Impact of Performance Management System

Contents
1. Introduction
2. Definition of HRM
3. Workforce Planning for Tesco
4. Drivers of performance management system
5. Impact of performance management system
6. Definition of Employee relations
7. How does Tesco remain employee relations?
8. Do Tesco promote effective communications?
9. Health and safety at Tesco
10. What can I do to guarantee workplace safety?
11. Equality and managing diversity-Tesco culture
12. Job details
13. CV letter

Introduction
My name is Nur Rahman. I am a candidate for HR managerial department
working for Tesco. I have few activities to assess the functions of HRM
providing skills and talent in order to accomplish the objectives.
Definition of HRM
There are few definitions of HRM. One of them is the processing and managing
the employees in your organisation thoroughly and structurally. This would
include hiring of people, setting up the payment plan, creating a plan that would
enable you to assess the management performance, Change of Management if
required. Resolving disagreements when faced and having a structure created in
terms of communications with all employees (Cascio, 2012).
WORKFORCE PLANNING FOR TESCO
It is vital for a company like Tesco to plan ahead. Because it is an ever growing
company. Tesco needs to recruit employees on a regular basis and also off load
employees on a regular basis. During the festive seasons Tesco needs to recruit
many staff in order for them to cover the busy schedule. During the Christmas
period it would need to showcase many of their products in order to compete
with other supermarkets. During the non-festive seasons Tesco would off load
many of their employees to save money.
It is vital for a company like Tesco to have contingencies in place in terms of
making redundant of employees and in managerial positions. Many employees
retire or even resign and move onto higher post and as a result it leaves many
vacancy post available. Tesco historically was recognised as a food company
but recently over the years they have introduced the clothe section and the
world of technology and as a result many new types of jobs were created. Tesco
along many other companies like to fill many of their vacancies through the
talent planning, i.e. filling in vacancies from within the company. It recognises
the importance of motivating its staff to progress through their careers with the
company (Dezsö and Ross, 2012).

Ref; Business case studies, N.D.
P2.
Tesco is one of Britain’s largest retail grocery and currently the first in terms of
the top 10 retail grocery in the United Kingdom.
Constantly Tesco is expanding and the outcome is fantastic and its all-time
favourite. In the UK it is the largest private sector employer which includes over
360,000 employees around the world. Recently opened in the US it runs in 12
countries outside the UK which consist of Japan, Turkey and China etc (Donate
and de Pablo, 2015). A part of Tesco’s strategy is to widen and develop the
business internationally. To always be great Tesco must always have top
candidates to progress the business towards the correct and advancing path.
Tesco promote their jobs in many forms and it depends on the vacancies that are
available. Enlisting employees includes finding the right person that is suitable
for the job the correct amount of applicants to apply for the job.
If additional jobs are required Tesco will display their jobs through their website
(www.tesco-careers.com) or through vacancy boards in the store. People can
approach outlets or register through Jobcentre Plus for jobs based in the stores.
As soon as jobs are at ones disposal the store informs the person from the
waiting list they arrange. However for managerial positions, applications are
created online and those lucky will have an interview chased by attendance at
an assessment centre for the farthermost level of the recruitment method
(Garrick, 2012).
Tesco will broadcast externally for a job that is required for a professional such
as a pharmacist or baker. They will display it on their website, magazines, and
advertisements on Google, radio or on TV etc.
It is pricey to advertise on radio, TV or magazines so they always search for the
overall cost-effective way of captivating the correct applicant for the job. Most
of the time it is important to make sure that the right genre of people are
informed about the vacancies. Tesco makes it accessible for people to access
their website and immediately submit their forms, get alerted about available
vacancies, head positions and their management.

P5.
Define what is employee relations?
Employee relations is your company’s structure of managing the connection and
unity between the bosses and the staff.
How does Tesco maintain employee relations?
Identifying the importance of colleague engagement, Tesco has put significant
money in activities to create an environment where everyone at Tesco can
believe that all aspects of their work and personal lives are supported (Hwang and
Ng, 2013).
The objectives of the colleague engagement programmes include:
Building pride among colleagues
Designing fun and business-focused activities
Positively impacting colleagues and making them feel inclusive
After every colleague engagement activity, surveys were taken among the
workforce seeking their feedback on how to make the particular initiative more
engaging.
Do Tesco promote effective communications
Good staff communication is essential to business success. It can be achieved if
attendance, morale, performance, and productivity and communication.
Companies that communicate effectively are far more likely to achieve their
goal than companies that don't. Mostly, you need to be honest, show respect to
employees, and work on building trust. Below are few e.g.
Being transparent;
Strive to be transparent and straightforward about the challenges of your
business and even about your company's financials.
Meet one to one.

I think this will really help to build confidence in employees if a manager
decides to meet with lower rank employees, It will also bring unity and would
enhance one to work for their boss (Petersen and Posner, 2012).
Meet in groups.
A brief meeting at the start of the day or the shift is a good way to discuss the
goals, challenges, or operating plan for the day.
Make Sure Your Message is Heard
The ways in which you communicate can often be just as important as the
substance of that communication.
Prepare for meetings.
Whether your meeting is one on one or in a group, plan what you are going to
say and how you will say it.
In writing
E-mail is increasingly good, even for conveying important information. Also
text message can do the of sending effective communications
P6.
Health and safety at Tesco
Employers at Tesco often wish to distance themselves from the responsibility
for health and safety. Accidents and incidents in the workplace can not only be
devastating to the well-being and morale of the workforce, they can result in
costly claims and even costlier reputational damage. Workplace safety is mainly
the responsibility of the employers at tesco. It's their duty to ensure the health,
safety, and welfare of their staff. While some worksites come with greater risks

than others, even the safest workplaces need all staff to help manage risks.
However, there's some truth to the notion that everyone is responsible for health
and safety in their workplace (Purce, 2014).
One of the main health and safety laws affecting the workplace at Tesco is the
Workplace (Health, Safety and Welfare) Regulations 1992. It covers many
issues that affect workplaces, such as:
Temperature.
Lighting.
Cleanliness.
Seating.
Sanitary convenience
Workstations.
What Can I Do to Guarantee Workplace Safety?
Awareness of risks and your policies and procedures is critical to making sure
you have a safe workplace. In addition, conduct risk assessments often and take
action to reduce risks as you discover them. Simple acts like unblocking a fire
exit, or updating respiratory protective equipment, can have a life-saving effect.
Make sure you have safety signs in your workplace. Give all staff training in
health and safety. Such training should include:
What a workplace hazard might be, and the risks one might pose.
Emergency procedures.
How to deal with a hazard, if necessary.
(Croner, 17th August 2018)
Equality and Managing Diversity-Tesco Culture
Out of all the many problems and issues Tesco is facing is equality and diversity
within employees. Tesco is hiring the most competent employees, which belong
to various races, gender, regions, etc. It is allowing business entities to ensure

their sustainability at the global level, but it is giving birth to different kind of
problem and managing the diversity has become one of the major challenges for
the organizations. Inequality among the employees, whether it is related to
providing equally pay opportunities or related to growth opportunities, etc
(Strauß and Zecher, 2013). vast differences could be experienced on the ground of
gender, race, cast, region, etc. There are very serious consequences of the
mismanagement of the diversity related aspects and it has direct relevance with
the productivity of the employees and the company both. It is recommendable
that Tesco should focus on different strategies that can subsidize the level of
diversity and discrimination within the organization
(Dissertationhomework, Buch and Wetzel, 2001).
P7.

HR Management Team
I am really interested to work at tesco. I have worked as a sales assistant for
many years and I really enjoy working with the general public. I have a very
friendly personality and take pride in dealing with customers. I have submitted
my CV too.
I am available for interview whenever you have time. I promise you I wont let
you down in my interview (Wu, 2013). Many thanks for your time and I hope to
listen from you in the near future.

REFRENCES
Books and Journal
Al-Hakim, L. A. and Hassan, S., 2016. Core requirements of knowledge management
implementation, innovation and organizational performance. Journal of Business
Economics and Management. 17(1). pp.109-124.
An, L., 2012. Modeling human decisions in coupled human and natural systems: Review of
agent-based models. Ecological Modelling. 229. pp.25-36.
Brewster, C., Chung, C. and Sparrow, P., 2016. Globalizing human resource management.
Routledge.
Cascio, W. F., 2012. Methodological issues in international HR management research. The
International Journal of Human Resource Management. 23(12). pp.2532-2545.
Dezsö, C. L. and Ross, D. G., 2012. Does female representation in top management improve
firm performance? A panel data investigation. Strategic Management Journal. 33(9).
pp.1072-1089.
Donate, M. J. and de Pablo, J. D. S., 2015. The role of knowledge-oriented leadership in
knowledge management practices and innovation. Journal of Business Research.
68(2). pp.360-370.
Garrick, J., 2012. Informal learning in the workplace: Unmasking human resource
development. Routledge.
Hwang, B. G. and Ng, W. J., 2013. Project management knowledge and skills for green
construction: Overcoming challenges. International Journal of Project Management.
31(2). pp.272-284.
Petersen, S. E. and Posner, M. I., 2012. The attention system of the human brain: 20 years
after. Annual review of neuroscience. 35. pp.73-89.
Purce, J., 2014. The impact of corporate strategy on human resource management. New
Perspectives on Human Resource Management (Routledge Revivals). 67.
Strauß, E. and Zecher, C., 2013. Management control systems: a review. Journal of
Management Control. 23(4). pp.233-268.
Wu, J., 2013. Landscape sustainability science: ecosystem services and human well-being in
changing landscapes. Landscape ecology. 28(6). pp.999-1023.