Targeting the Team: Executive Summary

Project Summary Over the past month, we have worked closely to develop a way in which Target Corporation can change its store structure while encouraging employee involvement and happiness. The goal of this project was to identify possible employee resistance and to then create strategies that will promote a positive attitude, eliminate the fear of change, and engage employees of every level in the process.

BackgroundAs a general merchandising giant, Target has achieved renown by emphasizing the importance of their customers and employees. Currently, Target’s internal system is organized into a hierarchy consisting of a Store Team Leader (STL) who is directly above the Executive Team Leaders (ETLs), Team Leaders (TLs), and Team Members. With the corporation implementing a new pilot plan into stores, Target is seeking alternatives to traditional change, which have limited employee focus, by looking for ways to emphasize the importance of each team member in the store and to promote an environment where store members can rely on one another and feel accepted.

ProcessFor our project, this research was conducted over a period of two months and has involved multiple group meetings, conferences with Target Corporation, and a tour of a Target store. Using both online research and conference knowledge, we have devised a plan to help Target transition to a more efficient store layout while minimizing employee turnover. We have divided the store based on geography, similarity in task/product, and importance of each department, a diagram of which as follows.

Though the employees would have to adjust to the new layout, this system would provide each team member with more detailed knowledge of the contents of the store and would lead to a more flexible environment in which employees are more capable of helping one another.

Findings and Conclusions Our research consisted of drawing off of previous experiences and internet based data, as well as Target’s official website. During our study, we discovered that the overall employee dissatisfaction is at its highest when change occurs. Most often, part-time employees, such as Target Team Members, are unhappy with company change because they contribute to the bulk of in-store work in process but feel as if they are the most undervalued and least informed of the change. Employees also report that they are more motivated to comply with a company’s changes if they know how the change will benefit them or how it will make their job easier.

Since this pilot plan is being considered for implementation in other stores, it is important for Target to establish a favorable reputation with its staff. A key factor in this pilot program's success will be Target making it known to all levels of employees why the change is taking place. Our studies showed that when Team Members know their employer’s motives, they are more willing to assist the process of change and provide encouragement for others to do the same. By establishing an open relationship between Executive Management and Team Members, Target will encourage loyalty from within.

Recommendations For Further ActionMoving forward, Target is likely to encounter resistant employees who do not feel motivated or who are unwilling to adapt to the new circumstances. It is the job of the Store Leader, as well as all the Executive Team Leaders and Team Leaders to benefit employee morale and take initiative when problems arise. With the fewest incentives to stay with Target in times of change, the Team Members will be likely be the most opposed to the changing company.

To eliminate these complications from Target’s pilot change, we have come up with several strategies that encourage employee involvement and support.

● First and foremost, notice of the stores change must be brought up and discussed in depth with upper level management, such as ETs and TLs, before introducing the change to everyday Team Members. Often times, when upper management is not supportive of policy changes, their negative attitudes trickle down through the hierarchy and effect how the Team Members react to the change. By addressing upcoming changes in advance, Target would have time to boost morale and allow time for ETs and TLs to clarify any questions or problems they have.

● After introducing the upcoming idea of change to the ETs and TLs, Target should require all Team Members to attend a meeting which focuses on the stores transformation. This meeting must highlight the positives of the store’s change and would require ETs and

TLs to take initiative to be involved with the Team Members. This involvement would encourage the store members to act as a cohesive unit and would bridge the gap between the upper management and the day to day employees. During these meetings, emphasize why the company is changing and make it known to each of the store members that they are vital and all contribute to the overall success.

● In the staff breakroom, posters and notification boards should be used, in conjunction with emails, to communicate new standards for Team Members. When notifications are posted in the breakroom, initials will be required for confirmation that they have been seen, ensuring that Team Members are aware of updates and postings. These notifications will promote ways in which Team Members can help one another and should facilitate an environment where questions can be asked and suggestions can be made. Having surroundings that encourage diverse opinions is vital to the company's advancement.

● Furthermore, the STL, ETLs, and Team Leaders will work together to set both store and shift goals and monitor them in a fun way within the breakroom. Team Members are constantly to be reminded of their progress and achievements and should be comfortable talking to management about their opinions and concerns.