Strategic HRM Approaches for Waitrose in International Markets

This case study examines Human Resource Management (HRM) strategies within the context of Waitrose, a UK-based supermarket chain, as it expands into international markets. It identifies the challenges Waitrose faces, such as cultural differences, language barriers, and diverse human resource management, and proposes potential solutions centered around recruitment and selection, induction and training, and employee motivation through wellness programs. The analysis suggests that a strategic approach to recruitment and selection is crucial for Waitrose's success in new markets. Recommendations emphasize understanding cultural sensitivity, identifying skill gaps, and continuously monitoring HR outcomes to ensure the chosen strategies are measurable, sustainable, and aligned with the organization's long-term goals. The report highlights the importance of adapting HRM practices to the specific needs and contexts of international markets to achieve business objectives.

HRM in Context

CONTENTS
ABSTRACT...............................................................................................................................1
BRIEF DISCUSSION OF THE REASON FOR THE BUSINESS CASE...............................1
ANALYSIS OF THE SITUATION...........................................................................................1
POTENTIAL SOLUTIONS.......................................................................................................2
Human resource strategies and their pros and cons................................................................2
FINDINGS.................................................................................................................................3
RECOMMENDATIONS...........................................................................................................3
REFERENCES...........................................................................................................................5

ABSTRACT
In the age of globalization, organizations are crossing their boundaries and stepping
into international markets for achieving higher growth and success. However, for gaining
opportunities of the national and international markets, the leaders of the companies are in
great need to interact with their human resource strategy in order to achieve the business
goals (Price, 2017). Considering this, the present business case will evaluate and discuss the
manner leader of Waitrose, which is an international supermarket chain of UK interact with
the Human Resource strategy in international market. The report will throw light on different
feasible HR approaches along with its advantages and disadvantages to be adopted by leaders
of Waitrose and will recommend actions for making sure that the selected strategy is
sustainable and meet their long term strategic goal.
BRIEF DISCUSSION OF THE REASON FOR THE BUSINESS CASE
Because of the globalization of the capital markets as well as organizations from the
past several years, the whole landscape of the business has been changed. Now, numerous
companies are expanding their operations in the international markets particularly those who
are facing strict competition from abroad in domestic market. Further, for the purpose of
responding to the competition in the global marketplace, companies are making use of novel
technologies for offering enhanced and low cost solutions to the clients (Alexander and
Doherty, 2018). However, due to these innovative technologies, there has been steady flow of
clients as well as competitors. Additionally, it also pressuring leaders of the organizations to
innovate and decrease costs. There are many international issues related to HRM such as
recruiting personnel in the overseas market and all these issues are pushing leaders to manage
their important assets that is human resource. Pertaining to this, the business case of Waitrose
is being taken into consideration which is also facing the same situation. Through this, the
leaders will be able to get an idea regarding the type of HR strategies to be adopted in
international market.
ANALYSIS OF THE SITUATION
Waitrose, one of the leading supermarket chain of UK was founded in the year 1908.
The company is being located in Britain and is the largest food retail business in Britain
which is employee owned. Presently, the supermarket has given employment opportunities to
more than 52000 employees and is offering different products and services throughout
England and Wales, Scotland and Northern Ireland. With the passage of time, company has
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attained exponentially growth and has acquired around 300 branches all around UK which
also comprise 30 convenience shops as well (Waitrose, 2018). Seeking opportunities in the
international markets, Waitrose expanded its operation in the international markets and now
they are exporting goods to 56 nations across the world. Furthermore, the company is
planning to enter in emerging markets such as India. There are numerous challenges that the
company will face while expanding their operations in the international markets such as
language barriers, managing operations, cultural differences, and currency exchange and
political conditions. However, the most important among them is managing diverse human
resource (Alfes and et.al, 2018). Therefore, it is quite crucial for the leaders of Waitrose to
adopt feasible and effective human resource approaches and strategies in the international
market so that their business goals can be achieved effectively.
POTENTIAL SOLUTIONS
Human resource strategies and their pros and cons
Recruitment and selection
When operating in the international market, one of the crucial task for the leader is
recruitment and selection of efficient employees. It is important that right person is appointed
for right job and in right time for increasing and improving the productivity. In this regard it
is suggested to the leader to make use of effective channel for sourcing candidates in
international markets such as newspaper advertisement and online job portals. Even
succession planning is considered as an effective global HR strategy where employees should
be given a chance of promotion to higher job roles. Along with this, it is essential that leader
must analyse the culture of the country before asking and preparing questions for the
interview (Farnham, 2016). Other than this, differences in terms of culture, compensation and
compliance should be considered. One of the greatest advantage of this HR strategy is that
appropriate employees can be appointed, however it is a time consuming process.
Induction and training
These are being regarded as the preliminary things in order to make the workers
perform well in their new profession and new environment. The organizational leaders of
Waitrose are required to arrange induction which is a procedure of inducting new employees
about the whole process of organization and their job roles. Leader should give a clear idea
and picture of the rules, regulations, processes, their rights and benefits towards their job and
the company. With the help of this Human resource strategy, employees will be quickly
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adjusted into the new workplace environment (). Nevertheless, if the induction is not
organized effectively then it can be overwhelming for new hires.
Motivation
Motivation is being referred as one of the best method of making the workers
encouraged and dedicated towards higher work performance through employment of different
techniques. However, considering the global business environment, the leaders of Waitrose
supermarket chain must focus on motivating their workers by introduction of wellness
program. The program should focus on stress management practices, financial wellness
resources and gym access (Charles, 2015). Additionally, leaders can also provide incentives
to the employees for engaging in healthy behaviours. Seeking help through this, they will be
able to improve the health of the employees which in turn enhances the productivity of the
organization. On contrary, this strategy has some disadvantage that this programs are very
costly and company need to invest huge as they need to appoint wellness coach and guide on
permanent or part time basis.
FINDINGS
From the above analysis of the situation of Waitrose who is planning to enter into the
emerging markets, it can be said that there are different potential solutions concerning HR
strategies that can be adopted by the organizational leaders in the international markets. The
very first strategy was related with recruitment and selection in which different methods such
as succession planning and online job portals were being suggested. The second HR strategy
was related with induction and training which helps in acquainting the employees with the
new environment and the final strategy was in terms of motivating and encouraging
employees through well-programs. Based on the evaluation, recruitment and selection HR
strategy is very crucial when operating in national and international markets.
RECOMMENDATIONS
The selected HR strategy for the current business case is recruitment and selection in
which the organizational leaders of Waitrose can adopt varied approaches for sourcing and
hiring right applicant for the right job. In order to make sure that the current HR strategy is
measurable, sustainable and effective in meeting the long terms goals of the organization,
some actions are being suggested to the organizational leaders. Firstly, it is important for the
leaders to understand the cultural sensitivity as well as cumulative skills of individuals.
Secondly, it is equally significant to determine the skill gap and strength of the employees so
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that it will allow leaders to manage their development and gaze about the requirement of new
employees to be appointed (Buller and McEvoy, 2017). In addition to this, regular monitoring
of the approaches and process should be done along with all HR outcomes must be measured
for ascertaining the effectiveness of HR strategy. Some of the common metrics that can be
utilized are return on investment, recruitment channel evaluation, cost per hire, average time
being taken for filling the vacancies and NPS.
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REFERENCES
Books and journals
Alexander, N. and Doherty, A.M., 2018. International retail research: focus, methodology
and conceptual development. International Journal of Retail & Distribution
Management, 38(11/12), pp.928-942.
Alfes, K., Truss, C., Soane, E.C., Rees, C. and Gatenby, M., 2018. The relationship between
line manager behaviour, perceived HRM practices, and individual performance:
Examining the mediating role of engagement. Human resource management, 52(6),
pp.839-859.
Buller, P.F. and McEvoy, G.M., 2017. Strategy, human resource management and
performance: Sharpening line of sight. Human resource management review, 22(1),
pp.43-56.
Charles, W.L., 2015. International Business. New York: McGraw-Hill Education.
Farnham, D., 2016. Human Resource Management in Context. London: 1sted. CIPD
Price, A., 2017. Human Resource Management in a Business Context. 3rded. Ed., Cengage
Learning EMEA Hampshire, U.K
Wood, S. and McCarthy, D., 2016. The UK food retail ‘race for space’ and market saturation:
A contemporary review. The international review of retail, distribution and consumer
research, 24(2), pp.121-144.
Online references
Waitrose. 2018. A short history of Waitrose. [Online]. Available
through: <http://www.waitrose.com/content/waitrose/en/home/about_waitrose/
corporate_information/company_history.html>. (Accessed on 21stJanuary 2022].
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