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Introduction

ZARA was founded on May 24th 1974; 41 years ago. There are more of two thousand stores. It is the
perfect combination of high end, chic clothing at affordable prices.
Her target group is the people with medium to high purchasing power who love to look glamorous at all
times.
Their principal competitors are Mango and H&M.
Staffing, motivating and compensation: Zara “sell” their strong brand image to attract their future
employees. Zara makes people “needed”, through their contributions.

Strategy of ZARA
The main strategy of ZARA is achieving growth through diversification with and vertical integrations. It
adapts couture designs, manufactures, distributes, and retails clothes within two weeks of the original
design first appearing on catwalks. The company own its supply chain and competes on its speed to
market, embodying the idea of “fast fashion”.

Recruitment and Selection


Recruitment is all about choosing ‘a right person for right job’.
What qualities do ZARA look for in every candidate?
• It looks for people with creativity, flexibility, initiative, enthusiasm, commitment, and passion for
fashion.
• Adapt to changes.
• Sense of customer orientation, teamwork, very good communication skills.
• Geographical flexibility.
• Inditex has 10 recruiting and Training Centers where you can hand your CVs in person: Barcelona,
Madrid, Istanbul, London, Milan, Mexico City, Moscow, New York, Paris and Shanghai.
• Looking talent all around the world.
How often do ZARA hire new people?
• From Feb. 2014 until Jan. 2015, Inditex created 8741 new jobs around the world
• Internal promotion: 40%.
• External recruitment: job sites, fashion shows, universities, business & design schools, job fairs,
headhunters, workshops, and though social media.

Training and Development at ZARA


Training and development is an integral aspect of individual resource management. There are many
ways in which employees are trained including, education, training, learning and development. These
procedures include training for the present time and for the future. Feedback is important to allow
manger know if their training is being successful or not and allows them to improve it if needed.
Behavioral theory talks about what gets employees motivated. These include things like setting goals,
promotion, job security and incentives. Motivation is the main element to performance improvement.
Zara has an effective way of training personnel. When an employee in Zara chooses they would like to
progress higher and train to become a manager there are many steps they first are required to follow. If
this employee is a cashier they must turn into a sales assistant and learn much more about the shop
floor and about the clothing than they might have known as a cashier. They must also get a full-time 37.
5-hour contract if they have not already acquired one. These are then given even more responsibility
and learn about ordering and controlling deliveries and exchanges to different stores. The step is to go
for an interview with regional managers to see if they are progressing enough. The staff is sent on
training times in a greater store where they learn management skills. There could be several of these
interviews before the employee could become a 'dependable'. This is some sort of assistant supervisor
role. Notices of job vacancies within Zara and Inditex are uploaded for the personnel to see in the
canteen and staff rooms. Employees who've already started to attempt further training are the ones
probably to avail of the positions.
ZARA wants to promote:

• Internal promotion.

• Training and development.

• Evaluation of performance.

• Constant adaptation to the business.

ZARA’s training system is divided in two types:

• In-store training: entry plans, ongoing training-Store Management Terminal, Courses for prevention of
workplace risks.

• Classroom training: languages, computing.

a. The internal training plans consists in:

• Entry training for new employees.

• Management and administration of teams.

• Languages.

• Information systems.

• New technologies.

• Individual training plans.

• Store management system.

• Training in products, raw materials presentation of collections.

Purpose: reduction of absenteeism in stores, reduction in temporary employment, reduction in the rate
of rotation.
b. General training:

• Corporate social responsibility.

• Environment.

• Workplace accident prevention policies.

• Online/ Personally- attended courses.

Zara also does classes for personnel that already are in management tasks therefore the learning,
training and development is never over. This way they can maintain they can be always in a position to
compete with other stores.

Zara also do an appraisal system in which employees are interviewed by the store supervisor and their
own department manager.

They also pay staff commission, which really is a percentage of the actual store consumes everyday that
the staff works. This can help to motivate as, the greater you sell, the greater you get paid!

Recommendations
ZARA needs adapt to the Culture forming: teamwork, sharing credit, fresh (team members are switched
around to keep ideas fresh), respectful.

• ZARA need to stablish corporate culture, focusing on ZARA as “family”.

• HR policies need to be adapted to suit a religiously diverse workforce.

• Management development need to occur, integrating traditional management styles with


contemporary ones.