SHR080-6: Tesco's Recruitment, Selection, and Induction Analysis

This report analyzes Tesco's talent resourcing and development practices, focusing on recruitment, selection, and induction. It details the organization's policies and strategies, including the use of social media, employee referral programs, and recruitment marketing. The report highlights best practices and initiatives, such as recruitment process outsourcing and the Build-Operate-Transfer recruitment model. It evaluates the chosen topic area, discussing relevant challenges like attracting the right candidates and hiring quickly, as well as the opportunities for improvement in the recruitment and selection process. The conclusion summarizes key findings, emphasizing the importance of effective HR models in overcoming challenges. The report also includes references to support the analysis.

Talent Resourcing and
Development

Contents
INTRODUCTION...........................................................................................................................1
TASK...............................................................................................................................................1
Organization’s policies and strategies....................................................................................1
Highlight best practices or initiatives.....................................................................................1
Evaluate the above chosen topic area in the organization......................................................2
Relevant challenges and opportunities...................................................................................2
CONCLUSION................................................................................................................................3
References:.......................................................................................................................................4

INTRODUCTION
Management is defined as a set of activities that include planning, organising, staffing,
directing, and controlling. The management has overseen each and every task. The organisation
has divided all functions into functional departments in order to complete all tasks in an effective
and efficient manner. This paper is based on Tesco plc which is a British international retail
merchant of grocery merchandise having headquarter in Welwyn Garden City, Hertfordshire,
England, United Kingdom. the chosen topic for this report is recruitment, selection and
induction. This report include the policies and strategies along with the several models related to
the chosen topic. It also deals with the challenges faced by the organisation while performing
this function and recommendations to overcome from these challenges.
TASK
Organization’s policies and strategies
There are various policies and strategies which are being used by the management of
Tesco related to the recruitment, selection and induction. Some of them are given below: Use of social media: The HR department of Tesco is using several social media channels
as a useful tool of recruitment. Along with this, it highly encourage two way
communication process in the organisation. The respective organisation is using social
media for induction as well. Implementation of employee referral program: It is the other policy or strategy which is
being implemented in the work place of Tesco. It help the organisation in hiring better
employees and also aids to effectively completing the entire process of induction.
 Claim the page of company: Through claiming the page of company, the HR manager
of Tesco can reach to the higher number of job seekers. In addition to this, they can
effectively perform the programme of induction.
Highlight best practices or initiatives
Below mentioned are several practices or initiatives performed by the HR manger or department
of Tesco in order to talent resourcing and development: Use of recruitment marketing strategies: The HR manager of Tesco is adopting
recruitment marketing strategies. It help them in attracting higher number of job seekers
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towards the business organisation. Along with this, it also act as marketing tool because
people get to know about the company through this.
 Use of social media channels: The respective business organisation is also using social
media channels in order to reaching to the higher number of people to hire them and
providing information related to organisation to the general public.
Evaluate the above chosen topic area in the organization Recruitment Process Outsourcing: It is a business strategy in which Tesco outsources
enlisting to a third-party recruiting authority in order to benefit from increased skilfulness,
justifiability, quality, cost, and service. For optimal talent acquisition, the best recruitment
agency combines cutting-edge technology, a dedicated recruitment team, and sound hiring
practises. Prediction, origin, examining, hiring, and onboarding candidates using technology,
key performance indicators, and expertise are among their responsibilities. Build-Operate-Transfer Recruitment Model: The Build-Operate-Transfer (BOT)
framework entails establishing an offshore unit during the 'build' stage and putting it direct a
trial during the 'work' stage. The management of Tesco can supervise the team during the
'transfer' leg once they are assured that the squad has modified the organization method,
process, and technology.
 Hire train deploy model: This recruitment model is based on industry-specific in which IT
agencies assign worker to specific task. The supplier is familiar with Tesco's operations and
selects contenders based on the job statement. Professionals search for and screen qualified
candidates, while the mentoring team provides selected contenders with resources to help
them succeed. The contenders will get training to work for a specific enterprise, which
benefited both their ability and the necessity of the company.
Relevant challenges and opportunities Attracting the right candidates: If Tesco's HR department has ever well-tried to find the
right applicants in a pool of under qualified talent, they will be aware that their choices are
constricted. They will select the best individual available at the instance, not the best fit for
the occupation. However, it is not always about the number of applicants; often, the top-
quality way to hire the right individual is from a smaller pipeline of more qualified talent.
By clarifying the necessity in occupation ads and providing a brief prospect of the duty. To
straight address the key concerns, implement an application form which consist the 'knock-
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out' questions. Need somebody with a neat and clean record, for example? Include a yes/no
question is asking if the candidates have one. It's a quick manner to eliminate candidates
who aren't a good fit for the part.
 Hiring fast: Teams who is engaged in the hiring process want to hire as soon as possible
because vacant seats cost money and cause transactions to be delayed. Nevertheless,
depending on the industry, hiring process may take several months, it put the recruiters
under pressure and frustrating hiring unit. A lack of qualified applicants may result in a long
hiring procedure. The process of hiring may be too lengthy, or hiring unit may be unable to
reach an understanding, and the consequence of that best candidates being hired elsewhere.
Opportunities of recruitment and selection process my include several factors which include
getting fresh talent, improvement in working culture and many others.
CONCLUSION
From the above report, it has been concluded that the recruitment, selection and inductions are
main activities which are being performed in order to attain the relevant talent in the business
organisation. The HR department of business organisation is required to adopt models and
theories while performing functions. It help them in avoiding all the challenges in an effective
and efficient manner.
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References:
Books and Journals
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interdisciplinary connections with research on job search, human resource management,
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Farrukh, M and et. al., 2021. A bibliometric reflection on the history of green human resource
management research. Management Research Review.
Haldorai, K., Kim, W.G. and Garcia, R.F., 2022. Top management green commitment and green
intellectual capital as enablers of hotel environmental performance: The mediating role
of green human resource management. Tourism Management, 88, p.104431.
Jaškevičiūtė, V and et. al., 2021. The relationship between employee well-being and
organizational trust in the context of sustainable human resource
management. Problems and perspectives in management, 19(2), pp.118-131.
Jones, P. and Comfort, D., 2021. Corporate Digital Responsibility in the Hospitality
Industry. Athens Journal of Tourism, 8(1), pp.9-18.
Khan, A and et. al., 2021. COVID-19 and sectoral employment trends: Assessing resilience in
the US leisure and hospitality industry. Current Issues in Tourism, 24(7), pp.952-969.
Khdour, N., 2021. The role of human resource managers in the promotion of hotel sector as a
brand in Jordanian hotel industry-a cross-sectional study. Cogent Business &
Management, 8(1), p.1875535.
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