Training programme for employees

Press, 4 June 1984, Page 30

Training programme for employees

More than 3600 people work for the Farmers’ Trading company at 80 stores throughout New Zealand. Miss Joyce Hopley, the executive manager, personnel, admits it is becoming increasingly difficult to keep in touch with individual staff needs. One way is through regular seminars and conferences for employees. “A lot of companies have

annual conferences for management,” she says.

“We take it further down. We train from both ends. We have always had junior training.” Last year nearly 400, or one in every 10 staff members, attended company seminars. “You really have to put in a special effort to maintain that personal knowledge about people. If you don’t work at it you lose it.

“We bring people together and they can get a much better feeling of what the company is all about.” Most of the courses, which cover a range of topics including trading methods and motivation, are held at a special centre at Orewa, a popular beach resort 30 minutes north of Auckland. However, last year several courses were also held in the former boardroom of

the Colombo Street store in Christchurch. At management level the seminar material is constantly revised to keep supervisors abreast of the latest issues affecting retailing. “Things are always changing. We send a lot of people out to other training centres, too. We try not to be in-bred.” Most of the company-run seminars last about three

days and a half, with the programme winding up about Labour Weekend each year to free staff for the pre-Christmas trading season. About 23 seminars are held annually. When not in use for training sessions, the seminar centre is made available at token rental rates to staff members and. to a more limited extent, to retired members of the 20-year-club. Miss Hopley has worked for the company for 33 years and will retire in June. She was appointed to her present position 25 years ago. Looking back, she says a company can have as many trainers and programmes as it wishes, “but what really matters is how much top management support it.” She believes the seminars have played a big part in building “real communication” between management and staff, which in turn has contributed to the company’s outstanding industrial relations record. “When our present chief executive came to the Hobson Street store last year from the branches, he wasn’t very well known. “So for the first few days he flat-footed it around all the departments, shaking everyone’s hand and introducing himself. That made a tremendous impression.” That openness, Miss Hopley said, is transferred onto staff. “For most of the customers who come into the

Hobson Street store, it is the biggest building they have ever set foot in. Yet the general impression among most people is that we are a pretty ordinary, friendly outfit. "I consider that a tremendous achievement.” Miss Hopley says the company has taken special care to’ keep encouraging voung people into the retail business. “We are one of the few companies who still go out of our way to employ young people and then give them a go. It’s much easier for a retailer to take an older person on. “We are one of the few places which still offer a route to the top to the boy or girl who leaves school at School Certificate level. "Despite all the criticism about young people today, I want to say our young people are a credit." Youngsters showing promise or keenness to succeed in the company are given every help, through the company courses and seminars or outside marketing courses. “If someone needs help in a particular area, for example if someone needs extra work on their arithmetic, than that can be arranged," Miss Hopley says. “But if someone is bone idle there’s nothing you can do about that. “I don’t believe a lazy person gets much above the first step with us. It shows too quickly.”