Needs Assessment

1. Needs Assessment

2. Training Needs Assessment • Methods of Needs Assessment • Industry and Company Overview • Company Strategy • Training and Development • Conclusion • Men's Wearhouse- Introduction Video AGENDA

3. Men’s Wearhouse and Needs Assessment Process

4. Needs Assessment: What is it? • It Helps Determine Whether Training is Necessary • It Answers Crucial Questions During the Training Design Process • Is It Really Necessary? Training and development without needs assessment

5. Organizational Analysis • Person Analysis • Task Analysis Three Steps of Needs Assessment

6. Step 1: Organizational Analysis • Determines the Appropriateness of Training Given the Companies’ Business Strategy and Direction • Determining what obstacles to transfer of training might exist in the organizational environment

7. Organization Analysis • Is Training is Aligned With Your Business’ Strategy? • HowMight Training Affect our Employees’ Relationship with our Customers? • How Does this Program Align With the Strategic Needs of the Business? • Is There Support From Managers and Peers for Training Activities? • What Do We Need From Managers and Peers for This Training to Succeed? • Will Employees Perceive the Training as an Opportunity Or A Waste of Time?

8. Step 2: Person Analysis • Helps to Determine Who Needs Training • Determines Employees Readiness for Training • Identifies what the specific training content should be

9. Person Analysis General Specific • Basic Skills • Cognitive Ability • Reading Level • Self-Efficacy • Motivation to Learn • Need for Feedback • Awareness of training needs • Career interests & goals • Existing knowledge about topic • Existing skill level (technical, physical) • Current attitudes or beliefs • Current abilities (conceptual, analytical)

10. Needs Assessment Step 3: Task Analysis • The Jobs to be analyzed • The tasks that make up those jobs • The Knowledge, Skills, Abilities and Other factors that are required to successfully perform those tasks

11. WHO SHOULD PARTICIPATE IN NEEDS ASSESSMENT

12. Key Concerns - Needs Assessment

13. It is important to get a sample of job incumbents involved in the needs assessment because: • they tend to be most knowledgeable about the job. • they can be a great hindrance to the training process if they do not feel they have had input in the process. Job Incumbents

14. What Happens If Need Assessment is not done?

15. In the case of Men’s Wearhouse, in each of the sections of the needs assessment, what would you want to know from members of each group? BREAK OUT GROUPS

16. Methods of Needs Assessment

17. Subject Matter Experts • Subject Matter Experts (SME’s): employees, academics, managers, technical experts, trainers and even customers or suppliers who are knowledgeable • The people you get the data from!

18. Methods

19. Break Out Groups • What methods of data collection would you recommend for a Needs Assessment of Men’s Warehouse? • What are the advantages of each method? • Are there any disadvantages of each method to be considered?

20. Industry and Company Overview

21. Industry Overview • Declining Industry plagued with financial troubles • STORES • Today’s Man • Barney’s • C & R • Anderson Little • Gentry’s • NBO • Hastings • Kuppenheimer’s • Brooks Brothers • BFO

22. Financial Troubles • Baskins Co. files chapter 11 • Today’s Man reports share loss and delays new store openings • Brooks Brothers reports $4 million loss • Edison brothers closes 500 stores and files chapter 11 • Hastings's files chapter 11 • BFO closes 5 stores • NBO files for bankruptcy protection • CML group announces the sale of 114 stores

23. Company Overview • George Zimmer founded Men's Warehouse in 1973 in Houston, TX USA. • Early 1980’s First store & HQ in San Francisco Bay Area, USA. • In 1991 Men’s Warehouse opened 85 Stores and went public • At the end of 1995, 278 stores in 71 cities in 28 US states • 1996 increased to 345 stores, while competitors were on the decline • Small stores, not located in malls • Company Goals • Increase Volume • Minimize shrink • Provide outstanding customer service • Provide a high- quality work environment

24. Men’s Wearhouse Strategy

25. 'Men Buy, Women Shop': The Sexes Have Different Priorities When Walking Down the Aisles • Women are gatherers. Men are hunters. • “We’ re going to the store and we buy it and we leave because we want to do something else” • For men, "difficulty in finding parking close to the store's entrance" was ranked as number one concern • For men, an associate's interest in helping them find an item is most important, followed by the sales associate's effort in getting them through checkout quickly • Men were most miffed by employees who were "lazy, i.e., would not check for additional stock or take you to the item you were looking for.“ • Men and women shoppers

26. Company Strategy • Servant Leadership • Training- Mentorship and “ Touch” • Emphasis on Store Operations • Employees come first

27. 1 • Employees Employees come first • 5 • Shareholders • 2 • Customers Stakeholder Groups • 4 • Communities • 3 • Vendors

28. Each group assigned one section of a needs analysis (organization, person, task). • Gather information from the Men’s Wearhouse case that is pertinent to an organizational, person, or task analysis which would inform whether training is needed and if so, what training, for sales associates. • What, if any, kind of training does the needs analysis suggest MW should do? BREAK OUT GROUPS

29. George Zimmer talks about Training @ MW- Video Training and Development at Men’s Wearhouse

30. Training and Development • Training at MW was “Cultural Transmission” • In 1997, MW spent $2million on, 1.6 % of MW payroll. • Training done by line managers and senior executives. Managers for sales training and renewing and maintaining company culture. • Meetings all around the year included spiritual renewal, parties, FUNa. Multi-Unit Manager meetingb. Suits University and Sales Associate Universityc. Suits Highd. Managers Meeting

31. Cascading down the Hierarchy

32. Win-Win-Win Situation Customers Achieving Company Goals Consultants Men’s Warehouse

33. Reflect back on the results of the needs assessment and what kind of training it suggested MW should engage in. • How do the training needs suggested by the needs assessment compare to what MW is actually doing for training? • Do you recommend any changes? If so, what? • Report out BREAK OUT GROUPS

34. Men’s Wearhouse Today and Conclusion

35. Men’s Wearhouse Today • Employees • 11,500 Full Time • 4,700 Part Time • Large expansion • 688 U.S • 117 Canada • 489 Tuxedo Rental stores in U.S.

36. Competitors • Traditional department stores • off-price retailers • E-Commerce • Jos. A. Bank • Announced entrance into the Tux rental business.

37. Changing Environment • Younger Market • Tuxedo Rentals • 2009’s 3rd quarter - 21% of total sales • 3 million tux/year • Introduction of suit separates, denim and sportswear. • Trends toward Business casual • sport coats and slacks • employee training

38. Financial Standing

39. Recognition • Ranked 68 on Fortune’s Magazine top 100 best companies to work for in 2009. • Surveyed random employees • Job satisfaction • Employer credibility • Camaraderie • Institute's Culture Audit • Maintain holiday parties even though spending was curb to keep employee moral high.

40. Conclusion • Invest in our employee • Adapt to the changing environment • Focus on long term growth • Maintain a culture that promotes teamwork • Men's Wearhouse- New Markets Video