Developing Employees As Organisational Assets
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Developing Employees as Organisational Assets INTRODUCTION The Kingfisher Recruitment • The Person Specification How KMDS is evolving commercial and afterwards in key functions The Group requires from prospec- Kingfisher plc is one of Europe’s leading retailers based Management Development Scheme Investing in a trainee over ten years tive KMDS trainees: The KMDS was launched in 1995 and • a post-graduate certificate in man- around three main sectors - DIY, electrical and general involves significant cost as well as today has 172 individuals on the scheme agement studies from Templeton • excellent interpersonal skills merchandise. The company employs over 130,000 people in invest- risk. The risk includes choosing the working across the Group. All individu- College, Oxford The KMDS represents a key • enthusiasm and drive to become ment by the organisation in its human wrong type of person and equally als following the KMDS route joined in • a ‘skills tool-box’ consisting of 2,900 stores across 15 countries and has some of the best senior managers within 7-10 years assets. The scheme takes high-poten- importantly losing the person to anoth- their early 20s. Recently Kingfisher has day-release training to develop per- known retail brands in Europe, including B&Q, Castorama, • innovative approach to challenges tial graduates who want to make a er organisation during the training recognised that there are benefits in sonal skills Comet, Darty, BUT, Woolworths and Superdrug among opening up the process to existing high- career in retail, and provides them with process. For this reason, Kingfisher • the ability to analyse and make • a ‘buddy’ who is already on the others. This case study focuses on Kingfisher’s belief that potential young managers across the a range of experiences and training places a great emphasis both on where clear and effective judgements scheme to provide help and guidance. Group. This will bring a new set of indi- employees are assets requiring growth and development. designed to support their development it recruits and on the person specifica- based on data and other forms of viduals to the fast-track process, and Years 3 – 5 Through the KMDS – Kingfisher Management Development to become senior managers within tion used to select the right people. information motivate existing ambitious employees. • the opportunity of working in seven to ten years of joining the Group. • an interest in retail, either at a gen- Scheme – the company aims to produce managers with a • Graduate recruitment It has been decided that internal recruits another operating company, The main objectives are: eral or specific level (e.g. finance, sense of loyalty and pride in the organisation as a whole, as will join the process at the equivalent perhaps overseas • to support Kingfisher’s intention to Graduate recruitment involves mar- supply chain etc.) well as the flexibility to adapt to differing business cultures. stage of year 3 to 5. • developing the trainee’s specialist fill 80% of senior management posts keting the KMDS through visits, • a ‘team player’ who can adapt to Whilst the KMDS has been designed to recruit external grad- expertise with internal candidates by 2005 presentations and careers fairs both different business cultures quickly uates to the Group, it is now being adapted to recruit the best in the UK and Europe. Candidates’ How KMDS has evolved • continual training through work- • to develop a cadre of managers who and effectively internal candidates as well. application forms are screened shop-based training see themselves and are seen to be a • creativity and ability to work on according to set criteria. Selection is Following an induction in which the • technical mentoring by experi- resource to the Group own initiative Kingfisher is Europe’s leading DIY retailer and its third then via a first interview and if suc- KMDS trainee is given a general enced staff. • linguistic ability (at least one other largest electricals business. It is also exploiting the opportu- • to develop managers who will add cessful at that stage, candidates are overview of retail, they can expect: Year 6 language) nities of e-commerce through its new sector e-Kingfisher. value to the Group’s operations at invited to spend one and a half days Years 0 – 2 • time to consolidate the skills and every stage of their career, not just at an assessment centre. • a variety of interests and evidence on completion of the course. of a wide range of experiences. • 3-6 months in a store expertise learnt, whilst continuing • 2-3 further placements, one in to receive support and mentoring. Years 7 – 10 • preparing for the move from middle to senior management. This involves one-to-one support and coaching as well as experiencing different operating companies and departments. BROWSE THE WEB FOR information on the organisation www.kingfisher.co.uk printouts of the case study hotlinks to: GLOSSARY OF KEYWORDS Underlying • Company: Comet How was your trip to France? ing stock levels and developing suppli- men’s toiletries. I then moved company er relations.” to B&Q, where I was Buyer Designate • Project: Analysis of information “My three week visit to Darty in Paris philosophy of KMDS first for lighting products and now for Assets: Something, or someone pos- Person Specification: This sets out requirements was a fantastic opportunity to learn “My role as a business planning analyst garden tools and housewares.” sessing value and forming part of the the qualities the business looks for in Kingfisher operates the KMDS for two What was your first role? about an international Kingfisher com- gave me a clear overview of how the wealth of the owner. Human assets candidates. reasons. First, it acts as an incentive to aid pany and to benchmark against my different components of the business fit “Buying is a very rewarding and varied can depreciate in the same way as “I gained my initial in-store experience buildings or machinery if they do not Recruitment: The process of attract- recruitment and retention of high quality knowledge of Comet. We visited together.” career. You can be doing anything: for at Kingfisher as a sales manager for receive ongoing training and develop- ing and selecting those candidates external and internal candidates who can Darty’s Head Office as well as its example, planning product ranges, who best meet the needs of the busi- Comet. I co-ordinated sales advisers, “After experiencing some very varied ment – as well as appropriate reward. add value to the business throughout the depots, stores and after-sales centres, working on new product development, ness. This can be an expensive supervised work shifts and recruited roles at Kingfisher, I arranged to work process. Second, Kingfisher recognises and gained a valuable insight into how calculating volume requirements, Employee Induction: The process of process, involving time, risk and extra staff to cope with the Christmas for one of Superdrug’s chief suppliers, that business success in a competitive the company operated and, even more making sure the space on the shelf is as introducing an employee to the organ- resources. rush. It was fairly manic, but provided P&G, on a three month secondment.” isation or department. It often includes market relies on being flexible and able significantly, how it had managed to productive as possible, and being information dealing with the layout of Retention: In order to justify the cost a valuable insight into how stores oper- How was your secondment? responsible for delivering millions of to operate within different cultures. gain its unrivalled reputation for its the firm’s operating facility, health of attracting and recruiting high cali- ate, the pressures they face and the pounds of sales a year.” Therefore, its future senior managers excellent customer service.” “I worked chiefly on P&G’s skin care and safety measures and security. It is bre individuals, organisations have to basics of people management.” ensure they retain them. Retaining an need skills and expertise which are both category, which includes brands such “I find B&Q very exciting, particularly important that this is given at the com- Kevin O’Sullivan is now a supply employee is a vital aspect of the firm’s portable and adaptable. mencement of employment. What did you achieve? chain manager in Paris. as Oil of Ulay. Part of my research was with its expansion into Europe and its success. The cost of recruiting people to analyse where Superdrug stood position at the cutting edge of the market. “The way you grow the next new suc- “My next role as assistant product Motivate: This can be understood as is expensive. Further high turnover of within the Skincare market place. I There are masses of opportunities here - the desire to do a particular task, employees can be de-motivating to cessful management cadre is to make manager for Comet’s Marketing Emma Cahill, 24 liased with Superdrug’s skin care buyer you just have to maximise them.” whether this is due to job satisfaction, other workers, as well as prejudicial to sure that people come through who are department at Head Office gave me a • Current Role: Buyer Designate and presented my initial findings about interest in the function or to the remu- the development of a strong corporate able to understand these cultural differ- great opportunity to get involved with • Company: B&Q the definition and role of the Skincare neration which accompanies the job. culture. ences and not just deal with them at a all areas of marketing, advertising, Conclusion category to her. She agreed that a distance but close up.” says Louise • Project: B&Q Garden Tools, promotions and merchandising.” Category Management trial would be Sproule, KMDS Resourcing Manager Housewares & Motoring The KMDS, in common with other “I worked on building a specific range appropriate and went ahead with it.” management training schemes offers an for the Group.