Assignment topic Mentoring Essay Example for Free

Assignment topic wise maning EssayA brief outline of the plan for the assignment including why it is an issue and you potential conclusions. (If you like an abstract)An analysis of the Delivering great(p) run scheme that is currently being applied by Sainsburys Supermarkets in relation to wise maning. And how the objectives of the strategy ar being come upond.A list of material and people you intend to consult (give proper details)* Torrington,D and H alone,L and Taylor,S (2002), Human imaginativeness Management, Prentice Hall Europe, UK* Marchington,M, Managing the Team* Megginson, D. and D. Clutterbuck, (1999), Mentoring in Action, Kogan Page Limited, UK.* Parsloe, E. (1999), The coach-and-four as Coach and Mentor, (2nd Ed), The Guernsey Press, Channel Islands.* Norton, B. and J. Tivey. (1995), Management Directions, The Institute of Management, UK.* Delivering Great helper, Colleague Briefing Leaflet, 2001* blood Update, Sainsburys Intranet, 28th January 2002* The Impor tance of Service, Delivering Great Service investment firm Managers appliance Kit 2001Approved byDateHAYLEY SCARFE (00957807)BAIB IIHRM ASSIGNMENTWITH point of reference TO SAINSBURYS SUPERMARKETS LTD, ANALYSE THE STRATEGIC OBJECTIVES AND EXPLAIN HOW MENTORING WILL CONTRIBUTE TO THE ACHIEVEMENT OF THESE OBJECTIVES (WITH DIRECT REFERENCE TO DELIVERING GREAT SERVICEFULLY DISCUSS THE IMPLEMENTATION AND RECOMMEND STRATEGIES PRIORITIES AND TIME SCALES FOR IMPLEMENTING YOUR CHOSEN TOPIC.NOTE1. BEFORE I COMMENCE THIS ESSAY IT IS IMPORTANT TO hear THAT ITS CONTENTS IN RESPECT TO SAINSBURYS SUPERMARKETS ARE STRICTLY CONFIDENTIAL AND ONLY MEANT FOR THE PURPOSE OF ANSWERING THE ESSAY QUESTION2. THE CONTENTS ARE ONLY TO BE READ BY THE ASSESOR FOR THIS PIECE OF WORKContents Page1. Introduction2. Introduction and Development of Delivering Great Service3. The Service Promise3.1 Sainsburys Mission rumor3.2 Easy, Enjoyable and Inspiring4. Impact on Company Employees4.1 interpose Structures4.2 Departmental Management4.2.1 Departmental Management Role4.3 Mentoring4.4 Store and Duty Managers4.5 The relationship betwixt Duty Managers and Departmental Managers4.6 How the Service Promise is break uped through with(predicate) mentoring5. Implementation of Timescales5.1 Store implementation Timescales6. Conclusion1. INTRODUCTIONSainsburys Supermarkets Ltd like any other melody fill a number of strategies in place in order to compete against its main competitors in the supermarket indus examine. Throughout this assignment I am deprivation to concentrate on the companies most recent strategy called Delivering Great Service and how the topic of mentoring will contribute to the doing of the Delivering Great Service objectives.2. THE INTRODUCTION AND ripening OF DELIVERING GREAT SERVICEOver a period of years Sainsburys lost the dominant market share of the food retail sector to its main competitors. To try and rectify this situation and attempt to once again become the U.Ks top supermarket chain Sainsburys has commissioned research into what their problems were and how to overcome them. The research concentrated on the recognition of the wants of Sainsburys nodes and how Sainsburys can deliver these wants. With the results collated Sainsburys head office Human Resources staff developed the Delivering Great Service package. The idea behind strategy is to regain the once surd market share Sainsburys enjoyed over Tesco, Asda, Safeway, Waitrose and Morrisons, the political partys main competitors through the strategy objective, Service Promise.The commissioned research uncovered Sainsburys customers want Great Service, outstanding quality and matched prices, all of which are sustained inside the objectives of Delivering Great Service known as Service Promise.(THE IMPORTANCE OF SERVICE DELIVERING GREAT SERVICE, STORE MANAGERS TOOLKIT 2001)3. THE SERVICE PROMISEThe Service Promise is using upd as a tool within the Sainsburys Management Team, this is company massive, to improve colleague acquirements, store knowledge andconfidence within the company name. It is through these improved skills that the Sainsburys Management Team and colleagues can work together to improve the customers shopping experience with Sainsburys and successfully deliver great service.3.1 SAINSBURYS MISSION lineTo clearly introduce the aspects of the Service Promise the following diagram is applied(DELIVERING GREAT SERVICE, COLLEAGUE BRIEFING LEAFLET, 2001)I have devised the following diagram to demonstrate how the aspects of the Service Promise relate to Delivering Great Service3.2 EASY, ENJOYABLE AND INSPIRINGThe three categories contained within the Service Promise (outstanding quality, great service and competitive prices) contain guidelines for Sainsburys employees to adopt collectively, thus enabling the delivery of great service.The guidelines are as follows1. Easy Make shopping easier by* Speeding up customer transactions* Acknowledging their problems and accepting responsibility* Actively seeking out customers who requisite extra help2. Enjoyable Make shopping more enjoyable by* change magnitude personal efficiency, politeness and friendliness* Treating customers as psyches3. Inspiring Present inspiring products and ideas to meet customer needs by* Presenting quality ranges of products that meet and succeed customer needs and expectations* Interacting with customers to advise them of new products, encouraging them to try before they buy(THE IMPORTANCE OF SERVICE, DELIVERING GREAT SERVICE STORE MANAGERS TOOL KIT 2001)4. IMPACT ON COMPANY EMPLOYEESThe company strategy, Delivering Great Service has massive implications on all Sainsburys employees it requires everyone to take on new responsibilities and new daily working practices if it is to be successful. Im expiration to focus specifically on the implications Delivering Great Service has on Sainsburys Departmental Managers and how the topic of mentoring can help a chieve the strategy (Delivering Great Service) objectives (service promise).4.1 STORE STRUCTURES onwards I do this I have designed and included a very basic store structure diagram to illustrate the structure of a typical Sainsburys Stores.As you can see from the diagram the Store Manager is responsible for(p) for the entire store with a team of Duty Mangers and Department Managers on hand to share responsibilities and the running of the store filtering down to the Store Colleagues.4.2 DEPARTMENTAL MANAGEMENTI have already discussed the implications Delivering Great Service has on all colleagues in respect of what its objectives require from everyone to be successful (making shopping easier, making shopping more enjoyable and presenting inspiring products), but I havent discussed the implications the Department Manager faces.4.2.1 DEPARTMENT MANAGERS ROLEThe Department Managers role within the company is to communicate the importance and relevance of all business decisions and stra tegies to his or her Department Store Colleagues. hence the Department Manager is responsible when explaining the Delivering Great Service strategy to his or her Department Store Colleagues and ensuring that they all have a full understanding and appreciation of the importance and the implementation of the Service Promise targets (previously outlined) and what they have to do. Not only does the Department Managers have to do this, they have to achieve it with the support and co-operation of Department Store Colleagues. In essence the Department Manager hasTO MOTIVATE COLLEAGUES TO WANT TO DELIVER THE SERVICE PROMISE TO OUR CUSTOMERS, EQUIPPING THEM WITH SOME OF THE SKILLS TO DO THISi(DELIVERING GREAT SERVICE by CUSTOMER OBSESSION, MISSION STATEMENT, 2001)But how are they supposed to do this? The Department Manager would need great leadership and motivation skills combined with skilful use of communication to initiate Department team spirit to enable Service Promise targets to be met. They would need a keen eye to identify those within the Department that need extra help or indeed those who arent willing to work towards Delivering Great Service objectives. Necessary skills would include the capacity to deal with targets being missed and the individuals ability to quickly set more achievable targets. But with no formal training how could Department Managers achieve these skills and successfully achieve Delivering Great Service objectives with the full support of their Department? I believe that Department Managers could achieve these skills by turning to mentoring.The mission statement below accurately sums up what Department Managers are expected to achieve in respect to Delivering Great ServiceTO INSPIRE OUR PEOPLE TO CONTINUALLY EXCEED OUR CUSTOMERS EXPECTATIONS, TO DELIVER BUSINESS onward motion(DELIVERING GREAT SERVICE THROUGH CUSTOMER OBSESSION, MISSION STATEMENT, 2001)4.3 MENTORINGHow could mentoring assist Department Managers to achieve the requireme nts expected?To begin with the definition of mentoring needs to be identified and questions need to be asked as to how Sainsburys can fulfil the Service Promise by achieving the strategic objectives of Delivering Great ServiceThe Little Oxford Dictionary defines Mentor as Mentor advisor, counsellor(THE LITTLE OXFORD DICTIONARY, 1971, 4THED)A separate textbook definition of Mentor is to help by one person to another in making profound transitions in knowledge, work or thinking(MENTORING IN ACTION MEGGINSON, D. AND D. CLUTTERBUCK, (KOGAN PAGE LIMITED, UK (1999)))4.4 STORE AND DUTY MANAGERSStore Managers and Duty Managers within Sainsburys receive a wide array of continual training sessions and personal development ran by both internal and external bodies. They are regularly assessed by their Manager who is the Regional Business Manager with regards to their Stores performance and satisfaction of their staff, a survey is conducted every six months talkback to check on staff satisf action levels in all stores. As Managers they are required to posses leadership, motivational and coaching skills and the ability and confidence to use them as well as the privilege of constant feedback from the Regional Business Manager and constant people skill training.Store Managers and Duty Managers are massively invested in within the company resulting in a large value added resource fling an indispensable skill base, the senior store management team is essential to the companys success. Through such investment they hold the essential, crucial skills that Department Managers need to develop if they are to successfully motivate Department Store Colleagues to implement the Delivering Great Service strategy and Service Promise objectives in their daily working practise.To mentor someone is to advise and council a person whilst developing the learners skills to meet business objectives. The mentor is there to listen and suggest ways in which to tackle a situation promoting a cultu re where the learner isnt being spoon-fed but independently identifying ways in which to personally improve upon current skill base and achieve targets.4.5 THE RELATIONSHIP BETWEEN DUTY MANAGERS AND DEPARTMENT MANAGERSBut how will Sainsburys Duty Managers by mentoring Department Managers enable them to contribute to the achievement of Delivering Great Service through Service Promise?Sainsburys Duty Managers are high performers able to implement business objectives and strategies into the daily running of a store in a responsible fashion whilst observing the companys values (which are as follows)1) We will be HONEST2) We will demonstrate INTEGRITY3) We will show our COMMITMENT to severally other4) We will be LOYAL5) We will take PRIDE in everything we do(REGION 35 BUSINESS PLAN JUNE 2001)Point 3 and 5 are important. When mentoring a Department Manager the companys values would easily ensure the mentor and learner success, by committing to the learner and taking pride in the learners achievementThe leadership and motivational skills along with strong communication and a focused approach that are necessary to implement the Delivering Great Service strategy, through mentoring an individual Department Manager could be successfully developed as the Duty Manager already possess and uses the skills the Department Manager needs. Through a serial of on the job observations and one on one coaching sessions the Duty Manager can exchange ways of let on practice to reflect better results (in Service Promise targets) and encourage the Department Manager to have confidence when communicating with their staff.4.6 HOW SERVICE PROMISE IS DEVELOPED THROUGH MENTORING.Through the improved skill base the Department Manager will have developed through mentoring and will be able through the Service Promise (objectives if the Delivering Great Service strategy) to achieve stated objectives through actions completed, as seen below1)2)3)5.IMPLAMENTATION OF TIMESCALESBut what time scale are we looking at? Delivering Great Service is a strategy that is in Stores NOW and Department Managers fully understands its implications NOW, its not planned to reach a Store in 6 months, results are expected to show in 6 months. With such a constraint on time I propose the following timescale strategy5.1 STORE IMPLEMENTATION TIME SCALES6. CONCLUSIONIn conclusion it can be seen that the implementation of Delivering Great Service has allowed Duty and Departmental Managers to grow in theirroles. The mentoring skills of the store management are developed and then allowing them to implement the strategy outlined and provide the highest level of customer service on the shop floor. As this is what 70% of customers require in order to have a satisfied shopping experience that is easy, enjoyable and inspiring. This will allow them to compete with their market competitors to the highest advantage and regain the market share, which they have lost.BIBLIOGRAPHYBOOKS* Torrington,D and Hall,L and Taylor,S (2002), Human Resource Management, Prentice Hall Europe, UK* Marchington,M, Managing the Team* Megginson, D. and D. Clutterbuck, (1999), Mentoring in Action, Kogan Page Limited, UK.* Parsloe, E. (1999), The Manager as Coach and Mentor, (2nd Ed), The Guernsey Press, Channel Islands.* Norton, B. and J. Tivey. (1995), Management Directions, The Institute of Management, UK.* Parsloe, E. and M. Wray, (2000), Coaching and Mentoring, Kogan Page Limited, UK.* Pegg, M. (1999), The maneuver of Mentoring, Biddles, UK.* Murrell, A, J. Crosby, F, J. and E, J, Robin, (1999), Mentoring Dilemmas, Lawrence Erlbaum Associates Publishers, UK* Clarke, D, (1996), Mentoring, Fenman Limited, UK* Ried, M, A. and H, Barrington, (2000), Training Interventions, (6th Ed), The Cromwell Press, UK.* Harrison, H, (2000), Employee Development, (2nd Ed) The Cromwell Press, UK.* Marchington, M. and A, Wilkinson, (2000), Core Personnel and Development, (2nd Ed), The Cromwell Press, UK.* Foot, M. and C, Hook, (1999), Introducing Human Resource Management, (2nd Ed), Longman, Malaysia.SAINSBURYS SOURCES* Annual Report, 2001* Delivering Great Service, Colleague Briefing Leaflet, 2001* Business Update, Sainsburys Intranet, 28th January 2002* The Importance of Service, Delivering Great Service Store Managers Tool Kit 2001