Men’s Wearhouse: Success in a Declining Industry Essay

Diagnosis aft(prenominal) reading the whole case, I believe that the hiring policy was non followed was the biggest problem. The priming coat that was because the regional and district managers did not really follow the way it should be. Since the keep company expanded rapidly, the managers had the pressure to fill positions quickly in order to be given the company well. At the meanwhile, managers had to check a large numbers of applications from gross revenue people from other retailers and it was really enceinte for managers to recognize who were potentially consultants, not clerks.Therefore, there was tendency to hire those who had to a greater extent experiences. The company spent a lot of resources on training people who grew up in retail they lack of potential to be consultants and mentally macrocosm a smorgasbord of clerk kind and it would be less effective. Also when they face to customers they probably lack of passion and sluggishly during work. The long-term impact of the problem would be there were not enough employees qualified as consultants and clerks would not tie promoted. And customers who were treated sluggishly would not come back, eventually would affect companys reputation and sales volume in long-term analytic thinkingSince employees who grew up in retail they lack of potential to be consultants and mentally being a sort of clerk kind, therefore it would be hard for company to deepen their minds. By using SWOT analysis, I order out strengths of this company was the core idea that they are not fair selling cloths but also understanding people, both your teammates and your customers. The weakness was not every employee understand this idea and treat customers the company wishes. Opportunities were their minds would be change after intensive training. Threat would be company spent especial(a) resources on training.RecommendationMy suggestion on this problem is managers should be more responsible for hiring employees, and also th ey groundwork get commissions if people who get promoted as qualified consultants. In the meanwhile, their wages would reduce if potential consultants perform disadvantageously in the future. By deed appraisal and sales data, superior mangers can make decisions on whether inferior managers get commissions or not. Outcomes I depend mangers would follow the fundamental way to hire employees and they directly take responsibilities for their performance of those they hired. Mangers would be careful when they check the applications and since the employees have more consultant potentials than being a clerk, the company would save a lot of resources and send packing these resources on more effective uses