Sales training

This project involves discovering how sales training works and the impacts of sales training. The goal is to show how sales training can help a business grow and to set benchmarks in the market. After the negative impact in the performance of sales representatives of a national company in the sales industry, their management made decisions about changes which need to be taken to get good results from sales training. The method which has been used to complete this study is desktop training, which includes self-experiences and secondary data. It is necessary to have appropriate and successful training which delivers the best to the company. The main aim of this research is to study and analyse the training procedure and processes in a business, since the training process involves more activities that require mental strength with the willingness to perform well with learning. The overall study of the process includes investigating lack of training, practice time and overcoming doubts raised by the customer at the time of performing the job. Hence, it is recommended that businesses should deliver new strategies and conduct more training sessions and online modules, leading to the success and growth of employees

Green human resource management

Global warming is a reality. Organisations realise their corporate responsibility to conduct their business with the 'future' in mind. Sustainability is having a green conscience and ensuring the steps you take today do not have a negative impact on the future. Green Human Resources Management is to promote the sustainable use of resources within business organisations. The aim of this research is to provide organisations with a Green Human Resource Management Strategy (GHRM). A qualitative approach was followed, and five participants interviewed. The researcher followed this approach to gain an in-depth understanding of business eco-friendly practices, to ascertain if they utilise HR to drive “green” in the organisation and engage employees. The study found that most organisations have implemented some eco-friendly practice and know the value of becoming a 'green' employer. However, the researcher identified a significant gap in that organisations are not aware of or lack the knowledge of how to utilise HR practices to get staff engaged in green policies and procedures. The researcher will strive to come up with various ideas and recommendation to the business on how they can utilise their HR practices to go green and engage their staff

Implementation plan of health and safety processes

An auditor was asked to review an organisation’s Health and Safety procedures to assess compliance with the new legislation imposed by The Health and Safety Act 2015. Then the organisation approached an internal source to conduct a strategic plan in order to target issues of health and safety risk. An implementation plan will be designed to achieve the auditors recommendations and improve the organisation’s Health and Safety practices. Research and audit of the current policies and procedures used at the organisation must be conducted in order to gain a better understanding of the current issues and from there develop action plans and a strategy on how to reach those action plans. Current documentation of policies and an interview with management will be analysed to detail the potential action plans.Once the research has been conducted, results will be used to determine conclusions

How could Sunny Bay more effectively use existing marketing channels? What new marketing channels they could use?

Health care products are a popular market in New Zealand. There are more and more health care product stores operating every year. Sunny Bay is a health care product retail store in Hamilton, which has been operating around 15 months. The aim of this research is to evaluate Sunny Bay’s current online marketing channels, and recommend new marketing channels to Sunny Bay. In this study, the researcher used primary and secondary research methods. The primary research involved using questionnaires to randomly survey 50 customers who visited Sunny Bay. Results showed that most customers prefer shopping online and think that store location will affect their purchase decision. The questionnaire showed that Wechat is the most popular social media site, and that Facebook is second most popular. After analysing the results of the primary and secondary research, I conclude that Sunny Bay could advertise their discount information on social media, which could attract more potential customer and increase sales, and use information technology to integrate online and offline sales. I recommend that Sunny Bay create its own retail official website and create a Facebook account and post profile products and special promotions regularly on the Facebook page

A business case for work-life balance in retail management.

Retail is one of New Zealand’s largest sectors, employing close to 200,000 people full-time, but with changes in competition and growth in the industry, the expectations of retail managers are increasing, along with their workload. This research looks at why work-life balance is unattainable for some retail managers. Looking wholly at the retail industry, not one specific organisation, the research aims to show the impacts on performance when work-life balance is not achieved and to provide strategies for businesses that encourage work-life balance in retail managers. Using both secondary and experiential research, this study highlights how poor work-life balance is directly linked to poor performance and what it is costing businesses that have no work-life balance initiatives in place. Provisional results show that work arrangements and lack of training are key reasons for work-life balance being difficult to maintain in retail management roles. The researcher shares two recommendations that will improve retail managers’ work-life balance; re-evaluating work arrangements to use rotational rostering and companies investing in the development of managers, through specific training available in New Zealand

Green human resource management: An organisational strategy for Greening employees

Global warming is a reality. Organisations realise their corporate responsibility to conduct their business with the 'future' in mind. Further, organisations realise that going green is a smart organisational strategy (Mandip, 2012). Sustainability is having a green conscience and ensuring the steps you take today do not have a negative impact on the future. Green Human Resources Management is to promote the sustainable use of resources within business organisations (Mandip, 2012). The aim of this research is to provide an organisation, with a green human resource management strategy (GHRM). A qualitative research approach was followed and five participants interviewed. The researcher followed this approach to gain an in-depth understanding of business eco-friendly practices, and to ascertain if the organisation utilises human resources to drive “green” in the organisation to engage employees. The study found that most organisations have implemented some eco-friendly practice and know the value of becoming a 'green' employer. However, the researcher identified a significant gap in that organisations are not aware of through a lack of knowledge how to utilise human resource practices to obtain staff engagement in green policies and procedure. The researcher has developed various ideas and recommendations to business on how human resource practices can be utilised to go green and engage staff. An example of a key recommendation would be to ensure the employer make themselves known to the public and future employees as a green employer. This is a strategic move and can be accomplished by taking part in green initiatives in the community, hosting green workshops, confirming green involvement on the company website and recruiting employees that are already environmental conscience

Evaluation of the effectiveness of online video screening process in a regional city council: Specifically evaluating the fairness of the system

In the past few years, a regional City Council has seen the increasing importance of online video screening platforms like Sonru speed up the current recruitment process. Articles published describe online system as an advantage to the organisation and to potential candidates. Different themes were also identified in the literature to help maximise the result. This study investigates the evaluation of online video screening for staff recruitment in the city council, specifically evaluating the fairness of the system. Interviews were conducted with the engineering manager and HR operation and candidate support manager, as they have thorough knowledge about the current system in place. A questionnaire was sent out to employees in the Engineering department who were employed in the last 12 months using the online system. Experiential data will help gather more reliable results, as it describes the researcher’s own experience with the current online video screening process. Data gathered from secondary research describes online video screening as fast, efficient and cost effective. It also provides more flexibility for potential candidates in terms of time and place of conducting the interview

Current challenges that New Zealand small: Medium sized enterprises face in retention of employees: With a focus on the landscape industry

Employee retention is a growing concern in Human Resources. Poor employee retention results in businesses incurring increased expenses. Businesses have to search for, recruit and retain employees when job vacancies occur. This is a costly process; therefore businesses are taking a greater interest in human resources and the retention of employees. There is very little literature focusing on employee retention in the landscape industry, so research collected was broadened to other industries with similar attributes to create viable results. The study investigates what factors influence employee retention in small to medium-sized enterprises with a focus on the landscape industry in New Zealand. Research is done on employee retention influencers in similar industries due to the limited amount of research on employee retention in the landscape industry. No research on large businesses was used as the principles of a large organisation would not be compatible with small – medium-sized enterprises. No primary research was used as there was only an available candidate pool of four people and it was believed this would not give viable results or insight into the topic. It was found that employee retention improved in businesses when the business’ organisational culture, values and beliefs matched those of the employees. It was found that when there was a mismatch between culture and employees, employees did not identify with or connect as well with the business, and this caused conflict and resulted in employees wanting to leave the organisation. Leadership was another key influencer on employee retention. Poor leadership causes misunderstanding, miscommunication, and therefore conflict and poor productivity, and has negative effects on organisational culture, resulting in worsened levels on employee retention. Career advancement was another significant influence on employee retention. When employees see a path to both develop and move forward within the business, this is firstly a highly motivational factor but also a factor that improves employee retention. When employees see that the business promotes internally, employees will feel there are greater opportunities at that particular business. Remuneration/ Rewards are the reason employees work in the first place. In industries such as the landscape industry where the hours are long and tiresome, improved remuneration package/rewards improve employee retention, as employees’ most desired need is being better satisfied. The final factor influencing employee retention is employee engagement, which can be improved to better retain employees. This can be done by giving employees more opportunities to take on responsibility and more challenging tasks. This will improve employee engagement as the work employees do gains more variety, and employees are actively challenged and pushed to work at their best

Mahi Tahi Working Together - Wintec Embedding Model

The Wintec embedding Model has been used in the Marketing Planning and Control module for the last two years. The poster and conference presentation outlines the model used, the benefits of the embedding model and explains the current review process

Social Media and Digital Marketing: Identifying and bridging the gap

Previously, the level 6 (second year) module for Marketing in the Bachelor of Applied Management degree contained only a brief overview of social media and digital marketing. The course content and assessments were revised in late 2015, with the expectation that students would already have the knowledge and experience of using a variety of social media platforms. However, when the marketing plan assignments were submitted, there was a heavy reliance on Facebook for marketing strategies, tactics and activities. The focus was on ‘social’ rather than business uses, with little consideration of digital marketing. Research was undertaken to ascertain the actual depth and breadth of student knowledge and understanding of social media and digital marketing. The poster analyses this research and outlines the strategies subsequently used, including the use of information hubs, to expose students to a variety of social media platforms and the use of digital marketing