Great Hair is a hair specialty store which focuses on providing extensive selections of hair extensions, wigs, and hair products for their customers located in Victoria, BC. They have two locations –...

Great Hair is a hair specialty store which focuses on providing extensive selections of hair extensions, wigs, and hair products for their customers located in Victoria, BC. They have two locations – one in Langford and one in Victoria. Both locations are in malls and are accessible by bus and car. The store has been operating for five years and both locations are profitable, but each has some human resources issues that need addressing. Each location has ten (9) staff consisting of a store manager, two shift supervisors, two full-time customer service reps, and four part-time customer service representatives. All customer services representatives make $16/hr and there is no budget for increasing wages. The store hours at both locations are 10am - 5pm seven days per week. The Victoria store manager, Sue, has phoned you, as their HR Advisor, to provide guidance on a number of issues: 1) Today, an employee was injured at work when she slipped and fell on a wet patch in the store after another employee had mopped the floor. This is her first accident at work. 2) They are consistently running short staffed as their turnover is very high. A new clothing store opened in the mall - offering their employees 50% discounts on clothing and $16.50 per hour. The employee referral program that Sue implemented is no longer bringing in new referrals as she has hired the friends of all of her employees. Her advertising consists of a sign out on the door and a posting on Used Victoria. 3) The employees are all friends as they were hired through the employee referral program. This provides for a great atmosphere at work but the staff continue to do what they have always done - no fresh ideas have come into the store. 4) The last referral was hired three weeks ago and was trained by their friend on the job. There are numerous errors with inputting sales, applying discounts, and with issuing refunds. She doesn't understand why so many errors are being made as she trained the supervisor and each person after that has been trained by a colleague who also should have known the process. Their orientation is done through job shadowing on their first shift. Additionally, no employee has received a bonus for reaching their sales goals because no-one has met their goals. 5)Full-time employees are resentful that they make the same wage as part-time employees because part-time employees did not have to perform cash-in/cash-out duties or open/close functions. She has lost both shift supervisors to the new store as they pay their supervisors $17.50 per hour while she is only paying $17. 6) Product is going missing. She noticed that items go missing on Tuesdays, and she has the same two employees working every Tuesday. She believes it is Matthew who is stealing product and would like to fire him with cause. 7) Sue has phoned the other Store Manager, Rebecca, to see if she is having any of the same issues. Rebecca is also having issues with errors but not with retention/turnover. Her sales are down and she actually has too many staff for the sales she currently has so might be looking at layoffs. 1. Job Analysis issues and Advice Manager's role HR's Role 2. Planning Recruitment and selection issue and advice Manager role HR's role 3. Diversity Ethical legal issues and advice Manager role HR's role 4. Orientation Training and development & advice Manager role HR's role 5. Performance and management issue and advice Manager role HR's role 6. Rewards and recognitions issue and advice Manager role HR's role