Established in 1971 and headquartered Union, NJ, Bed Bath & Beyond Inc. currently operates 1,400 retail store chains under the names Bed Bath & Beyond Inc., World Market, Cost Plus World Market, World Market Stores, Christmas Tree Shops, Harmon and Harmon Face Values and buybuy BABY, and employs more than 48,000 associates, throughout the USA. In addition, the Company is a partner in a joint venture which operates retail stores in Mexico under the name “Home & More.” Through its retail stores, the Company sells a wide assortment of domestics merchandise and home furnishings.
Additionally, the Company includes Linen Holdings, a business-to-business distributor of a variety of textile products, amenities and other goods to customers in the hospitality, cruise line, food service, healthcare and other industries.The company is dedicated to being a responsible corporate entity in the markets they serve and has built their business by offering attractive merchandise at competitive prices, supported by superior customer service. In addition to these core principles, the Company has often indicated its commitment to being a positive economic force, a responsible citizen in the communities in which they serve. Nonetheless, Bed Bath and Beyond Inc., continues to strive for improvement.
The Company’s objective is to be the customer’s first choice for products and services in the categories offered, in the markets in which the Company operates. The Company’s strategy is to achieve this objective through excellent customer service, an extensive breadth and depth of assortment, everyday low prices and introduction of new merchandise offerings, supported by the continuous development and improvement of its infrastructure.Given Bed Bath & Beyond‘s expositional growth and the need to develop and improve on its infrastructure and achieve its objective, Bed Bath & Beyond has decided to implement JDA time and attendance workforce management system. Currently Bed Bath & Beyond utilizes a manual paper based timekeeping system, which does not provide the proper tools to create an efficient schedule. The current process does not accommodate the management of schedules/workload and finance forecasting is outdated, inefficient and is comprised of multiple non-integrated solutions.
The current Scheduling and Time & Attendance solution provides limited visibility to scheduling and payroll exceptions; e.g., minor violations, state overtime laws, etc.In order to achieve a seamless implementation of its JDA time and attendance workforce management system, Bed Bath & Beyond will require a solid foundation for improving operational efficiency, providing real-time visibility to make proactive decisions and ensuring a consistent customer experience. Benefits and outcomes defined for this initiative include:•Centralized and standardized workforce management processes across the enterprise•Better management of all aspects of time, attendance and compliance•Improved accessibility and adoption•Improved business process and successful adoption by the fieldThe training Strategy Recommendations defines the scope, objectives, and overall approach to provide the most successful enterprise?wide user training program for Bed Bath & Beyond, and drive the best practice training strategy that would meet the needs of the organization.
Performance Concerns The focus of this training is on the implementation of JDA RedPrairie, time and attendance system for Bed Bath & Beyond’s end users. The assessment is centered on the definition of user groups, along with their roles and responsibilities as it relates to the implementation of a new labor management application.This training needs analysis is a proactive approach used to identify performance gaps between the current process and the future desired process. This analysis will serve as a baseline in identifying which issues can be resolved with training versus those that are “nontraining” issues. This situation is a result of Bed Bath & Beyond’s expositional growth due to acquisitions; the economic pressures forcing the organization to better manage cost; streamline operations in order to meet changing customer demands and expectations driving better staffing allocations at the store level.Organizational Analysis Bed Bath & Beyond’s mission is to be a customer’s first choice for products and services in the categories offered, in the markets in which the Company operates.
The Company’s strategy is to achieve this objective; through excellent customer service, an extensive breadth and depth of assortment, everyday low prices, and introduction of new merchandising offerings, supported by the continuous development and improvement of their infrastructure. The Company has been dedicated to being a responsible corporate entity in the markets they serve, and have built their business by offering attractive merchandise at competitive prices, supported by superior customer service. In addition to these core principles, the Company has often indicated its commitment to being a positive economic force, a responsible citizen in the communities in which they serve, and a mindful steward of the resources they consume.The Company communicates with its associates regularly through a series of internal communication formats, generally including daily store meetings as well as intranet postings. Topics communicated include company news, training, merchandising, and human resources and customer service policies and procedures. All associates are trained on the company philosophy of intellectual honesty, taking ownership of decisions, reporting any unethical behavior, and admitting mistakes or problems, and they are encouraged to communicate freely under an Open Door Policy.
Associates also have an anonymous hotline to report questionable conduct or theft concerns.Comments and questions made by associates are taken into consideration for decisions in regards to store and corporate policies or processes. In order to achieve a seamless implementation of its JDA time and attendance workforce management system, Bed Bath & Beyond will require a solid foundation for improving operational efficiency, providing real-time visibility to make proactive decisions and ensuring a consistent customer experience. The following are factors that interfere and contribute to the issues Bed Bath & Beyond faces related to implementation of its new JDA time and attendance workforce management system.
