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Home Depot Companys Leadership and Culture Change
The Steps of Make the Change
According to Charan (2006) the financial level of Home Depot Company was decreasing every new day, and they needed to come up with far-reaching changes to save the situation. The company embarked on announcing that they would reduce 50% of the 2200 human resource staff. This was a significant restructuring process of the human resource. This clearly indicates that when things get hard-hitting, there is a need to craft stringent strategies to curb the difficulty.
The company took a step of putting emphasis on boosting the customer service through hiring additional staff in that department. Prior to initiating the changes, the company had approximately five HR administrators in a single store (Charan, 2006). This approach was inappropriate to the company. On the other hand, the company decided to have a single human resource administrator to stand for the 12 stores. In particular, under the chief human resource administrator they planned to have three human resource administrators to operate alongside the chief HR administrator.
Home Depot Company also considered the need to get rid of regional human resource administrator posts. This company had to come up with an urgent change strategy given that the market pressure was high. The company leaders came up with a resolution that the company had been spending substantial amounts of money to pay the HR staff before. The company leaders had confidence in restructuring the company particularly the HR department and customer care. They believed that it would be undemanding to manage few human resource staff by cutting costs on unnecessary HR staff and investing on sales team. In the present day, the human resource staff are business associates who help in providing solutions to the company at the greatest levels (Charan, 2006).
The Whole Change
Leaders in Home Depot Company deliberated on coming up with a complete change with the intention of reducing costs through getting rid of replication of human resource staff members. The company attempted to restructure, merge and reduce costs on the subject of sustaining the company in the inflexible market with apparent knowledge that coming up with a decision of reducing costs is intricate.
This move entailed many employees losing their jobs. However, the entire change was about investing in customer management opportunities. The company attempted to employ three staff members to manage the stores. The staff members, who lost their employment positions, acquired a chance to seek new jobs in the firm. Above all, this initiative was successful given that the company acquired an opportunity to rebrand itself in the human resource field with an intention of drawing fresh HR team, which improved responsibilities as well as enabled human resource staff members to manage high level tasks.
Two Tools of the Company
The Home Depot Company made use of two significant tools which include creating a human resource strategy and the urgency of restructuring the company. The leaders in the company made everyone understand the need for the strategy and further appreciate the change. This approach enabled everyone in the company to operate effectively. The company put more emphasis on the value of human resource strategy as a solution for problems that it underwent. For instance, the company attempted to cut costs, create new human resource working standards, manage weak and strong points, and finally deal with complex market trends.
This new human resource strategy helps companies in outlining the objective for program achievements. In addition to this, it helps in planning distinctive rules for evaluating the performances of staff members. This is what enabled the Home Depot Company to embrace the large picture of the business in reference to the long-standing objectives of the company. It is, thereby, essential for companies to have HR strategies, which help in going beyond the routine responsibilities to the larger vision of every department and roles in a firm. Finally, in spite of HR strategy boosting long-standing business assets, it also helps in addressing the current activities in a firm.
On the other hand, restructuring is another tool that the company embarks on with the intention of managing the financial level. This tool helped the company acquire appropriate approaches and line up employee capacity with business requirements with the intention of delivering the greatest levels of operation in the company. It is evident that determining the main objective of every employee in a company is intricate.
However, subsequent to the choice of restructuring a company and providing training programs to the employees, it is effortless to formulate objectives. For instance, business leaders can align the objectives of the members of staff to the entire purpose of the firm. Restructuring tool enabled the company leaders in Home Depot to come up with a solution for evaluating the HR team on the subject of their objectives and overall performance. On the other hand, it is as well essential to point out that the restructuring tool needs to be incessant for a successful business operation.
Reference
Charan, R. (2006). Home Depots Blueprint for Culture Change. Harvard Business Review, 84(4), 60-70.
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