HR Final Project Done

8/6/2019 HR Final Project Done

1/22

Subject: Human Resource Management

Submitted by:

Zebunnisa Ali (FA08-BBA-100)

Zahra shahid (FA08-BBA-099)

Amber Arif (FA08-BBA-116)

Maryam Saleem (FA08-BBA-052)

Maria Shahid (FA08-BBA-050)

Usama Ahmed (FA08-BBA-)

Submitted to: Sir Naeem Ahmed

Dated: 23/5/2011

1


2/22

Dedication

This report is dedicated to our fathers, who taught us that the best kind of

knowledge to have is that which is learned for its own sake. It is also dedicated

to our mothers, who taught us that even the largest task can be accomplished if

it is done one step at a time.

2


3/22

Acknowledgements

Sir Naeem has been the ideal report supervisor. His sage advice, insightful

criticisms, and patient encouragement aided the writing of this report in

innumerable ways. We would like to thank Sir Naeem whose steadfast support

of this project was greatly needed and deeply appreciated.

3


4/22

CONTENTS

Introduction.pg 5

Global operations And changing workforce need.pg5

Workforce planning.pg6

Skills And behaviorspg7-8

Attracting and recruitingpg8

Selection.pg 9-10

Training at Tesco..pg 11

Development at Tesco..pg 11-12

Evaluation of Training and developmentpg 13-14

Orientation.pg 14-15

Levels of Orientation..pg 16

Conclusion...pg 17

TESCO

Introduction

4


5/22

Tesco is the largest British retailer and is also the worlds third largest grocery retailer

multinational with outlets across Europe, USA and Asia. The business began in 1919

with one man, Jack Cohen, selling groceries from a stall in the East End of London. Jack

bought surplus stocks of tea from a company called T.E. Stockwell. T.E. Stockwell and

Cohen combined their names to brand the tea Cohen originally sold TESCO tea. In

1929, the first Tesco store opened in north London.

Tesco has expanded since then by a combination of acquisition of new stores, retail

Services and by adapting to the needs of consumers. Tesco has net profits (before tax) of

around 3 billion. Tescos primary aim is to serve the customer. Keeping existing

customers happy is important, as they are more likely to return. This is more cost

effective for the business than acquiring new ones.

In the UK Tesco now has over 2,200 stores ranging from the large Extra hypermarket

style stores to small Tesco Express high street outlets. Around 86% of all sales are from

the UK. Tescos original product range of grocery and general merchandise has

diversified to include banking, insurance services, electrical goods as well as telephone

equipment and airtime. This move towards one stop shopping means customers can

meet all their purchasing needs from one place. Tesco has also expanded its customer

base through its Tesco.com website which attracts one million regular users.

Global Operations And changing workforce needs

Tesco operates in 12 countries outside the UK, including China, Japan and Turkey. The

company has recently opened stores in the United States. This international expansion is

part of Tescos strategy to diversify and grow the business.

As the company has grown, so has its workforce. From one man and a stall, Tesco now

has approximately 280,000 employees in the UK and over 460,000 worldwide. To serve

its widening markets it needs flexible and well-trained staff that can recognize the needs

of the customer.

5


6/22

Tesco needs people across a wide range of both store-based and non-store jobs:

In stores, it needs checkout staff, stock handlers, supervisors as well as many

specialists, such as pharmacists and bakers.

Its distribution depots require people skilled in stock management and logistics.

Head office provides the infrastructure to run Tesco efficiently. Roles here

include human resources, legal services, property management, marketing,

accounting and information technology.

Tesco aims to ensure all roles work together to drive its business objectives. It needs to

ensure it has the right number of people in the right jobs at the right time. To do this, it

has a structured process for recruitment and selection to attract applicants for both

managerial and operational roles.

Workforce planning

Workforce planning is the process of analysing an organisations likely future needs for

people in terms of numbers, skills and locations. It allows the organization to plan how

those needs can be met through recruitment and training. It is vital for a company like

Tesco to plan ahead. Because the company is growing, Tesco needs to recruit on a

regular basis for both the food and non-food parts of the business.

Positions become available because:

jobs are created as the company opens new stores in the UK and expands

internationally

vacancies arise as employees leave the company when they retire or resign or get promotion to other positions within Tesco

new types of jobs can be created as the company changes its processes and

technology.

6


7/22

Tesco uses a workforce planning table to establish the likely demand for new staff. This

considers both managerial and non-managerial positions. In 2008/09, for example, Tesco

calculates that to support its business growth there will be a demand for around 4,000

new managers.

This planning process runs each year from the last week in February. There are quarterly

reviews in May, August and November, so Tesco can adjust staffing levels and recruit

where necessary. This allows Tesco sufficient time and flexibility to meet its demands for

staff and allows the company to meet its strategic objectives, for example, to open new

stores and maintain customer service standards.

Tesco seeks to fill many vacancies from within the company. It recognizes the

importance of motivating its staff to progress their careers with the company. Tesco

practices what it calls talent planning. This encourages people to work their way

through and up the organization. Through an annual appraisal scheme, individuals can

apply for bigger jobs. Employees identify roles in which they would like to develop

their careers with Tesco. Their manager sets out the technical skills, competencies and

behaviors necessary for these roles, what training this will require and how long it will

take the person to be ready to do the job. This helps Tesco to achieve its business

objectives and employees to achieve their personal and career objectives.

Job description And Specification at Tesco

7


8/22

An important element in workforce planning is to have clear job descriptions and person

specifications. A job description sets out:

the title of the job

to whom the job holder is responsible

for whom the job holder is responsible

a simple description of roles and responsibilities.

A person specification sets out the skills, characteristics and attributes that a person needs

to do a particular job.

Together, job descriptions and person specifications provide the basis for job

advertisements. They help job applicants and post-holders to know what is expected of

them. As they are sent to anyone applying for jobs, they should:

contain enough information to attract suitable people

act as a checking device to make sure that applicants with the right skills are

chosen for interview

set the targets and standards for job performance.

Job descriptions and person specifications show how a job-holder fits into the Tesco

business. They help Tesco to recruit the right people. They also provide a benchmark for

each job in terms of responsibilities and skills. These help managers to assess if staff is

carrying out jobs to the appropriate standards.

Skills and behaviors at TESCO

8


9/22

Tescos purpose is to serve its customers. Its organizational structure has the customer at

the top. Tesco needs people with the right skills at each level of this structure. There are

six work levels within the organization. This gives a clear structure for managing and

controlling the organization. Each level requires particular skills and behaviors.

Work level 1 frontline jobs working directly with customers. Various in-store tasks,

such as filling shelves with stock. Requires the ability to work accurately and with

enthusiasm and to interact well with others.

Work level 2 leading a team of employees who deal directly with customers.

Requires

the ability to manage resources, to set targets, to manage and motivate others.

Work level 3 running an operating unit. Requires management skills, including

planning, target setting and reporting.

Work level 4 supporting operating units and recommending strategic change.

Requires good knowledge of the business, the skills to analyze information and to make

decisions, and the ability to lead others.

Work level 5 responsible for the performance of Tesco as a whole. Requires the

ability to lead and direct others, and to make major decisions.

Work level 6 creating the purpose, values and goals for Tesco plc. Responsibility for

Tescos performance requires a good overview of retailing, and the ability to build a

vision for the future and lead the whole organization.

Tesco has a seven-part framework that describes the key skills and behaviors for each job

at every level in the company. This helps employees understand whether they have the

right knowledge, skills or resources to carry out their roles.

9


10/22

Attracting and recruiting

Recruitment involves attracting the right standard of applicants to apply for vacancies.

Tesco advertises jobs in different ways. The process varies depending on the job

available.

Tesco first looks at its internal Talent Plan to fill a vacancy. This is a process that lists

current employees looking for a move, either at the same level or on promotion. If there

are no suitable people in this Talent Plan or developing on the internal management

development programme, Options, Tesco advertises the post internally on its intranet for

two weeks.

For external recruitment, Tesco advertises vacancies via the Tesco website www.tesco-

careers.com or through vacancy boards in stores. Applications are made online for

managerial positions. The chosen applicants have an interview followed by attendance at

an assessment centre for the final stage of the selection process. People interested in

store-based jobs with Tesco can approach stores with their CV or register though

Jobcentre Plus. The store prepares a waiting list of people applying in this way and callsthem in as jobs become available.

For harder-to-fill or more specialist jobs, such as bakers and pharmacists, Tesco

advertises externally:

through its website and offline media

through television and radio

by placing advertisements on Google or in magazines such as The Appointment

Journal.

Tesco will seek the most cost-effective way of attracting the right applicants. It is

expensive to advertise on television and radio, and in some magazines, but sometimes

10
http://www.tesco-careers.com/http://www.tesco-careers.com/http://www.tesco-careers.com/http://www.tesco-careers.com/


11/22

this is necessary to ensure the right type of people get to learn about the vacancies. Tesco

makes it easy for applicants to find out about available jobs and has a simple application

process. By accessing the Tesco website, an applicant can find out about local jobs,

management posts and head office positions. The website has an online application form

for people to submit directly.

Selection

Selection involves choosing the most suitable people from those that apply for a vacancy,

whilst keeping to employment laws and regulations. Screening candidates is a very

important part of the selection process. This ensures that those selected for interview have

the best fit with the job requirements.

In the first stages of screening, Tesco selectors will look carefully at each applicants

curriculum vitae (CV). The CV summarises the candidates education and job history to

date. A well-written and positive CV helps Tesco to assess whether an applicant matches

the person specification for the job. The company also provides a job type match tool

on its careers web page. People interested in working for Tesco can see where they might

fit in before applying.

To make sure were right for each other, weve designed a two-step application process

for potential Crew Members. The first phase of the application is an online application. If

successful, the candidate will be invited to a store for an On Job Evaluation (OJE) and

interview. The OJE serves two purposes:

it gives a good opportunity to evaluate the candidates customer service skills

against whats needed to be a successful member of the McDonalds team

and it allows the candidate to see if the TESCOs high-energy environment suits

their preferred style of working.

11


12/22


13/22

activities or problem solving exercises. These involve examples of problems they might

have to deal with at work.

Candidates approved by the internal assessment centers then have an interview. Line

managers for the job on offer take part in the interview to make sure that the candidate

fits the job requirements.

Factors Affecting Workforce Planning

Identifying needs Tescos aim to expand and diversify requires the business to have the

right people, in the right place, at the right time. Many factors affect workforce planning:

The opening of new stores in new locations means that Tesco must adapt to

different demands made by consumers. For instance, stores in highly populated

diverse areas may need to sell a high proportion of specialty goods to meet the

requirements of its customers, so selecting that stock requires a clear

understanding of the customer profile in that area.

In-store and non-store based posts may require different technical skills and

competencies.

Employees with a wide skills range who can work flexibly are more productive

for the business.

Before undertaking training and development, employees identify gaps in their

knowledge and skills. The gaps identified are logged in a Personal Development Plan.

Employees and line managers decide how they will fill these gaps by training or

development activities. Tescos training and development programmes enable all

employees to develop the skills they need to get on in their careers.

13


14/22

Training

Tesco employs people from a wide range of backgrounds and all employees have the

opportunity to grow and develop. Tesco regularly evaluates the performance of itsemployees in order to anticipate any possible skills shortages. This helps managers and

employees decide whether they have the correct knowledge, skills, understanding and

resources to carry out their job effectively. Through annual reviews and career

discussions, employees are able to apply for training suited to their needs. For example,

managers in stores, Distribution Centers and Head Office can spend a week in a store

together, learning about each others work. This makes each part of the Tesco operation

more robust.

The Tesco Leadership Framework focuses on three key themes to guide appropriate

behaviors in employees. This links to nine critical success factors, which break down

further into various levels of assessment. This framework helps to identify those

employees with the potential to be the best leaders of the future.

Tesco sees it as a priority to develop leadership at every level in every part of the

business. In the last year over 2,900 managers, of which 85% were internal promotions,

were appointed in the UK and thousands more employees promoted. One in every 10

Tesco employees takes part in development activities and as many as one in 30 are on its

Options programme.

14


15/22

Training is the acquisition of knowledge and skills in order for a person to carry out a

specific task or job. Training benefits employees in several ways:

It increases their sense of ownership in the business.

They become more organized, productive and flexible and are better able to meet

the needs of internal and external customers.

New skills and abilities in areas such as decision-making can empower staff,

which makes them more effective.

Tescos business image also benefits as customers are more confident in the competence

and knowledge of staff. This in turn helps Tesco grow.

Tesco has a flexible and structured approach to training and development, which adapts

to individual employee needs. This allows people identified as having the potential and

desire to do a bigger or different role to take part in training to develop their skills and

leadership capability.

Tesco offers employees both on-the-job training and off-the-job training. On-the-jobtraining methods at Tesco include:

shadowing a person already in the job shows the employee how to do it

coaching a manager or designated colleague will help trainees work through

problems and inspire them to find solutions

mentoring a more experienced member of staff acts as an adviser

Job rotation or secondment the trainee has the opportunity of covering theirtarget role, taking full responsibility on a temporary or limited basis.

For the employee, on-the-job training is directly relevant to their work, they get to know

the people in their area and feel part of the team faster. On-the-job training also has

several advantages for the company:

15


16/22

It is cheaper than off-the-job training.

Managers see progress and can help when problems arise to resolve them quickly.

The employee is still working during training so is more productive.

The employee puts learning into practice.

Off-the-job training is often more appropriate for training in specific new skills or for

developing the individual, in areas such as team-building, communications (for example,

making presentations), or organization and planning. It usually involves attending

external courses run by professional training organizations or qualified Tesco training

staff. The A-level Options programme for developing new recruits into managers

provides detailed induction training from day one. This enables new employees to meet

other trainees and learn about the company and the business objectives rapidly. With a

rapid training schedule, they are able to develop to their first level management position

whilst working as a Team Leader in a store within six months.

Development

Development is about helping the person grow and extend their abilities. Tesco takes ashared responsibility approach to training and development. The trainee is primarily

responsible for his or her development. Both the trainee and the line manager contribute

to the programme by:

Trainee

identifying and agreeing development needs

attending workshop and development days

collecting evidence of achievements

using the feedback they receive to improve performance and review their development

plans.

Line manager

helping to put together the Personal Development Plan

coaching and guiding the trainee as needed

16


17/22

review performance regularly to ensure the trainee gets the best from the training

providing feedback

The benefits of training and development

Tesco employees are encouraged to ask themselves strategic questions in order to assess

their skills and ability to progress:

1. Do I know how?

2. Can I do it now?

3. What are my current skills?

4. What do I need to achieve a higher position?

Tescos Options programme provides a long-term strategy for development. It offers, for

example, workshops focusing on both leadership behaviours and operating skills. The

employees Personal Development Plan includes Activity Plans, a Learning Log (to

record what the key learning points of the training were and how they are going to be

used) and a Plan, Do, Review checklist to monitor when plans are completed. This

allows trainees to carry out their own analysis of progress.

Personal development helps to produce long lasting competencies. This means employeesbecome more positive, productive and valuable to the organisation in the long term.

Recruiting new staff is more expensive than retaining existing staff, so for Tesco,

retaining staff is extremely important. Development also helps increase the level of

employee motivation.

Motivation theorists suggest that if people are given the skills to do their jobs well, the

support to grow their abilities and greater responsibility, this makes them more effective

in their roles. Tesco requires staff who can be flexible and who can adapt to change. It

also needs to ensure it has the right caliber of staff to build its management team of the

future.

Evaluation of training and development

17


18/22

A business needs to monitor and evaluate the costs and benefits of its training and

development activities for financial and non-financial reasons. The business needs to

know if the investment in time and money is producing improvements. Employees need

positive, structured feedback on their progress in order to find direction and gain

confidence. This will reflect in their behavior with customers and inspire higher customer

confidence in Tesco one of Tescos main aims.

Tesco provides tools for highly structured monitoring and evaluation of training and

development. This includes scheduled tasks, timetables, measures and checklists.

Employees assess themselves by setting objectives in Activity Plans, Personal

Development Plans and recording outcomes in Learning Logs. These continue to measure

their improvement in performance after training. Activity Plans need to have SMART

objectives:

Specific describes exactly what needs doing

Measurable has a target that can be measured against

Achievable is possible within the trainees current role, skills and experience

Realistic is achievable within the time and resources available

Time-framed has a clear deadline.

Tesco also uses a method known as 360-degree appraisal. This means all stakeholders

who have contact with the employee assess the persons performance and give feedback.

For example, a store department manager may get feedback from their manager, their

buddy, other department managers, the HR department and their team. This helps to

identify areas that may require further development.

Tesco also uses a more informal approach to development by asking employees to write

down three things they believe they are good at and three things they believe they could

do better. The employee identifies actions to continue to do more of the good things and

improve areas they could do better.

18


19/22

Managers and trainees hold a weekly informal review session as well as more formal

fourweekly sessions to track progress against their personal development plans. The

feedback is recorded and is carefully scored. Trainees are given a colour coded

development rating:

Red where progress is not on schedule

Amber where some elements need more work

Green where all activities are on target

Blue where the trainee is ahead of the programme and using skills to add value.

Orientation

Whether employees join as a new employee, we can provide exceptional support, real

progression opportunities, a range of excellent rewards and all the potential associated

with working for a world-famous global brand.

Levels of Orientation

1. Organizational Orientation

2. Departmental and Job Orientation

1. Organizational Orientation

General orientation that presents topics of relevance and interest to all employees is known as

Organizational Orientation. TESCO follow this level for orientation for making new

employees comfortable to the work environment and also for their own ease that whether that

person is going to work with his or her best capabilities in best interest of the organization.

2.Departmental and Job Orientation

Specific orientation that describes topics of unique to the new employees specific

department and job is called Departmental and Job Orientation.

19


20/22

Here at TESCO the employees are introduced to the specific department where they are

required to work and are introduced to the skills required for working at that specific

department.

The HR specialist manager usually performs the first part of orientation, by explaining basic

matters like working hours and vacations. That person then introduces the new employee to

his/her new supervisor. The supervisor continues the orientation by explaining the exact

nature of the job, introducing the person to his/her colleagues, familiarizing the new

employee with the work place, and helping to reduce the first day stress. Orientation usually

include information on employee benefits, personnel policies, the daily routine, company

organization and operations, and safety measure and regulations, as well as facilities tour.

At a minimum the new employee usually receiver either printed or internet bases

EMPLOYEE HANDBOOK. These explain things like working hours, performance reviews,

getting on payroll, and vacations. Without the basic information on things like rules and

policies, new employees may make time consuming or even dangerous errors. Their

performance and the firm will suffer. Furthermore orientation is not just about rules and

regulations. Its about making the new person feel welcome and at home.

Orientation Kit

Orientation kit is a supplement packet of written information for new employees. It includes:

Company organization chart.

Map of the companys facilities.

Copy of policy and procedures handbook.

List of holidays and fringe benefits.

Copies of performance appraisal forms, dates, and procedures.

Copies of other required forms (e.g., expenses reimbursement form).

Emergency and accidents prevention procedures.

Sample copy of company newsletter or magazine.

Telephone numbers and locations of key company personnel (e.g., security

personnel).

20


21/22

Copies of insurance plans.

Orientation Length and Timing

It is virtually impossible for a new employee to absorb all of the information in the companyorientation program in one long session. It should be:

Two to two and half hours.

Spread over several days.

Welcome Meeting

Once new employee have been hired and are done with there orientation, they will attend

a welcome meeting at their chosen store or recruitment centre.

This meeting will last an hour and is designed to engage and inform new starters.

It involves viewing a DVD which gives important information about the

company, and also allows for manager/new starter interaction.

Conclusion

21


22/22

Workforce planning is vital if a business is to meet its future demands for staff. It allows

a business time to train existing staff to take on new responsibilities and to recruit new

staff to fill vacancies or to meet skill shortages.

Tesco is a major international company with many job opportunities, including

management, graduate, school leaver and apprentice posts. Tesco needs to have people

with the right skills and behaviors to support its growth and development. Tesco has clear

organizational structures, detailed job descriptions and person specifications. It provides

user-friendly ways of applying for jobs and a consistent approach to recruitment and

selection. This means it can manage its changing demand for staff.

Therefore Efficient and effective training and development of employees is an essential

element for Tescos continuing growth in an increasingly commercial world. Tesco

requires employees who are committed and flexible in order to aid its expansion of the

business.The expansion of Tesco relies on retaining existing customers and acquiring

new ones. All customers need to be confident and happy in Tesco. This relies on

committed and flexible employees delivering the highest standards of service to meet

Tescos objectives.Tescos structured approach to training and developing its existing

and new employees provides a strong foundation for its continuing growth.

Through its evaluation of Training and development needs are fulfilled so as to meet its

goal to be serving its costumers in best way possible and the whole process from

Workforce planning to training and development to retain best employees for sustainable

longterm survival and success.

Documents

HR Final Project Done