Introduction

Marks and Spencer is one of the UK's best known high street retailers. It has over 450 stores. It employs over 65,000 people. It also has branches abroad. In recent times, the retail sector has become much more competitive. In response, Marks and Spencer have had to develop a new strategy. A strategy is a set of plans. This led to a need for change. The focus of change was on core areas. These include quality, value and service. Customers also expect innovation (bringing in new ideas) and a shop they can trust. Marks and Spencer built a promotional campaign based on the slogan 'Your M&S'. This helped customers to connect with the business. The process had three key features. Marks and Spencer developed:

• products that customers wanted

• stores with better facilities

• staff to provide improved service.

This led to a need for staff to be trained to cope with new challenges.

Organisational structure

The changes meant changing the organisational structure. By cutting out some layers, it was made flatter. Staff at the new levels have more responsibility. This creates a need for training.

Training needs

Marks and Spencer trained its own staff. It also employed staff from outside. These are at three levels:

• trainee managers who have just passed A-levels

• university students who have just passed their degrees

• experienced managers from other areas.

Each manager requires a number of skills. These include team working, financial skills or leadership. Marks and Spencer is able to spot skills gaps. It matches current skills against those required for the job. Where these do not match, training can take place. At the end of every six months, an appraisal takes place. This is a discussion between manager and staff. It highlights where staff have improved. It also shows where more training is needed. This helps staff to construct a career path. This process creates a cycle of improvement.

Training profiles

All managers can build their own training profile. In this way, they can target the skills needed for their next role. They can create their own career path. The types of training include:

• On-the-job training. This is carried out in the workplace

• Off-the-job training. This is carried out elsewhere such as at a college.

Training meets the needs of Marks and Spencer. Development meets the needs of the individual.

Benefits

Training helps to improve efficiency. It also acts as a motivator. Marks and Spencer has gained an edge over its rivals. Much of this is due to well-trained and keen staff. Marks and Spencer has recognised that although training has a cost attached to it, it is also an investment for the future.

Conclusion

Employees manage their own training needs. The appraisal cycle helps them to build their own career paths. Marks and Spencer can make a precise match between the skills of its staff and the skills a post needs. The success of Marks and Spencer proves that this is an effective process.