Harrods

One of the best examples which has been running for four years and which Harrods believe is completely unique to them is the ‘Harrods One Hundred'. This is a very exclusive club whose 100 members are their best sales people. Membership is driven by the amount of sales achieved and the top sales person achieved sales of over £6 million in 2010/2011. The rewards are a special yearly dinner awards ceremony with directors and their managers. They receive a gift bag containing a £1000 gift card, pampering sessions, gifts provided by brands such as Cartier and additional employee discounts as well as a unique ID card that gives them additional senior manager privileges and finally a Harrods 100 jacket lapel pin to wear with pride.

Michael Ward is a personable, warm and engaging leader. He brings a sense of realness to Harrods' world and ensures everyone takes what they do, seriously but not take themselves too seriously. The biggest demonstration of comittment to improving the working environment was to press ahead with the refurbishment of the employee restaurant at a cost of £500,000, even though the restauraunt is going to be moved to a different floor and location in approximately18 months time. Many companies would have said that the employees could wait, but because the leadership team were sensitive to the feelings and frustration the poor quality of food, the ambience, decor etc. was creating, they pressed ahead with the refurbishment. This was an appropriate grand gesture towards employees.

Michael Ward is a personable, warm and engaging leader. He brings a sense of realness to Harrods' world and ensures everyone takes what they do, seriously but not take themselves too seriously. The biggest demonstration of comittment to improving the working environment was to press ahead with the refurbishment of the employee restaurant at a cost of £500,000, even though the restauraunt is going to be moved to a different floor and location in approximately18 months time. Many companies would have said that the employees could wait, but because the leadership team were sensitive to the feelings and frustration the poor quality of food, the ambience, decor etc. was creating, they pressed ahead with the refurbishment. This was an appropriate grand gesture towards employees.