The Men’s Wearhouse: Success in a Declining Industry

When companies hire solely for the physical features of certain qualified and chosen people, they are attempting to assist their business. By doing so, companies do not look at the personality,

Training is an important facet of developing and managing human resources at any organization. Training should improve not only organizational efficiency and employee productivity but it must also improve employee skills and make employees feel valued. At Clapton Commercial Construction (“CCC”) Company’s Arizona location, it is important for the company to hire and retain good employees. To that end training and development should be essential and consistently provided to employees at all levels of the organization. Training program should be designed so that it is tailored to the particular function the employees perform in the company, and also so that the company as a whole works as a

For decades, J. Crew has been a staple of middle-class America’s wardrobe. The company targets upper-middle class customers, selling Ralph Lauren-like designs at a lower price point. However, in recent years, the company, in addition to numerous other middle-tier American retailers, has struggled to find it’s niche in an industry often focused on the extremes. J. Crew’s executive and marketing teams have implemented new strategies to regain market share.

“In order to develop required human resource competencies, organizational leaders need to align the selection, training, development, and removal of employees with the behavioral requirements of the desired change” (Spector, 2010, p. 102). Having a focus on training can be an important part of helping employees understand how their competitive environment is changing. Along with the importance of changing their behaviors.

Successfully introducing new products or services into the market is vital to the long-term growth of a company (Kotler and Keller, 2009). All Eyez on Me is a men clothing store that sells clothing for the hip hop nation. As a new business it is important to know what the business is all about and what it hopes to achieve in the next five years for it to become successful. The store offers a variety of name brand clothing such as Maurice Malone, Rocka Wear, Bushi, Karl Kani, Phat Farm, Pelle-Pelle, etc. The products are casual name brand clothing that men love and enjoy wearing. All Eyez on Me “will explain the importance of the business

The challenges that face the recruiting team is that they do not know their own future with the Permalco organization (Bernardin & Russell, 2013). Moreover, the team could be hiring their future replacements (Bernardin & Russell, 2013). Furthermore, the organization has current issues with male employees making sexist statements (Bernardin & Russell, 2013). Additionally, the organization has an issue with diversity along with the organization's location has an issue with diversity.. Thus, making the recruitment efforts labored and unsure.

“The industry of men’s tailored clothing is a declining industry according to mens warehouse CEO George Zimmer” he would not be surprised if in the next 10-15 year stores start to close because of the lack of customer. but even with this decline in customers mens warehouse continues to thrive unlike its competitors. founded in houston text in 1973 the mens warehouse has

Uniqlo is a retail industry which sells high quality casual wear at cheap and affordable prices under the company name of FAST RETAILING CO., LTD. It dominated the world with its presence and as of 2015 it has opened over 1’400 stores in 16 markets worldwide including big economy countries like China and The United States. Other than its flagship stores, they have delved into E-Commerce websites bringing in more profits. Due to the number of stores opened and popularity it has gained it has a big group of workforce of over 30,000 employees. (uniqlo.com, 2015)

At this time Doug Ewart holds the title of Chief Executive officer. “Mr. Douglas S. Ewert, also known as Doug, has been the Chief Executive Officer of Jos. A Bank Clothiers since June 18, 2014. Mr. Ewert has been the Chief Executive Officer and President of The Men 's Wearhouse, Inc., since June 15, 2011 and January 2008 respectively. He served as the Chief Operating Officer of The Men 's Wearhouse, Inc., from February 1, 2005 to June 15, 2011. He joined The Men 's Wearhouse, Inc., in 1995 and served as General Merchandise Manager from 1996 to 1999 and served as its Executive Vice President and General Merchandise Manager from March 2002 to December 1, 2005. He served as an Executive Vice President of K&G Mens Company Inc., from March 2001 to March 2002 and its Chief Operating Officer since March 2001. From 1999 to 2000, he served as Vice President of Merchandising and General Merchandise Manager for K&G Mens Company. Since April 2000, he served as Senior Vice President of Merchandising and Chief Operating Officer of K&G Men 's Company and its General Merchandise Manager from 1996 to 1999. Mr. Ewert has been a Director of The Men 's Wearhouse, Inc., since June 15, 2011; Jos. A Bank Clothiers Inc., since June 18, 2014 and Mwuk Holding Company Ltd. since August 2, 2010.” With all of the background changes within the company, Men’s

In our chapter 10 case analysis, we were asked to recommend Chern’s with ways to improve its internal promotion practices. One of the best methods I found from the chapter was the open door policy. This practice allows for employees who seek promotes to forgo classes to help in their professional development. Most companies have come to the realization that their people are their greatest assets, therefore I believe Chern’s should provide their employees with opportunities to develop and further progress through Chern’s as they become more knowledgeable.

The goal of selection programs are to capitalize on individual differences in order to select the applicants who possess the greatest amount of particular characteristics that have been assess to be the most important for job success (Cascio & Aquinis, 2011). This goal can be met by utilizing a classical approach to personnel selection. The classical approach to personnel selection starts with the job analysis. From the job analysis sensitive, relevant and reliable criteria are selected on a basis of importance to describe the job specifications that represent knowledge, skills, abilities and other characteristics (KSAOs) that potential applicants are desired to have for the job (Cascio & Aquinis, 2011).

Business leaders among a wide range of industries agree that an organization’s success is determined by attracting and retaining a quality workforce. However, many organization’s hire employees based on a certain set of skills the employees possess, or acquaintances they have within the organization. Many organizations fail to consider if the prospective employee fits the organizational culture. In the case of Two Tough Calls, the Program Manager, Susan, was faced with a managerial dilemma; retain or terminate two underachieving employees.

·     Training - Employees want to increase their skills, knowledge, and abilities to remain marketable. It gives them a sense of job security. In today's workplace, the more training employees get, the more likely the employer will retain them. "According to a 1999 Emerging Workforce Study conducted by Interim Services and Louis Harris and Associates: Among employees who say their company offers poor training, 41 percent plan to leave within a year, versus only 12 percent of those who rate training opportunities as excellent. (Business Week, March 1, 1999)"

Competence, not “who you know,” should be the basis for all decisions made in hiring, job assignments, and promotions in order to foster ability and merit as the primary characteristics of a bureaucratic organization.

The interviews and screening process must address management background. They must also demonstrate motivation to grow and learn on the job. Less attention show be paid to existing relationships for this new hiring strategy to work