INTERNATIONAL HUMAN RESOURCE MANAGEMENT [pic] Simona Chelaru Lucian Moisuc MaryamEL ALAMI Cluj Napoca 2013 DECATHLON 1. Why we choose Decathlon? Have you ever been to Polus Center Cluj? It’s impossible not to see the big sign of the store Decathlon. Even though you don’t need something from the store, you enter just to take a look. You see nice people smiling, asking if you need any help, they also have a nice machine, near the cash register, with a big smiley face and a button. Each customer, if it’s satisfied with the services can press the button and they can count the happy customers.
You can find in the store anything you want related to sports, you can even try them on; you can play to see if the equipment fits. Each sport, every product has a well defined place on the shelf for the customers to find very easy what they want. On the official website of the company and the recruitment site, the store presents the good side of the company. They look happy, professional, ecological and also customer oriented. In this essay we will try to present the good and the bad parts of the company, using information from their ebsites, from forums, from people that experienced the recruitment process of the store and from people that had work or still working over there. 2. Who is Decathlon? The first Decathlon store is opened in 1976 in Englos, northern France, with a clear concept to bring together all sports under one roof, at the best possible price. In 1986, the company decided to develop international and is opening the first store outside France, in Dortmund, Germany and after that in Barcelona, Milano, London and many others. The first Decathlon store opens in Romania in 2009, in Bucharest.
Almost every organisation has a culture that fairly dictates its everyday functioning. According to Edgar Schein, “Cultural understanding is desirable for all of us, but it is essential to leaders if they are to lead”. Even there are a lot of culture differences between nations, differences in national values and attitudes, Decathlon maintained his own corporate values, only adjusting them according to the differences of cultures. The store has been working on ecological solutions for its store for several years.
A strong example is removing the free plastic bag in various countries, they also recover used sports products and they organize events raising the awareness of staff and customer. The buildings are also trying to meet their basic principles: they must be simple, economically viable and useful to the customer. The company’s care for the environment is shown by the High Quality Environmental standard certification. This certification is based on technical elements defined by 14 targets divided into several criteria: – Eco construction – Eco management – Health and Comfort
In real terms, this approach is materialized by landscaped car parks, better thermal insulation and natural roof lighting for example. For Decathlon is important to enter into a sustainable relationship with the local economic, sporting and corporate environment. That’s why every new store is set up in close partnership with local players. Partnership with local companies, schools, sports associations and clubs. At Decathlon, service does not end with the sale of an item. They try to satisfy each customer by allowing them to test many products before buying it.
They also have repair workshops were they make repairs, adjustments, customizations, everything the customer wants: ski waxing, bike repairs, serigraphy, racket stringing etc. Twice a year, in some countries, the customers have the possibility of selling their old equipment and buy second hand sport equipment. The biggest obsession for Decathlon is making the pleasure of sport accessible to all. Their strongest beliefs are: – Innovate – Initiate – Share – Introduce Applying their beliefs, they organise special days for fishing, cycling, hiking, running and many others.
The customers have the choice to choose their products independently through a clear shelf layout and good product availability, but the company also offer advice, for those who need, guaranteeing a swift passage through the tills. The store has sales assistants, technicians, customer service assistants, department managers etc. 3. Recruiting Practices Nowadays, Human Resource Management is an important field which we have to take into consideration if we are a large company, because now we move to a more knowledge based and interactive global economy.
The freer economic environment of the twenty-first century, the reduction of restrictions on labor movement in areas such as the European Union, and the advent of new technology have combined to mean that many fledgling enterprises operate internationally almost as soon as they are established. There is a known fact that different nationalities do have different values and that these affect the way people organize, conduct and manage work. HRM activities such as recruitment and selection, training and development, reward and performance appraisal, may all be affected by cultural values and practices in the respective host countries.
Even though they have standardized HRM policies and practices through the world, we will analyze in this essay the way that Decathlon’s HRM policies are adopted in Romanian culture. The first question for anybody who wants to apply for a job is “Do you have a passion for sports? ” Even they are in the back office, not necessarily being in direct contact with the end customers, the passion for sports and for customer services is a need. Schein defines organizational culture as “The pattern of basic assumptions that a given group has invented, discovered, or developed in learning to cope with its problems of external adaptation and internal ntegration, and that have worked well enough to be considered valid, and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems. ” (Schein 1984: 3) The success of any organization is dependent on its continuous effective performance and in turn this performance is the outcome of a strong and efficient organizational culture. [pic] The company believes that the fulfilment of their staff is a result of entrusting responsibilities, autonomy and developing their skills.
They agree the fact that everybody is allowed to make mistakes, being part of the learning process, as long as they understand the consequences and find solutions. They also placed huge importance on skills development training. Each job has an integration and training plan to help each member of staff progress and develop as they take on their responsibilities. Finally, hands-on management is another key to entrusting responsibilities. The aim of this management style is to: – Pass on know-how – Help each employee develop professionally – Ensure people are fulfilled in their jobs And therefore to enhance the job prospects of everyone during their career. [pic] 4. Selection practices I The need for the a new employee The decision for starting a new recruiting process and the type of contract: full time or part time (4 or 6 hours) depends on two variables: – first is the manager for the department who senesces the need for more personnel – and second the internal software which is fully integrated and depending on the given parameters (number of personnel, working hours, turnover, dimension of layout, flow of customers, etc ) can determine if there is need for more employees or not
After the manager analyses all the information, he goes and explains the situation to the Store Director and after he gives the approval the process of actually recruiting can start For this part of the process there are 5 steps to be taken: 1. The person from the store in charge of human resources has to check for the appropriate candidate form the internal data base of CV and after selecting the right candidates he/she makes the initial contact by phone witch is also a very short interview, with the most basic of questions such as: are you available for the position – are you interested in this field (retail) – are you willing to work 3 weekends / month – available for an interview , etc If the HR person decides that that some candidates have potential than she sets up an interview with the manager of that department and so step 2 begins 2. The interview with the department manager – usually takes between 20-40 minutes – more to the point – the actual values for of the candidate are taken into consideration – one of the key factors is the knowledge of the sport that he will be promoting the salary and other future benefits are presented – different techniques are involved in order to check for the candidates resistance to stress, willingness to work, responses is critical situations, loyalty, understanding company values, etc. After this interview comes the debriefing with the store manager and if the department manager considers the candidate to be appropriate the final step begins: interview with the store manager 3. The interview with the store manager – final interview – usually takes between 30-50 minutes again the candidate is being screened for he`s/she`s strong and weak points If the store manager gives he`s ok the candidate will be hired and start work in the form of an indefinite period contract but with three months’ probation. 4. The 3 months’ probation consists in the evaluation of all the skills, ease of learning, devotion, self-involvement in the day to day tasks, etc. At the end of the probation period an evaluation is made and depending on all the variables: . – target-reached – customer satisfaction – level of integration with the team – devotion to company, etc.
The choice is made by the store and department manager not to continue with the candidate or to keep him in the team with an indefinite period contract 5. At the moment then the candidate is accepted with an indefinite period contract the development plan is decided, this is the short them (1-2 years) and in this direction the candidate and his manager will work in order to reach the goal set and also the long them development plan (3-5) which is mostly to point the short one in the right direction Regarding the candidate and his profile, some key features: – young and enthusiastic proficient in the sport witch he will promote (but not to practice to intense because working here will not give him the necessary time) – previous experience is a plus – willingness to work weekends and on all holidays – customer oriented – desire for a carrier in retail – team player oriented on overall results Steps for the recruiting process until final stage – the contract with full time employment: Deciding the need for a new employee If no: process stops If yes: next stage Initial contact by HR If no: process stops If yes: next stage
Department manager interview If no: process stops If yes: next stage Store manager interview If no: process stops If yes: next stage Probation period of 3 months If no: process stops If yes: final stage (full time contract) In some cases especially when Decathlon opens a new store in a new city they externalize their recruiting process when it comes to the recruiting of the future managers and usually the company they select uses the headhunting technic again one of the crucial characteristic of the candidate should be he passion of the sport that she/he will be promoting but this is also because the future manager will have many long working days most of them will be around 10-11 hours/day and they should also be able to resist to this schedule and also to the very high demanding physical work. All managers receive a basic training in recruiting in order to do the interviews in a good manner this training like all trainings is performed by employees of Decathlon, the idea being that all the knowledge should remain in the company and also this is how they motivate they staff – investing in them .
As a conclusion to the recruiting process and the method used we can say that the methods used are the appropriate ones for the type of person they have in mind one of the problem if not the biggest one is that during the recruiting process many information are not passed on to the candidate especially regarding the true work schedule and the time frame (many hours will be done during the night) and this ultimately leads to a negative atmosphere at the work place and a very high flow of personnel Statistics regarding recruiting results per department in 2011: [pic] 5.
Diversity and legal requirements Decathlon complies with HG 1132/2008 on batteries and accumulators and waste batteries and accumulators and also HG 448/19. 05. 2005, on the Waste Electrical and Electronic Equipment (WEEE). In Romania, the transfer of responsibility for the collection, recovery and recycling of WEEE collective organization was done by CCR Logistics Systems RO SRL. Because Decathlon is originally from France, I choose to compare Romania and France concerning the legal framework variables: legal references, type of employment contract, dismissal, severance and redundancy ay, minimum wage, working hours, and annual leave. |Legal framework variables |Romania |France | |Legal references |-Labour Code (Law nr. 53/2003 of 24 January 2003 as |- Labour Code (2007-2008) – Code du travail | | |amended in March 2011) | | | |-Act no. 0/2011 of 31 March 2011 amending the Labour | | | |Code -Law no. 168/1999 regarding labour disputes | | | |resolution, November 1999, as last amended in July | | | |2007 by Law no. 61/2007 | | |Type of employment contract |-Maximum probationary (trial) period: 90 day(s) |-Maximum probationary (trial) period: 8 month(s) | | |-Fixed Term Contract (FTC) regulated: Yes |-Valid reasons for FTC use: objective and material| | |-Valid reasons for FTC use: objective and material |reasons | | |reasons |-Maximum number of successive FTCs: 2 | | |-Maximum number of successive FTCs: 3 |-Maximum cumulative duration of successive FTCs: | | |-Maximum cumulative duration of successive FTCs: 36 |24 month(s) | | |month(s) |-% of workforce under FTC: 15. 2 % | | |-% of workforce under FTC: 1. 9 % | | |Dismissal |Substantive |Substantive | | |-Obligation to provide reasons to the employee: Yes |-Obligation to provide reasons to the employee: | | -Valid grounds (justified dismissal): worker’s |Yes | | |capacity; economic reasons; worker’s conduct |-Valid grounds (justified dismissal): any fair | | |-Prohibited grounds: marital status; pregnancy; |reasons -Prohibited grounds: marital status; | | |maternity leave; family responsibilities; temporary |pregnancy; maternity leave; temporary work injury | | |work injury or illness; race; colour; sex; sexual |or illness; race; colour; sex; sexual orientation;| | |orientation; religion; political opinion; social |religion; political opinion; social origin; | | |origin; nationality; age; trade union membership and |nationality; age; trade union membership and | | |activities; performing military or civil service; |activities; disabilities; participation in a | | |parental leave; participation in a lawful strike; |lawful strike; whistle blowing; state of health; | | |genetic information; ethnic origin |adoption leave; ethnic origin | | |-Workers enjoying special protection: workers’ |-Workers enjoying special protection: workers’ | | |representatives; pregnant women and/or women on |representatives; pregnant women and/or women on | | |maternity leave; workers with family responsibilities;|maternity leave | | |workers on temporary leave following an occupational | | | |disease or a work injury |Procedural | | | |-Notification to the worker to be dismissed: | | |Procedural |written -Notice period: | | |- Notification to the worker to be dismissed: written |tenure ? 6 months 1 month(s). | |- Notice period: |tenure ? 9 months 1 month(s). tenure ? 2 years 2 | | |tenure ? 6 months 20 day(s). tenure ? 9 months 20 |month(s). tenure ? 4 years 2 month(s). tenure ? 5 | | |day(s). tenure ? 2 years 20 day(s). tenure ? 4 years |years 2 month(s). tenure ? 10 years 2 month(s). | | |20 day(s). tenure ? 5 years 20 day(s). tenure ? 10 |tenure ? 20 years 2 month(s). -Pay in lieu of | | |years 20 day(s). tenure ? 20 years 20 day(s). notice: Yes | | |-Pay in lieu of notice: No |-Notification to public administration: No | | |-Notification to the public administration: No |-Notification to workers` representatives: No | | |-Notification to workers’ representatives: No |-Approval by public administration or judicial | | |-Approval by public administration or judicial bodies:|bodies: No | | |No | | | |- Approval by workers’ representatives: No | | | | | | |Severance and redundancy pay |-There are no provisions in the Labour Code on |Severance pay | | |severance/redundancy pay. |tenure ? 6 months: 0 month(s) tenure ? months: 0| | |- Compensation for unfair dismissal – free |month(s) tenure ? 1 year: 0. 2 month(s) tenure ? 2 | | |determination by court: Yes |years: 0. 4 month(s) tenure ? 4 years: 0. 8 month(s)| | | |tenure ? 5 years: 1 month(s) tenure ? 10 years: 2 | | | |month(s) tenure? 20years: 5. 33 month(s) | | | | | | |Redundancy pay | | | |tenure ? 6 months: 0 month(s) tenure ? 9 months: 0| | | |month(s) tenure ? 1 year: 0. 2 month(s) tenure ? 2 | | | |years: 0. 4 month(s) tenure ? 4 years: 0. 8 month(s)| | | |tenure ? 5 years: 1 month(s) tenure ? 10 years: 2 | | | |month(s) tenure? 20years: 5. 3 month(s) | | | | | | | |- Compensation for unfair dismissal – free | | | |determination by court: No | |Minimum wage |- 670 lei per month for 170 working hours or 3. 94 lei |- 9,22 Euros per hour or 1. 398,37 Euros per month. | | |per hour. | |Working hours |Daily hours limit |Daily hours limit | | |-general limit: 8 hours |-general limit: max 10 hours | | |-night work: max 8 hours (The normal length of the |-night work: max 8 hours | | |working time, for the night employee, shall not exceed|-young workers: max 8 hours | | |an average of 8 hours a day, calculated over a | | | |reference period of maximum three calendar months, in | | | |compliance with the legal provisions on the weekly | | | |rest period. ) | | | |-young workers: max 6 hours (In the case of young | | | |people under the age of eighteen years, the length of | | | |the working time is six hours per day. | | |Annual leave |-The right to paid annual leave shall be guaranteed to|- All workers who have been employed for a minimum| | |every employee, and may not be subject to any |of 10 days are entitled to paid annual leave | | |assignment, waiving or abridgement. |- The worker is entitled to 2. 5 working days per | | |-The annual leave shall have a minimum length of 20 |month of annual leave with the same employer. The | | |working days. The actual length of the annual leave |total duration of the annual leave cannot exceed | | |shall be laid down in the applicable collective labour|30 working days per year. | |agreement, shall be provided for in the individual | | | |employment contract and shall be granted in proportion| | | |to the activity performed in a calendar year. | | Each company wants to keep their problems to themselves, including their law suit. They don’t like to make public all their juridical problems and all the employees sign a confidential contract for not disclosing important information about the company. That’s why we couldn’t find any information about law suits of Decathlon with other companies.
Regarding diversity, Decathlon seeks to recruit individuals invested in the transmission of their passion and insists HR policies relying particularly on the recruitment of disabled people. In addition, the company doesn’t give such a big importance to the diploma for juniors, the educational level and experience doesn’t matter. Adaptability to change, sincerity, responsibility, vitality are some of the values of ?? Decathlon. In addition, the company is trying to reconcile juniors and seniors. There is no place for sympathy or empathy. Passionate people on sports will always have the privilege of being hired regardless of their physical ability. Finally, Decathlon recruited many young bosses. Indeed, the turnover is quite developed and the average age is 29 years.
For Decathlon is important to enter into a sustainable relationship with the local economic, sporting and corporate environment. That’s why every new store is set up in close partnership with local players. They try to adopt their principles and values to the new culture and they make partnership with local companies, schools, sports associations and clubs. Being a multinational company they try to bring inside different cultures, encouraging diversity, and hiring persons from different social background, nationalities or ethnic groups. [pic] Each employee must respect all the internal rules, values and principles of the company. They need to be professional, responsible and the most important, they have to be sure that customers are satisfied.
They are not allowed to make any type of discrimination and all the operations should be inspired by a desire for long-term durability and development of the company. 6. Conclusions The common values of Decathlon must be shared without exception. This is a fundamental point relayed to the national and international scale. As a reminder, these values ?? are sincerity, vitality, accountability and generosity. Employees must share these values. Indeed, they are experienced daily in global brands. The brand is well established in the world (17 countries with the 53 000 employees). Its international presence is undeniable and its distribution network allows all employees to communicate via the antenna information.
The managerial system is a real asset because it allows employees to follow the regular events and training to develop throughout his career employability and therefore its ability to take on new responsibilities. This is a very dynamic management method and encourages promotions and therefore evolution career. Decathlon it’s one of the most important sport stores from Romania and from the entire world, having competitors like Intersport, Hervis and many others. The number of stores has increased from 1 store (1976) to 535 stores (in 2011). Even though the headquarter of Decathlon is in France, the develop worldwide, having 488 store in the Europe Zone, but also 47 stores in Russia, China, India and Brazil. [pic] [pic]
Looking at the chart, we can see that the decision of becoming a multinational company had become a good investment, the turnover from the international subsidiaries being 53. 3%. In every country they opened a subsidiary the company managed to develop according to their basic principles: they must be simple, economically viable and useful to the customer. Finally, recruitment policies are demanding. The knowledge and athletic skills of future employees are essential to the proper running of the company criteria. 7. References • C, Brewster, P,. Sparrow, G,. Vernon, E,. Houlsworth, 2011, International Human Resource Management • Schuler, Budwar and Florkowski, 2002 available at (Accesed 25. 5. 2013) • R,. Noe, J,. R,. Hollenbeck, B,. Gerhart, P,. M,. Wright, 2011, Fundamentals of Human Resources Management, Global edition • ILO, 2013, Industrial and employment relations department, Available at (Accesed 25. 04. 2013) • ILO, 2013, Conditions of work and employment programme, Available at < http://www. ilo. org/dyn/travail/travmain. byCountry2> (Accesed 25. 04. 2013) • Decathlon official website, available at < http://www. decathlon. com> • Decathlon en grandeformewww. lsa-conso. fr • Bilan sante Decathlon www. claireetlouis. free. fr • La societe Decathlon • Des infossur la societe Decathlon http://industrie. gouv. fr