Carrefour's HRM Strategies, Cultural Impact, and Employment Model

This report examines Carrefour's human resource management strategies, focusing on value creation, cultural impact, employment models, and differences between HRM and personnel management. It highlights how Carrefour utilizes HR strategies such as recruitment, compensation, and positive work environment management to enhance employee satisfaction and productivity. The report also explores how regional and national cultures influence HRM practices in different countries, using examples from France and China. Furthermore, it discusses Carrefour's employment model, business levers, and Storey's 27 points of difference between HRM and personnel management. The analysis includes the importance of local culture in international HRM, talent management, and succession planning. Finally, the report addresses the variations in employment laws across different countries and provides recommendations for strategically managing human resources at Carrefour.

HUMAN RESOURCES

TABLE OF CONTENT
TABLE OF CONTENTS................................................................................................................2
INTRODUCTION...........................................................................................................................1
TASKS.............................................................................................................................................1
(A) Value created with the use of HR strategies.........................................................................1
(B) Impact of regional and national culture on the practice of HRM..........................................2
(C) Employment model and levers of business used...................................................................3
(D) Storey's 27 point of difference between HRM and personnel management.........................4
(E) Importance and significance of local culture and HRM practices in international aspects...5
(F) Difference in terms of employment laws in international HRM...........................................6
(G) Corporate examples...............................................................................................................7
(H) Recommendations in HRM practices....................................................................................7
CONCLUSION................................................................................................................................8
REFRENCES.................................................................................................................................10

INTRODUCTION
Carrefour is a French multinational corporation that has established in the year 1958 and
headquartered in France. It is operating in the retail industry by offering multiple products and
services through the hypermarket that are established globally in many countries. The current
project shall be highlighting the HR strategies that are used by the company to create value for
its stakeholders. It shall also be reflecting about how the regional and national culture of the
various countries in which the company is operating impacts the HRM practices that are
conducted within an organization. The report shall be elaborating on the organizational model of
employment that is used by the company and the various organisation levers used in the process.
Apart from that it shall build the conceptual understanding of difference between HRM and
personnel management. Lastly it shall be presenting the difference in the employment laws and
some recommendations in respect of strategically managing the human resource of the
organization.
TASKS
(A) Value created with the use of HR strategies
Carrefour is undertaking its human resource management effectively by incorporating the
various HR strategies on the workforce of the company. This is because the officials of the
company believe that the human capital of the company has been contributing significantly to the
growth and development of the company (Costa and Rezende, 2018). An efficient system of
HRM shall be contributing to the satisfaction of the employees in the company which shall boost
their morale that will be increasing the operational efficiency and the productivity of the
business.
One of the most significant HR strategy is related to the recruitment and the selection of
the capable employees in the organization. Since Carrefour requires the staff of different
capacity, one who is highly skilled and also who are semi-skilled to conduct the routine
operations of the business. Several rounds of interview are conducted so that the best possible
employees are recruited in the business.
The company has compensation specialists who design effective structures related to the
wages and salaries that are provided to the employees of the company (Human Resource
Management In Carrefour, 2021). The wage structure are competitive as compared to the other
businesses that are there in the industry, this motivates the employees to perform better for the
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company and help it in the achievement of the organizational objectives of the business. Other
than the financial package there are policies of offering compensation in respect of the insurance
benefits, medical schemes, education schemes and other retirement benefits. Apart from that the
appraisal program is also regularly undertaken in the company and accordingly the workforce is
provided with the rewards and recognition.
Managing the positive work environment in the business is one of crucial HR strategies
that are executed in the company (Weller and et.al., 2019). It can also be assessed that in order to
maintain that efficient flow of communication is undertaken, proper training and development is
provided, employee engagement policy, safety and security of the workers is ensured.
All these HR strategies and practices that are applied in the business are very helpful in
generating value for the business. Since these practices ensure the satisfaction level of the
employees in the organization and also maintains their interest and enthusiasm in the business, so
they will be efficiently contributing to the performance and the productivity of the company. The
quality offerings that are made by the company shall be creating the value for the customers of
the business and also avoid unnecessary intervention by the government.
(B) Impact of regional and national culture on the practice of HRM
The regional and the national culture differs from country to country based on the
people's beliefs and attitude towards the various perspectives of the society. In accordance with
these cultural differences the practices of HRM are also to be changed for the suitability of the
employees in the organization.
Carrefour which is headquartered in France has a completely different culture and when
it expanded the operations to the Asian countries like China and India the culture was completely
changed. Now as per these fluctuations the HR department of the company has to plan and
execute the HR practices in the organization (Prince, Prince and Kabst, 2020). The French
culture is known for its romanticism and good manners attitude. They often greet people in
public and this kind of culture needs an informal level of the communication which is required to
develop the relationship with the collogues in the organization. They also have limited working
hours and do not believe in mixing their personal and the professional life. They take break for
long durations and so the HR department has to set the work life balance for the employees in
accordance with the culture.
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On the contrary China has a bit conservative attitude and so the human relations are
difficult to foster in the company. In that case the company shall be executing the plans so that
interactions can take place such that team building is worked out in the company. Strategies shall
be undertaken for developing unity and coordination in the working of the various departments
in the company. They are highly dedicated to work if proper rewards and recognition is provided
for the performance that shall be generated (Adedeji, Popoola and Tze, 2017). Apart from that
HR has to plan activities for entertainment and humour which relieves their level of the stress.
(C) Employment model and levers of business used
Supportive employment model is being used by businesses at Carrefour, for bringing on
new Carrefour, as one of the fastest growing retail company further aims to bring on fundamental
efficacy towards potential growth benchmarks among international HRM parameters. This also
functionally focuses heading aspects, to yield on divergence focus on leveraging higher specific
growth towards building morale among employees. Personnel management aims to enhance
corporate plan by resourcing new fundamental scope to enhance long term expanded functional
growth horizons. HRM heads on focus towards corporate plan by specifically heading on larger
growth rise towards new aspects, bring on workforce engagement and also pertain wider focus
towards untapped scenarios (Top 10 HR Trends That Matter Most In The 2020 Workplace,
2020). Succession planning is also used in model, specifically focused on expanding towards
competitive China business markets, for leveraging higher specific growth potentialities towards
varied range of innovation in retail services. This factor widely correlates with new imperative
scope within HR based on international work growth scenario, for leveraging higher
diversification and new expanded functional standards.
Market growth strategically and growth volume are focused on as best levers of businesses
by company, to bring on rise on usage of innovation rapidly. It can be also analysed that
company has varied scope for pertaining stringent scope for leveraging innovation within
workforce, train actively towards functional domains which larger grows on specific focus. This
also brings on best competitive strength among brand value growth scenarios, actively bring on
international global HRM practices diversely and also operatively expand towards new leveraged
scope.
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(D) Storey's 27 point of difference between HRM and personnel management
As per the Storey's 27 point of difference it can be analysed that human resource
management and the personnel management are the two different terms that cannot be used
interchangeably. Under the personnel management the company established proper procedures
and guidelines for the employees but on the contrary in the human resource management there is
flexibility for the growth and development of the workforce .
In the personnel management the division of labour is done and accordingly the roles and
responsibilities of the employees are divided whereas in the human resource management
philosophy only the vision and mission of the company is defined rest is free in the hands of the
employee (Herrera and Miller, 2018). They have the 'can do' approach where they try to
maximize their performance thereby contributing to the organizational objectives of Carrefour.
Dimensions Personnel management HRM
Conflict handling Within personnel
management, conflict
handling is done for gaining
stronger range of operatives to
motivate change innovatively.
HRM relates conflict handling
towards one of the fastest
rising strategy, for gaining
commitment and strength,
among employees within
working horizons.
Training and development Personnel management widely
focuses on training and
development aspects, for
bringing on new strengths and
functional scope for
imperative paradigms to
evolve on new talents (Stone,
Neely and Lengnick-Hall,
2018).
Within HRM training and
development is done, to keep
up efficacy scope for gaining
innovation within longer run
in businesses.
Communication Personnel management aims
to bring on communication
aspects, for bringing on wider
growth among departments
HRM aims to enhance
communication within
business strengths, for
bringing on new scale raised
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consistency functionally. up functional domains towards
strengthening up
competencies.
Job design Personnel management aims
to keep up job design aspects
innovatively, by bringing on
effective varied recruitments
and selection strategies.
HRM aims to enhance to keep
job design effectively varied,
for keeping new quest
parameters active for larger
diverse strengths actively.
Standardisation Within personnel
management, standardisation
has high scope for
imperatively bringing on new
functional domains rise
towards innovative ideologies.
HRM has comparatively less
diversified scope for
standardization, where there
are varied parameters to bring
on functional growth rapidly.
The analysed factors of differentiation aspects have analysed in detail varied competent
scenarios, for bringing on diverse scope among personnel management and HRM on which
Carrefour heads on actively (Silva and da Silva Lima, 2017).
(E) Importance and significance of local culture and HRM practices in international aspects
International HRM plays strong role in generating wider scale functional growth among
employment scenarios for generating imperative growth horizons, on which Carrefour, as one of
the fastest growing company focuses. The significance of local culture within international
business aspects, can be understood by analysing large aspects of HRM practices which in built
wider scale domains. Carrefour for growing within International HRM aims to bring on new
strategies and practices, where following parameters can be discussed as follows:
Succession planning: Carrefour aims to bring on diversified aspects for recruiting best
professional expertise among global expertise for connecting best resources within
management, to reach on best competitive domains. Succession planning adds to
fundamental scope for gaining larger horizons expansion among business synergies, for
generating higher scale growth among new range of HR based on international aspects
(Rahmat, Buntat. and Ayub, 2018).
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Talent management: Carrefour as one of fastest growing retail company, aims to bring on talent
management expertise among professional growth functional aspects towards evolving best
human resources. International business acumen and training are based on varied range of
latest growth targets, where brand aims to bring on further scaled competencies effectively
within business paradigms. Employees are being trained as per latest efficacy aspects, for
bringing on diverse work goals expertise in serving functional growth operatives and to
serve company longer term targets.
(F) Difference in terms of employment laws in international HRM
Employment laws within international HRM are variedly diverse when it comes to
imperative effective expansion growth arenas, and for evolving towards pertaining diverse
scope goals. Employment laws in international HRM can be analysed on varied aspects
towards which company heads on specific focus, for operational innovation and diverse
business growth among expanded domains.
 Employment contracts: International businesses demands employment contracts to
be functionally varied and based on competent fundamental aspects, for operative
innovation as per employment contracts (Moore and Jennings, 2017). This can be
also analysed that employment contracts further enhances brand value, for gaining
stronger work goal strength and to encompass smarter workforce. Carrefour by
heading on employment contracts based on international HRM, aims for pertaining
stringent diverse scope for higher strength in retaining prerequisites.
 Immigration and global mobility support: International HRM demands immigration
aspects, and global mobility support for companies to imperatively expand focus on
actively for leveraging higher scope segments. This can be also analysed by
bringing on stringent focus on employment terms as per international business
standards, which further leverages new force among company long term goodwill.
For expanding on China business market, immigration and global hiring aspects
need to be focused on for overall strength growth aspects which will enable new
imperative scope for higher divergence (McKeown, 2019).
 Performance management: Employment laws also correlates with wide range of
aspects within international business standards as per performance management
parameters, for competent functional varied growth. This also relates focus on
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performance appraisal factors, training and innovation scope for leveraging wider
segments towards operational growth domains which keenly brings on goodwill
rise. Performance management also brings on diverse imperative focus for
heading on commercial growth actively, and to potentially expand on wider
profitable business targets among workforce targets. This factor also calls for rapid
outflow of varied scale resource planning aspects, for yielding on strengthened
vision operatives towards new determinants and to bring on technical growth.
(G) Corporate examples
There are varied range of corporate examples which can be analysed based on functional
scope aspects, for bringing diverse focus on international HRM parameters and wider scale
leveraged growth in workforce. It can be understood that corporate examples within
analysis of international HRM can be analysed as follows (Ahammad, 2017).
 Tesco is one of the biggest retail company having wide range of products and services for
varied target customers, where best skilled employees are working in various
departments. The brand aims to functionally bring best HR practices, based on
international HRM standards and efficacy paradigms. Tesco focuses on global
recruitment strategies, higher functional training practices for higher scale growth
competencies actively and to bring on larger parameters reach among HR business
practices (Konin, J2018).
 IKEA as one of the biggest diversified retail company aims to bring on best HR practices
under management, where there are varied range of brainstorming sessions conducted
and regular career growth practices for employees. It can be understood as one of the
main specific parameter where company heads on specific stringent focus for leveraging
higher overall growth in their workforce commitment.
(H) Recommendations in HRM practices
HR practices are widely growing under huge scale international business growth operatives
towards shaping competent innovation, technical varied functional standards and informative
growth towards keeping up best quality services benchmarks active. Carrefour has varied scope
to evolve on new HRM practices, invest new resources and strategic planning and also
fundamentally expand on wider effective growth domains. International HRM brings on diverse
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scope for leveraging functional scope segments towards enhanced business targets, for bringing
on competent scope among larger horizons. It can be also analysed that HR international
standards have varied scope for leveraging higher resourceful growth domains, also bring on
competent scope for wider scale workforce strength. The retail industry is vividly growing under
wide arenas of functional growth arenas actively, towards pertaining innovation rapidly and to
synchronise creative trained operations within business aspects (Glover and Branine , 2017).
 Extrinsic motivation plays crucial role, towards which Carrefour has varied scope for
bringing on new range of growth in financial motivation aspects and further invest
towards competent varied efficacy rise. There should be focus generated on new range of
extrinsic motivation scenarios, where it enables motivation to be drive in among
employees and specific rise towards innovative business goals drive. New range of
growth rise in salaries and incentives bring on varied scope for larger vision oriented
enhanced standards, also to scope up effective varied shift towards new synergy
paradigms.
 This can be also analysed with varied range of growth domains functionally towards
shaping active standards, of bringing on new scope by conducting focus on performance
appraisal aspects. Carrefour by heading on new range of performance appraisal, talent
management will be able to bring on diverse focus towards untapped business goals
actively. It can be also analysed that brand is able to potentially also interact functionally
by bringing on diverse scope effectively, by active varied quest horizons pertaining
diverse domains actively. New resource planning in strategic training also functionally
enables to bring on higher trained efficacy horizons, also expand towards new work goal
targets and for gaining stronger vision oriented growth operatively (Guest,,
Panayotopoulou and Chytiri, 2017).
CONCLUSION
From the above report it can be concluded report has analysed varied aspects of
international HRM growth scenarios, for leveraging wider scope paradigms to evolve on higher
commitment among workforce. International HRM aims to keep up best work growth
benchmarks, towards which there is scope for larger raised up fundamentals towards best HRM
parameters. Study concluded case scenario of Carrefour has been operatively focusing on large
international value within HR strategies, on which regional and national culture are actively
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growing on best international determinants. Supportive model is being used by company for
attaining higher business commitment from employees, where to expand in china employment
laws as per competitive international market needs strategic vision. Corporate examples have
been also concluded, with varied new recommendations such as higher extrinsic motivation and
new scaled up operatives to motivate employees. International HRM aims to bring on further
generate wider scale operative, which potentially engages towards bringing keen rise towards
potential expansion as per global domains.
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Human Resource Management In Carrefour. 2021. [Online] Available through:
<https://prezi.com/_gyzqb3m81ia/human-resource-management-in-carrefour/>
Top 10 HR Trends That Matter Most In The 2020 Workplace. 2020. [Online]. Available
Through :< https://www.forbes.com/sites/jeannemeister/2020/01/15/top-10-hr-trends-
that-matter-most-in-the-2020-workplace/?sh=5f883f0a7dfc>
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