Overview of Tesco Company
Discuss about the HRM Goals Is Recruitment In Organization.
Human Resource word is utilized to discuss the people who do the job for an organization and the department who is responsible for handling all the issues or resources related to the workforce. Human resource management is a modern, authority term utilized to explain the development and management of workforce in a company (Alami and Sohaei, 2015). This report is being prepared in order to discuss the policies of human resource that are implemented in an organization and what issues that organizations face while following them, or in the absence of those policies. Besides this, the policy will be made for the Tesco Company in order to avoid the issues that company is facing in recruitment and selection. To support this process of the policy will be explained. In the end, the concept of SHRM and HRM will be discussed and their contribution to the performance of the organization and outcomes of stakeholders. Various policies of human resource will also be explained.
Tesco is one of the famous general and grocery merchandise with headquarter in the United Kingdom. The company is the third biggest retailer in terms of profit and night largest retailer in terms of revenue. In around seven countries company has its stores. It is said to be the leader in the market of Hungary, U.K, Thailand, and Ireland. The founder of the company is Jack Cohen and it was established in 1919. Besides this, the company is listed in the London’s stock exchange.
From the perspective of human resource management, the most important and hard strategy of human resource management for attaining goals of the organization is recruitment and selection strategies. The outcome of the strategic recruitment and selection is very fruitful for the company if the carefully chosen correct person in regards to an appropriate mix of skills and also can be non-productive if the incorrect person was selected and can result in failure of the company. Polychart effectively said that the achievement and failure of the company are based on the staffing function but unluckily the management of the organization and researchers have not understood its worth by knowing that it is the most important function of the human resource (Nabi and Wei, 2014). Many organizations face challenges in recruitment and selection of an appropriate candidate for the job for example company in Zimbabwean, face issues due to geographical locations. Geographical locations of a business or company might raise recruitment challenges in situations where the offices of the company are placed away from the city. This results in decreasing the employee’s pool. Potentially capable and skilled people many times do not accept to relocate themselves away from their relatives, families for the job until they cannot move to the location along with their families. Besides this, changes in the model of business might also increase the challenges for recruitment of skilled people (Zinyemba, 2014). Upon formation, a business might have wanted more untrained labor may result in decreasing the correct employee pool that is perfect for the new model of business or maybe not assessable in the area.
Policy analysis
According to Wel (2016), Tesco is the biggest employer in the private sector that operates its business in more than 13 countries across the world. In Tesco, the non-store and store-based activities are increasing with time. Starineca (2015) argues that to achieve the objectives of the business company need to confirm that it possess correct employees at the correct post. However, the company has to deal with some of the internal and external issues related to recruitment and selection of the employees in the organization. In terms of internal recruitment, it has been identified that the pool of participants is very limited. Moreover, the company’s management has now become familiar with the weaknesses and strengths of the candidates. Han (2014) discussed that weaknesses of the employee cannot be enhanced through training after some limit. Just because of procedure of internal selection, the company is not able to get fresh perspectives and thoughts from the outer boundary of the company. Additionally, recruiting people within the organization generate another job vacancy that needs to be fulfilled (Furnham, 2012).
Besides this, it has been identified that process of external recruitment implemented by the company is not atoll cost effective because of advertising and selection’s longer procedure. It has been recognized that procedure of external selection is not effective enough to choose the appropriate candidate for the vacant job position.
Further, there are some types of discriminations that are identified in the procedure of internal recruitment. The management of the company likes to recruit applicants to form the United Kingdom without considering their qualifications. The company does not prefer recruiting people that are Muslim. This system of recruitment and selection of Tesco needs to be changed. It has to select participants based on their talents, skills, qualification and job experience in place of their values, race, cultures, religion, gender, or geographical location, (Edelson et al. 2014)
In order to resolve the issues that companies are dealing with especially Tesco in the business environment, it has to adopt a policy that i.e. incentive for the existing employees to bring new, fresh and talented people into the organization.
The incentive policy for the existing employees to bring new, young, and talented people into the organization will be very effective for the Tesco and for the organizations as it will motivate the existing employees to work efficiently and to earn more amount of money or benefits. This policy will bring new and talented people into many which will help in increasing the cultural diversity within the organization and bring new and innovative ideas for the company. The diversified workforce and innovative ideas will result in increasing the productivity of the company and motivation level of the existing employees. Along with this with the increase in the number of employees will result in generating competition level within the organization which will be very effective for the revenue and sales of the company. Employees will start giving their best into their job in order to be competitive and become one of the assets for the organization. Incentive policy for the employees will be a monetary benefit as well as non-monetary. Further, the incentives will be provided to the existing employees after the 6 months of the suggested employee’s recruitment. The suggested employee need to stay in the organization at least for 6 months then only the existing employee will be eligible to get the incentive for the organization.
Policy
Incentives for the existing employees for bringing new employees within the organization can be implemented in all the branches and subsidiaries of the company in order to increase innovative workforce and ideas that can help in increasing the revenue of the company. This incentive policy can be implemented for a longer time period as providing incentives to the employees always work as a motivating element.
The incentive policy for existing employees to bring new employees in the organization has the purpose to increase the number of candidates in the recruitment and selection procedure. Moreover, it is focused towards solving the issue of internal as well as external recruitment problems that organization face while conducting recruitment and selection process.
Some of the legislation that will be applied in this policy of incentive i.e. Working time regulations, Equal employment opportunity, Sexual harassment, Social security, Trade unions and other various industrial relationships, Health, safety, and welfare, and Working conditions.
Recognizing requirement for an opening- At this step the requirement of the employee arises for filling the vacancy in the company. This happens when a chunk of the work is not being completed due to lack of skilled employees in the company.
Taking decision regarding internal or external recruitment- Here, the management of the company and the Human resource department will take decision for the internal and external recruitment (Workable, 2018).
Assess the description of the job and create an ad for the job- The Company will take the step and will prepare the job description for the vacant position in the company and advertise the requirement of the candidates. Besides this, the company will motivate their existing employees to bring new and talented people within the organization and for that will get money as well as non-monetary benefits.
Choose the stages of selection and potential timeframe- At this step, the discussion will be conducted with the management and department of Human resource in order to appropriate stages of selection and timeframe will be decided for this process.
Evaluation of the resumes in the database of the company- The resumes of the candidates will be evaluated to decide which employee will be competent for the vacant job position in the company.
Select candidates- After evaluating the resumes of all the applicants some candidates will be selected that are capable enough to perform the job on behalf of the company so that proper function can be performed and productivity of the company can be maintained an increased.
Scope
Provide official offer of the Job- At last, the selected candidates will be provided the job offer officially and will be provided proper orientation programs and will be familiarized with their job responsibilities in the organizations.
To maintain the recruitment and selection process in the company human resource department is responsible and accountable. Besides this, in order to follow the incentive policies, existing employee will also be responsible for maintaining the flow of incoming employee within the company.
Designing the measurement standard- Judging the efficiency of the procedure of the business is very tough deprived of a strong system of measurement. However, the company can consider the metrics of employee satisfaction, employee turnover, as the measurement system. Besides this, it can make use of qualitative assessments by candidate, employee, and management survey.
Track measurement data- Measurement standards must be traced over the time-frame as a pointer of the failure or success of the procedure of recruitment and selection. These measures can be tracked on the yearly, monthly or quarterly basis (Acevedo, 2017).
The term Strategic human resource management is utilized widely to signal the vision that the activities of human resource management must add to the effectiveness of the business. Human Resource planning and Strategy are combined in the process (Çali?kan, 2010). There are various advantages of participating in the planning of human resource with the strategic planning, creating it commanding for this combination to be frequently followed. Due to the strategy’s importance of human resources has been broadly identified. As an outcome, strategic human resource management has been claimed to be definitely connected to the performance of the organization. More particularly, HRM has been related to upsurge productivity, good service of the customer, enhanced competence, growing firm value, better productivity or financial returns and complete organizational existence (Mathew, 2016).
The HRM managers decided that if the HRM is interpreted into precise strategies of HR which are executed, it has a substantial indirect influence on the formation of additional value and competitive advantage. The HRM has contributed to the formation of additional value by confirming that persons with the essential capability and motivation levels are obtainable and by assisting to make an environment and culture which encouraged quality performance.
Recruitment and Selection- Recruitment and selection are the processes of identifying and obtaining a group of candidates with the preferred experience, skills, and knowledge to permit a company to select the suitable persons to fill the job vacancies (Ekwoaba, Ikeije and Ufoma, 2015).
Policy Statement
Performance Management- Performance management is the procedure through which employees and managers operate together to monitor, review and plan work objective of the employees and complete contribution to the company (Qureshi and Hassan, 2013).
Remuneration- Remuneration is the term used for the compensation or payment to the employee and it not just includes base salary, but also commissions, bonuses, and benefits.
Training and Development- Training and development is said to be a function of human resource concerned about the activity of the organization and focused towards improving the performance of individuals and groups (Boadu and Fokuo, 2014).
Conclusion
In the conclusion, it can be said that human resource department is one of the essential and fruitful departments of every organization as it looks after the human resource of the organization i.e. employees. Human resource is said to be one of the tangible resources of the organisation, therefore, it is important to concentrate while hiring them in the organization. The above report has highlighted some issues regarding recruitment and selection in companies, especially in Tesco. To solve this issue a policy has been suggested that can be implemented to increase the productivity.
References
Acevedo, L. (2017) How to Evaluate the Recruitment & Selection Process [online]. Available from https://bizfluent.com/how-5898419-evaluate-recruitment-selection-process.html [accessed 31 May 2018]
Alami, R., and Sohaei, R. (2015) The Effectiveness of Human Resource Management on Improving the Performance of Education Staff. International Journal of Business and Social Science, 6(5), 251-254.
Boadu, F., and Fokuo, E.D. (2014) Training And Development: A Tool For Employee Performance In The District Assemblies In Ghana. International Journal of Education and Research, 2(5), 513-522.
Çali?kan, E.N. (2010) The Impact Of Strategic Human Resource Management On Organizational Performance. Journal of Naval Science and Engineering, 6(2), 100- 116.
Edelson, S., McKelvie, A. and Haynie, M. (2014) New Venture Organization Personality and Recruitment: Understanding the Job Seeker’s Perspective. Academy of Management Proceedings, 2014(1), 14514-14514.
Ekwoaba, J.O., Ikeije, U.U., and Ufoma, N. (2015) The Impact Of Recruitment And Selection Criteria On Organizational Performance. Global Journal of Human Resource Management, 3(2), 22-23.
Furnham, A. (2012) The Psychology of Behaviour at Work. 2nd edn. Hoboken: Taylor and Francis.
Han, S. (2014) Implicit collusion in non-exclusive contracting under adverse selection. Journal of Economic Behavior & Organization, 99, 85-95.
Mathew, A.P. (2016) Contribution of SHRM towards Organizational Effectiveness- A Study with Reference to NGOs in Kerala. International Journal of Management & Social Sciences, 5(1), 194-202.
Nabi, G., and Wei, S. (2014) Effective Recruitment and Selection Procedures: an Analytical Study Based on Public Sector Universities of Pakistan. Public Policy and Administration Research, 4(10), 12-19.
Qureshi, A., and Hassan, M. (2013) Impact of performance management on the organisational performance. International Journal of Academic Research in Economics and Management Sciences, 2(5), 54-76.
Stan, M. and Vermeulen, F. (2013) Selection at the Gate: Difficult Cases, Spillovers, and Organizational Learning. Organization Science, 24(3), 796-812.
Stari?eca, O. (2015) Employer Brand Role in HR Recruitment and Selection. Economics and Business, 27(1), 58-63.
Wel, C. (2016) Best Practices and Emerging Trends in Recruitment and Selection. Journal of Entrepreneurship & Organization Management, 5(2).
Workable (2018) Employee Recruitment and Selection Policy Sample [online]. Available from https://resources.workable.com/recruitment-company-policy [accessed 31 May 2018]
Zinyemba, A.Z. (2014) The Challenges of Recruitment and Selection of Employees in Zimbabwean Companies. International Journal of Science and Research, 3(1), 29-33.
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