OL-655: FINAL MILESTONE PROJECT
Final Project: Human Resources Workforce Current State
Kesi Howard
OL-665 Talent Development & Workforce Planning
Southern New Hampshire University
June 4, 2017
, OL-655: FINAL MILESTONE PROJECT 2
Final Project: Human Resources Workforce Current State
Family Dollar (FD) has experienced consistent growth since its infancy in 1958 by
standing by the simplicity of providing affordable retail products at a discounted price. Typically
variety stores were known for providing just supplies (stuff) that satisfied a family’s need to
maintain and manage a household in a cost effective manner. A concept that has done wonders
for many organizations in the discounted retail sector, including Family Dollar. However, Family
Dollar has recently reached a pivotal time in their history where leaders realized the need to
reassess the company’s current state, which led to their decision to merger with Dollar Tree.
Mergers and acquisitions (M&A) have become extremely common in today’s competitive
global economy, because business owners are continuously on the lookout for business
opportunities to either grow or maintain financial success. Be that as it may, workforce
challenges continue to rear their ugly heads and leaders in the business sector have begun to
realize the role workforce development and succession planning plays in a business’s long-term
success. Though a large number of business owners have not identified a strategy for ensuring
the “continuity beyond” the current owner (Frank, 2016) business owners who do construct a
succession plan and allocate ample funds for the continued development of their staff has
inadvertently provided them a competitive advantage. Yet, 64% of business owners over 50 years
old have no official succession plan in place (Frank, 2016).
Therefore, this document will provide several recommendations for Family Dollar’s
overall workforce plan, and examine how their business goals align with their company mission,
business strategy and internal training and development efforts. Lastly, evaluating the crucial
component to a smooth transition; their existing succession plan or lack of. This very
information can help determine which goals are achievable and which need redefined.
, OL-655: FINAL MILESTONE PROJECT 3
Company Overview
Established in 1959 by Leon Levine in Charlotte, North Carolina, Family Dollar is a
merchandising retail discount store with locations throughout the United States. In operation for
almost 60 years Family dollar sales everything from name brand “household items, seasonal
specialties to clothing and toys” (Dollar, 2017). With locations in 46 states Family Dollar has
proven to be a worthy concept. Selling discount merchandise to low and middle income
communities the company has extended its concept and now has over 8,000 stores. Furthermore
their organizational growth and industry recognition continues to increase as leaders maintain a
“vision to be the best small-format convenience and value retailer serving the needs of families
in our neighborhoods” (Dollar, 2017), which could not be accomplished without identifying
viable goals and objectives to aid them in their growth. Please see current company goals and
objectives below (Dollar, 2017):
develop and enhance support comp sales continue to build and
drivers strengthen business partnerships
our strategy for brand and store safety
drive compliance, control and drive down leverage fy15 loss
execution and accountability shrink
prevention attributes initiative
leverage checkpoint manage capital projects build strong loss prevention
initiative and leverage controllable team
expenses
Final Project: Human Resources Workforce Current State
Kesi Howard
OL-665 Talent Development & Workforce Planning
Southern New Hampshire University
June 4, 2017
, OL-655: FINAL MILESTONE PROJECT 2
Final Project: Human Resources Workforce Current State
Family Dollar (FD) has experienced consistent growth since its infancy in 1958 by
standing by the simplicity of providing affordable retail products at a discounted price. Typically
variety stores were known for providing just supplies (stuff) that satisfied a family’s need to
maintain and manage a household in a cost effective manner. A concept that has done wonders
for many organizations in the discounted retail sector, including Family Dollar. However, Family
Dollar has recently reached a pivotal time in their history where leaders realized the need to
reassess the company’s current state, which led to their decision to merger with Dollar Tree.
Mergers and acquisitions (M&A) have become extremely common in today’s competitive
global economy, because business owners are continuously on the lookout for business
opportunities to either grow or maintain financial success. Be that as it may, workforce
challenges continue to rear their ugly heads and leaders in the business sector have begun to
realize the role workforce development and succession planning plays in a business’s long-term
success. Though a large number of business owners have not identified a strategy for ensuring
the “continuity beyond” the current owner (Frank, 2016) business owners who do construct a
succession plan and allocate ample funds for the continued development of their staff has
inadvertently provided them a competitive advantage. Yet, 64% of business owners over 50 years
old have no official succession plan in place (Frank, 2016).
Therefore, this document will provide several recommendations for Family Dollar’s
overall workforce plan, and examine how their business goals align with their company mission,
business strategy and internal training and development efforts. Lastly, evaluating the crucial
component to a smooth transition; their existing succession plan or lack of. This very
information can help determine which goals are achievable and which need redefined.
, OL-655: FINAL MILESTONE PROJECT 3
Company Overview
Established in 1959 by Leon Levine in Charlotte, North Carolina, Family Dollar is a
merchandising retail discount store with locations throughout the United States. In operation for
almost 60 years Family dollar sales everything from name brand “household items, seasonal
specialties to clothing and toys” (Dollar, 2017). With locations in 46 states Family Dollar has
proven to be a worthy concept. Selling discount merchandise to low and middle income
communities the company has extended its concept and now has over 8,000 stores. Furthermore
their organizational growth and industry recognition continues to increase as leaders maintain a
“vision to be the best small-format convenience and value retailer serving the needs of families
in our neighborhoods” (Dollar, 2017), which could not be accomplished without identifying
viable goals and objectives to aid them in their growth. Please see current company goals and
objectives below (Dollar, 2017):
develop and enhance support comp sales continue to build and
drivers strengthen business partnerships
our strategy for brand and store safety
drive compliance, control and drive down leverage fy15 loss
execution and accountability shrink
prevention attributes initiative
leverage checkpoint manage capital projects build strong loss prevention
initiative and leverage controllable team
expenses
