Refreshing Roles refers to the process of reevaluating and redefining the roles and responsibilities to adapt to changing market dynamics, technological advancements, and user demands. It involves a strategic approach to reassessing job functions, hierarchies, and skill sets to ensure they align with the evolving needs of the business and the industry as a whole. Job Function Evaluation: The first step in refreshing roles is to evaluate the existing job functions within the organization. This involves analyzing the tasks, responsibilities, and skill requirements of each role to determine their relevance and effectiveness in the current fashion landscape.

Skill set assessment

As the fashion industry evolves, new skills and competencies become essential for success. Refreshing roles requires identifying the skills gaps and assessing the capabilities of the workforce. This assessment helps in understanding whether the current skill sets align with the organization’s goals and future needs. Role Redefinition: Based on the evaluation and assessment, roles may need to be redefined or redesigned. This may involve redistributing responsibilities, combining or splitting roles, or creating entirely new roles to address emerging needs and opportunities in the fashion industry.

Agile workforce

Refreshing roles often involve adopting a more agile workforce structure. This means fostering a flexible and adaptable organizational culture that enables employees to take on multiple roles, work collaboratively, and quickly respond to market changes. It may also involve promoting cross-functional collaboration and encouraging employees to acquire new skills through training and development programs.

Technology integration

Refreshing roles also requires considering the integration of technology. As technology continues to play a significant role in the industry, roles may need to be updated to incorporate digital skills, data analytics, e-commerce expertise, and other emerging technological trends. By refreshing roles, fashion companies can optimize their operations, enhance employee productivity and satisfaction, and effectively navigate the challenges and opportunities of the ever-changing fashion landscape. It enables organizations to align their workforce with the evolving needs of the industry and position themselves for long-term success.

Case studies

VF Corporation

VF Corporation, the parent company of brands like The North Face, Vans, and Timberland, has implemented a “career mobility” program. This initiative encourages employees to explore different roles and functions within the organization, providing opportunities for growth and development. By refreshing roles and promoting internal mobility, VF Corporation creates a more agile and adaptable workforce.

Zappos

Zappos, the online shoe and clothing retailer, is known for its unique approach to employee roles. The company practices a concept called “holacracy,” where traditional job titles and hierarchies are replaced with dynamic roles. Employees have the flexibility to take on different responsibilities and adapt their roles based on the company’s needs and their own skills and interests.

Nike

Nike has implemented a “role agility” program to promote flexibility and adaptability in their workforce. They recognize that the fashion industry is constantly evolving, and roles need to be refreshed to keep up with changing trends and User demands. Employees are encouraged to explore different areas of expertise and take on new responsibilities to enhance their skill sets and contribute to the company’s success.

Levi Strauss & Co.

Levi Strauss & Co., the iconic denim brand, has embraced a culture of innovation and entrepreneurship within their organization. They encourage employees to challenge traditional roles and take on innovative initiatives to drive the company forward. This approach fosters a culture of continuous learning and growth, enabling employees to refresh their roles and contribute to the company’s success in a rapidly changing fashion landscape.

Reference

https://www.pwc.nl/nl/actueel-publicaties/assets/pdfs/pwc-what-does-young-talent-want