This study examines the strategic human resource management (HRM) practices of Tesco, a leading multinational retailer. It analyzes Tesco's HR policies and practices against theoretical concepts such as high commitment HRM, best fit HRM, and hard and soft HRM. The study also explores the impact of external forces, as identified through a PESTLE analysis, on Tesco's HR strategic decisions. Finally, it analyzes how Tesco's HR function is organized and how HR policies and practices are delivered, comparing Tesco's approach to Ulrich's model of HRM.