Analysis of Sainsbury's Strategic Human Resource Management Practices

This report provides a comprehensive analysis of Sainsbury's strategic human resource management (SHRM). It begins by identifying key current trends and developments influencing Sainsbury's HR strategy, such as training and professional development, global recruitment, cross-border legal compliance, and benefits and compensation. The report then examines the external factors (government regulations, economic conditions, technological advancements) and internal factors (employee relations, organizational structure, employees) that impact HR strategy and practice. It further explores the theories and concepts relating to the growth and development of SHRM, emphasizing the integration of HR strategies with business policies. The report evaluates the application of change management models to support HR strategy, outlining the roles of key stakeholders. Finally, it discusses HR outcomes, their monitoring and measurement, and the effectiveness of HR management and development in supporting sustainable performance and growth to meet organizational objectives. The report aims to provide a holistic view of Sainsbury's HR practices and their strategic alignment.

STRATEGIC HUMAN
RESOURCE
MANAGEMENT OF
SAINSBURY

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
P1 key current trends and developments that influence an organisation’s HR strategy. ...........1
P2 External and internal factors influence HR strategy and practice.........................................2
TASK 2............................................................................................................................................4
P3 Theories and concepts relating to the growth and development of strategic HRM..............4
TASK 3 ...........................................................................................................................................5
P4 Evaluation of how appropriate change management models support HR strategy in
application ..................................................................................................................................5
TASK 4............................................................................................................................................6
P5 Explanation for the HR outcomes, how it can be monitored and measured .........................6
P6 effectiveness of HR management and development that support sustainable performance
and growth to meet organisational objectives.............................................................................8
CONCLUSION................................................................................................................................9
REFERENCES..............................................................................................................................10

INTRODUCTION
This project depicts the key trends which affects the development of Sainsbury's HR
strategy that helps to provide accomplishment of certain strategies related to employees. It also
includes analysis of internal and external factors which influences the practice of human resource
department. Application of relevant theories and concepts related to the growth and development
of strategic HRM .It also comprises of the implications of appropriate change management
models for the support of HR strategy applications. Also evaluation of contribution of workforce
management and development for sustainable business performance and growth. As it is very
necessary to monitor and measure their outcomes and is compulsory to apply for the
accomplishment of goals(Armstrong and Taylor, 2014).
TASK 1
P1 key current trends and developments that influence an organisation’s HR strategy.
There are many current trends which are influencing Sainsbury's HR strategy which are
following:
Training and Professional Developments
It is considered as the emerging trend in the field of global human resource management
which includes diversity and also cross-cultural professional development. This aspect of HR
provides Sainsbury, all kind of learning opportunity and further education programs which an
organisation offers to its employees which also includes sponsoring of university coursework
which is formal, opportunities for attending conferences and other networking events followed
by on the job training sessions or seminarian aim of these programs is to encourage workers to
adopt more diverse approach both in their skill set and core competencies or it is considered an
ability to understand how business can be done in foreign countries or to open more branches of
Sainsbury(Brewster, 2017).
Global Recruitment
Sainsbury is also realizing that the best match for job within the organisation may not be
those people who are living nearby or are local to the area. A push force towards the global
recruitment is successfully replacing the model of employing which is traditional and considered
to take employees from within the community or providing promotion from company itself.
Global recruitment has the focus on hiring best person for the best position despite of whether
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they live locally or may be 5000 miles away. HR team of Sainsbury is adopting this kind of
global recruitment trends which values the concept of diversity and allows to bring non-native or
non-local workers in an organisation.
Cross-Border Legal Compliance
One of the effects of globalization on HR is that, it has diverted attention towards the
importance of cross-border legal compliance. Sainsbury now has capabilities or potential to sell
their offerings which includes grocery product and home delivery services for different markets
with the use of internet and other postal services. Doing this can bring with the addition of tax,
customs and security for the human resource division(Cascio, 2018). There is also a need to
apply for the additional permission for paying tax within a different regulatory body for selling
their product across the world. Providing employment to a worker in a foreign country has
certain legal procedures which one has to follow concerning regarding the laws related to labours
and compensation provided in that particular area. All these cross-border legal concerns are
important for Sainsbury to follow as there can be serious after results associated with the failure
of following these laws.
Benefits and Compensations
This is a final global trend which is affecting human resource of Sainsbury .As
co0mpared to the laws in United States which has compulsory amount of vacations and sick
leaves of employees are allowed but many other countries particularly of Europe has much less
strict rules and permit their workers more holidays and family leaves as compared to other
traditional American companies. There fore some of the globalized companies are trying to
embrace these HR policies which are very progressive in the aspect of benefits and compensation
and also has began to offer things like paternity leaves, extended vacation time along with
flexible working hours for all their employees further followed by fixed intervals and weekend
compulsory leave (Daley, 2015).
P2 External and internal factors influence HR strategy and practice.
Some of the external factors which affects the HR strategy and practice are:
Government Regulations
With the commencement of new workplace related standards Sainsbury's Human
Resource Department is in a constant pressure to work within the laws decided by regulatory
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body. These type of rules influences every process of human resource department which includes
hiring, training, compensation, termination and further more. Without sticking to these
regulations Sainsbury can be fined by the regulatory government which can be really bad enough
to result in shutting down of the company.
Economic conditions
It is considered to be one of the great external influences. It does not only affect the pool
of talent but also the ability to hire .One can prepare against these economic conditions through
not only to have knowledge regarding happening around the world but also with the creation of
plan for economic downturn. Every organisation can make this due in a bad economy if they
already have funds or a plan against this harsh environment(Hollenbeck and Jamieson, 2015.).
Technological Advancements
It is considered to be an external influence because with the introduction of new
technologies Human Resource department can have a look for ways to downsize and save
money. A particular job which used to involve 2-4 people can be cut into one performed by a
single person. Technology is changing the way of doing a business, not just from a consumer's
view but also from an aspect of internally cost savings.
Other internal factors which affects the HR department can be following:
Employee relations
Internal policies and procedures of Sainsbury has an impact on human resource activities.
For an example, if company has decided to promote an internal employee ,HR should make sure
that workers must receive appropriate training and development which makes them ready for
promotions for the right time. HR should keep an eye on number of employees which are eligible
for retirement and ensures the potential replacements, or training of other staff members for
avoiding immediate departure of business knowledge. Good employee relation promotes the
effective working of Sainsbury(Jackson, Schuler and Jiang,2014).
Organisational Structure
Organisational structure of Sainsbury has a crucial role which influences the working of
HR department of it. A flexible working structure and unity of command can lead to less
complications in working and as well as communication which can lead to a successful
implementation of HR policies and strategies on employees.
Employees
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Employees are the main resource which lead to the successful running of Sainsbury.
Having energetic workforce can lead to accomplishment of goals very easily. If workers are
broad minded and ready to take responsibilities then it becomes easy for HR to implement their
strategies for an effective work structure of the company.
TASK 2
P3 Theories and concepts relating to the growth and development of strategic HRM.
Strategic Human Resource mainly has a focus on the long term objectives of
Sainsbury .Instead of having focus on internal matters related to employees of the company, its
objective is mainly on addressing and providing solution to the problems which effect
management for the long run. Primary objective of SHRM is to increase productivity of
employees by focusing on the obstacles that creates resistance, which are present on the areas
other than human resources. The actions of strategic HRM are identifying key areas of human
resource where the strategies made can be implemented for the long run in order to improve
motivation and productivity of an employee. It is also regarded as a strategic approach for the
proper management of Sainsbury's workforce (Knies and et.al.,2017) .With the increase in the
importance of people for organisational success, there is a rise of strategic human resource
management as a filed for study. The concept of HRM is made on the basis of three core
concept which is mission and strategy, culture of an organisation, management of the workforce.
It defines strategy as a framework of processes with the help of it , missions and objectives of
Sainsbury are achieved along with optimum usage of resources for achieving the objectives. It
makes sure that human resource systems and structure of organisation should be managed in a
such a way that it is adopted simultaneously with the strategies made by company.
The whole concept of SHRM can be predicted on one belief that strategies regarding
human resource should be integrated with business policies. For maintaining the particular state
of affair for existence, it is compulsory to make ensure that initiatives of management in the
field of HR management should be consistent with respect to decisions taken in other areas of
functions of business along with the analysis of product-market situation. Strategic following is
necessary for providing congruency between strategy for human resource and business. The
major goal is to provide a strategic fit and consistency for the policy goals of human resource
management and the business of Sainsbury(Kramar, 2014).
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TASK 3
P4 Evaluation of how appropriate change management models support HR strategy in
application .
The goal of change management is to bring results and outcomes by making employers
engage and inspire them for the adoption of a new way for working. A project can be successful
only if individual employees will make some changes in their daily behaviour and performing
their job in another way(Monitoring staff performance,2011). Before the implication of change
there are certain procedures which are followed by human resource department change cannot
be accepted by employees very easily. They are briefed regarding the benefits related to changes
and how one can adopt it. There are five key roles in change management which are:
 Change management resource team
 Executives and senior managers
 Project team Project support functions
Change management resource team
Change management deals with the external changes and bring them to internal
environment so that working of the organisation can cope up with the latest changes or trends
and be up to date so that one can use best strategies of human resource on employee of
Sainsbury.
Change management resource can perform following role which are:
 Application of structured change management methodology
 Formulation of strategies
 Development of plans Providing support to other roles
Executives and senior managers
Employee seeks for executive's commitment towards the changes. The authority provided
by them carries over to roles for change management. Their sponsorship is very effective which
is a predictor of success or failure of the project.
These executives and senior managers has the following role:
 Active and visible participation through out the project.
 Building coalition of sponsorship and managing resistance.
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 Direct communication with employees.
Project team
They are the people who has the responsibility of designing how things will be done
differently as compared it to the way they are done today. Without their direction and
management there will be no movement in the technical side of the project. They also make sure
that change management is the part of the project through providing them appropriate resources.
They perform the following role :
 Designing of actual change
 Managing the technical side
 Engaging with the change management team Integration of change management plans into project plans
Project support functions
They provide complementary functions which are helps to enhance the execution of
activities related to change management with the application of best practices and helping in the
maintenance of strategic alignment into a broader context.
They have following role:
 Incorporation of their experience and expertise
 Knowledge contribution for providing help to the project team
 offering tools that provide support to change management activities.
TASK 4
P5 Explanation for the HR outcomes, how it can be monitored and measured .
HR outcomes can be monitored and measured in the following way:
Check in regularly
Sainsbury's HR department always checks in regularly as having a check on team
members regularly for the same time and everyday is the easiest way of monitoring the
performance and development of a stronger relation with employees. It also helps you to keep a
check with team members that helps to being in touch with the daily work and helps in
anticipating problems. It also eliminates the need of team employees to see you out of their team
which can be a kind of distraction and an ineffective usage of time(Purce, 2014).
Hold a stand up meeting
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Sainsbury call it a morning roll call where they have a short update meetings in which
employees interacts and exchange operational information that others should also know.
Company holds it on daily basis which helps to maintain a correlation of workers with the work
which leads them to develop a habit of completing the whole project on the giving deadline.
Conducting 360 degree feedback assessment
Sainsbury conducts a 360 degree formal evaluation of every employee through various
sources which includes superiors, peers and subordinates. These surveys work best when you
have discussed the results with workers regarding their feedbacks and learning. One can make
their own surveys.
Use of whiteboards
Sainsbury uses white boards that display employee's goals and achievements which are
regarded as top tools for performance monitoring especially when one is dealing with goals
which are measurable and following results. Company uses white board that may depicts number
of phone call which every sales person should attempt everyday. It may be also used for the
celebration of completion of targets by employees. With the idea of keeping goals in front of the
workers and helping for tracking them , white boards are used(Sikora and Ferris, 2014).
Using of formal milestones and measurements
Setting of milestones or internal targets and deadlines not only helps in the procedure of
monitoring the performance but also helps employees for achieving their goals by making
projects more manageable.
Ask your customers what they think
Customer is the central factor for the measurement of the performance cycle as collection
and tracking of customer feedback helps workers of Sainsbury to understand of which operations
are going well or not. It uses sophisticated systems fro tracking response of the
customer(Cascio, 2018).
Measuring of HR outcomes are equally important as monitoring. It can be monitored
through various ways which can be:
Real time Monitoring
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Setting of procedures which would help to give information in real time instead of at the
end of the interval. Setbacks in performance can lead to the indication of problems which might
help one in exposing deeper issues which can be at present within the team or its member. With
the real time monitoring employee is able to create a self report progress all the time.
Have Workarounds
A spectator has the ability to change the system which he is observing. Observation of
work processes as a manager is advisable when one can blend in and disappear(Daley, 2015).
Mash up
One should be able to take as much data which is possible and do not get over the
conclusions directly. Employee should be able to know what is the scenario, which includes
whether he is working on track regarding his personal assignment or having a harmonious
behaviour with his team for accomplishing their goal.
P6 effectiveness of HR management and development that support sustainable performance and
growth to meet organisational objectives.
The rising concept of sustainable performance and growth has important role for
Sainsbury's performance where sustainable means meeting the requirements and needs of people
today without the compromising of ability for future generation to meet their needs. HR must
support the concept of developing and implementing sustainability strategy because of the
unique contribution of human resource department is critical in nature and is crucial for the
success of sustainable growth of business. HR must have a vision for the recognition of new
sustainable context(Kramar, 2014). Human resource management should provide solutions for
sustainable development and managing the functions related to it .The process of HRM
recommends those kind of approaches which uses the sustainable values, understanding and
engaging of HR stakeholders, review and development of HR policies and practices along with
its tracking and reporting with the acknowledgement of effects.
Sustainable growth and development is a continuous practice which is more effective
when it is integrated with strategic framework of company.
There are many strategies which leads to this kind of growth and development:
The first strategy is time based strategy in which the program or other policies which HR
should opt such as flexible time, sharing of jobs or part time works, paternal leaves , closing
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offices for certain special occasions .HR should make sure that their programmes should focus
on the efforts related to problems and opportunities which are related with issues of hum an
resources(Purce, 2014).
Second strategy is associated with information as it includes work through intranet or live
websites. These elements are used in a fast moving organisation which is use to meet
requirements ion changing business environment. Moreover it has become appeared in today's
global information economy.
Third strategy is money based strategy which includes schemes like vouchers for child
care, flexible work life benefits, assistance in adoption and paid leaves along with many perks
benefits.
Direct services can be regarded as fourth strategy which includes services like emergency
back up care,beauty and health services and conduction of dinner programmes for the
employees.
Cultural strategy can be regarded as fifth strategy that Sainsbury adopts for the
sustainable growth which includes providing training to the managers so that they are able to
deal properly with other employees and their conflicts related to work life(Knies and
et.al.,2017).
CONCLUSION
Therefore it has been concluded that there are certain key trends such as global
recruitment and many other trends which has a strong influence on the Sainsbury. Both external
and internal factors affects the strategies of human resource department which are needed to be
considered and to improve for the betterment. There are many theories and concept which are
related to growth and development of strategic HRM so that every employees can get
satisfaction in their work.
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REFERENCES
Book and Journal
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Brewster, C., 2017. The integration of human resource management and corporate strategy. In
Policy and practice in European human resource management.pp.22-35. Routledge.
Cascio, W., 2018. Managing human resources. McGraw-Hill Education.
Daley, D.M., 2015. Strategic human resource management. In Public Personnel
Management .pp. 128-142. Routledge.
Hollenbeck, J.R. and Jamieson, B.B., 2015. Human capital, social capital, and social network
analysis: Implications for strategic human resource management. The Academy of
Management Perspectives.29(3).pp.370-385.
Jackson, S.E., Schuler, R.S. and Jiang, K., 2014. An aspirational framework for strategic human
resource management. The Academy of Management Annals.8(1).pp.1-56.
Knies, E and et.al.,2017. Strategic human resource management and public sector performance:
context matters.
Kramar, R., 2014. Beyond strategic human resource management: is sustainable human resource
management the next approach?. The International Journal of Human Resource
Management.25(8).pp.1069-1089.
Purce, J., 2014. The impact of corporate strategy on human resource management. New
Perspectives on Human Resource Management (Routledge Revivals).67.
Sikora, D.M. and Ferris, G.R., 2014. Strategic human resource practice implementation: The
critical role of line management. Human Resource Management Review.24(3).pp.271-281.
Online
Rick Spence. 2011. Monitoring staff performance. [online]. Available through
<http://www.profitguide.com/manage-grow/human-resources/monitoring-staff-
performance-30068>
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