case study 2: developing a learning strategy at wellread books

what would be the most appropriate mechanism through which to deliver these HRD interventions

aming and developmental What are the likely benefits of introducing the 'bite-size training programme delivere by site managers! What is on-the-job coaching? Why is Hansen interested in creating a coaching culturu within its management community? 5. What training evaluation methods are available to Hansen beyond the training through the initial reactions of employees to a training programme Case Study 2: Developing a Learning Strategy at Wellread Books Wellread Books is a high street retailer established in 1993 as a single bookshop but which has we own rapidly and is now present on many of the UK's high streets and in many shopping centres. Until 2005. Wellread served only the book market particularly specialising in chien's books - but following the appointment of a new chief executive, the company Increasingly diversified into a number of related areas such as music, DVDs and stationery These can have grown to represent a substantial part of each store Fishermer larger deal ones wow have callies where customers are encouraged to browse books before they and Tom Wetteral experienced strong growth and increasing nurket share in the book Huling machen Sines then, however, growth has bewed considerably, even when servesting a of 10 Sizes breaking learning into un casily fit or learn of free decrease in consumer spending during the recent economic downturn. More worryingly, its market share has begun to recede and Wellend is losing out to its high direct competitors, larger cilers who sell bestsellers at marked-down prices and online hockwellery. To understand the deeper reasons for this decline. Wellreal commissioned market research to explore consumers perceptions of the store and what shoppers wanted from a book retailer. The results were mixed The research found that Wellroad rated highly on the following criteria friendly stall and welcoming atmosphere. Moreover, the annual customer surveys show that customer service w me highly among regular shoppers at Wellread, many reporting that they know stall by name and often drop by for coffee and to browse the books. The market research and even that Wellrad was the worse than its competitors on stall knowledge (particularly in ile cas wf music and film, the range of titles held and speed of service of particular concem to the company is the fact that the high levels of footfullWellrad stones appear to note into Covely low sales volumes The company also recently conducted its first ever employee altitude survey which sted for employee opinion on a wide range of issues, including the company itself, their jobs why they chi took for Wellrealed what they felt they brought in the company. The survey show that core of workers in a store heen with Wellread for a number of years, albeit ongside quite substantial transient workforce. Thew long-term employees appeared to www.dable and passionate about books were committed and then highly qualified Mans e conceme beweet about developmental opportunities within the company Morale wall appeared to be high, although this was largely explained by an appunem ares and to their store manager One respondent commented Wellampayee just an employee of this particular store with the related where that the company socks to death is we permaline approach to my moment. Cumhy they u petom pre records are kept regarding appraisals Wellnead has always recognise that business success relies on good customer service and the focus of employee induction has been to instilin employees the importance of creating an accessible shopping environment which runs counter to the popular perception of hookshops as 'stully places and booksellers as wobby and condescending New employee induction is, however, typically briel and conducted by the store manager, often involving little more than a chat as they walk the shop. The only demarcational stay on the shopfloor is between cate and store workers, Store workers typically work wherever needed in response to demand. Following induction, training activity for customer service advisors is limited. All sl staff are trained in the use of the point of sale tochnology and given brief tutorial in the shelving system. Staff are trained and when necessary il new technology mroduced into the store for example, there is talk of introducing an Espresso hook machine into some shares which can create bound copies of out of print books to order) Calestallare given training in using the coffee machine and in basic health and safety Drawing on all the information guiltered in the review process. Wellroad has devisyen prowth strategy focused on increasing sales and efficiency, improving customer perception and awareness of the brand and ditlerentiating itself in the marketplace Questions How might learning and development activities centribute to Welland's business My What do you think sluuld be the objectives of learning www desc Where was you focus learning and development activity for conserve What type of behavious would you seek to develop among the wee groups to ble to the achievement of objectives? Wuld be the most appropriate change which we de