Action steps for African Business Schools
2011-05-24 13:56:36 UTC
Case Study: HR at the Foschini Group
Title
HR at the Foschini Group
Author
Seeff, G; Gordon-Brown, C
Pages
17
Product Type
Reference #
407-054-1
Teaching Note
not available
Institute
Setting
South Africa
Year
2006
Keywords
HR (human resources) management; HR strategy; Organisational design; Performance management, Fashion retail
Summary/
Abstract
Abstract
It was November 2006, just over a year since Shani Naidoo had taken up the position of Human Resources (HR) Director for the Foschini Group. Having worked in HR at FOS for 12 years previously (before taking up an HR position elsewhere for three years), Naidoo was no stranger to the organisation. She also knew that for HR to contribute strategically to the group, its model needed to change. Now she had developed an entirely new HR model, which was ready for implementation in the new year. Naidoo was considering how best to do this, given that the new strategy would fundamentally change the way in which everyone in the organisation operated, not just the staff in HR. Having been appointed to the FOS board only one month previously, she could not afford to fail. The success of the organisation hinged on successfully managing its people.
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Reports on the AABS Members Meeting 2011 and Responsible Management in Africa Conference 2011
