HR Corner Focus on mutual growth in caring culture by Charles Mak High-end retailer's structured human-resources approach increases competitiveness while developing staff In a highly competitive knowledge-based business environment, acquiring and retaining intangible assets such as knowledge and experience are essential to employers — even more so when success lies at the very core of high-level customer service. As a result, people-orientated companies such as Fairton International Group Limited are constantly looking to upgrade their human-resources infrastructure. A leading high-end leather goods and fashion retailer, Fairton employs more than 2,200 staff in its 220-plus boutiques across Hong Kong, mainland China and Taiwan, carrying world-renowned brands including Bally, MaxMara, MAX & Co., Marina Rinaldi, Sportmax, iBLUES, PennyBlack, Marella, Kookai, Jean Paul Gaultier and Lloyd. To cope with further expansion and increase its competitiveness as an employer, the group adopts a structured approach in its human-resources management. To streamline operations and optimise effectiveness, recruitment exercises may, for instance, include simultaneous hiring for several brands. Single-brand recruitment is, however, necessary when a particular label opens a new store requiring a large number of extra staff. However, each of Fairton's brands has its own identity, character and specific market segment and the group carefully handpicks potential recruits with the required experience, expertise, attribute and personal image to fill vacancies. To ensure that sales staff members are cut out for their brands and positions, a filtering system has been put in place to identify the right calibre employees and assess personality traits. "Our human resources team also maintains a close relationship with our business partners and is experienced in meeting each brand's specific recruitment needs," says Angus Wai, general manager, human resources, Fairton International Group Limited. "Staff opinions are welcome and appreciated" Dual development Given Fairton's 52-year history, cross-regional business network and strong brand portfolio, focused training in core areas such as customer service and sales techniques, and advanced skills like complaint handling, have always been the company's focal points. Tailor-made retail-specific language training in Mandarin and English was also initiated a year ago. The group's focus on mutual growth for both company and staff is ever increasing, and peripheral training touching on softer skills such as service culture, standards and techniques is underway. "To meet the growing need to build staff capability and consolidate individuals' strengths in order to enhance service levels as well as career prospects, we have adopted a continuous learning concept, which has recently been developed into a three-year training and career plan based on job-family," Mr Wai explains. Under the plan, staff on all levels are placed in a comprehensive training model with emphasis on soft-skills training and, subsequently, management-skills training such as teambuilding, supervisory methodologies and coaching techniques. In the retail business, where a high staff turnover is the norm, training has to be deliverable and quantifiable, he notes. "We measure service standards via several mechanisms and tools, including customer surveys and mystery shoppers." Supervisors assess staff's skills on a regular basis, and the group is set to nominate outstanding employees to take part in open customer-service competitions. Nurturing performance Already known for fostering a caring culture and employee-friendly work environment, Fairton is looking to go the extra mile. "We've just conducted our annual policy review and decided that it's high time we upgraded our staff benefits, including medical contributions and paid leave," Mr Wai says. The aim is to better structure the group's incentive schemes for staff and to further cultivate an employee-centred culture. Following an existing framework, the group now offers its sales staff a basic salary plus above-the-market revenue-linked commissions and bonuses. "A review was conducted about a year ago, but now we aim to further differentiate performance by restructuring our reward schemes. We want to be able to identify high-performers while encouraging staff to outperform," he says, stressing that the decision is a multi-factor one based on market trends and feedback collected from employees and the management. "We are famous for taking the employee's perspective. Staff opinions are welcome and appreciated," Mr Wai points out. Management listens to shop managers and keeps a close contact with frontline staff to better understand and meet their needs. "This year we started a range of employee-centric initiatives on a project basis, including face-to-face interviews with staff over a drink, breakfast or other meals," he adds. In such a relaxing atmosphere, staff can feel at ease when commenting on the group's policies and talking about their jobs. Feedback is passed on to top management, division heads and HR for future enhancement on human resources management. "We hope to do more to cater for the needs of specific functions within the group," he concludes. Salient points Recruits with the required experience, expertise, attributes and personal image are handpicked to fill vacancies Filtering system identifies right calibre and assesses personality traits HR team maintains close relationships with business partners to best meet individual brands' specific recruitment needs Taken from Career Times 22 June 2007, p. B16 Your comments are welcome at [email protected]