Braga Wear operates a chain of luxury mens clothing retail stores across the United States. It has been aggressively opening locations in new markets but has had a challenge in finding sales associates with the right fit and skill set. Its flagship store in Toronto opened six months ago and sales budgets have not been met. The strategy for the flagship store is to sell high ticket items such as suits, formal wear, shoes, and designer label items but analysis has shown high turnover in lower priced items. This store is important as it is the first in Toronto. Opening was hastened: Braga Wears President insisted that the store be opened before Toronto Fashion Week. As a result, the store opening was on an accelerated path such as, finalizing sales strategy and budget, merchandising mix, the operations, and HR related activities. The pool of sales associate candidates was large; everyone in local retail had heard about the luxury brand and its success in the United States. Jason, the store manager was recruited from Havana Wear, a fast fashion retailer. He has a successful track record of hiring high performing sales associates and took many of his Havana Wear team with him to Braga Wear. As a result of tight timelines, there wasnt enough time to conduct any training prior to the opening. 2 Turnover during the first year was low as the associates were obsessed with the mystique of the brand and its local potential. On her market visit, Jennie, the Human Resources VP, visited the flagship store to meet the team. Its just been non-stop since the pre-opening, Jason told her catching his breath, Weve been so busy getting the store ready and pushing sales that I havent even had a chance to attend corporate orientation yet. During a small group meeting with sales associates, Jennie wanted to learn about the latest fashion trends in Canada and what were the best-selling items. Everyone avoided eye contact and mumbled various answers half-heartedly. Surely the customers in your client books should be able to give you some data? She asked. Jennie sighed at the confused looks she got from the group. Upon her return to Braga Wear Corporate office, Jennie was asked to summarize her thoughts to senior management. Assignment: Review Chapter 3 (8th ed. textbook) - the Needs Analysis Process. Answer the following questions in detail: 1. WHAT - Discuss the performance issues at Braga Wear (REMEMBER: Do not summarize any solutions at this stage). There are different frameworks to conduct a needs/performance analysis to choose from the text and class discussion (ex. Needs Analysis Process, Figure 3.1, 8th ed.). Choose a valid framework for your analysis of Braga Wear. 2. WHY - Determine the root cause(s) of Braga Wears performance issues. Use the Barrier to Effective Performance Table (Human, Technical, Information, Structural Table 3.2 in 8th ed.) to determine the most relevant to this case. 3. SOLUTIONS - Diagnose the performance issues with solutions related to the root cause(s) identified above. In your prescription, make specific recommendations to the Toronto flagship store and senior executives. 4. If a training objective is a statement of what trainees are expected to be able to do after a training program: a) What would be the training objective of a training program for employees at Braga Wear? b) What content would you include in a training program for the employees at Braga Wear? Your report should include a title page, introductions, the body of the report, conclusion, and reference page at the end. Consider some of the following elements to include: I. Buttons (web links) II. Embedded Video III. Photos 3 IV. Several written texts: use your own words, appropriate sentences, paragraphs with supporting research, headings) V. Minimum of 2 different layouts that are applicable to your format (glideshow, split layout, table, or other pre-formatted layouts)