Pearle Vision's managers think like entrepreneurs

Article Abstract:

Pearle Vision Inc saw the need to rethink its store managers' compensation and incentive pay system after the discovery that corporate-owned stores consistently performed poorly compared to franchise stores. An analysis of the situation showed that franchised owners had an edge over the firm's store managers because the former were not subject to rigid corporate rules and were empowered to make their own decisions. To improve the performance of corporate-owned stores, VP for Human Resources Roy J. Wilson and his team developed a plan called 'Optipreneur' intended to help store managers think like entrepreneurs. Store managers were invited to undergo a training course that covered operations, finance, employee management and leadership. In addition, a new compensation and incentive pay system for store managers was introduced. After a few months, 14 stores that participated in the program collectibly were able to increase their profits by 185%.

Ophthalmic goods, Patent owners and lessors, Optical goods stores, Training, Eyewear industry, Store managers, Pearle Vision Inc.

---

Shrinking pains cause HR to redevelop talents

Article Abstract:

The HR department of Pratt & Whitney was completely restructured in response to the company's large-scale downsizing program. Falling profits compelled the manufacturer of airplane engines and parts to lay off 12,000 people, including 47% of the HR staff. The HR downsizing caused problems for the remnant HR population. The personnel department was understaffed and did not have the skills required by the new Pratt & Whitney. Management addressed these problems by creating an HR assessment-and-development center. The center was established to broaden qualified HR practitioners, transform them into effective business partners, shift their focus from the tactical to the strategic, and help them develop financial and business expertise.

Aircraft Engines & Parts, Aircraft Engine and Engine Parts Manufacturing, Aircraft engines and engine parts, Case studies, Human resource management, Aircraft engine industry, Aircraft engines, Organizational change, Aircraft equipment and supplies industry, Aircraft parts industry, Pratt and Whitney

---

Similar abstracts:

• Abstracts: The changing role of the trainer. Making a difference through people development. Are European businesses getting the live e-learning message?
• Abstracts: Learning to manage host-country nationals. Navigating your search for global talent. Danger below! Spot failing global assignments
• Abstracts: The early bird gets the return. Stock picking skill targets growth, low volatility. Portfolio diversity counts little in quest for value
• Abstracts: Multinationals, labour management and the process of reverse diffusion: a case study. Cultural barriers in the transferability of Japanese and American human resources practices to developing countries: the Turkish case
• Abstracts: How Campbell manages its rural health care dollars. Measuring work in the electronic age

This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.