Leadership and Management Report: Tesco Recruitment and Selection

This report delves into the leadership and management practices at Tesco, a customer-oriented business, focusing on recruitment, selection, and retention procedures. It examines the impact of legal, regulatory, and ethical considerations on the recruitment process, including the Employment Protection Act, Sex Discrimination Act, Race Relations Act, and Disability Discrimination Act. The report also explores leadership styles, differentiating between leadership and management, and comparing various leadership styles for different situations. It highlights the importance of team working, discussing its benefits for Tesco and demonstrating effective team leadership. Furthermore, the report assesses the work and development needs of individuals, including factors in performance monitoring and assessment. The report concludes with an evaluation of the assessment process and provides references to support its findings. The report uses a case study approach using Tesco as an example.

WORKING WITH AND LEADING PEOPLE

TABLE OF CONTENTS
No table of figures entries found..........................................................................................................3
Introduction (M3).................................................................................................................................4
LO 1 Be able to use recruitment, selection and retention procedures..................................................4
1.1 Select and recruit a new member of staff...................................................................................4
1.2 Impact of legal, regulatory and ethical considerations to the recruitment and selection process
..........................................................................................................................................................5
1.3 Take part in selection process.....................................................................................................6
1.4 Own contribution to the selection process.................................................................................6
LO 2 Understand the styles and impact of leadership..........................................................................7
2.1 Skills and attributes needed for leadership.................................................................................7
2.2 Difference between leadership and management.......................................................................8
2.3 Compare leadership styles for different situations.....................................................................8
2.4 Ways to motivate staff to achieve objectives (M1)....................................................................9
LO 3 Be able to work effectively in a team........................................................................................10
3.1 Benefits of team working for Tesco.........................................................................................10
3.2 Demonstrate working in a team as a leader and member towards specific goals, dealing with
any conflict or difficult situations...................................................................................................11
3.3 Effectiveness of the team in achieving the goals......................................................................11
LO 4 Be able to assess the work and development needs of individuals...........................................12
4.1 Factors involved in planning the monitoring and assessment of work performance...............12
4.2 Plan and deliver assessment of the development needs of individual (D3).............................12
4.3 Evaluate success of the assessment process (D3)....................................................................13
Conclusion (M3).................................................................................................................................13
References (D2)..................................................................................................................................14

TABLE OF FIGURES
Figure 1: Recruitment and selection process of Tesco 8
Figure 2: Maslow's theory of motivation 11
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INTRODUCTION (M3)
Leadership is the art through which a leader generates number of followers in the
organization by convincing them to consider the strategic directions. The present study has been
made on Tesco which is a customer- oriented business and which aims to offer products that provide
value to money for its customers. The business keeps high standards so that quality services can be
delivered; thus building customer loyalty is a cost effective strategy for the business to grow in
competitive retail market place (Taber and Mayfield, 2010). Thus, as per such context, the present
study has been discussing the impact of legal and ethical aspects on selection and recruitment
processes. Leadership and the concept of management both have a number of differences which is
being discussed in the subsequent study.
LO 1 BE ABLE TO USE RECRUITMENT, SELECTION AND RETENTION PROCEDURES
1.1 Select and recruit a new member of staff
For the purpose of managing new store of Tesco, it is required for the managers to recruit
and select potential talent who have the ability to deal with organizational aspects. Thus, for the
same purpose, person specification, job description and duties are stated as under.
Person specification
Requirement Essentials Desirable
Education, training and
qualification
Must have the ability to manage
all organization processes.
The manager should have to
access different sources for
imparting training to the
employees.
Skills and Knowledge Management skills are required Knowledge of personnel
management and all activities is
required.
Experience None At least 2 years of experiences
is required in retail industry
Personal attributes Smart and well presented team
member
Must have the ability to manage
all business aspects.
Skills and abilities The manager should have
appropriate communication
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skills so that employees and
customers both can be managed
in adequate manner.
Other requirements Be able to work in late night
shifts.
Knowledge of different
languages
Job description:
Job title – Store Manager
Location – UK
Responsible for – Entire store management
To manage and operate the retail business to maximize profitability through appropriate
marketing and retailing of products. To support the manager in ensuring that the operations of the
retail business are conducted in effective and profitable manner.
 To provide excellent services to all customers in line with company's standards
 To process all the orders to respective areas (Taber and Mayfield, 2010)
 To ensure prominent team management by facilitating friendly environment To make sure that accurate bills and correct payment are taken from the customers
Roles and responsibilities:
 To direct and supervise the staff on duty in the execution of their tasks
 To delegate duties and responsibilities in proper manner
 To make sure that a high standard customer care is promoted and maintained.
1.2 Impact of legal, regulatory and ethical considerations to the recruitment and selection process
While recruiting store manager for Tesco, the top executives are required to consider all the
legal, ethical and regulatory aspects which are mentioned in the below section: Employment Protection Act 1978: Under the subsequent act, the managers must
communicate the terms of contract of employment where in names of concerned parties
should be communicated properly. While recruiting the person, these important aspects (date
of commencement of job, title of job, terms of payment, holidays, working hours and sick
pay pension) should be communicated (The Impact of Legal, Regulatory and Ethical
Considerations to the Recruitment and Selection Process, 2015). Sex Discrimination Act 1975: There should not be any discrimination for men and women
and equal opportunities should be provided to all. Selection of store manager should be on
the basis of skills and qualifications. Race Relations Act 1976: As per the Race Relation Act 1976, candidate should be protected
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from discrimination of racial grounds (race, color, nationality, religion and ethnic origins).
Thus, there should be equal pay to all the candidates on the basis of qualifications
(Staarman, 2010).
 Disability Discrimination Act 1995: The subsequent Act protects disabled people not to be
discriminated when applying for a job as well as chance of interview and to provide a place
of job accessible. Tesco is also required to consider the same when recruiting store manager.
However, apart from these regulatory aspects, while recruiting any employee, personal
questions should not be asked as that might hamper interest of candidate.
1.3 Take part in selection process
On the basis of person specification, I have found out that there are so many candidates who
match current job profile; however selection could be made for one candidate only. While
recruiting, I have seen skills and qualifications of all the candidates and according to that; I
conducted interview sessions (Moorehead and Griffin, 2011). While interviewing the applicants, I
have observed how much they are confident in raising their opinions.
However, overall experience of the candidate is also considered because we are hiring store
manager; thus the person must have the capability to manage the entire team of new store of Tesco.
Apart from that, several questions have been asked related to current job profile and this gave us
the idea regarding the management capability of the candidate. I was concerned about experience
aspect because the store is newly opened; therefore responsible person is required to be selected for
the same. Hence, afterwards accessing all the candidates, the team has reached to a decision where
in Steve is selected for the subsequent job profile (Mitchelson, Den Hartog and Dickson, 2003). He
is educated enough and has the capabilities of managing the entire store.
1.4 Own contribution to the selection process
Recruitment and selection process of Tesco:
 First of all, the vacant position is advertised among people so as to make them aware about
the respective vacancies.
 Afterwards, promoting the vacant positions, resume from the applicants have been collected
from different fields (Recruitment and selection of Tesco, 2015).
 Resume assessment is the next step where in the entire team has accessed talent of people by
analyzing capabilities and competencies.
 At this stage, we have scrutinized all the applications on the basis of person specifications,
skills and qualifications (Deckop, 2006).
 After accessing all the forms, selected candidates are called for interview in which verbal
and non verbal tests are conducted.
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 The selected candidate is then required to go for medical test as Tesco believes in recruiting
physically fit people due to diversified work processes (Miner, 2012).
 The selected candidate is then invited for the job profile afterwards endorsing employment
contract.
Figure 1: Recruitment and selection process of Tesco
(Source: Mathis,Jackson and Valentine, 2013)
Thus, in the process, I have played crucial role in determining experience and ability of the
candidate because the entire team is highly concerned about performance of newly established
store. I have a team of 3 people with me and all of us together scrutinized the applications so as to
give placement to the respective person. I have accessed the applications on the basis of skills and
eligibility of candidates.
LO 2 UNDERSTAND THE STYLES AND IMPACT OF LEADERSHIP
2.1 Skills and attributes needed for leadership Leader should be versatile in nature: Leader of Tesco should be versatile in nature so that
he can manage all types of service aspects for the business. The subsequent skill is essential
for the leader from organizational point of view. Consideration of equality and diversity management: Leader of Tesco must consider
equality and diversity management where he should equal importance to all the employees.
This will assist in accelerating team bonding and coordination (Serafin, 2011). Leader must have conflict management skills: Tesco has been facing numerous challenges
from diversified grounds; therefore the leader must have to make sure conflicts are
happening at minimum frequency. The skills are required so that employee attrition related
problems can be reduced. Leader must be capable to contribute in organizational goals: Leader of Tesco must be
capable enough to contribute in goal achievement process where in leader has to make
several efforts to augment organizational productivity (Marques, 2007). Leader should not
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only give directions but also he should get feedback from others for proper team
management.
 Team management skills: One of the most vital aspects under adequate leadership is proper
team management. Leader of Tesco needs to have team management skills so that all the
people can contribute in goal accomplishment process. Since, the business has been
establishing new store in other location; therefore for such purpose, the store manager must
possess the capability to manage the new team in proper manner.
2.2 Difference between leadership and management
The chief difference between leadership and management is that leaders have people to
follow while managers have people who work for them. In order to become successful store
manager at Tesco, the candidate needs to be both a strong leader and manager to get the team on
board so as to make then consider the vision of success (Lange, 2010). The differences between
both the terms are stated in the below mentioned section:
 Leader takes risks so as to reduce challenging and complex facets; whereas, managers
minimizes risks for consistent flow of work processes. Leader leads people through different
styles; however manager manages work in successful way so as to reach towards
organizational goals (Pirraglia, n.d).
 Leadership gives credit to the person who contributes more in growth and success process;
however management takes the entire credit for overall success and achievements.
Leadership focuses to do the work in interesting manner; however under management, all
the activities are performed for money (Hayes, 2002).
 Leaders simply consider organizational problems and devise new and creative strategies to
focus on problem solving abilities. Nonetheless, under the concept of management,
managers emphasize on creating useful policies so that team bonding can remain into
existence. Most importantly, leaders emphasize on achievements and recognitions; however
managers emphasize on direct results.
Besides this, I have observed at Tesco that leaders generally involves people in all the
processes and decisions so that they can contribute in goal achievement process; however the main
aim of management is to achieve the goal anyhow (Hawkins and Cole, 2008). It may ignore team
management as well as team coordination.
2.3 Compare leadership styles for different situations
The managers and leaders of Tesco have been using different leadership styles in varied
situations which are mentioned in the below section:
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 Autocratic style: Autocratic leadership has been followed at Tesco with the aim of providing
adequate directions to the staff members. In a few cases, autocratic style is being used in the
business and it is valuable when the business faces a crisis or when an urgent problem arises
(Pirraglia, n.d). The style makes sure that all work processes are managed as per disciplinary
actions. Generally, the style is not believed to be influencing and motivating because it does
not involves people in decision making process. Followers are only accountable to consider
the directions provided to them and they do not posses any power to raise the opinions in
any area.
 Democratic style: Some of the managers have been using democratic style of leadership
where subordinates are also authorized to make most of operational decisions.
Responsibilities remain with the manager; but then also he makes sure that all business
activities are managed in adequate manner. The style has been used at Tesco so that
employee interest can be maintained (Graham and March, 1994). The business has been
facing challenges due to external market pressure; therefore for such purpose, employee
advice is involved in all business processes.
Apart from these areas, there are a few areas where managers have been following Laissez
faire style which is at the other end of the spectrum from autocratic style (Hayes, 2002). The
manager allows the team to take appropriate decisions or actions within the agreed boundaries.
2.4 Ways to motivate staff to achieve objectives (M1)
From the case study, it has been identified that the issue of labor turnover has been
increasing at Tesco; therefore it is vital for the management to motivate all the employees so that
they can reach towards the determined goals and objectives. In such a situation, Maslow's theory of
motivation can be adopted as through that Tesco would be able to deliver all types of benefits to the
employees. According to Maslow's hierarchical theory, manager of Tesco must consider all the
needs of employees in sequencing manner (Deckop, 2006). Thus, for such purpose, at the initial
stage, basic needs of employees can be fulfilled so that employees can move to other stages of
motivation.
Human needs keep on increasing; therefore it is vital for the managers to analyze all the
requisites of the employees. This might also assist in retaining the staff for longer span. Afterwards,
fulfilling basic needs of employees, manager of Tesco need to provide social and security needs so
that employees can develop ability and efficiency aspects. Further, employees should be given with
enough chances so that they can build better relationships at workplace (Bucic, Robinson and
Ramburuth, 2010). Monetary as well as non monetary benefits needs to provide under esteem needs
where in employee status should be appreciated frequently. Lastly, as per the hierarchical pyramid,
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personal growth and fulfillment should be provided under self actualization needs. This improves
the overall motivation of employees (Serafin, 2011).
Figure 2: Maslow's theory of motivation
(Source: Brounstein, 2011)
LO 3 BE ABLE TO WORK EFFECTIVELY IN A TEAM
3.1 Benefits of team working for Tesco
Team is considered as a group of people who works together for common goal and purpose
so as to achieve defined goals of organization. Teams always work in adequate manner and they
help the organization to reduce complexities and work related barriers and this is the chief reason
for which teams are developed at Tesco (Brody, 2005). Here the benefits of team working to Tesco
have been stated:
 Develops better relationships in the team
 Ensures optimum solutions to work based problems
 Reduces the level of work complexities
 Facilitates innovation and creativity
 Reduces chances of team conflicts (Mathis,Jackson and Valentine, 2013)
These are the major benefits which Tesco has been acquiring from team work and
somewhere it also augments the value of organizational productivity. It has been observed that
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teams at Tesco have been performing in adequate manner which in turn reduces team conflicts.
Tesco's manpower has been contributing more in challenging aspects which helps the employees to
deliver proper services to the customers (Brezina, 2008). Moreover, formal and informal teams have
been facilitating innovation and creativity in the organization which aids in persuading more
customers towards business products and services. Teams indeed are developing optimum solutions
for all types of problems which augment the possibilities of growth and success. Though, difference
in team opinion sometimes leads to confusion; but due to mutual understanding, problems are
resolved successfully (Miner, 2012)).
3.2 Demonstrate working in a team as a leader and member towards specific goals, dealing with any
conflict or difficult situations
The newly hired Store Manager is accountable to work as per organizational goals wherein
he should chiefly focus on increasing the sales of business by putting great efforts. In order to
augment the ratio of sales, the store manager must make sure that all the team members are
delivering proper services to the customers as per their needs and demands (Bose, 2002). As a team
leader, he has to delegate proper duties and responsibilities to the team members for overall increase
in revenue aspects. Being a team leader, he is also entitled to motivate the entire team in
encouraging manner so that all can contribute in goal accomplishment process. Team target can also
be determined at the same time which could assist the employees to reach towards the determined
standards (Mitchelson, Den Hartog and Dickson, 2003).
While managing such aspects, the store manager might be facing several issues from the
employees such as – lack of support in accomplishing the target, team conflicts due to difference of
thinking and unavailability of sufficient manpower resources (Bluck, 1996). For the purpose of
increasing sales ratio, store manager must have to determine target which on the other hand may
create burden for the employees. Due to imbalance in personal and professional life, employees
may quit the job role which is again a challenging situation for Tesco.
3.3 Effectiveness of the team in achieving the goals
To increase the ratio of sales, teams at Tesco are required to contribute more because this is
not possible to happen without team efforts. Working together in a team, helps the employees to
develop coordination level in the organization which accelerates organizational productivity.
Having team assistance aids Tesco to raise sales level which cannot be possible from individual
efforts (Cohen and Levesque, 2008). Changes could take place in team roles and responsibilities
where in people can reach towards the specific target as determined. Afterwards, evaluating team
performance, it can be said that sales of the business have been accelerated due to team efforts and
also due to large number of units sold. Apart from this, team members have also interchanged their
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duties at the time of peak workload (Moorehead and Griffin, 2011). Thus, it is evident that team
efforts have contributed a lot in profitability which is the base of overall growth of business. Team
efforts have also reduced the opportunities of customer complaints due to prominent service
delivery to the customers (Hawkins and Cole, 2008). Acquiring feedback from the manager, it has
been identified that due to team coordination, team members of Tesco performed in optimistic
manner which ultimately has boosted the value of sales and revenue.
LO 4 BE ABLE TO ASSESS THE WORK AND DEVELOPMENT NEEDS OF INDIVIDUALS
4.1 Factors involved in planning the monitoring and assessment of work performance
Work performance of employees of Tesco has been analyzed with the help of suitable
criteria and parameters defined. Monitoring employee performance is essential because that aids in
identifying all the areas where improvements are required.
 Identification of learning styles of employees is the best way through which the capability
and efficiency of employees can be ascertained (Marques, 2007). This is also appropriate in
terms of appraising and appreciation employee performance.
 In order to monitor the performance, the manager of Tesco could conduct close observation
where in ways and methods of performing work can be determined.
 The business needs to consider the contribution of employees in success and achievements
as this is another criterion through which performance ability can be judged.
 Certain quality standards can be determined for the same (Mitchelson, Den Hartog and
Dickson, 2003).
 Lastly, work performance of employees can be judged on the basis of - employee concern
towards feedback. This reflects the level of improvements taking place in employee.
4.2 Plan and deliver assessment of the development needs of individual (D3)
Employees of Tesco need to derive training on different aspects so that they can deliver
better services to the customers and this can be explained with the help of subsequent example: Employee A at Sales department: The subsequent employee is unable to contribute in sales
enhancement aspect; thus training is required to be imparted so that sales ratio can be
encouraged (Brody, 2005). The need of such development has been identified by constant
observation in performance. The employee needs to develop influencing and convincing
power for more revenue. Employee B at HR department: Employee working in HR department is unable to manage
employee’s interest in the business and this has been identified by observing employee
attrition rate (Staarman, 2010). Such person needs to get training on various aspects related
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