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Using Diversity and Inclusion to Provide Better Services - A Tesco Case Study

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Added on  2019-09-30

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Tesco is a business that puts people first, ensuring its customers and colleagues are at the heart of everything it does. Learn how Tesco uses diversity and inclusion to provide better services. Read about Tesco's diversity strategy, talent management, and diversity partners.

Using Diversity and Inclusion to Provide Better Services - A Tesco Case Study

   Added on 2019-09-30

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A Tesco case studyUsing diversity and inclusion to provide better servicesPutting people firstTesco is a business that puts people first, ensuring its customers andcolleagues are at the heart of everything it does:‘Our core purpose is to create value for customers to earn their lifetimeloyalty. Our success depends on people: the people who shop with usand the people who work with us.’Earning customer loyalty is crucial and Tesco focuses on this by helpingcustomers in lots of small ways which together can make a big difference.‘Every little helps’ is more than just a slogan. It describes Tesco’s way ofworking with all of its stakeholders, and that includes colleagues as wellas customers.DiversityTesco works in a competitive market where products, stores, tastes and even the way customers shop are constantlychanging. Tesco needs to be proactive in preparing to face these changes. This means finding talented people whowill be ambassadors for the brand in the communities it serves. Diverse communities mean that it needs to recruit andtrain people who reflect this diversity, so that all sections of society are included.DemographicsIn the UK we have a diverse society: there are people from many different backgrounds and cultures. There are alsochanges taking place in the number of men and women in thepopulation.These changes to population are called ‘demographics’. One keydemographic is that an increasing number of older people are working –an ageing workforce. Tesco’s policy is to ensure that its workforce has abalance of different people. It is keen to search for talent wherever itlies. At Tesco, ‘Everyone is welcome’. Tesco recognises that everyperson is different and will bring unique talents and experiences to arole:‘Difference can be our strength because talent and diversity are twosides of the same coin. To focus on one while ignoring the other is liketrying to run a store with no customers – it just won’t work’.TalentTesco has a particular understanding of what is meant by ‘talent’. It believes in recognising the strengths of eachindividual person, regardless of their background and investing in them to help reach the goals that they set forthemselves – being the best they can be. There is a constant hunt for talent:'Talent is about people and we all have a role in talent spotting, recruiting, developing, promoting, moving, rewardingand engaging them.'Tesco has a dedicated talent and diversity team. This team communicates the diversity strategy throughout thebusiness to ensure that its objectives are reached.Tesco recognises that within each person there is raw talent, ideas and energy. It sees that everyone is an individualwho is seeking a good work-life balance and aims to help all employees to be the best that they can be.It encourages the business to create challenging, interesting and flexible opportunities to release this potential atevery level of the business, from the shop floor to the boardroom.Tesco's diversity strategyDiversity, inclusion and equal opportunities are so central to the workplace that there are laws to ensure fair treatment.For example, it is against the law to make unfair choices against people on grounds of age, race, disability, gender orsexual orientation. This is called discrimination.Tesco’s diversity strategy is central to the way it approaches recruitment, training and development and is reflectedthroughout the objectives of the business. In practice, that means that every role and every employee at Tesco has aplace in something called the ‘framework for talent’. This framework is used to find and develop talent for the futureand has three parts:talent plans for the businesscareer plans for individualssuccession plans for jobs.Reviewing performanceAll colleagues set objectives and draw up personal plans for development aspart of a regular review process. Every employee has the same opportunity todiscuss his or herperformance and career and is given the opportunity to geton. In addition, managers and personnel teams meet regularly to talk aboutwho is ready for a move, to meet a new challenge or help them develop. This1
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