The Mens Warehouse

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The Mens Warehouse

• Rachel Baldridge
• Steve Diamond
• Erica Kelly
• Kevin McNatt
• Monique Redmon
• Adria Toliver

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Needs Assessment
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Needs Assessment

• First step in the instructional design process
• Used to determine whether training is necessary
• Provides pertinent information about
• Who needs to be trained
• In what tasks and behaviors they need to be
  trained
• In what context training should occur
• How to evaluate the effectiveness of the training

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Types of Need Analyses

• Should we allocate our money and time to training
  initiatives?
• Organizational Analysis
• Person Analysis
• Task Analysis

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Organizational Analysis

• What is the context in which training will occur?
• Business strategy and goals
• Organizational climate
• Will management be on-board?
• Are our employees willing and eager?
• Training Resources Analysis
• How much will this cost, and do we have it?
• Is our workforce capable, available, and
  sufficient?
• Do we have the physical resources?
• In-house or consultant/vendor?

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Person Analysis

• Who needs training?
• What is the cause of performance deficiencies?
• Which employees need to be trained?

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Person Analysis Contd

• Readiness for training
• Person characteristics cognitive ability, basic
  skills
• Input situational constraints, social support
• Output job performance standards
• Consequences incentives for performing well
• Feedback information employees
• receive while performing
• Motivation to learn

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Task Analysis

• Which knowledge, skills, and abilities must be
  stressed during training?
• Steps in Task Analysis
• Select which job to analyze
• Develop list of tasks performed on job
• Validate this list of tasks
• Determine the KSAs necessary to perform each task

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Participants Involved in Needs Assessment

• Trainers, managers and employees should be
  included
• Upper and mid-level managers, as well as
  trainers, each offer a different perspective on
  needs assessment
• The role of subject-matter experts and job
  incumbents

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Methods

• Observation
• Questionnaires
• Interviews
• Focus Groups
• Documentation
• Online Technology
• Benchmarking

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Time Involved in Needs Assessment

• Strategies to ensuring efficiency and quality
• Understand the impact the need has on the
  business
• Use past-collected data
• Understand the business so you can anticipate
  training needs

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Mens Wearhouse Background

• Founded August 31, 1973 by George Zimmer
• 1st Store Houston, TX
• 1st Day Sales 3,000
• Interesting Facts
• Opened the store just to sell a truck load of
  yellow polyester sports coats
• No cash register, used a cigar box

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Men do not like to shop!

• Everyday low prices
• Avoid the mall
• Small, comfortable environment
• Personal wardrobe consultant

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Were in the people business, not the suit
business.

• External customer service
• Internal customer service
• The people on your team and the people you work
  with are your customers too.
• Loyalty/Brand Recognition
• I Guarantee It

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Stakeholder Philosophy

• Zimmers unique approach to shareholder value
  after going public in 1992
• By order of importance
• 1. Employees
• 2. Customers
• 3. Vendors
• 4. Communities
• 5. Shareholders

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Servant-Leadership
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What is Servant-leadership?

• The servant-leader is servant first.
• Begins with the natural feeling that one wants to
  serve.
• Then conscious choice brings one to aspire to
  lead.
• The best test
• Effect on the least privileged in society
• Robert K. Greenleaf (former ATT Chief Executive
  and coiner of the term Servant-Leadership)

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What qualities are necessary for effective
Servant-Leadership

• Listening
• Empathy
• Healing
• Awareness
• Persuasion
• Conceptualization
• Foresight
• Stewardship
• Commitment to Growth of People
• Building community

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Listening

• Identify the will of a group ? clarify that will
• Receptive listening
• Inner voice
• Listening reflection growth

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Empathy

• Understanding
• Recognition and acceptance
• Assume good intentions of co-workers and
  colleagues
• Success as a servant-leader

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Healing

• Powerful force for transformation integration
• Healing one's self one's relationship
• In The Servant as Leader, Greenleaf wrote, "There
  is something subtle communicated to one who is
  being served and led if, implicit in the compact
  between servant-leader and led, is the
  understanding that the search for wholeness is
  something they share."

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Awareness

• General awareness self-awareness ? strength
• Helps with ethics, power, and values
• Ability to see integrated, holistic position.
• As Greenleaf observed, "Awareness is not a giver
  of solace - it is just the opposite. It is a
  disturber and an awakener. Able leaders are
  usually sharply awake and reasonably disturbed.
  They are not seekers after solace. They have
  their own inner serenity."

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Persuasion

• Reliance on persuasion, not one's positional
  authority
• Convince vs. coerce compliance
• Distinction between the traditional authoritarian
  model of servant-leadership
• Effective at building consensus within groups

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Conceptualization

• Seek to nurture their ability to dream great
  dreams
• Thinking beyond day-to-day realities
• Encompasses broader-based conceptual thinking
• The proper role of boards of trustees or
  directors
• Unfortunately, boards can sometimes become
  involved in the day-to-day operations and, thus,
  fail to provide the visionary concept for an
  institution.
• Balance between conceptual thinking and a
  day-to-day operational approach.

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Foresight

• Closely related to conceptualization
• Hard to define, but easier to identify.
• Enables the servant-leader to understand lessons,
  realities, and consequences

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Stewardship

• Peter Block author of Stewardship and The
  Empowered Manager "holding something in trust
  for another"
• Robert Greenleaf everyone plays a significant
  role
• Commitment to serving the needs of others.
• Emphasizes the use of openness and persuasion,
  rather than control

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Commitment to the Growth of People

• Intrinsic value
• Commitment to growth of all
• The great responsibility
• Making funds available for personal and
  professional development
• Taking a personal interest in ideas and
  suggestions from everyone
• Encouraging worker involvement in decision making
• Actively assisting laid-off employees to find
  other positions

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Building Community

• True community
• Greenleaf said, "All that is needed to rebuild
  community as a viable life form for large numbers
  of people is for enough servant-leaders to show
  the way, not by mass movements, but by each
  servant-leader demonstrating his or her unlimited
  liability for a quite specific community-related
  group."

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Servant-Leadership

• We lead by serving the people we supervise

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Managers Role

• Managers are taught to respond whenever possible
  with the question What can I do to help?

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Managers Role Contd

• Managers take part in the dirty work (cleaning
  restrooms, vacuuming and dusting, putting away
  new stock, etc.) rather than just supervising.
• In the past it wasnt unusual to see George or
  senior management helping to clean up the back
  area of a store

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Manager Involvement

• During semi-annual inventory, the entire
  multi-management team goes to every store to help.

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Manager Success

• Managers success depends not only on their own
  performance, but also on how well they served
  their team members interests
• Are their teammates succeeding and growing?
• How many become worthy candidates for promotion
  to the next step?

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Managers Salary

• When appropriate, managers are converted to a
  non-commission based compensation package so that
  they may focus on serving their team

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Mens Wearhouse Practices
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Compensation Staffing - 1997

• Wardrobe Consultants
• Salary Comparison

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Compensation Staffing Contd

• Sales Associates
• Multi-functional
• Schedules
• Turnover

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Compensation Staffing Contd

• Store Managers
• Opportunities for advancement
• Compensation

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Promotion Career Development

• Promote from within
• Training
• Outside courses
• Management development

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Hiring Firing

• Centralized hiring
• Regional manager as recruiter
• Fitting in with corporate culture
• What theyre looking for
• Advertised vs. reality
• Senior management

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Performance Appraisal

• Behavior specific feedback

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Communication

• Monthly Newsletter, Clotheslines
• In-house videos
• Socialization encouraged

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Other Practices

• Stock Plan
• Salary
• Average employees
• Senior executives

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Training Challenges

• More than 700 stores
• Expectation for Regional Managers to visit each
  store in their region at least once a month
• Double Jeopardy
• Wages paid during training
• Lost sales revenue training away from sales floor

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Training Strategy Skit

• Preparation for
• Suits University

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Rod Road Warrior Rodgers Regional-Manager
Tom Top-Gun ThompsonTeam Trainer
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(No Transcript)
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Discussion

• What was the purpose of the email to Tom the
  Trainer?
• How did Rod know what training topics to target?
• What did dividing the group enable?

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TMW Video ProductionsPresentsA Day in the Life
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(No Transcript)
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Discussion

• What did having the Performance Review
  assessment allow Rod to do?
• Given what we have seen to this point, why is
  having this information so critical to The Mens
  Wearhouse training strategy?

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Mens Wearhouse Today
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February, 2009

• 784 retail apparel stores
• 668 stores in the United States, 116 stores in
  Canada 489 tuxedo rental stores.
• Brand Names
• 46 States D.C The Mens Wearhouse and KG
• Canada Moores Clothing for Men.
• Mens Wearhouse Moores Clothing for Men Store
  Offerings
• KG Store Offerings
• MW Tux
• Men's Wearhouse

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Training Development in 2009

• Suits High
• New wardrobe consultants
• Regional
• Two-day course on the company's selling
  philosophy.
• Prerequisite for Suits University
• Suits University
• Five days of intense seminars and socializing
• Company's training headquarters in Fremont,
  California.
• Philosophy
• Overall Purpose

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100 Best Companies to Work For

• Ranked 71
• Ranking was based on two criteria
• Evaluation of the policies and culture of each
  company
• Opinions of the company's employees.
• Highly acclaimed benchmark recognizes employers
  who create superior work environments for their
  employees.
• George Zimmer "I am once again extremely proud
  of the thousands of employees at Men's Wearhouse
  who provide our customers with outstanding
  customer service and reinforce our mission of
  maximizing sales by providing great value and
  service to our customers while having fun."

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Mens Wearhouse Today

• Cornerstones
• Foundation fun family-like atmosphere Great
  company to work for

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Mens Wearhouse Today

• Huge accomplishments since 1973 and 1st day sales
  of 3,000
• MW made 147 million dollars in net income in 2008

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Current Management Team

• Chairman of the Board, Chief Executive Officer
• George Zimmer
• Vice Chairman of the Board
• David H. Edwab
• President and Chief Operating Officer
• Douglas S. Ewert
• Executive Vice President, Chief Financial
  Officer, Treasurer and Principal Financial
  Officer
• Neill P. Davis
• Executive Vice President of Marketing and Human
  Resources
• Charles Bresler, Ph.D.

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Mens Wearhouse Key Years

• 1994-1998
• Men's Wearhouse expands throughout the country at
  an average rate of one store per week.
• 2000
• Men's Wearhouse named one of the "100 Best
  Companies to Work for" in America by FORTUNE
  Magazine. Men's Wearhouse will be named to this
  prestigious list six times in seven years.
• www.menswearhouse.com launches.
• 2005
• Men's Wearhouse opens a chain of dry cleaning
  stores, MW Cleaners, in the Houston area.

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Mens Wearhouse Financials

• Current stock price
• 11.13
• Men's Wearhouse shares fall on downgrade Tuesday
  January 27 as analyst says men's suit market
  remains weak
• Facing the "worst possible time" to be the
  dominant men's suit retailer in North America

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Mens Wearhouse Financials Today