Discussion
In this report on Strategic Human Resource Management, the sole purpose is to discuss the human resource management functions as well as their impact on the organisational performance within the business context, which has taken to be Tesco Plc. Here, for this report, the critical analysis of the role of strategic human resource management along with their human resource strategies will be discussed as well as the effectiveness of the selection and recruitment strategies in order to main the organisational performance (Armstrong 2019).
Strategic human resource management is referred to the entire development of a connection between a company’s strategies, goals and objectives along with their human resource, where the aim is to advance a flexible innovation and developing a competitive advantage, which will be suitable for the purpose of organisational culture (Sareen 2018). Here, in this report, strategic human resource management will be discussed for Tesco Plc. which is a multi-national general merchandise as well as groceries retailer headquarter in the Welwyn Garden City, England which is considered to be the third largest retailers globally, from the perspective of gross revenue and ninth largest globally, as per the revenues are concerned. The organisation has their stores in the five countries throughout Europe and are the market leader for groceries in the United Kingdom, where they possess a market share of 28.4% (Boon et al. 2019)
Strategic human resource management is crucial for an organisation in order to bring effectiveness by combining it with the strategy, people, value as well as performance. It has been witnessed that the employees of the organisation can become the source of the sustainable competitive advantage as well as it can help in the determination of the ultimate achievement of the organisation. Considering the importance of employees within an organisation within the business organisation, most of the strategic human resource departments generally consider the competencies management as well as assessment of the capabilities of their human asset as one of their primary goals and objective. Strategic Human Resource Management will tend towards the employment of a progressive human resource and its practices in such a manner that it is focused on the assessment of these skills, knowledge, and the capabilities which are required in the near future as well as to institute functions such as appraisal, staffing, incentive and compensation, evaluation along with training and overall development programs in order to meet those requirements (Greer 2021).
Strategic human resource practices will be combined and considered as high-performance work practices which recommend that the business has the ability to maintain high performance as well as high commitment among the employees, for organisational effectiveness. In addition to that, it ensures that there is the promotion of credibility within the organisation for the employees, encouragement of the utilisation of the participatory management as well as employee involvement programs, in processing on the higher achievement, development of a group approach, and development of commitment and mutual respect towards the management which will help in the development of organisational culture that every individual will be motivated to be competitive, adaptive and successful (Bailey et al. 2018).
Role of Strategic Human Resource Management for Tesco Plc.
One such major objective of strategic human resource management is to come by the business strategy set by the organisation to their human resource strategy. Other than that the greater objective of strategic human resource management is to manage, support as well as maintain high performance and high commitment among the employees and the workers. For the agenda of the strategic human resource, it is to provide the major goals and objectives related to the development, retention, and attraction of the talent within the organisation. In addition to that, it enables higher performance which becomes the major target for strategic human resource management. Despite facing an economic downturn during the COVID-19 pandemic, Tesco Plc. has been expanding their business and their profit on a yearly basis (Delery and Roumpi 2017).
Tesco Plc. is one of the consistent and established organisation which is achieving steady growth. They have opted for a strategy that will help them broaden their scope of business and will enable them to provide sustainable, long term and strong growth which will be followed by the customers for the larger expansion of the market at the home country such as through the non-food and telecommunication services, financial services and developing new markets abroad in Asia, Central Europe and in the United States. In order to further materialise their share growth strategy, Tesco Plc. has invested a large amount of funds within their human resource which has been linked to their business strategy and human resource strategy. They have adopted a five years people strategy that will help them continuously update and develop their human resources (Wright and Ulrich 2017).
The top-level management of Tesco asks their employees the crucial aspects for them and the responses have been related to a manager who supports the employees, receiving interesting job roles, opportunities to undertake new roles as well as fear and respectful treatment (Westover 2019). The entire strategy of Tesco Plc. will be emphasising the manner in which these four aspects can be enhanced in order to make sure that through careful supervision of the employees, offering appropriate perspectives, enabling them with motivational forces for the performance enhancement as well as providing employees’ value. Therefore, the strategic human resource management strategy adopted by Tesco Plc. is to receive the full potential of the employees through their human resource strategy for the achievement of their business growth strategy (Collins 2021).
The strategic human resource management model utilised by Tesco Plc. is the SHRM competency model, where this can be utilised in detail functions as a HR professional. This model can be utilised for the professional development in order to identify the strengths as well as the areas which are required for growth, readiness in order to reach the next stage of their HR career as well as progression towards efficiency in every competency (Malik 2018). This model is utilised by HR professionals in order to design and plan their HR department and is used to align the existing organisational strategies as well as utilised for the identification of its importance within the HR function. Here, the HR department will identify the strength and gaps which are present HR department performance management, stuffing as well as training and development plan can be established (Armstrong and Brown 2019).
SHRM Competency Model Utilized by Tesco Plc.
The Tesco Plc. which is an international organisation has statically integrated the human resource aspect within their entire business plan. Managers utilising this human resource aspect within their decision making which shows a higher commitment towards human resource, offering employees the basic and extended training and attempt to receive an acceptance from the employees. This organisation has committed to provide the opportunities to the employees and staff to convert their jobs into their careers as they have included more number of people into their development programs and they have also provided an apprenticeship trainings (Hollenbeck and Jamieson 2015).
The organisation has believed that during the difficult times of pandemic and down turn, it is important to invest into the future talent which is why they have increased their graduate intakes compared to the other businesses, in Asia. Being one of the leading global business organisations, they have aimed to offer high level training and development programs to their employees through their Tesco Academy, which will support them with the opportunity to develop with the help of world-class leaders and receive training in management, leadership and understanding their roles and responsibilities within the organisation (Harrison and Bazzy 2017).
Recruitment and Selection Strategies Adopted
The recruitment is referred to the activities which involves gaining the attention of the right standards of the applicants in order to apply for the vacant positions where they advertise their jobs in the different manner and the process is depending upon the availability of the jobs. Tesco Plc. has an internal talent plan in order to fill the gap in their vacant positions and the process consist of listing the current employees who are looking forwards to moving into different position or at a certain level or promotion. In case the organisation does not possess any suitable individual for the talent plan or development of the internal management of the developmental programme, by the name Options, the business organisation advertises their post through internal means on the Intranet for about two weeks (Jiang and Messersmith 2018).
For external recruitment, they advertise their vacancies through their website (www.tesco-careers.com) or through their vacancy boards with the stores. Through this means the application are conducted through virtual modes for the position of manager and the final selected applicants goes through the process of interviews, attendance at the assessing centre for their final step of their selection process. Individuals who are interest for the in-store jobs with the organisation and can approach to the stores with their CVs or make their registration through the Jobcentre Plus, where the store has prepared a waiting list of the individuals who has applied and make calls on the basis of job availability. For their other specialised jobs such as pharmacists and bakers, they advertise their vacancies through external means through their websites, offline media, television and radio and placement of advertisement on websites and magazines (Al-Sarayrah et al. 2016).
The process of selection consist of choosing the highly suitable individuals from those individuals who have applied for the vacancies, while maintaining the employment regulations and laws. Screening the candidates is one of the crucial part of this process. Tesco’s selectors and human resource department does through each curriculum vitae (CV) of the applicants which summarises their job history and educational background. It also helps the company to assess the applicants match with the specific job roles, although, by utilising their ‘job type match’ section tool on their career web page, individuals becomes interest in the work or job roles and apply according to their credentials (Al Adresi and Darun 2017).
Investment in Employee Training and Development at Tesco Plc.
The vacancies are advertises on the website and other social media channels, after which the screening process of the application through their CVs are conducted, after that the successful and suitable candidates are invited for the interview. After the interview, the selected candidates are sent to the screening and assessment centre and unsuccessful individuals are sent letter and emails. There are second rounds of interviews conducted for the candidates and the successful individuals are being sent the letters and contract of employment (McClean and Collins 2019).
Conclusion
Therefore, in order to conclude this report on strategic human resource management on Tesco Plc., it has witnessed that strategic human resource management performs a crucial role when it comes to becoming the market leader because human resource plays a major role when it comes to achieving success within the industry and the market. Strategic workforce planning is a vital step for Tesco, as it helps them for meeting their future demands for the staff and enables the business to train their present staff as per the new responsibilities and recruitment of the staffs to fill the vacancies to meet the shortage in talent and skills.
References
Al Adresi, A. and Darun, M.R., 2017. Determining relationship between strategic human resource management practices and organizational commitment. International Journal of Engineering Business Management, 9, p.1847979017731669.
Al-Sarayrah, S., Tarhini, A., Obeidat, B.Y., Al-Salti, Z. and Kattoua, T., 2016. The effect of culture on strategic human resource management practices: A theoretical perspective. International Journal of Business Management and Economic Research, 7(4), pp.704-716.
Armstrong, M. and Brown, D., 2019. Strategic Human Resource Management: back to the future. Institute for Employment Studies reports, pp.1-36.
Armstrong, M., 2019. Strategic human resource management. pdf drive. com.
Bailey, C., Mankin, D., Kelliher, C. and Garavan, T., 2018. Strategic human resource management. Oxford University Press.
Boon, C., Eckardt, R., Lepak, D.P. and Boselie, P., 2018. Integrating strategic human capital and strategic human resource management. The International Journal of Human Resource Management, 29(1), pp.34-67.
Collins, C.J., 2021. Expanding the resource based view model of strategic human resource management. The International Journal of Human Resource Management, 32(2), pp.331-358.
Delery, J.E. and Roumpi, D., 2017. Strategic human resource management, human capital and competitive advantage: is the field going in circles?. Human Resource Management Journal, 27(1), pp.1-21.
Greer, C.R., 2021. Strategic human resource management. Pearson Custom Publishing.
Harrison, T. and Bazzy, J.D., 2017. Aligning organizational culture and strategic human resource management. Journal of Management Development.
Hollenbeck, J.R. and Jamieson, B.B., 2015. Human capital, social capital, and social network analysis: Implications for strategic human resource management. Academy of management perspectives, 29(3), pp.370-385.
Jiang, K. and Messersmith, J., 2018. On the shoulders of giants: A meta-review of strategic human resource management. The International Journal of Human Resource Management, 29(1), pp.6-33.
Malik, A., 2018. Strategic human resource management and employment relations. Springer Nature Singapore Pte Ltd. 2018.
McClean, E. and Collins, C.J., 2019. Expanding the concept of fit in strategic human resource management: An examination of the relationship between human resource practices and charismatic leadership on organizational outcomes. Human Resource Management, 58(2), pp.187-202.
Sareen, D., 2018. Relationship between strategic human resource management and job satisfaction. International Journal of Current Research in Life Sciences, 7(03), pp.1229-1233.
Westover, J.H., 2019. Strategic human resource management. Leading Innovative Org..
Wright, P.M. and Ulrich, M.D., 2017. A road well traveled: The past, present, and future journey of strategic human resource management. Annual Review of Organizational Psychology and Organizational Behavior, 4, pp.45-65.
In this report on Human Resource Management, the purpose is to examine the human resource management function as well as their impact on the organisational performance of the Tesco Plc. The emphasise for this report will be on the will remain on the role of the career planning, training and development programs which are present within the organisation as well as their effectiveness of their adoption performance appraisal strategies in order to maintain the organisational performance of the Tesco Plc. The training, career planning as well as development strategies are utilised by the organisations for the improvement of their organisational productivity as well as the quality of their work (Hassan 2016).
Discussion
Training is referred to the learning process which consist of the acquisition of the knowledge, sharpening of the skills, rules, concepts or changing the behaviour and attitude in order to improve the performance of the employees. The concept can be defined as the process of providing knowledge to the new employees on the basic skills which they are required to perform their jobs and responsibilities. Career planning is referred to the process by which an individual becomes highly ware of their personal interests, skills, knowledge, motivations as well as other characteristics along with the establishment of the action plan in order to gain their specific goals and objectives (Clements and Kamau 2018).
Tesco plc. has been consistently evolving themselves to meet the needs and requirements of the customers, where they are aiming to make sure that their employees and staffs possess the required skills in order to succeed present and in the near future. Their purpose is to develop on their present skills, creation of opportunities for the colleagues in order to reskills in several aspects of the work environment. Tesco Plc (Moradi, Toluie Ashlaghi and Shahbaz Moradi 2020). have recognised their priorities their consistency when it comes to the development of the managers’ capabilities that enables them to become more consistent in their experience. Through this they have enabled the appropriate technology in order to deliver the accessible and engaging learning experience which will support the employees in order to develop a long term career, supporting the continuous a life-long learning mind-set which will support them in order to serve their customers on a daily basis (Konin 2019).
Tesco Plc. has been offering them online learning platform, through which the employees of the organisation will receive the appropriate opportunity in order to gain the knowledge as well as skills for supporting the team to become one of the best. This approach will help in bringing together the resource which is developed on the elements that shapes the opportunities at the Tesco; Performance, Careers and Learning. By adapting these recent and significant change which has impacted every individual in the year 2020 due to the COVID-19 pandemic, several of the face-to-face workshops has been transferred to the online and virtual offers (Jackson and Wilton 2016).
The employees have now access to the e-learning modules which has been helping them to learn in their own pace and for their enrichment of their learning experience with the resource that includes video from the learning partners and library of articles along with keeping the track of their individual progress. Such a strategy has been designed in order to support the employees, for them to take their ownership of their individual career which they can develop personally, grow their career or build on the confidence within their present roles (Werner 2021).
Another strategy which they have adopted is manager capability, that is, line manager training because Tesco Plc. believes that managers are one of the crucial stakeholder of their organisation, who in turn will supports the employees in the learning process, growth and development as well as provide their customers better customer service. They have implemented development programs which will help the managers to be equipped with the behaviour and skills which are required for leading a diverse team within the uncertain and changing times. This learning will helps them to possess various skills such as adaptive mind-set and agility that will be the centre of the learning and the aim will be to equip the managers to develop inclusive cultures where individual will be welcomed with the opportunity (Lee et al. 2016).
The third strategy which Tesco Plc. has adopted is continuous and lifelong learning through adapting digital skills, where following their process of virtual on-boarding of Four Hundred Future skills partners, where they have been supported with eighty thousand managers and employees in Tesco Plc. stores in order to adapt the Work & Pay. Through this program they have been providing coaching as well as supporting the wage admin of the employees in order to develop their confidence by utilising their new system which will be for operated for targeted learning process (Lent 2018).
Here, identification of the employees who require support with their digital skills with the managers for their stores and provided with coaching where nineteen thousand sessions will be conducted. By achieving 99% of the learning module within the stores, the employees and managers will have an hour dedicated for their Work & Pay as well as digital skills learning programs. Tesco Plc (Curzi, Fabbri and Pistoresi 2020). encourages their employees and managers in order to self-orient learning as well as interact with the digital tools such as their Colleague Help in order to help with the learning process. The programme has continued with more than Six Hundred Future Skills Partners through the year of 2021 (Bayo Moriones, Galdon Sanchez and Martinez de Morentin 2020).
As their fourth strategy, they have adopted the strategy of building workforce for the future. Since the work world is changing at a fast pace and it is essential for the employees to be equipped with the skills and the capabilities, for which they are generating opportunities for their employees in order to reskill them within this area where the demand is expectedly high in order to enhance and are moving forward to broaden their talent pools, in order to continue the resource their talent pool and resource the skills which will benefit them in the longer run. To emphasise on this strategy, development of a new strategic workforce planning team has been developed which has been set for supporting the future of the workforce supply and demand to the organisation. Here, the critical skills, job families and roles within Tesco will required to be delivered their strategies as well as the manner to achieve them (Mulvaney 2019).
These insight will be utilised to shape the organisational capabilities and training needs for the future prospective such as technology and channels have been one of their first priorities to be focused upon which will make sure that there is development of the critical skills necessary to deliver the future business strategy. The last strategy which has been adopted by Tesco Plc. is to provide apprenticeships where through a large variety of opportunities within the business as well as the apprenticeship programmes will be offered to the employees to equip with new skills, self-development techniques and knowledge (Saha and Majumder 2017). The company will be supporting their employees of every age with this learning opportunity, through which they can keep their education as well as build on their skills for the future prospective. The apprenticeship which is being provided is starting from level two Retail Apprenticeship to the level five High Education Apprenticeship (Bayo Moriones, Galdon Sanchez and Martinez de Morentin 2020).
Tesco Plc. has their own performance management system which enables them to become one of the leader within the retail industry that further increases their business success rate as well. The purpose of the performance management system adopted by the company is to measure and management as well as increase the efficiency, quality and control the resource has the business are required to possess in order to remain as the market leaders. Tesco Plc.’s mission is to become the champion for their customers, support them to enjoy living a better quality of life as well as possessing an easier way towards life. Along with that their vision states that they aim to become the most highly value business organisation by their customers whom they offer, the immediate communities where they operate, committed as well as loyal colleagues as well as to their shareholders (Evans and Bae 2018).
There are seven major features of Tesco Plc.’s performance management system which will have key features or attributes such as utilising their annual objectives and goal setting. At the Tesco Plc., each employees are provided with yearly goals which are later used for tracking their performance (Baset 2021). These objectives are always linked to the business strategy adopted by the organisation. The involvement of staff within the process of goal setting helps in enhancing their ownership, where the management would develop the objective by gaining inputs from the various employees. Support, high commitment and ownership from the top level management, line management and senior management can help in this commitment, ownership and support process (Kiradoo et al. 2021).
Another key highlight is the training the appraiser and appraisee on the performance management system and appraisal system, for which the company has invested in the training and development programs for both the parties. The emphasis is on the program is for helping the company to possess a standardised performance management system Appraisal meetings have been separated from the development discussion meeting which are conducted at first (Rusu, Avasilc?i and Hu?u 2016). The concentration is one the availability of the good managers with the strong leadership mind-set. The organisation have been focusing on the way for sustainable development of the performance management system which is integrated and support with several other human resource functions such as development, training and development. The impact of such a performance management system has been positive for the business because previous their human resources have been inefficient and ineffectual. Previously, this aspect of human resource were considered to be an obligation or seasonal ritual and not as one of the top priorities of the company. However, presently, they are able to management their employees better and are achieving the goals and objectives faster than before (van Woerkom and de Bruijn 2016).
Conclusion
Therefore, in order to conclude this report on human resource management on Tesco Plc. it can be witnessed that the business organisation has a well-established training, career planning and development strategies which are utilised by the business as well as performance appraisal strategies which they have implemented within their organisation in order to retain and development their human resource as later they will be the source of their competitive advantage within the market. For Tesco Plc., the aspect of training and development is important because they interact directly with the consumers, therefore, the educational activities within an organisation will help in the development of a broader skilled and knowledgeable employees.
References
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Bayo-Moriones, A., Galdon-Sanchez, J.E. and Martinez-de-Morentin, S., 2020. Performance appraisal: dimensions and determinants. The International Journal of Human Resource Management, 31(15), pp.1984-2015.
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Curzi, Y., Fabbri, T. and Pistoresi, B., 2020. Performance appraisal criteria and innovative work behaviour: the mediating role of employees’ appraisal satisfaction. In Performance Appraisal in Modern Employment Relations (pp. 11-34). Palgrave Macmillan, Cham.
Evans, L. and Bae, K.H., 2018. Simulation-based analysis of a forced distribution performance appraisal system. Journal of Defense Analytics and Logistics.
Hassan, S., 2016. Impact of HRM practices on employee’s performance. International Journal of Academic Research in Accounting, Finance and Management Sciences, 6(1), pp.15-22.
Jackson, D. and Wilton, N., 2016. Developing career management competencies among undergraduates and the role of work-integrated learning. Teaching in Higher Education, 21(3), pp.266-286.
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Konin, J., 2019. Management Strategies in Athletic Training, 5E. Human Kinetics.
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Lent, R.W., 2018. Future of work in the digital world: Preparing for instability and opportunity. The Career Development Quarterly, 66(3), pp.205-219.
Moradi, M., ToluieAshlaghi, A. and Shahbaz Moradi, S., 2020. Modeling Employees’ Performance Appraisal Using Expert Systems. Commercial Strategies, 9(47), pp.35-54.
Mulvaney, M.A., 2019. An Examination of Training Design Strategies in a Pay-For-Performance Appraisal System Online Workshop. International Journal of Public Administration, 42(1), pp.1-13.
Rusu, G., Avasilc?i, S. and Hu?u, C.A., 2016. Organizational context factors influencing employee performance appraisal: A research framework. Procedia-Social and Behavioral Sciences, 221, pp.57-65.
Saha, A. and Majumder, S., 2017. Impact of Information technology on performance appraisal. International Research Journal of Human Resources and Social Sciences, 4(6), pp.81-89.
van Woerkom, M. and de Bruijn, M., 2016. Why performance appraisal does not lead to performance improvement: Excellent performance as a function of uniqueness instead of uniformity. Industrial and Organizational Psychology, 9(2), pp.275-281.
Werner, J.M., 2021. Human resource development: talent development. Cengage Learning.
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