
our people are becoming more engaged and the interaction is great, with senior, long-serving staff
mentoring and coaching new and younger employees.”
Briscoe Group still has a challenge to continually improve employee engagement, so has revamped its
induction tools to provide clear performance expectations and outline stepped learning and
development opportunities.
It has recently developed an amusing induction DVD which features shop-floor staff talking about
company culture, what’s expected, and the support and training available. The goal, says Leroy, is to
turn ambivalent employees into engaged employees.
MGT312 Advanced Human Resource Management, Level 7, Credits 15, Version 2
© Southern Institute of Technology 2018
Your tasks are to:
1. Conduct some research into the generation known as ‘Generation Y’. Discuss any demographic
and attitudinal differences with previous generations and evaluate the likely implications for
HRM. (750 words)
2. Critically evaluate Briscoe’s engagement strategy as outlined in the case study. Include in your
evaluation:
a) What do you believe are the key success factors in their strategy and why?
b) What alternative strategies do you believe Briscoe’s could implement to improve employee
engagement in their younger workforce? These may be related to professional
development or you may also focus on driving engagement through other HRM
mechanisms such as reward etc. Discuss and provide reasons for your answer.
c) How well do you think Briscoes measures and evaluates its engagement results? Say why.
(750 words)
MGT312 Advanced Human Resource Management, Level 7, Credits 15, Version 2
© Southern Institute of Technology 2018
Marking Schedule

CriteriaE (0-39)D (40-49)C (50-64)B (65-79)A (80-100)
Research and
critical
evaluation
Weighting
40%
Research
cites few / no
sources.
Irrelevant /
obsolete data
used. No
critical
evaluation
Limited
research and
/ or critical
evaluation.
At least 3
relevant and
appropriate
sources used.
Basic attempt
made to
establish
implications for
HRM, although
arguments
may lack
depth or some
credibility.
4-5 relevant and
appropriate
sources used.
Good attempt to
establish
implications for
HRM with few
‘holes’.
Wide range of
relevant and
appropriate
sources used.
Thoughtful
discussion of
implications for
HRM.
Key drivers of
employment
Weighting
25%
No
understanding
of theory of
employee
engagement.
Little or no
evaluation.
Limited
understandin
g of
employee
engagement.
Evaluation
lacks any
depth.
Some
appropriate
content; may
struggle to link
theory to
practice.
Theory and
practice of
engagement
linked. Some
additional
recommendatio
ns made – some
may lack
credibility
Theory and
practice of
engagement well
linked. Student is
able to go beyond
current situation
and provide
useful further
recommendations
.
HRM and
professional
development
approaches
Weighting
25%
Unable to
articulate how
professional
development
or other HRM
techniques
drive
employee
engagement.
Limited
discussion of
broader HRM
impacts on
engagement.
Some
discussion and
justification for
ideas even if
there are
some flaws in
arguments.
Solid discussion
and justification
for ideas. Few
flaws.
Polished, well
argued and
justified process.
Writing
Weighting 5%
No
consideration
for
presentation.
Little evidence
of clear
writing or
structure, very
difficult to
follow.
Acceptable
presentation.
Some
evidence of
clear or
structured
writing.
Argument
weak or
unconvincing
.
Tidy
presentation.
Mostly clear
writing that
shows
acceptable
organisation
and structure.
Argument is
generally
clear.
Good
presentation.
Clear writing
mainly to the
point. Mostly
well organised
and structured
writing.
Most arguments
are sound and
convincing.
Polished
presentation.
Clear, concise
and well
structured writing
throughout.
All arguments are
sound and
convincing
Excellent spelling
and grammar,

MGT312 Advanced Human Resource Management, Level 7, Credits 15, Version 2
© Southern Institute of Technology 2018

Argument
very unsound
or weak.
Numerous
spelling
and/or
grammatical
errors that
have a
significant
impact on
readability.
Some
grammatical
and/or
spelling
errors that
impact
noticeably on
readability.
Few issues
around
grammar
and/or
spelling, some
of which have
a minor impact
on readability.
Good spelling
and grammar
with only minor
oversights that
do not impact on
readability.
correct in all
aspects.
In-text citations
and Reference
list APA
formatted
Weighting 5%
More than 5
errors.
4-5 errors.2-3 errors.1 error.No errors.

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