Case Analysis Home Depot - 1598 Words

Abstract Home Depot went through many changes as a result of new CEO Frank Blake and Vice President of Human Resources, Tim Crow. The culture inherited by both Executives from their predecessors went through a transformation process for the business to thrive once again. Blake and Crow justified laying off 1,200 workers as a result of their vision to enhance Home Depot’s position in the market and to go back to the organizations foundations embedded by founders Arthur Blank and Bernard Marcus. Specifically, a closer look at the Human Resources function in the organization was focused on in order to align an HR strategy with the business model. This paper will discuss the strategic initiatives taken by Blake and Crow and how they created†¦show more content†¦The strategy focuses on three key areas: Reward and Recognition, Talent Management, and Organizational Effectiveness (Armstrong, 2011). Reward and Recognition programs at HD consist of the following: Success Sharing for sto res that achieve sales targets (paid out $63 million in 2007), Homer Badges for employees who exemplify company values, and the Product Knowledge Recognition program to reward learning initiatives (Crow, 2008). As far as the Talent Management aspect of the strategy, Home Depot has a Master Trade Specialist program in place that hired 3,000 trade specialists who are licensed electricians and plumbers (Crow, 2008). What is more, the company has HR managers who are more involved than their predecessors with Store managers and the company has its own insourced call center to address employee concerns. To accomplish the third component of the Organization and People Strategy—Organizational Effectiveness, Home Depot has the Aprons on the Floor program, action based training modules, and an Aware Line telephone service for individuals to call and comment on particular situations (Crow, 2008). Before Blake and Crow took over Home Depot, it was led by former CEO Robert Nardelli and his regime. Nardelli and his choice of Executives turned the Home Depot culture upside down. That is, company officers were at the top, employees in the middle, and customers on the bottom of the pyramid. It took Crow’s strategic mindset to turn the pyramid back to itsShow MoreRelatedCase Analysis : Home Depot820 Words   |  4 PagesCase Summary: Home Depot continues to pace the do-it-yourself large box store market by identifying potential marketing opportunities through research. One way the company has separated itself from rival companies Lowes and Menards, is by determining the need to target women home-improvement shoppers. Home Depot was able to produce a bucket which is easier to use and carry for consumers who may have difficulty using a traditional bucket. 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