Learning and Development Strategies and Practices of Tesco Company

BUSINESS
MANAGEMENT

Table of Contents
ACTIVITY 1............................................................................................................................................3
1.1 Metrix used to inform and measure L&D......................................................................................3
1.2 Evaluating a range of primary and secondary L&D data sources.................................................3
ACTIVITY 2............................................................................................................................................4
2.1 Rationale of the Learning and development area..........................................................................4
2.2 Approach adopted for research......................................................................................................5
2.3 Research findings...........................................................................................................................6
L&D Strategies and practices of Tesco Company is well effective....................................................7
L&D bring new opportunities for professionals..................................................................................8
2.4 CONCLUSION and Findings........................................................................................................8
2.5 Limitation of research conducted..................................................................................................9
2.6 Recommendations..........................................................................................................................9
REFERENCES........................................................................................................................................9
Appendix................................................................................................................................................10

ACTIVITY 1
1.1 Metrix used to inform and measure L&D
The different ways of classifying the Metrix along their example are as follow:
Quantitative Metrix: In this, the company need to measure the L&D performance by
using the performance of the key business matrix such as revenue, customer, operations,
innovations and regulatory. This is a way in which the tables and charts being used to identify
and measure the learning and development professional management. If the company sales
revenue increases because of the efficient production by the employees than its means that
the L&D is creating value for the business (Vance and Parskey, 2020). For example, Tesco
Sales margin increase by 10% within one year by investing 5% of the cost in training and
development.
Qualitative Matrix: In this, the performance of the L&D professional and their
programs is being measured by using the managers observations. Here, the numbers and data
analysis are not being used only theoretical concept is being used. For example, Tesco
company customer retention rate increases if the employees communicate better with the
customers. Here, the training related to communication are provided to the employees.
Input/Process/Output Matrix: In this matrix, the data related to the input, process
and output is being measured to identify the performance of the employees of the company.
For example, the percentage between the number of employees join the training, regularly
attend the training and perfectly completed it (Patyal and et.al., 2021). Such as 100
employees joined the training, only 80 regularly joined and at last only 50 employees’ skills
get improved is an example of this matrix.
In this report qualitative matrix is being used to measure the performance of the L&D
professionals. This element helps in identifying whether the learning and development

program is creating value for the business or not as it is best suitable for theoretical concepts
measurement.
1.2 Evaluating a range of primary and secondary L&D data sources
Learning and development is the most crucial part of the overall business as it affects
the speed and work quality of the professionals including their mindset. That’s why
evaluating the L&D program within the business such as Tesco Plc. is important and the
sources that can be used for the purpose of measuring the L&D success are primary and
secondary sources under qualitative approach and matrix.
Primary Sources: For identifying the learning and development practices and their
impact over the performance of the employees and business the survey will be done via mean
of questionnaire. For this, the consent application is being signed by the participants in order
to follow the ethical consideration. And the charts and graphs will be prepared to interpretate
the survey result of the study (Hao and et.al., 2020).
Secondary Source: The secondary data will be collected from the literature review by
comparing and contrasting the different authors views on the learning and development
practices over the business and employee’s performance. The reliable and authorized L&D
books and journals along with the websites will be used for the purpose of achieving the
objective of the study (Hao and et.al., 2020).
ACTIVITY 2
2.1 Rationale of the Learning and development area
The purpose of the report is to identify the impact of the L&D practices over the
performance of the employees and business. And for this Tesco company case will be
selected to conduct the whole report. This report will also provide the recommendation to the
Tesco company in order to cope up with the challenges of learning and development
professional and management. This will benefit the stakeholder in making the decision
regarding to buy the company’s product or not as the L&D helps in achieving the business in
sustainability competitive advantage. Stakeholders are the users of the business that put
interest in all area of the business because they have direct link with the company. Basically,
L&D is the most important department or area of the Tesco business with the help of which