HRM Role, Scope, and Effectiveness at Tesco: HNC Business 2018-19

This presentation provides an overview of Human Resource Management (HRM) at Tesco, a large British multinational company. It details the purpose of the HR function, including its impact on employee productivity, benefit scheme design, training, culture maintenance, and employee retention. The presentation covers key roles and responsibilities of HR, such as welcoming employees, building bonds, fostering a positive culture, providing feedback, and resolving conflicts. It further explores workforce planning, recruitment and selection processes, development and training programs, performance management, and reward systems. The presentation also addresses employee relations and engagement, flexible working practices, and the importance of a positive culture. It highlights the impact of employment legislation, including fair work ombudsman regulations, minimum wage acts, and human rights considerations. Finally, it discusses internal and external recruitment strategies, providing examples of application processes. The presentation references various academic sources to support its analysis of HRM at Tesco.

TESCO

1. OVERVIEW OF THE COMPANY
 largest British multinational company.
 Headquarter: Welwyn Garden City
United Kingdom.
 CEO is Dave Lewis.
 biggest retailers in terms
of revenue.
 Subsidiaries: Tesco Mobile,
Tesco Bank and Londis.
 Maintain the living standards.

1. OVERVIEW OF THE COMPANY
 There are more than 3400 stores.
 More than 300000 colleagues.
 Focus on strengthening the
foundations in the UK market.
 Maintain quality of products.
 HR function boost the efficiency
of the employees.

2. PURPOSE OF THE HR FUNCTION
AND THE KEY ROLES AND
RESPONSIBILITIES
 HR function:
a.) impact the productivity
and efficiency of the employees.
b.) To design the new benefit scheme.
c.) training
d.) maintains culture
e.) retain employees

2. PURPOSE OF THE HR FUNCTION AND
THE KEY ROLES AND RESPONSIBILITIES
 Responsibility of the HR
a.) welcome employees.
b.) create bond.
c.) boost positive culture.
d.) give feedback to employees.
e.) resolve conflicts.

3. WORKFORCE PLANNING, RECRUITMENT AND SELECTION,
DEVELOPMENT AND TRAINING, PERFORMANCE
MANAGEMENT AND REWARD SYSTEMS.
 Workforce planning
a.) timings are set.
b.) shift timings should be
according to employees.
c.) create interest.
d.) boost efficiency.
e.) rotational shifts.

3. WORKFORCE PLANNING, RECRUITMENT AND
SELECTION, DEVELOPMENT AND TRAINING
 Recruitment and selection process
a.) issue of gaining the new perspective
and ideas outside the
company.
b.) Company should choose
candidate:
a.) on basis of qualification.
b.) experience.
c.) Behavior.
 Training
a.) according to field.

3. PERFORMANCE MANAGEMENT AND
REWARD SYSTEMS.
 Performance management
a.) training
b.) motivation
 Reward system
a.) change in the incentive policy.
b.) equal chance to employees.

4. EMPLOYEE RELATIONS AND EMPLOYEE
ENGAGEMENT
 Motivation approach
a.) conducting meetings
b.)relaxation in timings.
c.) job security.
d) Proper communication

4. EMPLOYEE RELATIONS AND EMPLOYEE
ENGAGEMENT
 Flexible working practice
 Employees should be:
a.) free to choose nature of work.
b.) departments.
 Employees can share their
Views and opinions.
 Positive culture.

5. EMPLOYMENT LEGISLATION
 Factors impact the decision making
a.) employment legislation.
 Fair work ombudsman
a.) set working hours
b.) not more than 9 hours
c.) extra wages
d.) wages should be set

5. EMPLOYMENT LEGISLATION
 Employment minimum wages act
a.) Employment standards
b.) minimum wages
 Fair work act 2009
a.) annual leave
b.) equal wages
c.) Prior notice should
be given by employees.

5. EMPLOYMENT LEGISLATION
 Human rights
a.) UN Universal Declaration
b.) International labor organization
c.) core conventions on labor standards
d.) working hours
e.) safety for workers
f.) UN Global compact

6. RECRUITMENT AND SELECTION PROCESS
 Internal recruitment
a.) Talent plan
b.) List of current workers
c.) Promotion
d.) intranet
e.) advertisements

6. RECRUITMENT AND SELECTION PROCESS
 External recruitment
a.) official site
b.) applications online
c.) C.V
d.) interview
e.) interview with HR
team manager.

6. RECRUITMENT AND SELECTION PROCESS
 Example:
a.) application form: www.tesco.co.uk
b.) “People Bank Select system”
c.) Email Address is given
d.) Answer of the questions
e.) selection of application
f.) interview

REFERENCES
 Bolman, L.G. and Deal, T.E., 2017. Reframing organizations: Artistry, choice, and
leadership. John Wiley & Sons.
 Collinson, D., 2014. Dichotomies, dialectics and dilemmas: New directions for
critical leadership studies?. Leadership, 10(1), pp.36-55.
 Cuthbertson, R., Furseth, P.I. and Ezell, S.J., 2015. Tesco and Sainsbury’s: The Need
to Turn Ideas into Action. In Innovating in a Service-Driven Economy (pp. 159-165).
Palgrave Macmillan, London.
 Tannenbaum, R. and Schmidt, W.H., 2017. How to choose a leadership pattern.
In Leadership Perspectives (pp. 75-84). Routledge.
 Tesco, 2018. Motivational theory at practice Tesco. [Online]. Available at:
https://is.muni.cz/el/1451/podzim2013/np2330/tesco_15_full.pdf. [Accessed on 24
January, 2018].
 Tourish, D., 2014. Leadership, more or less? A processual, communication
perspective on the role of agency in leadership theory. Leadership, 10(1), pp.79-98.
 Ward, J., 2016. Keeping the family business healthy: How to plan for continuing
growth, profitability, and family leadership. Springer.

REFERENCES
 Felgate, M. and Fearne, A., 2015. Analyzing the Impact of Supermarket
Promotions: A Case Study Using Tesco Clubcard Data in the UK. In The
Sustainable Global Marketplace (pp. 471-475). Springer, Cham.
 Riefer, P.S., Prior, R., Blair, N., Pavey, G. and Love, B.C., 2017.
Coherency-maximizing exploration in the supermarket. Nature human
behaviour, 1(1), p.0017.
 Evans, B. and Mason, R., 2018. The lean supply chain: managing the
challenge at Tesco. Kogan Page Publishers.
 Tse, Y.K., Zhang, M., Doherty, B., Chappell, P. and Garnett, P., 2016.
Insight from the horsemeat scandal: Exploring the consumers’ opinion
of tweets toward Tesco. Industrial Management & Data
Systems, 116(6), pp.1178-1200.
 Alexander, A., 2015. Decision-making authority in British supermarket
chains. Business History, 57(4), pp.614-637.