Unit 21: Strategic Human Resources Management Report - TESCO

This report provides a comprehensive analysis of strategic human resource management within TESCO. It begins with an examination of workforce planning, its scope, purpose, and the influence of current trends such as technology-driven recruitment and online training. The report then delves into internal and external factors impacting TESCO's HR function, utilizing SWOT and PESTLE analyses to identify strengths, weaknesses, opportunities, and threats, as well as political, economic, social, technological, legal, and environmental influences. Furthermore, the report evaluates strategic and operational considerations, linking contemporary HR theories like strategic contingency and resource-based theory to practical applications within TESCO, and assessing how these theories support business objectives. The analysis extends to how HR theory relates to practice, examining the role of HRM in enhancing employee behavior and business competitiveness. The report concludes by evaluating how HR management supports sustainable business performance, monitoring the success of HR strategies, justifying strategic recommendations, and critiquing change management strategies, models, and concepts. References to relevant academic literature are included.

UNIT 21 STRATEGIC
HUMAN
RESOURCES
MANAGEMENT

Table of Contents
PART 1............................................................................................................................................3
Aim, scope and purpose of strategic workforce plan..................................................................3
Determining the current trends and developments that influence the organization's HR
strategy.........................................................................................................................................3
Analysing internal and external influenced on human resource function of company...............4
Evaluating important strategic & operational considerations of TESCO....................................6
How contemporary theory linked to practice and support strategy as well as meet business
objectives.....................................................................................................................................6
Examine how human resources theory relates to practice in a TESCO......................................7
Critically analysing the influences of the external and contextual developments and
how this impacts on the HR strategy of TESCO..................................................................8
PART 2............................................................................................................................................8
Evaluating how HR management support sustainable business performance and growth.........8
Monitoring and evaluating success of HR strategy.....................................................................9
Justifying the recommendations of strategy of HR...................................................................10
Critique on change management strategies, models and concept implementing together........11
REFERENCES..............................................................................................................................12
BOOKS AND JOURNAL.........................................................................................................12

PART 1
Aim, scope and purpose of strategic workforce plan
The workforce planning scope and purpose is to reduce the prices and costs by help the
management to evaluate the shortages deficiency and excess of human resources (Alam and
Raut-Roy, 2019). The scope is to match the durations of the workforce plan of organization
which may help to improve the strategic plan. It may help to recruiting, selecting, placements
and transfer of the employees, which may help to generate the information about the future
demand and skills of the employees.
The purpose of strategic plan often used to provide the tools for evaluation and influences
which may affect the several HR actions and policies. It may help to promote the awareness to
the human resources to every level of the organization (Bombiak and Marciniuk-Kluska, 2018).
Scope of the planning is to see the advance technology at workforce planning to make their work
easier. It may help to provide the whole information about the organization which related to the
employee's record to the human resource department. Through the system of HR management it
can get easy to access the information about every employee's job preferences and work
experiences.
Determining the current trends and developments that influence the organization's HR strategy
Nowadays the new trends may influencing the human resource strategies which affect
organization's developments. There are two current trends which are influencing the Human
resource strategy.
Recruiting using the technology- Human resource managers may hire the best recruiters
through the online process which can help them to manage their time. The online recruitment
process using the new technologies may get the efficient candidates (Chams and García-
Blandón, 2019). This organization may have the best technology which can help human resource
management to control the recruiting process. For example- the new technologies may influence
the human resource process by using the modifying chatbots which can get the better application
process for their recruitments.
Online training and development sessions- There are new approaches to the talent
skills process that may boost up the human resource managers for find the new ways for the
better talent. This may help them to increase their perspective on their talent prospects.

Reconsideration about the talent acquisition outlook, which have essential importance to rising
up the human resource processes. For example, For example, the human resource management
may utilize different types of technologies for purpose of enhancing effectiveness among
employees and developing new skills which individual candidate may utilize to reach desire
outcome as aim achievement.
Analysing internal and external influenced on human resource function of company
SWOT analysis is one of those strategic models that utilized in the context of varied organizations to
define their strengths, weakness and other aspects and these are following;
Strengths- Skilled workforce and good financial background are the key strengths of
TESCO that may put positive impact on its growth and tactics. Along with that, these capabilities
may influence human resource strategy positively, in term of enabling them to solve the issues
and take action for the same.
Weaknesses- They have a lack of support from the top management and unpredictability.
This two weakness may have major impact on the human resource management (Fenech,
Baguant, and Ivanov, 2019). The unpredictability may have a major impact which means, the
training which they are giving to the employees they might not be stayed with this organization.
Opportunities- The opportunities include the positive media coverage and the law and
regulations which may positively affect the human resource's profitability.
Threats- The threats can affect human resource management negatively. Which includes
the new regulations that may fix the limit of the job roles and competitors with bigger budgets to
recruits the new better staff.
PESTLE analysis which have an external impact on the human resource management which will
discusses above:
Political factor- This factor may have a positive impact on the human resource
management. In the form of the HR is already on its way to find and replace the employees with
the new talent acquisition (Fraher, and Brandt, 2019.). As the upper management needs human
resource to search for motivated employees which can maintain company's high performance
rates.
Economic factor- The globalization affects the HR role which may have a negative
impact on the human resource management (Hashim and et.al., 2021). This is due to the
competitions, if various companies are making a job offers for the particular employee with the

same skills. This affects the HR to role out the best employees for the organization. The
organization may recruit the employees globally, it may be difficult for them to train the
employees. It may be much easier if they work in the same office and may have a face to face
meetings. If the workers are working away that may be much difficult to keep tracking them
regularly and that may be the disadvantage for human resource management.
Social factor- The social factor may have a positive impact on the human resource
management in term of making them capable to hire people online, as each person prefer to
utilize digital technologies for varied reason along with the same. The organization may no need
to hire the employees according to their locations (Hickson, Child and Collinson, 2018). There
are many facilities nowadays which may help to hire the employees from any location. They may
use the online equipments to making their hiring process easier. It makes an efficient effort to
find out the better skills and working ability of the employees. The human resource management
need to know about the employees regulations act which might be help them when they need it.
Technological factor- The technologies may have a positive impact on the human
resource management. Changing in new technologies may help HR management to guide and
train their employees instantly through the messages and emails (Kunjumen and et.al., 2022). For
HR, it may be easier to recruit the employees with help of the new technologies which can be the
social media platform or organization's specific websites where they may put the advertisement.
Legal factor- The legal factor may affect negatively to the human resource management.
Which means they need to know about the legalities, if they are hiring someone they may have a
responsibility to do their background verification (Paavola and Cuthbertson, 2022). It is ethically
important, if they do not verify their background properly that can led them to face the worst
scenario from the organization. The human resource management are hiring someone which
frequently means that they need to verify their background otherwise they may face the legal
consequences.
Environmental factors- This factor may have a positive impact on the human resource
management. They may not do that much of paper work, they are completing their paperwork by
using digital equipments which may help them to avoid the environmental damage. The HR
management only needs some documentations which relates to the particular employee's
background details.

Evaluating important strategic & operational considerations of TESCO
The important strategy of human resource is to set of the actions and tactics which helps in the
growth of the business. Strategic human resource may helps to inbuilt the future planning of the
business which is related to employees (Singh and El-Kassar, 2019). The human resource
management are responsible for the recruitments for their organizations they need to know the
knowledge and capabilities of the employees to set them into the new department. Operational
considerations includes the human resources staffs which are upper-level administrates. The
human resource management may focussed on the employees to which is refers to the regular
work problems and the current need of the team. This operational considerations may include the
hiring, recruiting and management of the employees. Human resource operations may use to
maintain the systematic computerized information about the team and may also focus about the
overall payroll of the organization.
How contemporary theory linked to practice and support strategy as well as meet business
objectives
There are two contemporary theories which may help to practice and support the strategies of
human resource to achieve the business recruitment objectives:
Strategic contingency theory
The strategic contingency theory may refers to the leaders of the particular teams may
become the fundamental part of this organization with their different skills for solving the human
resource challenge (Siyambalapitiya Zhang and Liu, 2018). This theory may help in the growth
and development of the human resource department. There may be much more dependency on
the leader so that they can not easily replaceable. The politics and authority an important role in
the human resource department. This theory focusses on that tasks which may need to be done
by solving the problems.
The problem solving means if that particular person is able to solve the problem than that
can be the effective leader from human resource management's point of view. This theory may
help HRM to identify the techniques which is used to believe on the personalities which a
particular team is carrying. This theory is use when the power and authority are simple unsettled
for the contingency which may be control by the organizational monetary unit. For example-
ASDA using this strategic contingency model for some external factors to maintain the power of
the organization. They may easily make the decisions which is related to the authority of ASDA.

This maybe influenced by the skills of the other team members which may has a direct impact on
their human resource department.
Resource based theory
This theory may define as to apply on the firm's resources which can include the skills,
materials and organization data. This theory may applied in this organization which reflects the
advantages through focussing the internal resources. Which may be different for this
organization or reflects the uniqueness for the firm's resources (Soltanifar and Smailhodżić,
2021). The human resource may sustainably select the data for the organization for their
competitive advantages. The resources may help the organization for the strategically positions
in the market with the help of human resource department.
This theory may convey the full resources that may be valuable, rare and difficult to
stimulate by the other organization. For example- as discussed above in the strategic contingency
theory, ASDA may have a different aspect about their resources. This organization may using
this theory to develop their resource's efficiency in compare to TESCO. But TESCO may have
better human resource efficiency, which they can have capabilities to manage the resources to
create benefit over their rival organization ASDA.
Examine how human resources theory relates to practice in a TESCO
The HRM theory may explain in the term of managements practices which can influence
them to see the employee behaviour which can be in favour or in bad way. With the help of good
human resource practices that may satisfy with the training, knowledge and skills that may
increase the business's competitive advantage. Human resource management consider as an
essential asset for the organization.
The HR theory may defines to combine the policies and practices, which know about the
employee's working and performance capabilities through human resource management. HRM
practices may help to build up the organizational capabilities and may help to improve the
customer and stakeholder satisfactions. The HR practices may have an impact on the training and
development which may have a development of opportunities that can improve the current
workforce. By keeping the staffs happy and productive human resource can maintain their
employees happy.

Critically analysing the influences of the external and contextual developments and how
this impacts on the HR strategy of TESCO.
Human resource management is a procedure to maintaining the rules and regulations of TESCO.
The external influences affect the human resource strategy by the economic conditions. This
conditions may affect this organization to improve its business quality and get the benefit but
that can affect also affect the organization with a negative outcome (Yu and et.al., 2020). It may
be very important for the human resource management to continue the laws and regulations of
the country which can be the hiring process and training by the human resource. Maintaining
these regulations can be beneficial for this organization for their long term business. These factor
may have a major impact on the human resource strategy by which they can have a benefit on
their organization from these laws.

REFERENCES
BOOKS AND JOURNAL
Alam, S. and Raut-Roy, U., 2019. Evaluating the Effectiveness of Reward Strategy at Tesco:
Evidence from Selected Stores in UK. Indian Journal of Industrial Relations, 55(1).
Bombiak, E. and Marciniuk-Kluska, A., 2018. Green human resource management as a tool for
the sustainable development of enterprises: Polish young company
experience. Sustainability, 10(6), p.1739.
Chams, N. and García-Blandón, J., 2019. On the importance of sustainable human resource
management for the adoption of sustainable development goals. Resources,
Conservation and Recycling, 141, pp.109-122.
Fenech, R., Baguant, P. and Ivanov, D., 2019. The changing role of human resource
management in an era of digital transformation. Journal of Management Information
& Decision Sciences, 22(2).
Fraher, E. and Brandt, B., 2019. Toward a system where workforce planning and
interprofessional practice and education are designed around patients and populations
not professions. Journal of Interprofessional Care, 33(4), pp.389-397.
Hashim, M. and et.al., 2021. Unlocking the sustainable production indicators: a novel tesco
based fuzzy AHP approach. Cogent Business & Management, 8(1), p.1870807.
Hickson, M., Child, J. and Collinson, A., 2018. Future dietitian 2025: informing the
development of a workforce strategy for dietetics. Journal of human nutrition and
dietetics, 31(1), pp.23-32.
Kunjumen, T. and et.al., 2022. Global experiences in health workforce policy, planning and
management using the Workload Indicators of Staffing Need (WISN) method, and
way forward. Human Resources for Health, 19(1), pp.1-4.
Paavola, L. and Cuthbertson, R., 2022. Redefining capabilities as drivers of adaptation,
incremental change, and transformation: recognizing the importance of strategic and
operational intent on performance. Journal of Management & Organization, pp.1-18.
Singh, S.K. and El-Kassar, A.N., 2019. Role of big data analytics in developing sustainable
capabilities. Journal of cleaner production, 213, pp.1264-1273.
Siyambalapitiya, J., Zhang, X. and Liu, X., 2018. Green human resource management: A
proposed model in the context of Sri Lanka’s tourism industry. Journal of cleaner
production, 201, pp.542-555.
Soltanifar, M. and Smailhodżić, E., 2021. Developing a digital entrepreneurial mindset for data-
driven, cloud-enabled, and platform-centric business activities: practical implications
and the impact on society. Digital Entrepreneurship, p.3.
Yu, W. and et.al., 2020. Green human resource management and environmental cooperation: An
ability-motivation-opportunity and contingency perspective. International Journal of
Production Economics, 219, pp.224-235.

Slide 1

Slide 2

Slide 3
The current presentation will explain how the change management models may support the HR.
strategy for sustainable business management and growth for the industry.
It outlines the planning to monitor the HR. strategy in meeting the sustainable business
objectives.
The presentation also provides recommendations for applying specific techniques for
monitoring the potential impact of the workforce plan that contribute to the sustainable growth
of the organization.

Slide 4
This model consists of three stages of transitions and is one of the best models in the current
environment. It states that change for any organization is a very complex journey may contain
different stages before achieving the final stage of stability.
Stage 1- Unfreezing: It is the initial stage of transition and also the most critical one in the
procedure of change management.
It may drive the attention of management in Tesco to conduct the practice of nourishing the
people in realization for moving out of the comfort zone into the next advanced environment.
It motivates and makes people aware of the need of change and improvement in the current
scenario and work for better result.
Tesco may use effective communication with its human resources and in getting the required
support and engagement of the people in the transition process.
It is important for the organization to encourage the people and derive maximum support from
them.
Stage 2- Change: It may be defined as the real stage where the transition takes place.
During this stage the strategies and changes are implemented.
The people accept the changes and the new ideas and start planting the new ways of doing
things.
During this stage, it requires conscientious planning, good communication and motivating the
individuals for apply the changes and creating better opportunities for future.
Although this stage of transition is not as easy due to the fearful approach of the individuals
about the consequences of the process.
Tesco may use the advance campaigns to demonstrate the positives of the changes and the
opportunities it may bring for the individuals and organization.

It may eradicate the fear by resisting the risk factors with the help effective planning and
communication with all the functions and make sure everyone performs with full potential and
contribute in the best way possible.
Stage 3- Freeze (Refreezing): It is the stage where the individuals or organization move from the
transition stage to the stage of stability.
The changes and efforts are completed and the people accept the changes as the new way of
working and establish new relationships and adopt advance methodology.
This stage may continue until there is a requirement of an update.
Until then the organization tries to derive maximum outcome and strengthen its existence.
Tesco may reward the employees and management in order to boost the confidence and
reinforce the new changes.
It is also necessary that the organization recognize and provide positive support that may help
in strengthening the transformed environment and plan strategies to help people adopt the
change.

Slide 5
Structure- The organizational structure of the company and the chain of instructions that form
its chart.
Tesco may use this organizational chart to organize the chain of instructions and maintaining the
relationship and flow of power and work.
Strategy- It can be referred as the business plan that is formulated to achieve the sustainable
business growth objective and meet the company's missions and values.
Tesco may plan new and advanced strategies in order to support the HR. management and fulfil
its objectives.
Systems- These are the technical infrastructures of the company which manage the work flow
and decision- making process.
Tesco may recognize the flaws in its system and replace them with advance system and
infrastructure to gain more advantage in the market.
Skills- It can be defined as the ability of the organization and its employees to achieve its
business goals.
Tesco may recruit skilled professionals and train them in sharpening their skills for a better
business outcome altogether.
Style- The management style of the leaders and higher executive forms the work environment
in the organization.
The company may make sure that the leaders maintain a positive attitude and style through
easy interactions.
Staff- Includes the management of all the human resource practices such as recruitment,
training and rewards and punishment.

The organization may make regular improvements and check the staffing system to ensure a
satisfactory work environment.
Shared values- The objectives, motive and perspective creates the base of an organization and
plays an important role in maintaining an effective organizational design.
Tesco may always share positive values and vision with the employees gain their support for a
long period.

Slide 6
• In the term of the worker's representation direct its trading unions and that change have a
around the international businesses. Human resource may have high potential in which they
may be managed to promote the policies and practices of the TESCO.
• The strategic roles of human resource may help to ethics and principles for the corporate the
social responsibilities and its functions. It may have a sustainability to achieve the
performance and growth of the business.
• The people orientations skills may be more important for the businesses to the successful
businesses. There are the main purpose is to making the better environment that just focused
sustainable not just affect the economic factors may also have an impact on the human
resources.
• The skills have transparency through the promotions and communications that practices
taking a such decisions with their employee and their stakeholders.
• This may help to develop the human resource sustainable capability that may regularly affect
the HR policies which may ensure the alignment with the sustainable principles. By ensuring
the organization capability to achieve its objective which may help to make a key factor which
may help in recruiting and on boarding process of the employees.
• Human resource management support business for its growth by giving the training to its
employees which requires knowing about the special knowledge and skills. That may help for
the sustainable and efficient training which may have an easy growth on the business.
• Providing the tools by human resource may help to employees to work sustainably. Human
resource provide business the managing and operating functions for the processing and
betterment of the employee performance.
• The successful organization such as TESCO may understands the value of the human
resource management for their business performance and its growth.

Slide 7
• There is prediction over the future costs which is mainly focuses by the managers to know the
costs budget may be same next year. But sometimes the predictions may be wrong for them.
• For example- as per the prediction the enrolment of the employee may have a higher costs
expect the current year that may be the success for the human resource management. They
need to remember about the training costs which affect the current and future predictions for
the employees.
• That can be evaluated and monitor the perfect measures of the next year performance.
• The human resource operations may be measures and addressing the efficiency which may
have higher impact on the organizational practices. They decide the costs per hire and
discriminate the costs which the company will be hire the new employees.
• Regarding all the legal equipment that may have a surrounding in between the human
resource. To the compliances which may have an essential which need to monitor the terms
regularly.
• Human resource monitor and track their employees performance to measure out the
effectiveness of human capitals. In the survey it is very important to measure out the impact
for the initiatives that have on their organization.
• The employees experience must be in the top of the human resource management's priority.
By evaluating the human resource strategy success includes the recruitment policies and
hiring process which needs to be complete the human resource strategy.

Slide 8
• By building the trust between the employees and managers may helps to create the human
resource's productivity. For building the trust for these environment helps by the gain honour
in the presence of the employees to make more efficiently.
• The human resource management may need to be operated the duties on the behalf of the
employees to solve any kind of discrepancies. The communication lines may be open between
the employees and human resource department.
• Communication need to always understands the problems and issues of the employees.
Human resource representatives always spend all their time to listen over the issues and
conflicts between the employees and management.
• To keep up the line of communication the human resource need to be understands and listen to
them to make themselves productive.
• There is a need to be better communication between the employees and human resource
management to make sure that the small conflicts also bringing by the employees. Human
resource management be always a problem solver for their employees.
• There are many problems which can be bring by the employees in the office which can be the
major issue for them. They need to always ready for the solving the problems. All claims need
to be very important for the human resource to solve the matter which their employees are
facing.
• The techniques need to be improved by the human resource by improving their hiring
practices, providing the career path and response on the employee's feedback. The structured
of the interviewing and hiring processes which helps to ensure about the companies which
they are selecting the major qualified applicants which may refers to the development of the
hiring process and that help in the recruitment process.

• They need to provide the managers which they are hiring and interviewing the employees for
their better skills and knowledge. The performance of the employee depends upon the
evaluation process which can be conducted by the human resource management.

Slide 9
• Change in management affects the models and strategies which can be the organization can
mediate the negative effect for the significance the organizational changes. This change
impacts the workflow of the workers and that reduce their morale, decrease their product
quality and that cannot lead the customer needs and can be the loss for the business.

Slide 10
It is essential for the organizations to improve its human resource strategies and move towards
changes that are necessary for the survival and growth of the organization.
It has also been concluded from the above presentation that applying specific techniques for
monitoring and evaluating the potential impact of the workforce plan may contribute heavily to
the sustainable performance and growth of the organization.

Slide 11
• Fenech, R., Baguant, P. and Ivanov, D., 2019. The changing role of human resource
management in an era of digital transformation. Journal of Management Information &
Decision Sciences, 22(2).
• Kunjumen, T. and et.al., 2022. Global experiences in health workforce policy, planning and
management using the Workload Indicators of Staffing Need (WISN) method, and way
forward. Human Resources for Health, 19(1), pp.1-4.
• Paavola, L. and Cuthbertson, R., 2022. Redefining capabilities as drivers of adaptation,
incremental change, and transformation: recognizing the importance of strategic and
operational intent on performance. Journal of Management & Organization, pp.1-18.
• Singh, S.K. and El-Kassar, A.N., 2019. Role of big data analytics in developing sustainable
capabilities. Journal of cleaner production, 213, pp.1264-1273.
• Siyambalapitiya, J., Zhang, X. and Liu, X., 2018. Green human resource management: A
proposed model in the context of Sri Lanka’s tourism industry. Journal of cleaner
production, 201, pp.542-555.
• Soltanifar, M. and Smailhodżić, E., 2021. Developing a digital entrepreneurial mindset for
data-driven, cloud-enabled, and platform-centric business activities: practical implications and
the impact on society. Digital Entrepreneurship, p.3.
• Yu, W. and et.al., 2020. Green human resource management and environmental cooperation:
An ability-motivation-opportunity and contingency perspective. International Journal of
Production Economics, 219, pp.224-235.
• Fraher, E. and Brandt, B., 2019. Toward a system where workforce planning and
interprofessional practice and education are designed around patients and populations not
professions. Journal of Interprofessional Care, 33(4), pp.389-397.

• Hashim, M. and et.al., 2021. Unlocking the sustainable production indicators: a novel tesco
based fuzzy AHP approach. Cogent Business & Management, 8(1), p.1870807.
• Hickson, M., Child, J. and Collinson, A., 2018. Future dietitian 2025: informing the
development of a workforce strategy for dietetics. Journal of human nutrition and
dietetics, 31(1), pp.23-32.
Nykyforenko, V. and et.al., 2019. Motivational monitoring as a component of effective human
resource (HR) strategy of company. Academy of Strategic Management Journal, 18(2). pp.1-6.
Hussain, S.T. and et.al., 2018. Kurt Lewin's change model: A critical review of the role of
leadership and employee involvement in organizational change. Journal of Innovation &
Knowledge, 3(3). pp.123-127.
Demir, E. and Kocaoglu, B., 2019. The use of Mckinsey’s 7s framework as a strategic planning
and economic assestment tool in the process of digital transformation. PressAcademia
Procedia, 9(1). pp.114-119.
Helmold, M., 2022. Performance Management Excellence Through Change. In Strategic
Performance Management (pp. 179-192). Springer, Cham.
Muldoon, J., 2020. Kurt Lewin: Organizational Change. The Palgrave Handbook of Management
History, pp.615-632.