Analysis of Patagonia Employee's Engagement Strategies using Mckinsey's 7S Framework

A Case Study of Employee Engagement: Patagonia
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A Case Study of Employee Engagement: Patagonia An effective human resource management approach synchronizes key functions, such as the stewardship of the organization's culture, processes, and change management practices towards the sustainable growth and development of the organization. Such an approach should focus on enhancing the employees' competencies for improved performances as the stewards of the organization's competitiveness across its diverse operational activities (Cohen, 2012). On the other hand, improved employee performance is a function of high rates of employee job satisfaction characterized by low turnover rates due to effective mitigation of human resource management challenges, including 'moonlighting,' 'quiet quitting,' and 'great resignation.' Effective employee engagement strategies are integral to achieving the outlined positive results for the people or employees within an organization. The Patagonia case study highlights some strategic employee engagement interventions accounting for the organization's rapid rise to becoming one of the leading brands in outdoor clothing apparel. The organization's rise to becoming a globally competitive entity in the outdoor clothing industry features improved company reputation, talent acquisition, and high employee retention rates. These features define the effective employee engagement strategies enshrined in Patagonia's business development strategy featuring strategic human resource development practices at the organizational and individual levels. Provided herein is a detailed analysis and evaluation of Patagonia's employee engagement strategies using Mckinsey's 7S framework, highlighting some of the human resource management (HRM) elements to consider for achieving the desired outcomes for the people or employees in an organization. Case Study: Patagonia Founded in 1973 by Yvon Chouinard, Patagonia is an outdoor apparel retailing organization operating across five continents and headquartered in Ventura, California. The organization features a unique organizational culture stemming from the company's mission to build the best product, cause no unnecessary harm, and use business to inspire and implement solutions to the environmental crisis. The company's unique culture thrives on the organization's core values lasting for over 45 years, including quality, integrity, environmentalism, and not being bound by convention (O'Rourke, 2017). Under the core value of quality, the company emphasizes the pursuit of ever-greater quality in all its operations while embracing relationships built on integrity and respect in fulfilling its core value of integrity (O'Rourke, 2017). Patagonia also advocates for personal and corporate action regarding environmental conservation in line with the core value of environmentalism. The organization further embraces flexibility in developing innovative ways of designing a wide range of outdoor and other clothing apparel as the force behind its success in exploring beyond the conventional or traditional methods embraced by other organizations in the industry (Casadesus-Masanell, 2010). Integration of ...