Human Resource Management/ Recruitment process

Human Resource Management/
Recruitment process

Table of Contents
INTRODUCTION...........................................................................................................................3
LO1..................................................................................................................................................3
P1 Purpose and Functions of HRM applicable to workforce planning and resourcing
organisation..................................................................................................................................3
P2 Strengths and Weaknesses of different approaches of recruitment and selection..................5
LO2..................................................................................................................................................6
P3 Benefits of different HRM practices within organisation for employee and employer.........6
P4 Effectiveness of different HRM practices in terms of raising organisational profit and
productivity..................................................................................................................................8
LO3..................................................................................................................................................9
P5 Importance of employee relations in respect to influencing HRM decision making.............9
P6 Key elements of employment legislation and the impact it has upon HRM decision making
...................................................................................................................................................10
LO4................................................................................................................................................11
P7 Application of HRM practices in a work-related context....................................................11
CONCLUSION..............................................................................................................................14
REFERENCES..............................................................................................................................15

INTRODUCTION
Human resource management can be defined as management of people in organisation
and carrying out all the activities related to human resource in organisation. Overall human
resource management involve several practices that are recruitment, selection, payroll,
performance management, coordinating activities of employees with goals and objectives of the
organisation. This report will discuss about human resource management and what different
aspects of HRM. Followed by this the report will also discuss about purpose and functions of
HRM and how organisation resource and will discuss about different approaches of HRM.
Benefit of different HRM practices for employee and employer. This discussion will
contextualise Tesco, British Multinational retail and general merchandise organisation. The
organisation was founded in 1919 and is headquartered at Hertfordshire, England. Tesco is a
multinational organisation having operations in around 11 countries and operating at around
6800 locations in the world. In relation with human resource aspect of Tesco, company employs
around 450000 employees to carry out all operations and activities of the company.
LO1
P1 Purpose and Functions of HRM applicable to workforce planning and resourcing organisation
Human resource management is an important activity of Tesco and this is important
because human resource management in organisation is one resource that contributes and utilise
all other resources of the organisation and ensure that other resources are being effectively used
in order to achieve all objectives of the organisation (Aust, Matthews and Muller-Camen, 2020).
Some of the purposes of Human Resource Management in Tesco are-
Developing employees to perform effectively
One of the purpose of HRM is to make sure that employees are enough capable to carry
out all the activities and function of the organisation. This helps employees in maintaining
quality and effectiveness in their work so that they are able to link their performance to
organisational objectives. Employees are developed through the training and development
practices.

Ensuring compliance to Employee legislation
This is another purpose of HRM, according to this purpose of HRM. Every organisation
is subject to several employment legislation and regulations and it is important to comply to all
those in order to avoid any kind of legal difficulty and challenge that Tesco can face. These
regulations and compliance involve compliance to different regulations in recruitment and
selection, while providing opportunity in organisation and in relation with compensation in
organisation.
Linking performance with organisational objectives
This is another purpose of HRM according to this HRM activities undertake practices
through which they link organisational objectives with individual performance and performance
objectives. This requires HRM to establish different tasks and job roles through which Tesco can
complete all functions of organisation and they can contribute in attainment of organisational
objectives.
Functions of HRM are-
Internal and external recruitment
This purpose of organisation and HRM is concerned with staffing the organisation. this
involves that it is not possible for Tesco to function and operate successfully without having
enough manpower and this is why one of the purpose of HRM is to recruit from internal as well
as external sources (Evans, Robinson and Williamson, 2019). Internal recruitment is concerned
with recruiting from within organisation through promotion and transfer and external involves
identifying talent from external sources and recruiting them in organisation.
Selection of candidates
This means that once employee have been recruited and their application has been
collected followed by this another function carried out by the organisation is to select the
candidate based on their suitability for the job and as well as in culture of Tesco.
Onboarding and training of the employee

This means that employees once candidates become employee they are involved into the
process of on boarding and training. Training helps employees to understand what they are
expected to do and how they can complete their job task.
P2 Strengths and Weaknesses of different approaches of recruitment and selection
There are several approaches recruitment and selection that Tesco can utilise and this
involve different ways through which Tesco should recruit and select employees in organisation.
Some of the approaches and their strengths and weaknesses are as follows-
Online screening and Shortlisting as an approach for recruitment and selection
This is another approach for recruiting and selecting people and this is one of the most
preferred approaches of most organisations in present time. In this approach online platforms and
channels are used to collect applications and online platforms are used for informing potential
candidates regarding job opening in Tesco. Online screening and shortlisting can be done in
several forms. Some of the channels and online platforms for collecting applications and online
screening and shortlisting are using Email of company to send job application and this is stored
in database of the company (Koch, 2017). Other than this different job portals are also used by
organisations to communicate to potential candidates. In this candidates are informed abour job
opening and later their applications are also gathered through these job portals. Many job portals
also provide services of screening application through which only useful and suitable application
are processed to organisation. Website of Tesco is another channel to for this purpose.
Strengths
 Time and cost saving
 Increasing accuracy and reliability of these platform
Weaknesses
 There are several skills such as presentation, personality that cannot be identified through
online channels and platforms.
Assessment centres as an approach for selection

This is one of the approaches for recruitment and selection in this approach of
recruitment and selection is based on principle of multiple testing processes. This includes
aptitude testing, ability testing, group exercises, in-tray exercises, presentation and personality
profiling. This includes highly competent and completely unbiased judge for the practices and
exercises of assessment centre (Furnham, 2017). Some of the strengths and weaknesses of
assessment centre approach are-
Strengths
 Help in determining that employee is suitable for the job in every aspect of the job
 This help in identifying capabilities of candidate through practical and applied ways and
this contribute in understanding how employee will perform in real situation in Tesco
Weaknesses
 Require judges who are completely unbiased related to selection
 Requires time and efforts
 Requires financial investment for identifying and selecting suitable and competent
employees
 Identifying and developing activities that are related to job role of the employee is also an
important challenge in this approach of recruitment and selection
Interview approach for selection
This is an approach that is being utilised for selection and is one of the most trusted
approach for ensuring candidate is suitable for the job and capable for effectively complete all
the tasks of their job.
Strengths
 Interviewers can utilise their experience and intelligence to judge candidate and their
abilities
 This allows getting detailed information about candidate

Weaknesses
 It is time consuming
LO2
P3 Benefits of different HRM practices within Tesco for employee and employer
Organisation undertakes several practices within HRM and these practices have benefits
for both employee as well as employer. Some of the practices of HRM and their benefit for
employee and employer are as follows-
Performance Management
This is one of the practice of HRM in which Tesco’s HRM ensure linking organisational
goals and objectives with performance goals and objectives of the employees (Butler and et.al.,
2016). Performance management practice focuses on performance objectives at every level of
organisational hierarchy and links them with organisational objectives. This means that in
organisational objectives are divided in departmental objectives, and then they are divided in
team and individual objectives.
Benefit for Employee
 This helps them in having clarification regarding what they need to do
 This highlight training need for employees
 Clarity of job and objectives they need to attain they are able to make right decision
 This also encourage employee for self-development in context of their job
Benefits for Employer
 Effective achievement of organisational goals and objectives
 Enhance employee retention
 Enables Tesco to identify employee for promotion hence contribute in right decision
making

Performance Appraisal
This is concerned with appraising performance of employees and comparing actual
performance of employees with standard performance.
Benefit for Employee
 Help in identifying their training requirements
 Employees become able to identify and understand what are their strengths and
weaknesses
Benefits for Employer
 Help in identifying capable employees who can be promoted
 Contribute in development and training of employees
Training and Development
This is a practice of HRM that is concerned with enhancing skills and knowledge of
employees. Training is a fixed term practice in which current job requirement of employee are
focused in order to enable employees to work effectively (Urbancová and Hudáková, 2017).
Development is concerned with preparing employee for expected future job role.
Benefit for Employee
 Contribute in self development of employee
 Enhance performance of employee enabling them to be more competitive in organisation
 This also increases possibilities for development in job and organisational context for
example, for promotion and opportunities in organisation
Benefits for Employer
 Tesco can get better results in achievement of objectives through effective performance
of employee

 Enable Tesco to get benefit through results of healthy competition of the employees
 Regular training and development of employees in organisation prepare organisation to
become more competitive and capable of dealing with expected and unexpected
challenges
P4 Effectiveness of different HRM practices in terms of raising organisational profit and
productivity
Several activities are carried out by HRM at Tesco and all activities are aimed at
achieving effective results and maintaining high productivity in the organisation. Some of the
practices and their effectiveness in terms of raising organisational profit and productivity are-
Leadership Development
This is one of the area and practice of human resource management in Tesco that is
capable of bringing effective results in terms of organisational profit and productivity.
Leadership development is concerned with developing employees in such way that they are able
to possess qualities and skills as leaders (Daniëls, Hondeghem and Dochy, 2019). Leadership
development in Tesco is one of the practices of HRM through which Tesco enables it to
differentiate from other organisation and also enable it to become high performing organisation.
Leadership development enables Tesco to have people at every level of the organisation in which
employees are capable to drive effective results having capabilities as a leader. They are
motivated and at the same time they become more responsible for their performance in
organisation and are less dependent on their mentors and seniors. This enhances their
performance in organisation and subsequently Tesco get benefit in form of improved
performance and followed by this enhanced productivity and profit.
Performance and Reward Management
As discussed above performance management is the practice of linking individual
performance to organisational objectives. This help in increasing productivity because effective
performance management reduces possibility of duplication in work and this contribute in
improving performance and productivity. Other benefit such as clarity of work also reduces time
that employee involve in understanding what they need to do and solving role ambiguity. This

time collectively increases performance of the employee and they contribute in increased
productivity.
Reward management is concerned with managing rewards in organisation that contribute
in increasing productivity and that result in increasing profit. This requires Tesco to manage their
rewards in such way that they are linked with performance and productivity of the employees in
the organisation and this contribute in increasing performance in Tesco. This is why reward
management is another practice that leads to increase in productivity and performance (Shields
and et.al., 2020). Managing rewards in such way that contribute in increased competition within
employees and they become more serious towards improving their performance and results
linked to the performance. This allows Tesco to get benefit and advantage of competition within
employees in terms of improved performance and increased productivity.
LO3
P5 Importance of employee relations in respect to influencing HRM decision making
Employee relations refer to relations that are there in between employee and employer.
Employee relations involve both kind of relations individual as well as collective relations in
employee and employer. Employee relations play important role in influencing decisions of
HRM because one of the important areas of HRM is to manage and maintain harmonious
relations in employee and employer. Employee relations in both situations when positive as well
as when negative affect and influence decision making of the HRM. Influence of positive and
negative employee relations on HRM decision making can be as follows-
Influence of positive employee relations on HRM decision making
Positive employee relations is a state in which employee and employer share trust,
understanding and their relation is based on mutual respect and shared value system (Vera,
2018). This is a highly ideal situation in which both employee and employer have faith in each
other. This is also positive for HRM decision making. This means that in such situation it gets
facilitated for employer and manager to take decision and followed by this employee also do not
resist any decision of the employer. Influence and impact of positive employee relations can be
considered as a situation that is Win-Win. This means that in such situation decision taken by

HRM is favourable for both employee as well as employer. For example a decision can be based
on increasing compensation of employees in Tesco this is suitable and favourable for Tesco. This
decision also involve that work time will also increase along with pay and this decision is
favourable for employer. This means that this decision of HRM is suitable for both employee and
employer.
Influence of negative employee relations on HRM decision making
This is another situation in which employee and employers do not share a relationship
that is based on trust and respect. However in this kind of relation both employee and employer
adopt a win-loss approach in which employee and employer are willing to ensure their benefit
regardless of what impact does it have on other party.
Overall discussion suggests that positive employee relations are very important for HRM
decision making (Ismail, 2020). In relation with Tesco, employee relations in Tesco are based on
agreements and contracts between Usdaw and Tesco. Usdaw is Union of Shop, Distributive and
Allied Workers and most employees of Tesco is member of Usdaw.
P6 Key elements of employment legislation and the impact it has upon HRM decision making
Equality Act, 2010
This act includes that all employees regardless of their age, gender, culture and race are
provided equal opportunity in the Tesco. This also restrict any type of discrimination on the basis
of age, gender etc. and this requires Tesco to give equal opportunity. The opportunity are for
recruitment and selection, promotion and growth and any other functioning of the Tesco where
company needs to select some of its employee so that they can use their competency and
knowledge. The Equality Act, 2010 says that any type of discrimination in employees on the
basis of any feature that differentiate them from others is illegal and Tesco might have to face
legal complications because of such act. This has significant impact on decision making of Tesco
specially while recruiting and selecting people (Act, 2020). Tesco need to ensure that all
candidates are given equal opportunity to prove they are capable for the job while recruitment.
Tesco also need to take their decision on the basis of fact that they need to give equal opportunity
to everyone in recruitment and later in organisational opportunities are also equally distributed

among everyone. For example everyone should be given opportunity while promotion and other
organisational opportunity.
Data Protection Act, 1998
Data protection Act, 1998 provides safety to the data of employees that they provide to
Tesco. This act provides that without permission of the employee employer cannot process the
data of employee. The data includes individual information of the employee from which
individual can be identified. The employees and concern people protected by this are, candidates
who apply for job in Tesco regardless of they are selected or not. Employees of the Tesco
including former employees, consultants of the business, interns and volunteers associated with
Tesco. Tesco is an organisation employing around 450000 employees and this is why it is very
important for Tesco that the organisation ensure safety to data of employees. Decision of HRM
that gets affected by this includes determination of situation in which data of employees can be
shared with third party without their permission of employees (Chua and et.al., 2017). This also
includes decision regarding manner in which organisation will communicate this to the
employees. This is because it is important to inform employees and candidates about situation in
which Tesco can share their data with third party without their permission.
Health and Safety at Work etc. Act 1974
This act involves and defines fundamental structure and authority for health, safety and
welfare in UK. This act encourages safety at workplace and defines different authority and rights
that employees have regarding safety in workplace. This involve decision making regarding
different practices that affect health and safety and what Tesco need to do to ensure in order to
maintain safety at workplace.
LO4
P7 Application of HRM practices in a work-related context
HRM undertake several activities and practices and among all the activities recruitment
and selection of the employee in Tesco is one of the most important functions of HRM (Ganesan,

Antony and George, 2018). This involves some of the documents that are Advertisement for job,
Job Description and Offer Latter. Application of these practices and documents are as follows-
Advertisement for the Job Role
Job Opportunity
Tesco Plc requires qualified candidate for filing the position of Marketing Manager.
Qualification
MBA in Marketing and equivalent qualification
Experience
Minimum 5 years to 10 years, in marketing department
Age
Between 27 to 40 years
Salary
Best in industry
Interested candidates may send their application to official email of Tesco along with latest CV
Head HR Department
Tesco Plc
Job Description
Tesco Plc
Date 02-09-2020
Job Title Marketing Manager
Reporting to Head of Marketing
Department Marketing Department
Duties and Responsibilities  Handling marketing department
 Designing and developing marketing
campaign
 Designing and developing budget for
marketing operations

 Identifying training needs to employees
in marketing department
 Providing assistance to head marketing
 Guiding employees of marketing
department
 Working on online as well as offline
marketing activities and operations
Qualification Graduation and MBA in marketing or any
qualification equivalent to MBA
Skills  Effective communication skills
 Presentation skills
 Ability to work under stress
 Creativity and innovative approach
 Capability to deal with challenges
Offer Latter
Date 15-09-2020
MR._____
We are pleased to offer a full-time position of marketing manager in Tesco Plc. You will be
required to report to Head of Marketing Department on 20-09-2020 at 10:00 AM.
Your compensation and salary will have been discussed in annexure and you will your salary on
1st of every month.
We hope to have a mutually beneficial relationship and further details concerned with your
employment will be provided while your joining.
Best Regards
Head HR
Tesco Plc.

CONCLUSION
On the basis of discussion it can be concluded that HRM is an important part of the
organisational operations. HRM is concerned with management of people in organisation and
this directly affect performance of people within organisation. This report discussed about some
of the important elements of HRM including purpose and functions of HRM. This involved
discussion about what HRM do and why they do what they do. Later benefits of HRM to
employee and employer were also discussed. Practices of HRM are undertaken by management
but they have direct impact on employees, hence it is important to consider benefits to both.
Followed by this approaches of recruitment and selection were also discussed and this suggests
that it is very important for organisation to select suitable and appropriate approach for
recruitment and selection and organisation need to select most suitable approach based on their
benefits and drawbacks.

REFERENCES
Books and Journals
Aust, I., Matthews, B. and Muller-Camen, M., 2020. Common Good HRM: A paradigm shift in
Sustainable HRM?. Human Resource Management Review. 30(3). p.100705.
Furnham, A., 2017. Methods in Recruitment and Selection. The Wiley Blackwell Handbook of
the Psychology of Recruitment, Selection and Employee Retention. p.202.
Koch, M.J., 2017. Hiring practices and labor productivity (Vol. 22). Taylor & Francis.
Butler, T.D and et.al., 2016. Employer trustworthiness, worker pride, and camaraderie as a
source of competitive advantage. Journal of Strategy and Management.
Urbancová, H. and Hudáková, M., 2017. Benefits of employer brand and the supporting
trends. Economics & Sociology. 10(4). pp.41-50.
Daniëls, E., Hondeghem, A. and Dochy, F., 2019. A review on leadership and leadership
development in educational settings. Educational research review. 27. pp.110-125.
Shields, J and et.al., 2020. Managing Employee Performance and Reward: Systems, Practices
and Prospects. Cambridge University Press.
Vera, D.A., 2018. Employee-employer relationship and its impact on an
organisation. Экономика и общество. (1). pp.30-37.
Ismail, M.D.B., 2020. Importance of Employee Participation in Lean Thinking and Their
Competency Towards Employee Innovative Behaviour. The South East Asian Journal
of Management.
Act, E., 2020. Equality act 2010: guidance.
Chua, H.N., Wong, S.F., Chang, Y. and Libaque-Saenz, C.F., 2017. Unveiling the coverage
patterns of newspapers on the personal data protection act. Government Information
Quarterly. 34(2). pp.296-306.
Ganesan, M., Antony, S.P. and George, E.P., 2018. Dimensions of job advertisement as signals
for achieving job seeker’s application intention. Journal of Management Development.
Deans, G.L., Canons, P.A. and Receiver General’s, P.A., 2018. Job Description.
Roberts, L.W., 2020. How to Evaluate a Letter of Offer or Contract. In Roberts Academic
Medicine Handbook (pp. 45-53). Springer,
Evans, M.M., Robinson, J. and Williamson, I.O., 2019, July. The Link between HRM Practices
and Social Purpose Outcomes in Indigenous Enterprises. In Academy of Management
Proceedings (Vol. 2019, No. 1, p. 14221). Briarcliff Manor, NY 10510: Academy of
Management.