Human Resource Management Practices, Engagement Report for Tesco

This report provides a comprehensive analysis of human resource management (HRM) practices within Tesco, a major UK-based retail organization. It begins with an introduction to strategic HRM and its role in achieving business goals. Task 1 delves into specific HRM practices, including human resource planning, strategic recruitment and selection, strategic training and development, strategic performance management, and strategic compensation and reward management, and how these contribute to overall organizational performance. Task 2 focuses on key employee engagement issues that arise during organizational change processes and suggests ways HR managers can resolve these issues. The report highlights the importance of leadership, employee empowerment, and aligning HRM strategies with business objectives for achieving long-term success and a competitive advantage. It also discusses how to address challenges related to employee participation, motivation, and skill development. The report concludes by summarizing the key findings and emphasizing the significance of effective HRM for Tesco's continued success.

Running head: HUMAN RESOURCE MANAGEMENT
Human Resource Management
Name of student
Name of University
Author note

1HUMAN RESOURCE MANAGEMENT
Table of Contents
Introduction......................................................................................................................................3
Task 1 HRM practices used to support an organization’s business strategy and contribute to
overall performance.........................................................................................................................4
Task 2 key employee engagement issues within the change process and ways in which HR
managers can resolve the identified issues......................................................................................8
Conclusion.....................................................................................................................................13
References......................................................................................................................................14

2HUMAN RESOURCE MANAGEMENT
Introduction
The report is developed to discuss the various approaches of managing the human
resources considering the business organization within the retail industry Tesco in UK.
According to the Chartered Institute of Personnel and Development or CIPD, the strategic
management of human resources can help in accomplishing the business goals and objectives
properly as well as focus on the long terms success and implementation of the right HR
strategies. The report will also discuss about the rewards management and how it is linked with
the enhancement of business performances and staffs. The HRM practices can also be linked
with the business strategies, which can further contribute to the overall performance of the
organization and allow Tesco to achieve higher profit and competitive advantage in business.
The strategies will include designing jobs, empower the employees and managing a strategic
reward system for influencing the organizational performance and enhancing its effectiveness
too. The key engagement issues related to the performances of employees at Tesco will also be
assessed in this report (Armstrong and Taylor 2014). There will be probable measures that will
be undertaken by the employees to ensure that the issues are overcome and the employees are
managed properly to facilitate the decision making process along with betterment of skills,
knowledge and expertise. Leadership is an essential aspect of the human resource management,
because it can not only keep the employees motivated an encouraged to perform better, but will
also help in managing the job roles and responsibilities properly and act according to the
demands of jobs. With the proper management human resources, there will also be additional
scopes and opportunities to respond to changes, furthermore enhance the employee capability
and ensure successful decision-making. This will engage the employees altogether as well as

3HUMAN RESOURCE MANAGEMENT
develop commitment to respond to changes and create opportunity enhancing practices for
accomplishing the business goals and objectives effectively for Tesco in United Kingdom
(Tesco.com 2018).
Task 1 HRM practices used to support an organization’s business strategy and contribute
to overall performance
The human resource planning is an effective process of analyzing the needs and
requirements of human resources for achieving the business goals and objectives with ease. The
HRM practices could be used for supporting the business strategies and contribute to the overall
business performance, thereby reducing the lead time between the recognition of job requirement
and appointing a qualified person to fill that position. The human resource planning would
require an idea of the job market and its ability to match the hiring needs to meet the goals and
objectives without recruiting the talented individuals. The HRM practices could also lead to the
hiring of efficient employees and selecting the right staffs to suit the company requirements and
organizational culture (Brewster 2014). The HR practices could help in fitting the ob criteria and
focus on the staffing process more to enable direct forecasting and succession planning too. The
HRM practices could also keep the employees and staffs appraised with the career scopes and
opportunities, furthermore reduce the employee turnover ratio for integrating the effective HR
planning with the business planning strategies of Tesco (Tesco.com 2018).
Strategic recruitment and selection
Tesco has managed the core roles and responsibilities to enable proper recruitment nd
selection f employees through the identification of the most suitable pool of talent from a
heterogeneous group of people. The processes of recruitment and selection could be considered

4HUMAN RESOURCE MANAGEMENT
as standard approaches where the focus should be on the person-job fit. The candidates would be
selected against the organizational characteristics rather than the job specific criteria (Bratton and
Gold 2017). Thus, selecting the right employees would allow for the development of an effective
strategic human resource management. It could transform the strategic demands and preferences
of the organization into the processes of recruitment and selection, furthermore align those with
objectives of the company.
The objectives of both the candidates and business would be assessed at first and then it would
be checked whether the job positions of the organization are strategic or not. By assessing the
HRM practices, it would also be essential for managing the team based job designs, furthermore
create flexible workforce by assigning the right job roles and responsibilities to the employees
(Alfes et al. 2013).
Strategic training and development
At Tesco, high performances are experienced by identifying the needs for training
and development. This would not only harness the best value and potential of the
organization, but would also result in creating more scopes and opportunities for growth
and longevity. The training and development could allow the workers of Tesco to transfer
knowledge, skills and abilities and even promote the business goals and objectives needed
to be achieved. The HR managers of Tesco have monitored the performances of the
employees and made sure to adopt the right strategic approach to train and develop the
employees to deliver outcomes in accordance to the business level strategies ( Marchington
et al. 2016). By evaluating the outcomes, it could be checked whether the training and

5HUMAN RESOURCE MANAGEMENT
development programs were effective or not and how it could contribute to the business
strategy implementation.
The training and development programs are considered as vital aspects of the HR
strategy of Tesco. The company has employed a huge number of employees including front
line staffs who are mainly the graduates from the leading Universities all over United
Kingdom. They were trained to become knowledgeable about the corporate structure and
culture through various recruitment and selection practices ( Kehoe and Wright 2013). This
not only facilitated the development of skills, knowledge and expertise, but also allowed
for gaining enough scopes and opportunities to obtain new knowledge. Tesco has realized
the importance of investing in staffs and this would be quite helpful for the company to
create a strong workforce that could enable innovation, creativity and long-term success.
Being most of the plans implemented with the use of technology, Tesco has gained great
scopes and opportunities to provide the employees with chances of managing the work
properly and served the retail consumers properly. This would create convenience for
Tesco, UK to become one of the most flexible employers within the retail industry and at
the same time, remain simple, helpful and trusted too (Jackson, Schuler and Jiang 2014).
Strategic performance management
The traditional performance management system sometimes might fail to deliver the
actual outcomes and so it would be necessary for enabling proper communication and
overcome the issue regarding mismatch between the corporate strategy and targets of team
at the individual level. The mismatch could be resolved with the performance management

6HUMAN RESOURCE MANAGEMENT
approach, which would check how to manage the performance, what targets should be
achieved and how could the managers and employees could work in coordination and as an
unit to achieve the business goals and objectives ( Nankervis et al. 2013). By identifying the
HR competencies of Tesco, UK, it would be easy to develop selection procedures through
which an effective performance evaluation plan could be implemented that should be
linked with the performance management strategies goals and objectives. By linking the
compensation system with the strategies, the organizational performance would be
improved along with retaining the existing staffs of the organization who possessed the
competencies, skills, knowledge and expertise (Gatewood, Field and Barrick 2015). The
strategic performance management would create a link between the organizational culture
and strategies to manage the performances of the employees furthermore create a positive
impact on the business performance with ease and effectiveness. It should not only
maintain the core values of the organization, but could even facilitate the promotion of
good culture to promote communication and higher level of employee satisfaction ( Kramar
2014).
Strategic compensation and reward management for employee empowerment
The compensation policies and rewards provided could enhance the performances of
the employees and improve their skills, knowledge and competency level to attract and
retain them. Rewarding the employees acts as an effective motivator for accomplishing the
desired organizational objectives and at the same time, align the compensation policies and
reward management with the business goals (Sheehan 2014). The data driven approach
could help in allocating the wages and other benefits properly for the employees,

7HUMAN RESOURCE MANAGEMENT
furthermore produce good rate of return on investments. The HR managers have monitored
the performances of workers and even provided them with rewards and incentives for
ensuring that they are kept encouraged and motivated to perform to their potential. They
could be provided with both monetary or non-monetary rewards, which would assist them
to perform to their potential and enhance the overall performance, furthermore guide
towards the successful achievement of business goals and objectives with ease and
effectiveness (Tesco.com 2018).
The strategies should be aligned with the business objectives for facilitating the
formation of flexible workforce at Tesco. Flexibility could be obtained by providing the
staffs with good working hours along with flexibility for maintaining a balance between
personal and work life. This would make them feel interest and valued at the workplace and
make necessary changes according to the changing needs and preferences of the customers
(Jamali, El Dirani and Harwood 2015). These are essential aspects of providing better control
and choice, furthermore maintain flexibility at the workplace to improve the working hours
and working efficiency. Investments done by Tesco for training purposes should also assist
in enhancing the variety of work roles and design the jobs in such a manner according to
the skills, knowledge and expertise of the team members. It would create more access to
work as well as develop flexible work plan for arousing interest among the staffs and
improving their performances too (Keep 2014).

8HUMAN RESOURCE MANAGEMENT
Task 2 key employee engagement issues within the change process and ways in which HR
managers can resolve the identified issues.
The changes made within organizations could often create a critical and difficult setting
for sense making and for understanding the needs to manage changes with ease. There could also
be issues related to complexity and inability to adjust to changes, ambiguity and equivocality too.
With the change managed within the organization, there might also be shift in the demands and
supplies, which could result in conflicts and misunderstandings, furthermore make the activities
much more complex and difficult to engage employees all together. The organizational change
requires disparities between the expectations and experiences, which would require reframing the
organizational policies, procedures, business operations and thus the engagement of employees
should be important (Ceylan 2013). The employee of employees at Tesco is required not just to
enable creativity and innovation, but also to facilitate the team working abilities, better
communication and strengthening the business skills to maintain high quality workforce. One of
the most important issues regarding change implementation could be the lack of ability to
address the people related issues (Tesco.com 2018).
The employees and groups must be involved in creative sessions to developing
innovative ideas and concepts, furthermore enable modification and enhancement of ideas by
maintaining a high level of individual level creativity. The situational issues might arise due to
higher level of ambiguity and lower level of engagement due to lack of guidance, proper support
by the leaders of Tesco. Few other issues that arose were related to participation of employees,
motivation and encouragement, job responsibilities, demand factors and stress factors, readiness
to change and skills and abilities possessed by the employees (Minbaeva 2013). Tesco could
select the candidates with the best level of personal qualities and this should make it easier for

9HUMAN RESOURCE MANAGEMENT
adjusting to the working conditions and ensure successful creativity and innovation all
throughout.
The business organizations within the retail industry of UK mainly focus on the outcomes
rather than the actual causes of such kinds of issues. Due to this, the organizations fail to take a
step backward t look for the issue and this often creates disengagement among the employees.
The engagement surveys that are conducted may take a lot of time and money and this can even
be manipulated sometimes. The manipulation of engagement scores could be done by providing
incentives and additional financial benefits for making them achieve the higher score. While
implementing changes within the organization, it becomes important to ensure that proper
guidance and support are provided to the staffs for enhancing their performances and skills
consistently (De Waal 2013). Not keeping them motivated and providing them with monetary
and non-monetary rewards could make the employees of Tesco feel less interested and valued for
the organization. It would not only increase the turnover rate of employees, but would also lead
to employee dissatisfaction and lack of proper quality customers services’ too. When the right
job roles and responsibilities are not assigned to the right candidates, then also there can be
disengagement of employees and this will further lead to inability to respond to changes and
improvements within the organization’s workplace. Another major cause of engagement issues is
the absence of right amounts of skills, knowledge and expertise among the workers, which can
deteriorate the business organization and decrease the level of profit and the organization may
even fail to achieve competitive advantage within the business environment (Bento, Bento and
White 2014).

10HUMAN RESOURCE MANAGEMENT
Thus, from the above sections, the major issues of employees engagement during the
change management process were understood. To overcome these issues, the HR managers must
play a vital role in addressing the issues properly and even carry out their roles and
responsibilities properly for managing the human resources and ensuring that they are provide
with good working conditions to raise their interest and morale level. According to Caldwell
(2001), there are four major roles of HR as an agent for enabling changes including champions,
adapters, consultants and synergists (Srivastava and Sushil 2013). They all are responsible for
shaping the behavioral changes and to engage the employees together for promoting effective
teamwork, coordination of work, sharing and exchange of ideas and opinions with ease. It would
enhance the chances for managing changes and could even combine the various HRM activities
and practices for enhancing the skills, abilities, competencies and opportunities to excel in terms
of performance and business profitability. The managers play major roles of enabling
communication between the employee, which can increase the level of engagement as well as
create potential for gaining great results based on the changes implemented. One of the most
effective organizational changes could be where the employees would likely feel without any
power or authority due to the existing organizational, norms, patterns, rules and regulations
happened due to the changes (Shields et al. 2015). The organizational goals and objectives
might not be clearly defined, due to which, there could be shift in powers and responsibilities,
furthermore might lead t disorientation and lack of control and authority over the newly accepted
roles, responsibilities and change management perspectives. The HR managers must manage
provision of empowerment practices to the employees and make them informed about those
properly for ensuring the success of the organizational change management at Tesco, UK with
ease and efficiency (Ates et al. 2013).

11HUMAN RESOURCE MANAGEMENT
The employees of Tesco should be provided with proper training and developmental
programs for acquiring the relevant linguistics, technical and social influence skills and
knowledge to promote a good culture and emphasize on self-determination, collaboration, high
performance standards’ maintenance and meritocracy. It should enhance the scopes for open
communication as well as foster effective teamwork, collaboration and providing information
and messages to the employees for personal efficiency. The roles of HR managers are to lead the
teams and groups effectively and manage the human resources properly for developing trust and
loyalty and encouraging them to perform to their potential. This would also help in identifying
the poor performers, coach and training them to address employee concerns and forecast the
levels of engagement for the teams. The HR managers and supervisors must be held accountable
for the desired behavioral outcomes and monitor the areas where trust and loyalty should be
developed. When the employees would perform effectively, the managers could encourage and
motivate them, which should drive their performances and make them achieve the goals and
objectives within quick time (Truss et al. 2013).
Among all these approaches undertaken, the reward management could be the most
effective way by which the HR managers could resolve the issues that were identified. By
providing rewards and incentives along with other benefits such as increased wages, flexible
working hours to the employees, they would likely feel more motivated and their morale level
should improve as well. This would not only enhance the overall organizational performance but
could also foster the development of teamwork, coordination among work and better
communication among the workers to reach the aims and objectives appropriately (Saks and
Gruman 2014). The strategic HR decisions and practices are considered as effective
transformation process that can manage the change process entirely and this would involve the