Comparative Analysis of People Management: BMW and Tesla (BMM5552)

This report provides a comparative analysis of people management practices at BMW and Tesla, two prominent companies in the automotive industry. It begins with an introduction to people management and then conducts a critical analysis of both companies, focusing on their recruitment and selection processes, performance management systems, learning and development initiatives, compensation and benefits programs, diversity and equality policies, health and safety measures, and adherence to employment laws. The report highlights the different approaches taken by BMW and Tesla in each of these areas, providing specific examples and comparisons. The report concludes with recommendations for both companies, based on the analysis, and includes a comprehensive list of references.

BMM5552 People
Management

Table of contents
 Introduction
 Critical analysis
 Recruitment and selection
 Managing performances
 Learning, training, talent development
 Pay, benefits and reward systems
 Diversity and equality
 Health, safety and well-being
 Employment laws
 Conclusion
 Recommendations
 References

INTRODUCTION
People management is the process of talent acquisition, selecting and
training or development of peoples for achieving organisational goals
with full efficiency (Collins, S., 2019).
People management in a company totally involves managing people in
the direction of organisational goals by developing their skills and
managing their activities proper check and measuring methods.

CRITICAL AND COMPARATIVE
ANALYSIS
BMW and Tesla is an automobile sector company and dealing in its
products and services internationally due to large operation (Paillé, P.,
2019).
They both are United Kingdom famous companies dealing luxury cars
or items for earning huge amount of profits from rich customers.
These companies are using various strategies of recruitment, training,
reward, health , safety etc for motivating and encouraging its
employees to work with full satisfaction and full efforts.

RECRUITMENT AND SELECTION
BMW
Recruitment and selection
•Recruitment policies
There are various ways which is used by the BMW for recruiting and
selecting peoples and this company uses advertising and online job
board policies for recruiting new candidates for meeting the
requirements.

RECRUITMENT AND SELECTION
TESLA
 Recruitment policies
Tesla is recruiting its candidates through websites, news
paper advertising, LinkedIn etc.
 Recruitment procedure
Checking each profiles on websites etc and selecting the
one which has more relevant match and good experiences

MANAGING PERFORMANCES
BMW
 Setting standard
 This company is setting standards for performances of its
employees by using scientific management model.
 All the employees performances are compared with the pre set
goals or standard which is the main responsibility of the employees
to achieve.
 Measuring performance in performance appraisal
 This company uses general appraisal method in which the manger
of this company communicate regularly to check the accuracy of
the performances and give feedbacks for improvements

MANAGING PERFORMANCES
TESLA
 Setting standard
 Tesla uses various ways for setting standards for performances like
using the mental revolution method.
 All the employees performances are compared with the highest
efficiency of an employee so that each employee can work at their
highest efficiency level.

LEARNING, TRAINING AND TALENT
DEVELOPMENT ( BMW)
 Creating a learning culture
 BMW is providing various learning programs to the employees for
talent acquisition and increasing the efficiency of existing
employees.
 The leaders are giving all the directions and developing the skills of
employees so that they can improve their performances.

LEARNING, TRAINING AND TALENT
DEVELOPMENT ( TESLA)
 Creating a learning culture
 This company is providing weekly and monthly training
programmes so that they can make it employees to learn every skill
for doing any kind of jobs.
 Various experts are appointed to teach every employees with digital
technologies to learn.

PAY, BENEFITS AND REWARD
SYSTEMS
BMW
 The main influence on payment systems
 The main influence on payment system of is the cost of resources
and infrastructure, technology used.
 This company is dealing in large operations due its international
market and big brand it involves a lot cost in showrooms and
designing of the model etc and it directly affects the payment
structure of the company because most of the revenue goes in cost
of resources and infrastructure facility and remaining are being
distributed to its employees.

PAY, BENEFITS AND REWARD
SYSTEMS
TESLA
 The main influence on payment systems
 Tesla is an international company and dealing in global market and
this company due to high competition using all the latest and new
technology for producing new products and services which
involves huge payments.
 This company has big brand and have to secure all his facilities and
documents and have to invest in customer information security and
on various infrastructure facilities.
 This involves huge cost and it affects the payment system of the
company to its members.

DIVERSITY AND EQUALITY
BMW
 Diversity and inclusion in the workplace
 BMW is using various techniques for grouping the different
cultures or background of peoples to work in a group with effective
leadership for encouraging cooperation the firm.

DIVERSITY AND EQUALITY
BMW
 Diversity and inclusion in the workplace
 BMW is using various techniques for grouping the different
cultures or background of peoples to work in a group with effective
leadership for encouraging cooperation the firm.

DIVERSITY AND EQUALITY
TESLA
 Diversity and inclusion in the workplace
 Tesla is treating all type of peoples and job whether the low wage
employees or high wages every job or employee is treated with
same efforts because everyone contribution is compulsory for the
group goals.
 Giving training to all types of employees from different
backgrounds and cultures to develop everyone skills

HEALTH, SAFETY AND WELL-BEING
Risk
Workers at BMW and Tesla are being exposed to greatest risk of sustaining injuries. Some of the risk
includes:
 Slips, trips and falls
 Body stressing
 Being hit by any form of moving vehicles or items of plant for example forklift incidents

CONTINUED..
Safety
BMW Tesla
Occupational Health and Safety Mission
and policy
EHS technician program and employee
safety engagement programs
Hierarchy of control principle elimination
of hazard
education, innovation, engagement and
continuous improvement for ensuring
safety in the operations and all activities

CONTINUED..
Legislation
“The Health and Safety at Work Act 1974”
 The main legislation in relation with the health, safety and well-being of the workers in BMW and
Tesla
 Tesla makes sure that the safe working environment is adequately maintained and operations are
being conducted within it safely
 BMW also follows suitable provision of relevant information, instruction as well as supervision

EMPLOYMENT LAWS
 BMW promotes human rights and favourable working conditions by taking into account the
Employment Rights Act 1996.
 The company is also against child labour, forced labour and provides protection from discrimination
under the Equality Act 2010 and Child employment.
 On contrary, Tesla does not effectively consider the labour laws such as National Minimum Wage Act
1998 and Employment Relations Act 1999.
 They have violated the labour laws by making efforts in preventing the workers from organizing as
well as discussing the working conditions

CONCLUSION
 BMW and Tesla have adopted different human resource management policies and
practices and all of them supports significantly in the strategy and objectives of the
business.
 HR policies and practices helps in effective management of the crucial assets that is the
human resources of the company
 It helps in getting the workers to make things happen effectively and ensures the
prosperity of the business

RECOMMENDATIONS
 It is highly suggested to Tesla to make more efforts in relation with their benefits and
rewards system.
 In the context of BMW, it is recommended to make improvement in their training and
development programs

REFERENCES
 Lopez-Nicolas, C. and Mero-Cerdian, L., 2021. Strategic knowledge management, innovation and performance. International Journal of Information
Management. 31(6). pp.502–509.
 Shatouri, R., Omar, R. and Igusa, K., 2019. Towards a new era of sustainability in the automotive industry: Strategic human resource management and green
technology innovation. World Academy of Science, Engineering and Technology. 69(2). pp.217-222.
 Zapata, C. and Nieuwenhuis, P., 2018. Exploring innovation in the automotive industry: New technologies for cleaner cars. Journal of Cleaner Production. 18(1).
pp.14– 20.
 Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management practice. Kogan Page Publishers.
 Ferguson, K.L. and Reio, Jr, T.G., 2017. Human resource management systems and firm performance. Journal of Management Development. 29(5). pp.471-494.
 The Health and Safety at Work Act Explained. 2022. [Online]. Available through: <
https://www.britsafe.org/training-and-learning/find-the-right-course-for-you/informational-resources/health-and-safety-legislation-what-you-need-to-know/>.
[Accessed on 28th May2022].

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