Strategic HR management creates value at Target

Citation

Ramlall, S.J. (2006), "Strategic HR management creates value at Target", Human Resource Management International Digest, Vol. 14 No. 6. https://doi.org/10.1108/hrmid.2006.04414fad.010

Strategic HR management creates value at Target

Strategic HR management creates value at Target

Ramlall S.J.Journal of Organizational Excellence, Spring 2006, Vol. 25 No. 2, Start page: 57, No. of pages: 6

Purpose – To examine the way that Target Corporation has applied its competitive strategy in its human resources strategies and programs. Design/methodology/approach – Notes the highly competitive nature of discount retailing and describes Target’s competitive strategy. Observes that the company has built up a high-performing, stable workforce and attributes this success to the translation of its competitive strategy into four core HR areas. Lists these as organizational culture, staffing, employee development and employee retention. States that the formal mission of Target’s HR organization is to “drive company performance by creating a fast, fun, and friendly team committed to excellence”. Discuses the way this is put into practice in each of the four key areas, focusing on the way the recruitment process reflects Target’s culture and values, the emphasis placed on modeling and teaching behaviors that will lead to higher and individual system performance and the way employee retention is linked to the other core strategies. Points out that the company’s operating philosophy is that the employees are the keepers of the brand and the means by which it creates value for stakeholders. Concludes that Target’s approach to strategic human resource management appears to be highly successful. Originality/value – Shows how value can be created by treating the human resource function as a strategic partner.ISSN: 1531-1864Reference: 35AJ031

Keywords: Brand identity, Culture techniques, Discount stores, Human resource management, Retailing