Fun & Learn, Inc. is a national chain of retail outlets specialising in creative toys and innovative
learning materialsfor children. The company caters to the upper end of the market and focuses
on customerservice for a competitive advantage. Fun & Learn plans to expand and to open five
new retail outlets in the coming quarter. This may mean up to 200 new hires, and the executive
team wants to make sure that the best people are hired and retained. It has issued a challenge
to its retail management personnel to design a staffing process that will accomplish these goals.
The children’s market in which Fun & Learn operates demandsservice personnel who are
endlessly patient; knowledgeable about children, toys, and learning; and, perhaps most
important,sociable, enthusiastic, and engaging. Excellent customer service is the top priority at
Fun & Learn, and obtaining the desired performance from personnel has meant a major
investment in training.
Unfortunately, new workers often leave within a year of being hired. This means that the
company barely gets an adequate return on the training it has invested in its new hires.
Apparently, turnover is due (at least, in part) to the demanding nature of the job.
Recently, Fun & Learn has been emphasizing the establishment of work teams to improve the
quality of its services, identify and fix any problems in service delivery and brainstorm new
This approach has yielded better than anticipated results, so the team concept will be central to
the new outlets.
1. How can Fun & Learn attract the best applicantsfor jobs at its new retail outlets? On
what groups, if any, should be company’srecruiting effort focus? How should the
recruiting be done?
2. How should Fun & Learn select the best candidates? What type of characterist