HRM Report: An Analysis of HRM Practices at Marks and Spencer (M&S)

This HRM report provides a comprehensive analysis of human resource management practices at Marks and Spencer (M&S). The report begins with an introduction to HRM, emphasizing recruitment, selection, talent management, and employee motivation. The main body of the report is divided into three key learning outcomes (LOs). LO1 explores the approach for recruiting and selecting talented employees, examining the methods used by M&S. LO2 delves into the implementation of recruitment and selection processes at M&S, including an overview of talent management approaches and practices. LO3 offers a critical assessment of other HR systems and procedures, such as sickness, grievance, performance appraisal, and training policies, identifying potential areas for improvement. The report also covers employment law and equality act, important aspects for M&S's HR department. The conclusion summarizes the findings and recommendations, while the references section lists all the sources used throughout the report.

HRM REPORT

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
MAIN BODY..................................................................................................................................3
LO 1.................................................................................................................................................3
Approach for recruiting and selecting for acquiring talented employees....................................3
LO 2.................................................................................................................................................5
Implementation of Recruitment & selection in M&S..................................................................5
Talent management approaches...................................................................................................7
LO 3...............................................................................................................................................10
Critical Assessment of other HR Systems and Procedures.......................................................10
CONCLUSION..............................................................................................................................13
REFERENCES..............................................................................................................................14

INTRODUCTION
Human Resource Management refers to the strategic approaches of managing employees
of an organisation. It includes processes of defining and designing work, staffing, employee
compensation and benefits etc. It includes the processes of recruitment and selection, talent
management and motivation of employees. Talent management is the company’s commitment to
recruit, select, hire, train and retain most talented and experienced employees in the organisation.
The company chosen for developing HRM report is Marks and Spencer group plc also known as
M&S which is a British multinational retailer of clothing and apparel, premium food and home
products founded in 1884 and headquartered in London, England. The report would focus on
evaluation of the effectiveness of recruitment and selection strategies in the company along with
employment law and case law. The implementation of recruitment and selection processes of
M&S would be analysed and various talent management approaches with best practices will be
evaluated including performance appraisal, training and development. A critical analysis of other
HR systems and processes like sickness, grievance, performance appraisal and training policies
will be conducted along with identification of possible improvements.
MAIN BODY
LO 1
Approach for recruiting and selecting for acquiring talented employees
To have an effective performance and be able to match the demands of the customers it is
very essential for M&S to have an effective recruitment process for themselves. The candidates
who come in the organization are very impressive because the organization has been able to
create a place for them in the market like that which is going to make the company be able to
achieve their goals and objectives. In order to be able to increase the reputation of the
organization in the market there is a good processing of recruitment which is being followed in
the organization (Wikhamn, 2019). There is an aptitude test which is conducted by M&S so that
they can evaluate the employees according to this factor and get in the right candidate for the job.
There are a lot of old methods and operations which are being used in the company for which
there is a need of skilled and knowledgeable workforce in the company to be able to maintain the
standards of the company in front of the customers. Human resource of Marks & Spencer is very
effective and experienced in the market which is why they are responsible for getting in the best
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of workforce in the organization so that the customers are satisfied. There have to be higher
profitability of the organization in the market because of which there is a requirement of having a
strong workforce in the organization.
The competition in the market is increasing which is why the organization will have to be
able to improve the productivity and not reduce it. Benchmarking is done of the candidates
which come in the organization so that the company can provide them with the right training in
order to be able to match up to the expectation of the company so that there is going to be a
better performance. The candidates which are coming in the company have to have good
communication skills and should be able to handle the situations which rise in the company
effectively (Ehnert and et.al., 2016). Marks & Spencer prefer candidates which are experienced
because the organization has been able to capture the market for themselves effectively so that
there is going to be a better performance of the business in the market. The competition in the
market is increasing which is why the company will have to take measures accordingly so that
there is going to be a better performance of the organization in the market. The company is
following all the legislatures which are present in the market so that there is going to be a better
performance of the company and the reputation of the organization is higher in the market. The
candidates which are being hired have to follow the policies and rules of the company so that the
organization and the employees can have a better relationship which is going to be beneficial for
the organization in a long run.
There are HRM at M&S has highly required to follow or consider or follow different
laws and rules & regulations while conducting its hiring processes (Dornadula, 2016). For
example; employment law and equality act etc. Basically, these all are some key laws or
regulations which currently followed by different businesses in market place, so that human
resource management also have required to take quick decisions towards systematically
following these all laws and rules & regulations in its daily operations. These are key laws and
rules & regulations has been discussed below;
Employment law: While conducting recruitment process, HR manager at M&S should be
adhered employment law in very proper manner. Basically, this is very necessary to HRM of this
retail company to adhere employment law for getting legally formed in the market. Currently,
local government of the UK not allows companies or businesses which runs their business
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operations without adhering employment law. When HRM of M&S will be followed this law,
then its employees and candidates will able to achieve equal growth chances in hiring processes.
Equality Act: This is one of key legislation aspects, so that HRM of company should be
considered this act as well (Kossek and Thompson, 2016). According to this act, HR department
of company have to consider different candidates on the basis of their strengths and weaknesses,
not on the basis of their religion, caste and ethnicity etc. This act will support to employees
within M&S’ recruitment process in gaining equal opportunities.
LO 2
Implementation of Recruitment & selection in M&S
Recruitment and selection of personnel
The recruitment and selection procedure of Marks & Spencer is based on a long running
strategy which evolves a friendly strategy for a huge and diverse workforce. The key factors
upon which the recruitment and selection process is based are management issues in terms of
moral, legal and business considerations. Legal refers to the adherence to anti-discrimination
laws. Moral includes avoidance of unfair discrimination amongst employees and working with
morality by abiding to laws while business considerations dictate that all efforts should be aimed
towards organisational goals and not personal goals. The company believes in implementing a
systematic approach for conducting the recruitment and selection process in line with human
resource strategies and equal opportunities. Marks and Spencer is a global apparel retailer and
food chain, with more than 700 stores in the UK. Jobs in Marks and Spencer vary from retail and
HR to head office roles (Jones and Comfort, 2019).
Recruitment
M&S has employed around 71,000 workers in the UK and over 75,000 globally. The
company has a very low employee turnover in the UK, that is, just 12% for management and
27% for the job role of customer assistants. Approximately 40% of the workforce has stayed
with the company for more than 5 years and about 22% for more than 10 years. The project
manager utilises HR department or members from own staff to handle functions of recruitment.
The recruitment majorly happens online through websites or phone. The process is as follows:
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1. The careers section on the official website of the company provides details of job roles
and descriptions of existing vacancies, where the candidate can apply directly on the
website for various departments and the procedure is simple.
2. The search tab on the website shows all job roles across the stores of specific branches of
the company within UK. The recruitment is done by the website or the hotline.
3. The process consists of filling out an online application form along with FAQs page to
address specific and general queries.
4. After this the candidate has to create a login ID and register themselves a s user. A
confirmation email is sent on the validated account.
5. After this step, an email receipt is generated and mailed on the provided email address.
The whole recruitment process can be easily tracked and the candidate can revisit the site
to view the progress and situation of the application of the particular job post along with
the feature to edit personal details ad resume.
6. If any candidate has a learning difficulty or disability, M&S considers that and assistance
is provided to those persons individually.
7. Once a candidate has applied for the job via M&S recruitment procedure, any
reapplication for the job position is not allowed for 6 months because of high demand.
All the personal application details of the candidate are saved on the website on the
created account which is a secured database and can be accessed by the recruiters as
needed.
Selection
Marks & Spenser is a multinational retailer and has high brand equity and therefore has
to deal with a huge number of applications within similar job positions and categories. The
applications for the job positions of the stores are managed via WCN’s Application Tracking
system. This system is built on a complex two-way integration to the HR system of the company.
The system lets candidates who have successfully completed the online tests to book interviews
on their own within 1 hour of completion of their application. The stores input and enter the
vacancies and provide assessment on the marks & Spencer’s HR system. After that, this data is
transferred to the WCN system which is displayed on the site to candidates online. Tis function
was introduced in the July of 2006 and more than 42,000 candidates registered and schedules
their interviews for the vacancies on Christmas that year. It can be noted that the Marks &
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Spencer e-recruitment softer innovated by WCN plc. Was considered revolutionary for retail
stores and was awarded 2007 winners of Onerec, which is an award given to the Best
technological Innovation for Online recruitment (Toms and Zhang, 2016).
Talent management approaches
Talent management is a systematic identification, attraction, engagement, deployment
and retention of employees of high skills and experience and who are particularly valuable to the
organisation or in context of their high potential in future or that they are fulfilling the critical
business roles effectively. Fundamentally, it includes five elements:
Figure 1: Talent Management Model
Source: Mona Momtazian, expert360
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 Planning: Before designing the workforce plan, analysis of past initiatives, assessment of
the employee profile, skills, attitude, behaviour and talent performance are carried out. A
workforce plan is designed on the basis of current workforce situation and requirements.
It is to ensure that right people are deployed for right job roles and are in line with
organisational objectives. Marks and Spencer plan the HRM strategies in line with the
organisational strategies and devises the workforce plan accordingly and does proper
evaluation and measurement.
 Attracting: Attraction of talent involves marketing, talent acquisition and employee value
proposition. Employee value proposition states a valuable and aspirational statement that
a company can offer potential employees. Marketing strategies are developed according
to the requirement of talent attraction. Marks and Spencer deploy its talent management
strategies right at this stage by tapping potential and finding appropriate talent.
 Developing: This element involves on boarding of talented employees, performance
management and appraisal, capability frameworks, learning and development and career
pathways. Organisations focus on leadership development, technical development, team
building and conduct a timely performance appraisal and feedback (Polman and
Bhattacharya, 2016).
 Retaining: Talent retention involves aspects of development, intentional culture
established by the company and remuneration strategies. Culture involves the general
and ethical functioning of the employees and the organisational environment including
job accountability, communication, and employee value and effective leadership and
corporate functioning. M&S provides employee benefit schemes, appropriate sick pa ys
and vacation days.
 Transitioning: This element involves knowledge and skill management, internal mobility,
succession planning, exit interviews and retirement. Organisations should take care of the
transfer plans and voluntary retirement services. M&S provides proper transition
management like pension plans which boosts loyalty and productivity of workers
(Rashid, 2016).
Performance appraisal
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It refers to a periodical monitoring and review of an employee’s job performance and
contribution to the organisation. It involves comparing actual performance with required
standards, identification of gaps in performance, rectification by proper feedback and rewarding
employees for productive work. The theories of best practice models include 360˚Appraisal,
Management by objectives, Assessment centres, ranking methods, checklist methods, rating
scale, critical thinking methods, behaviourally anchored rating scales etc.
Figure 2: 360˚Appraisal
Source: Dannielle Shephard, 2018, AssessTeam
A 360˚Appraisal is a holistic feedback system which is multi sourced assessment where
feedback is gathered from employee’s subordinates, supervisors, colleagues as well as by self-
evaluation. The process includes:
 Determination of the right skill to be evaluated
 Communication and effective training provided to all the employees on the functioning
and process of the appraisal system.
 Appropriate selection of appraiser.
 Distribution of survey and submission of questionnaire
 Completion of report and facilitation of feedback
 Development plan and re-evaluation
In Marks and Spencer, performance appraisal happens annually by an Appraised system where
discussion on improvements in work, organisational performance and suggestions from workers
is taken. The meeting is conducted by mangers and discussion is confidential. A review plan is
used to measure productivity and assessment happens regarding competition of assigned targets
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by workers. For example, a cashier sets target to scan a number of items and hourly review
shows the results on scanning which is known as scan rate operate target. To address any
inefficiencies, training is given (Islam, 2016).
Training and development
Training and development are structured methods and programs designed for imparting
specific skills, knowledge and improvements in particular job. It is a continuous task in
accordance to dynamic environment. Optimising cost of resources is a need for organisations and
possible only through improvement in efficiency of employees via proper training and
development.
A modern approach to the process is the realisation of employee training costs as a retention tool
and creation of smart workforce.
Marks and Spencer training programs are in line with the organisational objectives and the
company offers on-the-job training or coaching and role play for new employees. Section
managers receive training on stock management, sales, and motivation on team (Taylor, 2019).
Coaching in on-the-job training includes employee getting a first hand experience for specific
tasks where a sales advisor or customer assistant coaches, practically trains, and evaluates
continuous performance. Examples include quality check, stock management, customer service
training etc. Other programs include store attachments graduate program (1 week- 3 months),
Corporate learning program, workshops, project management, technical training, role specific
training and development reviews.
LO 3
Critical Assessment of other HR Systems and Procedures
HR practices of Marks & Spencer
Rewards and Employee benefits
Remuneration: Competitive policy of remuneration is followed by the company as it
continuously checks employee salaries against competitors according to market and economic
conditions. They review the basic pay annually and pay for individual achievements.
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Employee discount: A 20% discount is given to all employees and one family member for in-
store and online purchases from the Marks & Spencer stores.
Holidays: All the employees are entitled to a 28 days statutory leaves per year.
Bonus: Many discretionary bonus schemes are provided to employees to boost morale and
productivity (Wilson, 2016).
Pension plans: A well defined contribution pension and retirement plan where the employee
contribution is 3% and Marks & Spencer contributes 6%.
Life insurance: From the commencement of employment, the worker receives a life insurance
plan coverage of two times the value of employee’s annual pensionable salary.
Share save: This program of M&S lets employees save and share for future success of the
company. Anyone can save amount in the rage of £5 and £250 per month for about 3 years. At
the end the employee can get a refund or buy back of shares at discounted rate of 20%, usually
set at the beginning of the scheme.
Salary sacrifice: This scheme covers holiday purchases, childcare vouchers, cycle to work and
car leasing where employee can save money on National insurance and Tax.
Health and wellbeing: A wellbeing website is accessible to all employee which provides health
tips and information regarding general wellbeing along with discounted healthcare products.
Charity volunteer Day: Employee has an opportunity to join and volunteer at a charity of one’s
choice for a day.
Training Policies:
M&S has a retail Academy which provides training and development programs for employees at
all levels and includes:
 Induction program
 Whole staff training
 Specific training for specific needs
 Coaches
 Training on demand for line managers
 Flagship development programs like Lead to Success
 Management training schemes
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HR Ethics & Health & Safety issues
Business involvement Groups: BIGs represent all workers in two-way communication and the
health & safety policies, management are discussed in the meeting with updates given via FHSO
networks.
Fire Health and Safety committee: Key measures and advices on fire, safety and health
monitored on a quarterly basis with information updation by safety network officer groups to
BIGs.
Occupational health services: To provide help, advice and support to employees on health and
work-related matters via People guide.
Facilities management: The property development mangers are responsible for provision of
appropriate working space, equipment and materials ensuring safety and risk assessment for the
staff of the company (al Habibi, 2019).
Recommendations
 Although the company has many beneficial policies for the employees which result in
good retention rate and productivity of the employees of more schemes can be included
such as Mediclaim, menstrual leaves for women employees, periodical health check-ups
for employees, more sick day leaves, flexibility in work operations, work from home
facilities for desk jobs etc.
 M&S can use its global platform for recruitment and selection in its international
operations. While company ethics and values remain same, the cross cultures procedures
and operations might differ. Recruitment through behavioural attributes and nation wise
profiling of employees for selection.
 Adoption of empirical data to design future HRM strategies
 Utilization of innovation and technology to upgrade the company according to market
requirements and conditions.
 Implementation of new strategies in order to avoid internal conflicts for the payment of
pension funds.
 Performing in depth market research to gather information on the rival companies’ offers
and employee benefits to update their strategies accordingly.
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 Extension of HRM to suppliers for ensuring that employee rights are protected and
upheld in the supply chain of the company.
CONCLUSION
From the above report it can be concluded that Marks & Spencer follows an effective
HRM strategy with appropriate recruitment and selection procedures, talent management
practices, performance appraisals, training and development policies along with other HR
policies of employee benefits and reward systems, Hr ethics, health and safety procedures for
staff within the company. The effectiveness of recruitment and selection procedure along with
employment law has been studied. When critically evaluating, more effective practices can be
conducted in the company such as Recruitment through behavioural attributes and nation wise
profiling of employees for selection, Adoption of empirical data to design future HRM strategies,
Utilization of innovation and technology to upgrade the company according to market
requirements and conditions and Implementation of new strategies in order to avoid internal
conflicts for the payment of pension funds. Overall, marks and spencer is applying HR strategies
effectively which has resulted in less absenteeism, high retention rates and employee loyalty,
productivity and satisfaction.
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REFERENCES
Books and Journals
al Habibi, B., 2019. HR practices of Marks & Spencer, Selfridges, Primark, and
Sainsbury’s (Doctoral dissertation, University of Science & Technology).
Dornadula, M., 2016. System and method for transparent recruitment. U.S. Patent Application
14/748.273.
Ehnert, I and et.al., 2016. Reporting on sustainability and HRM: A comparative study of
sustainability reporting practices by the world's largest companies. The International
Journal of Human Resource Management. 27(1). pp.88-108.
Islam, K., 2016. Can Ethical Business Strategy Influence Consumers’ Buying Behavior and
Loyalty: Marks and Spencer PLC?. Case Studies in Business and Management, 3(1),
pp.38-63.
Jones, P. and Comfort, D., 2019. Stories and Retailer Brands: A Study of the UK’s Leading
Retailers. Indonesian Journal of Contemporary Management Research, 1(2).
Kossek, E. E. and Thompson, R. J., 2016. Workplace flexibility: Integrating employer and
employee perspectives to close the research–practice implementation gap. The Oxford
handbook of work and family. 255.
Polman, P. and Bhattacharya, C., 2016. Engaging employees to create a sustainable
business. Stanford Social Innovation Review, 14(4), pp.34-39.
Rashid, M.D., 2016. Perception of Employee’s about the Human Resource Management
Practices (Talent Management) in Marks and Spencer in Waterloo, London (Doctoral
dissertation, University of East London).
Taylor, A., 2019. An exploratory study of the relationship between job insecurity and employee
engagement focusing on temporary employees in the retailing industry in the United
Kingdom| Case study: Marks and Spencer Group plc.
Toms, S. and Zhang, Q., 2016. Marks & Spencer and the decline of the British textile industry,
1950–2000. Business history review, 90(1), pp.3-30.
Wikhamn, W., 2019. Innovation, sustainable HRM and customer satisfaction. International
Journal of Hospitality Management. 76. pp.102-110.
Wilson, D., 2016. Marks & Spencer: the quest to master the new millennium. The Business &
Management Collection.
Online
360˚Appraisal, Dannielle Shephard, 2018, AssessTeam, Available through:
<https://www.assessteam.com/tips-for-a-successful-360-degree-feedback-program/>
Talent management model, Mona Momtazian, expert360 Available through:
<https://expert360.com/>
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