Needs Assessment AGENDA o Training Needs Assessment Methods of Needs Assessment Industry and Company Overview Company Strategy Training and Development Conclusion o Men's Wearhouse- Introduction Video o o o o o Men’s Wearhouse and Needs Assessment Process Needs Assessment: What is it? o It Helps Determine Whether Training is Necessary o It Answers Crucial Questions During the Training Design Process o Is It Really Necessary? Training and development without needs assessment Three Steps of Needs Assessment Organizational Analysis Person Analysis Task Analysis Step 1: Organizational Analysis • Determines the Appropriateness of Training Given the Companies’ Business Strategy and Direction • Determining what obstacles to transfer of training might exist in the organizational environment Organization Analysis Is Training is Aligned With Your Business’ Strategy? o How Might Training Affect our Employees’ Relationship with our Customers? o How Does this Program Align With the Strategic Needs of the Business? Is There Support From Managers and Peers for Training Activities? o What Do We Need From Managers and Peers for This Training to Succeed? o Will Employees Perceive the Training as an Opportunity Or A Waste of Time? Step 2: Person Analysis • Helps to Determine Who Needs Training • Determines Employees Readiness for Training • Identifies what the specific training content should be Person Analysis General Basic Skills Cognitive Ability Reading Level Self-Efficacy Motivation to Learn Need for Feedback Awareness of training needs Career interests & goals Specific Existing knowledge about topic Existing skill level (technical, physical) Current attitudes or beliefs Current abilities (conceptual, analytical) Needs Assessment Step 3: Task Analysis o The Jobs to be analyzed o The tasks that make up those jobs o The Knowledge, Skills, Abilities and Other factors that are required to successfully perform those tasks Upper Level Managers Job Incumbents Middle Managers Trainers WHO SHOULD PARTICIPATE IN NEEDS ASSESSMENT Key Concerns - Needs Assessment It is important to get a sample of job incumbents involved in the needs assessment because: ◦ they tend to be most knowledgeable about the job. ◦ they can be a great hindrance to the training process if they do not feel they have had input in the process. Job Incumbents What Happens If Need Assessment is not done? BREAK OUT GROUPS Job Incumbents Mid Level mgrs Upper Level mgrs Trainers Organizational Task Person In the case of Men’s Wearhouse, in each of the sections of the needs assessment, what would you want to know from members of each group? Methods of Needs Assessment Subject Matter Experts Subject Matter Experts (SME’s): employees, academics, managers, technical experts, trainers and even customers or suppliers who are knowledgeable The people you get the data from! Methods Observation Online Technology (Performance Tracking) Questionnaire Documentation Interviews Focus Groups Break Out Groups • What methods of data collection would you recommend for a Needs Assessment of Men’s Warehouse? • What are the advantages of each method? • Are there any disadvantages of each method to be considered? Industry and Company Overview Industry Overview Declining Industry plagued with financial troubles o STORES o Today’s Man o Barney’s o C&R o Anderson Little o Gentry’s o NBO o Hastings o Kuppenheimer’s o Brooks Brothers o BFO o Financial Troubles Baskins Co. files chapter 11 o Today’s Man reports share loss and delays new store openings o Brooks Brothers reports $4 million loss o Edison brothers closes 500 stores and files chapter 11 o Hastings's files chapter 11 o BFO closes 5 stores o NBO files for bankruptcy protection o CML group announces the sale of 114 stores o Company Overview o George Zimmer founded Men's Warehouse in 1973 in Houston, TX USA. o Early 1980’s First store & HQ in San Francisco Bay Area, USA. o In 1991 Men’s Warehouse opened 85 Stores and went public o At the end of 1995, 278 stores in 71 cities in 28 US states o 1996 increased to 345 stores, while competitors were on the decline o Small stores, not located in malls o Company Goals o Increase Volume o Minimize shrink o Provide outstanding customer service o Provide a high- quality work environment Men’s Wearhouse Strategy 'Men Buy, Women Shop': The Sexes Have Different Priorities When Walking Down the Aisles o o o o o o Women are gatherers. Men are hunters. “We’ re going to the store and we buy it and we leave because we want to do something else” For men, "difficulty in finding parking close to the store's entrance" was ranked as number one concern For men, an associate's interest in helping them find an item is most important, followed by the sales associate's effort in getting them through checkout quickly Men were most miffed by employees who were "lazy, i.e., would not check for additional stock or take you to the item you were looking for.“ Men and women shoppers Company Strategy o o o o Servant Leadership Training- Mentorship and “ Touch” Emphasis on Store Operations Employees come first Employees come first 1 Employees 5 2 Shareholders Customers Stakeholder Groups 4 3 Communities Vendors Each group assigned one section of a needs analysis (organization, person, task). Gather information from the Men’s Wearhouse case that is pertinent to an organizational, person, or task analysis which would inform whether training is needed and if so, what training, for sales associates. What, if any, kind of training does the needs analysis suggest MW should do? BREAK OUT GROUPS Training and Development at Men’s Wearhouse George Zimmer talks about Training @ MWVideo Training and Development o o Training at MW was “Cultural Transmission” In 1997, MW spent $2million on, 1.6 % of MW payroll. o Training done by line managers and senior executives. Managers for sales training and renewing and maintaining company culture. o Meetings all around the year included spiritual renewal, parties, FUN a. Multi-Unit Manager meeting b. Suits University and Sales Associate University c. Suits High d. Managers Meeting Cascading down the Hierarchy Senior Managers Store Managers Win-Win-Win Situation Customers Achieving Company Goals Consultants Men’s Warehouse Reflect back on the results of the needs assessment and what kind of training it suggested MW should engage in. How do the training needs suggested by the needs assessment compare to what MW is actually doing for training? Do you recommend any changes? If so, what? Report out BREAK OUT GROUPS Men’s Wearhouse Today and Conclusion Men’s Wearhouse Today o Large expansion o Employees o 688 U.S o 11,500 Full Time o 117 Canada o 4,700 Part Time o 489 Tuxedo Rental stores in U.S. Competitors o o o o Traditional department stores off-price retailers E-Commerce Jos. A. Bank o Announced entrance into the Tux rental business. Changing Environment o o o Younger Market o Tuxedo Rentals o 2009’s 3rd quarter - 21% of total sales o 3 million tux/year Introduction of suit separates, denim and sportswear. Trends toward Business casual o sport coats and slacks o employee training Financial Standing Year Total Revenue(millions) 2009 2008 2007 2006 1,972.42 2,112.56 1,882.06 1,724.90 Recognition o o o o Ranked 68 on Fortune’s Magazine top 100 best companies to work for in 2009. Surveyed random employees o Job satisfaction o Employer credibility o Camaraderie Institute's Culture Audit Maintain holiday parties even though spending was curb to keep employee moral high. Conclusion o Invest in our employee Adapt to the changing environment Focus on long term growth Maintain a culture that promotes teamwork o Men's Wearhouse- New Markets Video o o o