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Employee training and development is an indispensable part of human resource
function and management. Both the activities aim at improving the performance and
productivity of the employees. Training is a program organized by the organization
to develop knowledge and skills in the employees as per the requirement of the job.
Conversely, Development is an organized activity in which the manpower of the
organization learn and grow; it is a self-assessment act.

Training is teaching, or developing in oneself or others,
any skills and knowledge that relate to specific useful competencies. Training has
specific goals of improving one's capability,
capacity, productivity and performance. It forms the core of apprenticeships and
provides the backbone of content at institutes of technology (also known as
technical colleges or polytechnics). In addition to the basic training required for
a trade, occupation or profession, observers of the labor-market recognize as of
2008 the need to continue training beyond initial qualifications: to maintain,
upgrade and update skills throughout working life. People within many
professions and occupations may refer to this sort of training as professional
Development is a process that creates growth, progress, positive change or the
addition of physical, economic, environmental, social and demographic
components. The purpose of development is a rise in the level and quality of life
of the population, and the creation or expansion of local regional income and
employment opportunities, without damaging the resources of the
environment. Development is visible and useful, not necessarily immediately, and
includes an aspect of quality change and the creation of conditions for a
continuation of that change.


Employee development activities help in the growth and development of
employees, who are the true assets of an organization. You need to respect your
employees for them to feel motivated and develop a sense of loyalty and
attachment towards the organization. Don’t forget your employees strive really
hard for almost the entire day to accomplish the organization’s goals and
objectives. They need to be appreciated. The management ought to acknowledge
their hard work.

Employees who give their heart and soul to the organization also expect
something in return. Money could be one motivating factor but nothing like it if
you prepare your employee not only for his/her current job but also for future
assignments as well. Employees need to grow with time. One cannot apply similar
skills and techniques everywhere. Technology also becomes obsolete with time.
An individual needs to keep himself/herself abreast with the latest developments
to survive the fierce competition.


The concept of the employee engagement signifies the commitments and
contributions of the employees that serve for the organisational benefits. The
dedication and the involvement of such skilled employees determine the loyalty
level towards the organisation (Hendry 2012). The human resource management is
considered as the driving for engaging such employees and providing them the
comfortable environment within the organisation. The study aims to generate the
ideas of the structured HRM process as per the case study. The study is reflecting
the case study based on the maintenance of the employee engagement at Harrods,
which is a renowned retail departmental store in London (
2016). The application of the theory based analysis for determining the
motivational factors that are necessary to engage the employees will be associated
in this study. The usefulness of the strategic human resource process will also be
discussed. Based on the analysis of such segments, the justified recommendation
will be established.

Theories Of Motivation And Engagement

According to Armstrong and Taylor (2014), the effective performance level of the
employees ensures the progressive attributes of an organisation. The human
resource management has been playing the major role in recruiting, motivating and
retaining the skilled employees that can be beneficial for the organisation (Bratton
and Gold 2012). It is important for the human resource faculty to ensure the
motivational factors that can enhance their performance level and provide them
the comfortable scenario that can retain them for the future prospects (Mone and
London 2014). As per the case study, the human resource management of Harrods
has considered few of the aspects for motivating the employees and retaining them
for future.

Developing a career path in retail HARROD CASE

1. 1. Presented by : Mayank Sharma(7) Mandeep Bajwa(4) Neha Bansal(5)
Nitish Chauhan(6) Pravesh Mishra(1)
2. 2. Introduction of Harrods Groups years Harrods in a business for 162
Situated in Brompton Roads , Londo Harrods founder name is Henry
Edward Harrods Harrods has other enterprises undertaken such as Harrods
Banks , Estates , Aviation and Air Harrods
3. 3. Introduction of Harrods Retail 5,000 employees from 86 nationalities
Footfall is up to 100,000 customers per day Harrods built a unique
reputation supported by its brand values British; Luxury; Innovation;
Sensation; Service Turnover of 1 Billion pound
4. 4. Problems of Harrods Different labor market Retention of employees
Perception of society towards Retail
5. 5. Importance of Training & Development To improve the performance of
employees for achieving goal of business Focus on sales training Training –
on or off-the-job Improves performance in a specific role Increases
employee motivation
6. 6. Importance of Training & Development Development : Enhances and
extends personal capabilities Provides opportunities to employees for
development in sales skills
7. 7. Training & Development in Harrods Harrods Welcome – induction
course for all Your Theatre – sales techniques and customer awareness
Harrods Fashion programme – follows product from design to sale Voice,
body language and presentation skills workshops Harrods Sales degree –
the first and only globally recognised 2-year programme
8. 8. What employees says Jessica who start as a low staff employees after
gradation and now 3 year later she is retail manager James is a Sales
Associate and one of Harrods first Sales Degree students.Amber and
Sabrina same case as them
9. 9. Retention by Harrods Retaining employees:  It help to lower
recruitment costs  Retains key skills and abilities in the business 
Improves staff loyalty and commitment
10.10. Retention by Harrods Harrods strategies to retain employees :  High
pay scale and sales bonuses for individuals and teams  Regular appraisal,
clear targets and two-way communication  Improved work schedules -
help to give a better work life balance
11.11. Result of retention by Harrods Employee turnover fall from 51.4%
in2006 to 25% in November 2011