PRIMARK TRAINING & DEVELOPMENT

Primark Training & Development



Table of Content

INTRODUCTION3

TRAINING & DEVELOPMENT3

?"Primark" Background4

?Organization culture6

?Primark scope8

LITERATURE REVIEW8

?International Human Resource Management8

?Training & Development10

RESEARCH METHODOLOGY12

?Primark "Training & Development"13

?UK approach15

?International Location approach16

?How the area has evolved within the business16

RESULTS18

CONCLUSIONS21

RECOMMENDATION21

REFERENCES24

APPENDIX27

Primark Training & Development

Introduction

The company I have chosen to look at is Primark, in this report I shall be looking into the Training & Development. Followed by the inputs, transformations and outputs to the company. Then discussing Training & Development in terms of what it means and how it affects Primark's organisation. In this report I shall expect to analyse the Training & Development according to Primark business, and additionally how it could possibly improve.

Training & Development

Training and development traditionally is to ensure employees are provided with knowledge and skills to perform in a specific function and adhere to outlined performance expectations. Training and development is considered a critical element for employees of all levels to ensure quality service and quality production is present within employees' job responsibilities(Kitchin, J. and Blackburn, R. 2002). The level of an employees' role has determined the depth of training and development necessary for competency and the opportunity for advancement. Training and development policies, practices & methods used within the company to enhance its employees' knowledge and skills. The goals the management of the organization tries to achieve from its training activities.

Training and development is by definition: the process of providing for and making available to an employee, and placing or enrolling the employee in a planned, prepared, and coordinated program, course, curriculum, system, or routine of instruction or education, in fields that will improve individual and organizational performance and assist in achieving the company's mission and performance goals (Kitchin, J. and Blackburn, R. 2002).

"Primark" Background

Primark was first established in Dublin, under the name of Pennies, which, situates itself amongst the retail market in the service sector. Trading in over 125 stores, and currently taking over little woods stores, additionally opening up another 65 stores this year. Primark currently targets the under 35's, with there up to date fashion conscience clothing lines, at low cost prices encompassing the brand mark “Look Good, Pay Less”. On average each item in store is around £3-4, which compared to other retail stores is exceptionally good value for money. Primark has expanded into many departments including, ladies, men's, children's lingerie, nightwear, footwear and home ware. This means it comprises a large threshold population, attracting a high volume of customers. Unlike other stores, Primark has a considerably large selection of lines, and stock constantly changes to meet demand, acting as a high street warehouse (Grugulis and Stoyanova, D. 2006).

Most administrative managers in small organizations in Primark advance by moving to top management positions or to a larger organization. Advancement is easier in large firms that employ several levels of administrative services managers. Attainment of the Certified Manager (CM) in Primark designation offered by the Institute of Certified Professional Managers (ICPM), through education, work experience, and successful completion of examinations, can enhance a manager's advancement ...