Human Resource Management at Woolworths: Strategies and Achievements
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This report provides an overview of Woolworths Company, leading retailer in Australia and focus on its strategic objectives. Additionally the report will provide a situational analysis of HRM strategies Woolworths has been utilizing by shedding light on the fit between HRM and company’s strategy.
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Running head: HUMAN RESOURCE MANAGEMENT HUMAN RESOURCE MANAGEMENT Name of the Student: Name of the University: Author note:
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1HUMAN RESOURCE MANAGEMENT Executive Summary Human resource management has been distinguished as a vital part of the organization which is essentially concerned with ‘people’ dimension. In recent times, professionals engaged to the human resource domain are identified as fundamental elements in the achievementofanyorganization.Furthermore,ithasbeennotedthatsuchjobs necessitate an innovative level complexity which is unparalleled in the domain of human resourcemanagementthoughtheirpositionintheorganizationhasfurtherbeen prominent as the name has changed. Woolworths, the leading retailer in Australia comprises a huge pool of talent and proficiencies within the organization thus requires to specifically distinguish areas from where they can extract relevant talent, supervise their line of business as well as augment two way communication across the business. The paper has offered comprehensive insights of the way Woolworths has focused on its HR strategy and the way the company has been focusing on people management in order ton acquire organizational goals and align their HR strategies with business tactics.
2HUMAN RESOURCE MANAGEMENT Table of Contents Introduction........................................................................................................................3 Overview of the Company and Strategic Objectives of Woolworths.............................3 Discussion..........................................................................................................................4 Situational Analysis of Woolworths’ Current Activities-Value Chain Analysis...............4 Human Resource Strategies adopted by Woolworths...................................................5 AchievingStrategic-FitbetweenBusinessandHumanResourceStrategiesin Woolworths.....................................................................................................................6 Conclusion.........................................................................................................................7 Recommendations.............................................................................................................8 References.......................................................................................................................10
3HUMAN RESOURCE MANAGEMENT Introduction Recently the focus on Human Resource Management (HRM) has shifted to the strategicutilizationofemployeesalongwiththeassessableimpactofemployee programs over business. Currently as per the studies of Armstrong and Taylor (2014), attainablecompaniesessentiallynecessitatetobeadaptive,flexibleandagilein changing directions. Thus, within such a business setting, the resourcefulness of HRM has been considered to be vital to acquire desired organizational goals and objectives. The following report will provide an overview of Woolworths Company, leading retailer in Australia and focus on its strategic objectives. Additionally the report will provide a situational analysis of HRM strategies Woolworths has been utilizing by shedding light on the fit between HRM and company’s strategy. Overview of the Company and Strategic Objectives of Woolworths WoolworthsGroupLimitedprimarilyexecutesitsoperationsasaretail organization through Australian Food, Endeavour Drinks, BIG W, Hotels, and New Zealand Foodalongwithother segments (Woolworths.com.au 2019). Pailléet al. (2014)havestatedthattheAustralianFoodsegmentprimarilytakesonthe procurement and resale of food products to clientele in Australia, but further operates over 1000 Woolworth’s supermarkets as well as Metro outlets. Woolworth’s major strategic objective endorses its goal to have its customers positioned first across all other brands. However, in order to attain such a strategy Woolworths has set up priorities such as accelerate Innovation in its beverage business, sincerely distinguish company’s food customer plans, introduce E2E Processes which promotes betterment for customers and simpler for provisions (Woolworthsgroup.com.au 2019). Reports of Armstrong and Taylor (2014) have revealed that Woolworths through Voice of the Customerprogrammeacrossitswiderangeofbrandsessentiallyobtainregular suggestions and feedback from clientele. These endeavours however imply that the organization has been efficiently accentuating on continuing to enhance its product offers and buying experience for its consumers (Hjalmarsson et al. 2015) .
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4HUMAN RESOURCE MANAGEMENT Strategic Objectives of Woolworths Source: (Woolworths.com.au 2019) Discussion Situational Analysis of Woolworths’ Current Activities-Value Chain Analysis AccordingtoPailléetal.(2014),thestrategyofWoolworthsentails accomplishing needs and demands of workforce and customers to develop into an advanced retailer in the Australian retail sector. However, to comprehend the current performances and efficacy of its strategies, an internal analysis of Woolworths has been accompanied by the implementation of specific strategic tools through Value Chain analysis(ArmstrongandTaylor2014).AcriticalanalysisofWoolworthsprimarily indicatethatitsrecruitmentstrategyintendsinattainingsustainableperformance requisites ink which Woolworths has adapted local food recruitment resourcing strategy to ascertain progress and development of local enterprises. Reports of Snell, Morris and Bohlander (2015) have indicated that the major activities of Woolworths are prompted by extensive range of sustainable performance in relation to the highly proficient human resources across diverse regions of Australia, proficient IT infrastructure and further sustaining strategic supply chain systems as executed by the company. Furthermore,
5HUMAN RESOURCE MANAGEMENT Jackson, Schuler and Jiang (2014) have stated that strategic analysis of Woolworths depends greatly on its workforce which is considered to be at the core of its business. Reports of Paillé et al.(2014), have witnessed an important provision aimed for knowledgedevelopment,trainingandinductionforitspersonnelwhichhasbeen guaranteed by Woolworths which has been offering significantly in attaining its strategic objectives within Australian retail sector. In addition to this, Snell, Morris and Bohlander (2015) have focused on Woolworths’ infrastructure which signifies strong value and importance throughout Australia and thus has been consequential for the company to be competent in serving its consumers. Human Resource Strategies adopted by Woolworths StudiesofKimetal.(2014)havementionedthatWoolworthsessentially distinguishes remuneration as a vital determinant in magnetizing, motivating as well as retaining proficient employees in conjecture with other factors of company’s approach to people management. Meanwhile, according to Kaiser et al. (2015), Woolworths has encountered critical challenges by aging HR procedures which posed challenges to its competence of sustaining growth and expansion. Thus, Woolworths has adopted an HR transformation initiative in order to achieve its purpose of “great people delivering high- performance in the best place to work” (Woolworths.com.au 2019). Paillé et al.(2014) have stated that Woolworths’ implementation of contingency theory for executing its HR strategies has enabled the organization to ascertain candidates with relevant skills and mostrelevantexperiencesandknowledgeareavailableforanyspecificproject. According to Yorio, Willmer and Moore (2015), application of contingency perspective of strategic HRM evaluates directly the link between the strategy adopted by Woolworths andHRMpractices.Furthermore,throughWoolworths’contingencytheory,the company has intended to explain the way company’s performance has been improved by the implementation of HRM practices which have been dependable to the type of strategiesadoptedbythefirm(Woolworthsgroup.com.au2019).Thusunder contingency theory, the performance assessment practice tends to impact performance with its alignment with company’s business strategy (Kim et al. 2014). Thus, efforts made by the company in order to institute a reasonable and purposeful evaluation system help employees to act positively and to adhere to organizational goals; this will
6HUMAN RESOURCE MANAGEMENT encourage innovation and improve performance (Jackson, Schuler and Jiang 2014). HR Strategies adopted by Woolworths Source: (Kaiser et al. 2015) Achieving Strategic-Fit between Business and Human Resource Strategies in Woolworths The extent to which the HR activities have been engaged to business and HR strategy development of Woolworths would depend on whether the most senior HR personofthecompanyhasbeenassociatedwiththeboardofdirectors (Woolworthsgroup.com.au 2019).However according to (Bruce (2019) concurrently the board membership of HR professionals serving in Woolworths has not assured their participation into HR strategy because of its less importance as active members. These factors have led several retail companies like Woolworths to determine the percentage of HR directors and experts as strategy makers.Furthermore, Yorio, Willmer and Moore (2015) are of theopinion that aligning board level experiments along with HR strategies typically deliver significant avenues for HR experts in order to get significant role in the HR management of the company.Reports of Kramar (2014) have revealed thatthe HR managers of Woolworths are primarily assigned with substantial liability of supervising and directing in order to align with the organisational strategies. As a result HR experts working in the competitive professional domain would require developing into strategic associate who have the ability to essentially accentuate on strategy, performance and practices of the company (Kaiser et al. 2015). In addition to this, Jackson, Schuler and Jiang (2014) have stated that as leaders the HR managers of Woolworths required to be creative in order to attain competence
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7HUMAN RESOURCE MANAGEMENT of transformingorganizational actions and performanceand resourcefully organise people management system in order to safeguard the prominence and sustain the stability of the company. Meanwhile it has been noted that enhanced quality, personnel essentially enables organisations to compete on the basis of market responsiveness, performance, products and services quality along with technological innovation (Snell, Morris and Bohlander 2015). Hence the initialisation of HR strategy for Woolworths mustfocusonworkforceplanningstrategiesbasedonbusinessplanleadingto prediction of thepotential demand for various types of employees with the evaluation of current workforce which has been presented primarily based on demographic attributes candidature, work experience and competence data. Conclusion Woolworths being the major organisation in the Australian retail industry has been attracting thousands of employees every year in order to serve its wide range of customers. However to attain its sincere organisational strategy, the company must focus on strategic employee management and developed a highly sophisticated and advanced work environment which is of great significance in current times. Woolworth’s current HR strategy based on contingency theory has been successfully enabling the organisation to understand its clients’ needs and demands and strategically align its plans with the help of proficient employee base. The paper has evaluated the situational analysis through value chain approach to understand the existing HR strategies used by Woolworths and further evaluate the alignment between the companies HR approaches with its organisational tactics. Recommendations Kramar (2014) has stated that Woolworthsmust focus on SAP Success Factors Employee Central and Employee Central Payroll in order to provide its employees with real-time visibility into a single source of information for master data throughout the company. Such centralized view of pertinent information tends torationalize customary decisions related to employee staffing, leave and release.It further offers employees with digital records of Strategies and performance which stays with them throughout their experience in the company. Furthermore, managers in Woolworths rapidly approve annual leave of employees (Kaiser et al. 2015). Additionally,reports of Jackson, Schuler
8HUMAN RESOURCE MANAGEMENT and Jiang (2014) haveclaimed that through such a synchronized view of payroll every individualemployeewillhavetheaccessibilityoflearningandobtainingpersonal information in the system at individual convenience from mobile or laptop. These factors however will facilitate the employees of Woolworths to gain empowerment and follow their careers with a highly centralized perspective of accessible jobs and further focus on their individual talent profile search people by managers and executives seeking to fill vacancies in the company. Woolworth presently comprises of an extensive pool of talent the company thus aims to significantly distinguish areas of talent and ways to maximize the proficiency office employees (Yorio, Willmer and Moore 2015). Thus shifting its HR structure to the cloud based software would allow the company to implement standard procedures for supervising and identifying talent and further offer the company with significant level of organisational objectives and strategies for teams as well as business units across the company in order to ensure proper alignment of HR strategies with organisational goals.
9HUMAN RESOURCE MANAGEMENT References 1.Armstrong, M. and Taylor, S., 2014.Armstrong's handbook of human resource management practice. Kogan Page Publishers. 2.Bruce,V.,2019.Restructuringchallengeonthecards forWoolworthsHR. [online]Available at:https://www.hcamag.com/hr-news/restructuring-challenge- on-the-cards-for-woolworths-hr-210692.aspx [Accessed 21 Jan. 2019]. 3.Hjalmarsson, A., Recker, J.C., Rosemann, M. and Lind, M., 2015. Understanding the behavior of workshop facilitators in systems analysis and design projects: Developingtheoryfromprocessmodelingprojects.Communicationsofthe Association for Information Systems,36(22), pp.421-447. 4.Jackson, S.E., Schuler, R.S. and Jiang, K., 2014. An aspirational framework for strategichumanresourcemanagement.TheAcademyofManagement Annals,8(1), pp.1-56. 5.Kaiser,S.,Kozica,A.,Swart,J.andWerr,A.,2015.HumanResource ManagementinProfessionalServiceFirms:Learningfromaframework for research and practice.German Journal of Human Resource Management,29(2), pp.77-101. 6.Kim, T.H., Lee, J.N., Chun, J.U. and Benbasat, I., 2014. Understanding the effect of knowledge management strategies on knowledge management performance: A contingency perspective.Information & management,51(4), pp.398-416. 7.Kramar, R., 2014. Beyond strategic human resource management: is sustainable human resource management the next approach?.The International Journal of Human Resource Management,25(8), pp.1069-1089. 8.Paillé, P., Chen, Y., Boiral, O. and Jin, J., 2014. The impact of human resource management on environmental performance: An employee-level study.Journal of Business Ethics,121(3), pp.451-466 9.Snell, S., Morris, S. and Bohlander, G.W., 2015.Managing human resources. Nelson Education. 10.Woolworths.com.au.,2019.{{metaController.metaData.title}}.[online] Woolworths.com.au. Available at: https://www.woolworths.com.au/ [Accessed 21 Jan. 2019].
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