Analyzing HR's Role in Tesco's Organizational Success & Performance

This report provides an analysis of the Human Resources department's role in contributing to organizational success, focusing on Tesco as a case study. It introduces the organization's structure and evaluates its relationship with sustainable business performance, emphasizing talent acquisition and management. The report critically analyzes different approaches for attracting, maintaining, encouraging, and developing a concerned workforce, as well as examining HR developing practices and how the organization adapts to changes in its internal and external environment. Furthermore, it offers recommendations for improving the delivery of sustainable performance within the organization, including striking NGO partnerships and redefining the supply chain.

UNIT 36 – HUMAN
RESOURCES – VALUES AND
CONTRIBUTIONS TO
ORGANIZATIONAL
SUCCESS

TABLE OF CONTENTS
INTRODUCTION................................................................................................................................3
MAIN BODY.......................................................................................................................................3
1. Introduction to organization, structure, and evaluation of its relation sustainable business
performance......................................................................................................................................3
2. Critical analysis of two different approaches for attracting, maintaining, encouraging, and
developing a concerned workforce...................................................................................................5
3. Analysis of HR developing practices and how organization may adapt to changes in its internal
and external environment.................................................................................................................5
4. Recommendations for improving the delivery of sustainable performance within the
organization......................................................................................................................................7
CONCLUSION....................................................................................................................................8
REFERENCES.....................................................................................................................................9

INTRODUCTION
The human resource department of almost every small to large scale organization has certain
important roles to fulfil and thereby plays an integral part in the success and developmental growth
of an organization. The HR sector of global business organizations entails responsibilities such as
handling personnel's training requirements, recruiting skilled teams and individuals, maintaining
salary groups, talent management and selection of talented workers, and more. It works in an
integrated manner with all the other departments of the organization for instance managing
organizational design, creating changes, etc (Stone, Cox and Gavin, 2020).
The following report is based on the UK based multinational Tesco company in the context
of which it will introduce the chosen organization, its structure and will evaluate it relationship with
its sustainable performance. It will mainkly focus on the talent acquisition and management role of
HR. The report will critically analyze two particularly distinct approaches and techniques which are
often used to attract, manage, and enhance a dedicated workforce. Furthermore it will also examine
the rising human resource (HR) developments and how the Tesco firm adjusts and adapts to its
dynamic practices and it will finally provide justifiable recommendations on ways of improvement
regarding the delivery of sustainably managing organizational work performance within the firm.

MAIN BODY
1. Introduction to organization, structure, and evaluation of its relation sustainable business
performance
Brief Introduction
Located and headquartered in Welwyn Garden City, England, UK, the globally functional
Tesco plc organization is most widely known as a multinational groceries retail provider which is
not only confined to only one product or goods section but comprises of a broad range of general
and customized product ranges such as homely goods, deliverables, large scale supplier of general
merchandise, etc. This substantial retail business firm comes under UK's one of the leading
supermarket retailers with its store openings in more than 400 city outlets and has a manufacturing
policy of zero deforestation and green and clean production methods the retail company has a
robust organizational design and structure (Evans and Mason, 2018). Rise in various shareholders
of the firm has a positive effect on its financial growth that helps in its business expansion.
Although it has a broad spectrum of operational departmental teams with educated employees but
its Human Resource team constitutes a bunch of skilled individuals who carry out its functions to
create and establish a good working environment.
Organizational structure
The organizational structure or worlflow structural design of the mentioned Tesco retail
business organizations is referred to as having a 'tall' (hierarchy) framework which means that the
workforce is organized in a hierarchical manner which includes at the top senior leaders and a
multi-layered management. In this step of its corporate administrative ladder, the large scale task
requirements of the business is managed by this seniority group dynamic that possess certain
regulated power and control over different chains of commands (Joseph and Gaba, 2020). The firm
has a three-layered managerial level – top, mediate & base. It also has a CSR team that fulfils its
ethical and sustainable policies and most importantly among its corporate functions, Tesco has a
leading HR team that has many sub-segments like finance and procurement, people and marketing,
group communications, strategic change and projects innovation, etc.
Sustainable business performance
The business operations and its internal and external performace of the Tesco retailing
organization has altered its course considerably over the years by emphasizing a lot more
vigorously on meeting the moral ehical and sustainable standards of its business, production and
corporate functions. The company has an elaborate and comprehensive department of employees
that work on maintaining its corporate social responsibilties that majorly focuses on adhering to the

legal codes and regulatory conducts of the government and secondly its focus on the environmental
sustainable practices is also commendable where both its operational external field team and its
internal project and human resource members are collaboratively working their way towards
eliminating and eradicating plastic use and deforestation from its various produce (Haseeb and
et.al., 2019).
2. Critical analysis of two different approaches for attracting, maintaining, encouraging, and
developing a concerned workforce
There are although numerous and varied amount of humsn resource practices when it comes
to the search, recruitment, management and developing skilled, educated, and talented workforce.
Specifically here the HR team of Tesco has at its disposal two main vital strategies or human
resource practice approaches that it can make use of for the prosperous growth of its business and
operational performance management. These are as given below:
Approaches for Talent Acquisition
Talent Selection is a process by the company in which they are finding the right candidate
for their company which directly affect the companies future success. Talent acquisition remove the
risk of selecting the wrong employees for the organization.
Getting the right people & Saving time and money – This technique focuses on the right selection
of candidates for various job responsibilties. HR professionals try to hire skilled people who can
help increase their business growth. A bad and uninformed selection can lead to lower rate of
turnover within the Tesco organization. So it is very much necessary for the human resource team to
choose the perfect candidates matching the roles. Hiring the right individual for the department
assists the management to save their time and money for other functions. The right acquisition of
future employees need CV screening, interviewing levels, etc. that facilitates the management at the
time of selection for candidates (Hongal and Kinange, 2020).
Preparing future & Forecasting organizational needs – The management does not want to hire or
select candidates to just fill the position with the job requirement, need or demand. They must hire
the selected individuals by their identified skills and educational qualifications and by knowing
their intentions for joining the company that whether it will be for the long term or short term and
also whether they have and inclusive or exclusive attitude towards the firm that is either
individualism or collectivism. If he/she joins for the long-time in organization to work it is
beneficial for its growth. The HR team then has to forecast the future needs of the organization if
the candidate is able to fulfill the requirements or not and on this basis they can selected as per their
skills and talents.

3. Analysis of HR developing practices and how organization may adapt to changes in its internal
and external environment
After the selection of filtered employees HR professionals' focus should be on the
enhancement of its departmental practices that can include the training and skill development of the
employees so as to help increase the productivity of the Tesco company.
Training and Development
It is an educational activity which could be provided by Tesco's HR team to train the new
recruits and emphasize on their skill growth so that they can get proper training regarding thier
work responsibilties in organization. After dedicating the basic training period to employees the
human resource management could try to provide some new skills to employees which will help to
improve their work efficiency and make easy the achievement of the organizational goals (Dixit and
Sinha, 2020).
There are some important aspects of training and development:
 Offer optimum utilization of human resources
 Skill development
 Increases productivity
 Improves organizational culture
 Increase profitability
 Improves the company's morale and corporate image
Offer optimum utilization of human resource – Employees need to get trained to develop their
skills which helps the organization for achieving their aims. The HR management will train their
employees for complete utilization of their talents and accomplishing better result for Tesco
organization.
Skill development – Training and development is necessary for employees to improve their skills
which they can use when they are working. Talent enhancement makes a worker more capable and
confident and increases the work efficiency. So the HR team should mainly focus on the skill
development of employees (Kinnie and Swart, 2020).
Increases productivity – Training helps the employees to increases their productivity. Tesco has
well-trained employees which help them to increase the productivity. The productivity of an
employee depend on its training if they will get trained then it increases their work morale.
Improves organizational culture – Employees are the most valuable assets for Tesco. So the HR

team should inculcate skills in their employees which they need for productivity. It is so that
employees have sufficient training as per organizational needs.
Performance management
It is a continuous process in which the HR's main motive is to improve the performance of
every employee. It shows the working efficiency of personnel during the year if they are facing any
issue which affect their work performance then the human resource team will work on this issue. Its
main aim is to know the ongoing performance of the staff and try to develop their work-capacity
(Helmold and Samara, 2019).
The cycle of performance management comprises all these factors:
 Planning
 Monitoring
 Developing
Planning – It is the first step of performance management. It is a process of determining what and
how a job is to be done and what is expected from an employee and their superior has to know what
the work is in performance and it could enhance employees' talents. An individual performance
matters in the organizational growth. Tesco always plan to improve performance of every individual
member.
Monitoring – In monitoring it is required that the process of learning and development should
remain continuous in order to maintain the personnel's' performance. The HR team needs to monitor
their employees work (Tweedie and et.al., 2019).
Developing – It is significant tool to develop employees performance by providing them some skill
development courses, providing regular assignments to helps them to improve their skills,
knowledge and performance for the internal company environment.
4. Recommendations for improving the delivery of sustainable performance within the organization
The concept of sustainable business performance is invariably linked with and integrated
into the production activities of the Tesco organization. Having a history of producing,
manufacturing and supplying such a vast range of goods and services that also indicates a wide
supply chain range of many different product lines, it then becomes increasingly vital to incorporate
certain practices of sustainability to ensure sound working business functions. Following are some
recommendations:
Striking NGO partnerships

The sustainability factor is not only restricted to only either the social or environmental
areas. For business organizations like Tesco it can also mean that the way it handles its business
partnerships regarding its supply function and raw material acquisition, it can do that very much in
a sustainable manner. This can be attained through striking friendly cords with the various local and
national, domestic and international non profit organizations which will not only help the company
to sustainably receive natural and fresh supply products but also the organizationa can contribute its
funds for a greater public good cause.
Redefining supply chain
The supply chain production of the business retail corporation can be thought of as another
sustainable business performance activity since it has a lot of potential to eliminate risks and
unwanted loopholes and thereby increasing the entire production and supply operation of Tesco's
business. In an orderly manner, the company should first source its raw materials, ingredients and
factors of production economically so that resources can be allocated accordingly without any waste
procurement. The second step after that includes strategizing about the reduction of natural resource
consumption which is necessarily important when it comes to sustainable management (Outhwaite
and Martin-Ortega, 2019). And lastly carbon and fuel emissions also need to be eradicated
completely for a better environment.
CONCLUSION
From the above report it can be fairly surmised and concluded that the human resource
department of any and every business organization is extremely important for the successful
contribution of value addition to various business practices. In the context of the chosen UK based
Tesco organization, the above conducted report has clearly introduced the organizational structure,
its departmental roles and its relevant sustainable performance. It has critically analyzed two
specific approaches and techniques with which the firm can attract, manage, retain and develop its
workforce personnel with diverse skills and talents. The research study has further examined and
discussed the upcoming human resource developments that the company can adapt to and adjust
with in its organizational structural internal and external environment. Lastly the report has drawn a
proper conclusion with suitable recommendations for sustainable business performance of the
mentioned organization.

REFERENCES
Books and Journals
Dixit, R. and Sinha, V., 2020. Addressing Training and Development Bottlenecks in HRM:
Facilitating a Paradigm Shift in Building Human Capital in Global Organizations.
In Contemporary Global Issues in Human Resource Management. Emerald Publishing
Limited.
Evans, B. and Mason, R., 2018. The lean supply chain: managing the challenge at Tesco. Kogan
Page Publishers.
Haseeb, M., and et.al., 2019. Role of social and technological challenges in achieving a sustainable
competitive advantage and sustainable business performance. Sustainability. 11(14).
p.3811.
Helmold, M. and Samara, W., 2019. Progress in performance management: Industry insights and

case studies on principles, application tools, and practice. Springer.
Hongal, P. and Kinange, U., 2020. A study on talent management and its impact on organization
performance-an empirical review. International Journal of Engineering and Management
Research. 10.
Joseph, J. and Gaba, V., 2020. Organizational structure, information processing, and decision-
making: A retrospective and road map for research. Academy of Management Annals.
14(1). pp.267-302.
Kinnie, N. and Swart, J., 2020. Cross‐boundary working: Implications for HRM theory, methods,
and practice. Human Resource Management Journal. 30(1). pp.86-99.
Outhwaite, O. and Martin-Ortega, O., 2019. Worker-driven monitoring–Redefining supply chain
monitoring to improve labour rights in global supply chains. Competition & change. 23(4).
pp.378-396.
Stone, R.J., Cox, A. and Gavin, M., 2020. Human resource management. John Wiley & Sons.
Tweedie, D., and et.al., 2019. How does performance management affect workers? Beyond human
resource management and its critique. International Journal of Management Reviews.
21(1). pp.76-96.