Canadian Retailer - Summer 2016 - 38

CONFERENCE HIGHLIGHTS

of top mind awareness across the country.
"We have four [key values]. Learn from challenge and
"Once that decision was made to consolidate
change; unleash the power of our people; show respect,
the brands, even though I knew it was the right
thing to do, I went into what I call a state of stuck. humility and integrity; and have fun while being the best.
I had no idea how to do this. I had never consoli- We stand by these values. We do not hire people and teach
dated a company under one brand. I had closed these values. It is critical that you surround yourself with
them, but I had never consolidated. I had never people that share them."
merged two cultures without collision."
- KAMY SCARLETT, Best Buy Canada
Top-secret meetings with a project team of
store executives took place over a two-month period leading up to
Through it all, there was a commitment to the
the consolidation announcement on March 28, 2015. As the team corporate values at the core of Best Buy's ethos.
began mapping out their strategy, they worked under a guiding
"We have four [key values]," Scarlett said.
principle that was readily endorsed by company president and "Learn from challenge and change; unleash the
CEO Ron Wilson. It stated simply: "We will treat every employee power of our people; show respect, humility and
with the respect and dignity they deserve, with personal considera- integrity; and have fun while being the best. We
tion for their situation and service."
stand by these values. We do not hire people and
Scarlett wasn't alone in her initial quandary about how to pro- teach these values. It is critical that you surround
ceed with this "extraordinary" task. "In fact," she said, "not one of yourself with people that share them."
us knew how to do this challenge or get through this consolidation.
But collectively the project team did. We didn't know as individ- The role of culture
uals, but we did as a team."
This theme of corporate values and culture as
On the designated day, all Future Shop stores closed as planned, a major determinant for success ran throughout
65 permanently and 66 for one week. "The seven-day closure al- the day, including a lively roundtable discussion
lowed us to hire and train over 4,000 people across the country," with a panel of HR leaders.
Scarlett said, "and reopen the 66 stores to the public on day eight
Aliana Rozenek, VP, Human Resources, Comwith a non-commission workforce, which was our first step in our munications & Sustainability at The Home Depot
transition to Best Buy. Over 96 per cent of all necessary termina- Canada, commented: "We live our values; values
tions were done on that day."
are very important at The Home Depot. It's what
The process of converting the former Future Shop stores con- we are all about. And the values are all about taktinued over the next five months. "Our employees and managers ing care of our associates. They will take care of
were being taught the Best Buy way, adopting standard operating our customers, and the rest takes care of itself.
procedures and business rhythms," Scarlett said.
As HR professionals, we have to make sure every
"And what was happening was new partnerships were being formed associate feels included, feels listened to, has a
and a new culture emerging. And that culture was incredibly strong."
voice, is nurtured and is developed."
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CANADIAN RETAILER | SUMMER 2016

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