Vanity Fair Corporation

Vanity Fair Corporation

Michealle Loyd

St. Johns River State College

Vanity Fair Corporation

        Vanity Fair Corporation has been a leading force in the textile and apparel industry for more than 115 years (VF Corporation, 2016). What started off a small glove and mitten production facility in Reading, PA in 1890 has blossomed into a $12 billion international manufacturing giant (VF Corporation, 2016). JanSport, Lee, Nautica, The North Face, Wrangler, and Vans are a few of the private label companies owned by VF Corporation (VF Corporation, 2016). With high marks from associates, 90% stated that they know what they need to do to meet the goals and objectives for the company (VF Corporation, 2016). As well as, 91% saying they put more effort into their job than was required (VF Corporation, 2016). Those are the reasons that 82% of associates stated that they were proud to work at VF Corporation (VF Corporation, 2016)

Effectiveness of Feedback and Developmental Systems

        The information gathered in this section is from personal experiences with the company from 8 years spent in the sewing factory in Milton, Florida. During the time spent with the Vanity Fair Corporation, there was no meeting with the management about performance on the factory floor. There was no feedback from management unless you were being reprimanded for attendance or a safety violation. The one meeting that was held with the Human Resources Manager was concerning the fact that too much was being placed on an employee, the fact that she could run several different machines did not constitute that she should be having to do so every day. The work responsibilities, she was assigned to were being neglected, due to the fact that she was always somewhere else in the plant. There was no feedback system in place if there was it was not utilized. There was a 2-week mandatory training period before you were placed on the sewing room floor. Introductions were not made, you were placed at a sewing machine and handed a tub of work off the rotating work line, and told to when you finished that tub to grab another tub that was waiting for your particular job to be finished.

Making Improvement

        One of the improvements that could have been made was the implementation of performance appraisals (PA). Performance appraisals are evaluations of an employee’s job performance (Kondrasuk, 2012). Often using a form to assess an employee’s job performance, followed by an interview with the employee offering feedback on what was done correctly, and where improvements could be made (Kondrasuk, 2012). One of the most dreaded aspects of human resources, PA can be helpful in obtaining the goal and objective set forth for the organization (Kondrasuk, 2012). The main concern with PA is that it is easier to find problems and harder to find solutions or suggestions for improvement (Kondrasuk, 2012). Another option could have been a weekly line meeting, taking 15 minutes one morning a week to let the line operators know what the plan was for that week’s objective and goals.