Human Resource Management Issues in Aldi Supermarket

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Management
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Executive Summary
Human resource management has been a major problem facing retail stores in the
country. Aldi as an international brand has had major issues in managing and planning for their
employees. It is recommended to start the introduction of personnel planning with the
involvement and release of personnel, while it should be considered both intra-supermarket and
external to the enterprise labor markets. In general, intra-enterprise staff involvement should be
considered more promising, as workers increase attachment to the enterprise, strengthen their
confidence in their own career growth. In addition, in this case, the period of adaptation of the
employee will be shortened, and the administration will have an idea of his knowledge and
abilities. In the case of organizational and technical changes, the released employees get new
places within the enterprise, in which case they should look for employees on the external labor
market only to fill the lower vacancies. For all vacancies of managers and specialists, a reserve
should be formed. Specialists who are part of this reserve should purposefully improve their
qualifications, replace managers during their holidays, business trips, etc.
Introduction- Aldi Supermarket
Aldi supermarkets commonly known as ALDI, is a brand of German discount
supermarket chains that have over 10,000 stores in 20 countries worldwide. The supermarket has
an estimated turnover of 50 billion euros in the countries of operations. The supermarket chain
was founded in 1946 by two brothers Theo and Karl Albrecht after taking over their mothers’
store. The supermarket is headquartered in Essen in Germany (Armstrong, and Taylor, 2014).
Aldi consists of two companies Aldi Sud and Aldi Nord which have been operating separately

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since 1966 and have different headquarters. There are 35 individual separate companies
operating under Aldi Nord while Aldi Sud operates about 32 regional companies operating in 20
countries.
The problem with Aldi is that it has an issue with its human resource management in
most of its stores. The employees in some countries are underpaid and overworked and therefore
there is a high human resource turnover. In the work a detailed analysis of the working hours of
the employees of the enterprise was carried out when planning the use of human resources. The
questions of the organization of the workplace are considered, recommendations are given for
planning the working time of the employees, equipping the workplaces and their workplace
equipment (Bratton and Gold, 2017). The success of a modern company like Aldi is wholly and
entirely determined by the effectiveness and quality of training of its employees. To date, the
value of a successful company is only 25% of its tangible assets, and the remaining 75% are
intangible assets, namely human resources. Aldi is just the same as other organizations. In this
paper, will examine how the management of the company's human capital affects the economic
performance of its activities and the company's place among similar ones on the global market
(Jackson, Schuler, and Jiang, 2014).It is known that in the country there is a shortage of skilled
workers in high-tech enterprises, in particular, because the labor succession of generations has
been violated.
Specify research questions which address the management problem/decision.
Some of the research questions include;

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1. how does productivity and efficiency of employees is affected by remuneration?
2. Is the supermarket centred on profits forgetting the employees welfare?
This problem will increase in the conditions of creating new jobs in high-tech sectors of
service and retail. Sustainable Development and it is obvious that these jobs cannot be staffed
with low-skilled migrant workers.At the same time, it should be noted that at the present time
most entrepreneurs have no economic interest in replacing living labor with materialized ones,
i.e. in the replacement of workers engaged in unskilled manual labor, expensive equipment
(Brewster, Chung, and Sparrow, 2016).
Availability of access to cheap unskilled labor inhibits the process of reducing manual
unskilled labor, the release of people engaged in heavy work and in conditions that do not meet
the hygienic labor standards. On the other hand, in the conditions of creating high-tech jobs, the
role of personnel planning in enterprises is increasing, which is due to the lengthening of training
terms specialists. Thus, the preparation of a skilled worker for a high-tech enterprise can be 8-10
years (Brewster, and Hegewisch, 2017). Obviously, the preparation of skilled workers must
begin long before the appearance of such jobs. Personnel planning can cover the following areas:
- the need for personnel, - the involvement or reduction of personnel, - the use of personnel, - the
development of personnel, - the costs of maintaining staff. Every enterprise must implement a
planning meeting its needs.
Long-term hiring is especially important for high-tech enterprises, since in this case,
substantial investments are required in training, training and retraining of new personnel. In
addition, the management of the enterprise should be sure that the employee after training at the