Tesco Full Review

8/19/2019 Tesco Full Review

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Business Objective.

Currently operating grocery stores in %& mar#ets, and employing over *//,///people, the business is ta#ing specific steps to achieve its goals, despite a current fallwith its mar#et share, and closures of )' unprofitable stores, the organisationfocused on a new directive in &/%*, following a si"0point plan implemented in &/%& todrive sales and service levels following aggressive reductions with staff across all its1. grocery business levels by up to 2/// The Telegraph$ &/%*-

There is good news with the business, &*/ million pounds of internal cost savingswere created in &/%), these will be re0invested bac# into the business, throughrecruiting an e"tra ),3*& customer0facing employees, and developing a plan with itstop %// suppliers, with reviews set for %2 months 4etail Wee#$ &/%*-

Direction & Culture.

5 new directive consists of a three0point plan, applying in the interim, more focus ona short0term plan, a plan that will remedy the &/%) crisis, implemented by 6aveLewis the new director of the business, these #ey goals are listed below 4etailWee#$ &/%*-

1. Regain competitiveness in its UK business .

• (ore shelf space for top %/// lines• 4elocate head office to Welwyn garden city• Cut prices on branded product

2. Strengthen the balance sheet .

• 7o dividend payments for &/%)8%* financial year• Company pension changed from a defined benefit to contribution• Close Tesco broadband

3. Rebuild trust and transparency .

• +mprove trust in pricing policy• Simplified performance measures• Launched supplier helpline


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To coincide with these objectives, all Tesco supermar#ets have a steering wheel tool,focusing on the value added, covering every aspect of the industry locally, sharingthe results with all staff, which digests the overall objective Our Tesco$ &/%*-

The headline 9:ritain!s largest retailer is shutting stores, postponing new ones andcutting its prices;, had little impact on a decline in business growth, followingimproved 1. Christmas sales in &/%), with an increase in shares, up by * *< to%=%p, as a result of appointing (att 6avies as the company boss, recently appointedfrom >alfords, following a successful era where profits increased with new mar#etapproaches The ?uardian$ &/%*-

Research Analysis.

5fter losing &/< of mar#et value in &/%), this unstoppable giant in the retail sector has been battling aggressive competition the last three years, with an internal issuewith incorrect profits being made public, created due to the way the business boo#spayments from deals with its food suppliers, and the horse meat scandal widelyreported through the press

(iddle management at Tesco, have e"perienced e"tensive changes since &/%', withmore aggression to turn around its domestic business, */ job roles were maderedundant in &/%', as part of a re0structure below senior management level,following the earlier profits warning in &/%&

On the bac# of good fortune, through e"tensive recruitment as part of the companies!specific goals prior to its &/%) crisis, the decision has been ta#en to remove teamleaders from its larger stores, resulting in '/// job losses

5nother significant move, has been the promotion of Tony 4eed, currently the OneStop C@O, who is widely credited for increasing sales and profits at One Stop, Tony4eed will now head the company!s small format divisions, which brings together Tesco @"press, (etro and of course One Stop under one sector, allowing thebusiness to consolidate its buying across the complete format +?6 com$ &/%*-

This strategy is showing signs of progress, with an indication from Tesco that itscurrent campaign to cut prices on '// popular brand lines by &*


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Tesco PLC has reduced management levels considerably since 6ave Lewis wasappointed to turn things around, there is less focus on a matri" structure, followed byfewer overheads, with more dual roles created, and 6ave Lewis himself has a dualrole in corporate chief e"ecutive and 1. chief e"ecutive 4etail wee#$ &/%)-

The role of a middle manager employed within Tesco PLC, is defined as a leader andmanager, as a leader they are to drive the business core culture, one that empowerscolleagues to do the right thing for its customers, and to build strong relationshipsthroughout the business, finding better ways of doing, whilst being open and willing tolearn, using these insights to develop the business Tesco0Careers$ &/%*-

5s a manager, they are e"pected to earn customer loyalty through the Duality of theproduct and service, continuous development of the management team, ensuringcoaching, feedbac# and plenty of encouragement, being a talent spotter andmentoring future talent to grow future leaders, ensuring a strong plan is in place, andfinally, putting them in the local communities where their business operates, andbeing a responsible neighbour Tesco0Careers$ &/%*-

!he effect of interpersonal relationships.

Tesco is a global employer, resulting in many cultures, ages and beliefs wor#ingtogether for the common goal of the organisation, using many theorists wor#, to aidewith ensuring and enhancing strong interpersonal s#ills, that are preliminary driven bymanagement, but forms the responsibility of all, as according to Laurie E (ullins,social interaction is a natural human feature, but ensuring harmonious wor#ingrelationships and effective teamwor# is not an easy tas# (ullins et al $ &/%)-

Tesco implements the (5BO effect, a theory developed by @lton (ayo, whichsuggest that boredom and repetitiveness of tas#s can reduce motivation, andpromotes the following factors as remedy, :usiness case studies$ n d-

• +mportance of communication• +mproved teamwor#• Show interest toward others• +nvolve others in the decision0ma#ing process• @nsure Wellbeing• (a#e wor# interesting and non0repetitive

These factors are set to staff through personal development plans, with everymember of Tesco having a personal plan, aside from the (5BO theory, Tesco alsoimplement >@4F:@4?, a two0factor theory developed by rederic# >erGberg in%=*=, whereby rederic# splits needs of an individual!s recipe for motivation, andplaces them into two sectors, one being satisfied, and the other hygiene, >erGbergdemonstrates the essential motivators, and the touch points, seen below, Scribd$n d-


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Communication Barriers.

Communication forms the root for business to function, communicate and grow, atTesco it is performed through the company +ntranet, newsletters, in storenoticeboards and wee#ly %0to0% discussions with management, daily meetingscarried out, updating staff on what is planned for the day, supplying feedbac# on theprevious days result, whilst handing out value awards, that can be given by any staff member to another, Tesco use this as a way of celebrating achievements Our Tesco$ &/%*-

>owever, barriers can neglect effective communication, being a large organisation athome, the most effective way for Tesco management and senior staff to

communicate is by email, 1se of email, however, raises concerns, one such being,the email may not be read in a timely manner or could be ignored, other aspectscome from management, whereby bad communication to staff and line managersmay not transmit effectively, or as intended, therefore a result could be frustrationwith staff and line managers, causing potential losses of business opportunities Our Tesco$ &/%*-

"trate y for improvement.

:y applying SWOT analysis, allowing mar#eters to identify environmental ris#s, canthey be evaluated, with measures adopted and implemented to mitigate againstadverse effects with a business!s e"ternal change to its mar#et .otler et al: &/%'-

Tesco!s strategy has become clear during the last Duarter of &/%) since theappointment of 6ave Lewis, with more transparency on where it wants to be, andhow it will achieve the strategy, the #ey being, how to build momentum in its 1.mar#et, consolidating foreign mar#ets and moving away from non0core business,emphasising a greater reliance with its 1. supermar#ets with further cuts toinvestment, could create a longer recovery @uro (onitor$ &/%*-

Tesco is in the world!s top %// most valued brands, and the third largest retailer inthe world, whilst many opportunities e"ist to enhance their brand, threats and the

recent internal crisis, are still fresh, being the number one grocery chain in the 1nited.ingdom, means they are a constant target from Sainsbury!s, 5sda, (orrison!s and


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increasingly 5ldi and Lidl, and also the effects with town planning, and n intoleranceby consumers for out of town supermar#ets, coupled with an increasing concern for the local shop, can be a barrier for Tesco!s e"pansion plans The Telegraph$ &/%)-

"ummary.

5 large retailer that invites the consumer inside, ensuring success locally through,presentation, design, attitude, price and ease, the business has e"perienced toughtimes of late, financially balancing its boo#s, ma#ing sensible business decisions toensure pace of growth is maintained into the near future


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References.

Business Case Studies. n.d. A Tesco case study . [ONLINE] Available at:http://businesscasestudies.co.uk/tesco/vision values and business

st!ate"ies/int!oduction.ht#l$a%&&'"(c)dk*c . [Accessed +, -ul + ].Business Case Studies. 01+ . Motivational theory in practice at Tesco . [ONLINE] Availableat: http://businesscasestudies.co.uk/tesco/#otivational theo! in p!actice at tesco/the#a o e2ect.ht#l$a%&&'h34d'itA . [Accessed 0, -ul + ].

Eu!o 5onito!. 01+ . Tesco Plc in Retailing . [ONLINE] Available at:http://666.eu!o#onito!.co#/tesco plc in !etailin"/!epo!t . [Accessed 0' -ul + ].

I78.co#. 01+ . Tesco: new strategy shows signs of progress . [ONLINE] Available at:https://666.i"d.co#/9esea!ch/9etail/!etail outlook/0))0 / esco ne6 st!ate" sho6ssi"ns o; p!o"!ess/ . [Accessed 00 -ul + ].

.= A!#st!on"= 7.= ?a!!is= L.C. and >ie!c = N.@. 01+' . Principles of marketing ) th ed. ?a!lo6= En"land: >ea!son Education Li#ited. p 0.

5ullins= L.-.= Ch!ist = 7. 01+' . 5ana"e#ent and o!"anisational behaviou!. +1th ed.?a!lo6: >ea!son Education Li#ited. p'1 .

Ou! esco. 01+ . How We Communicate Together . [ONLINE] Available at:https://666.ou!tesco.co#/ho6 6e co##unicate to"ethe!/ . [Accessed 03 -ul + ].

9etail Deek. 01+ . Tesco oss !ave "ewis#s three$point plan: the progress so far .[ONLINE] Available at: http://666.!etail 6eek.co#/secto!s/;ood/tesco boss dave le6issth!ee point plan the p!o"!ess so ;a!/ 1,303 .a!ticle . [Accessed 0+ -ul + ].

9etail Deek. 01+3. Tesco%s !ave "ewis overhauls management: What the analysts say .[ONLINE] Available at: http://666.!etail 6eek.co#/co#panies/tesco/tescos dave le6isove!hauls #ana"e#ent 6hat the anal sts sa / 1))((1.a!ticle . [Accessed 00 -ul + ].

Sc!ibd. N.d. How Tesco put theory into action . [ONLINE] Available at:http://666.sc!ibd.co#/doc/+,1 '1'((/Case stud 5aslo6 ?e!&be!" and esco$sc!ibd .[Accessed 0, -ul + ].

esco Ca!ee!s. 01+ . &tore Manager . [ONLINE] Available at: http://666.tescoca!ee!s.co#/-obs in Sto!es and Cent!es/Sto!es/Sto!e #ana"e!.asp% . [Accessed 03 -ul+ ].

he 7ua!dian. 01+ . Tesco turnaround plan ' what the analysts say . [ONLINE] Available

at: http://666.the"ua!dian.co#/business/01+ / an/1(/tesco tu!na!ound plan 6hat theanal sts sa . [Accessed 0+ -ul + ].

he I Institute. 01+'. from vision( mission and values to )P*s at Tesco . [ONLINE]Available at: http://666.pe!;o!#ance#a"a&ine.o!"/;!o# vision #ission and values tokpis at tesco/ . [Accessed +, -ul + ].

he ele"!aph. 01+3. Tesco share slide has investors catching a falling knife . [ONLINE]Available at: http://666.tele"!aph.co.uk/Fnance/co##ent/++1) ,) / esco sha!e slidehas investo!s catchin" a ;allin" kni;e.ht#l . [Accessed 03 -ul + ].

he ele"!aph. 01+0. Tesco: the si+$point turnaround plan . [ONLINE] Available at:http://666.tele"!aph.co.uk/Fnance/ne6sb secto!/!etailandconsu#e!/ 0+1 (/ esco the

si% point tu!na!ound plan.ht#l . [Accessed 01 -ul + ].

http://businesscasestudies.co.uk/tesco/vision-values-and-business-strategies/introduction.html#axzz3g8c6dkZchttp://businesscasestudies.co.uk/tesco/vision-values-and-business-strategies/introduction.html#axzz3g8c6dkZchttp://businesscasestudies.co.uk/tesco/motivational-theory-in-practice-at-tesco/the-mayo-effect.html#axzz3h4Vd3itAhttp://businesscasestudies.co.uk/tesco/motivational-theory-in-practice-at-tesco/the-mayo-effect.html#axzz3h4Vd3itAhttp://businesscasestudies.co.uk/tesco/motivational-theory-in-practice-at-tesco/the-mayo-effect.html#axzz3h4Vd3itAhttp://www.euromonitor.com/tesco-plc-in-retailing/reporthttps://www.igd.com/Research/Retail/retail-outlook/26625/Tesco-new-strategy-shows-signs-of-progress/https://www.igd.com/Research/Retail/retail-outlook/26625/Tesco-new-strategy-shows-signs-of-progress/https://www.ourtesco.com/how-we-communicate-together/https://www.ourtesco.com/how-we-communicate-together/http://www.retail-week.com/sectors/food/tesco-boss-dave-lewiss-three-point-plan-the-progress-so-far/5074245.articlehttp://www.retail-week.com/sectors/food/tesco-boss-dave-lewiss-three-point-plan-the-progress-so-far/5074245.articlehttp://www.retail-week.com/companies/tesco/tescos-dave-lewis-overhauls-management-what-the-analysts-say/5066880.articlehttp://www.retail-week.com/companies/tesco/tescos-dave-lewis-overhauls-management-what-the-analysts-say/5066880.articlehttp://www.retail-week.com/companies/tesco/tescos-dave-lewis-overhauls-management-what-the-analysts-say/5066880.articlehttp://www.scribd.com/doc/170530388/Case-study-Maslow-Herzberg-and-Tesco#scribdhttp://www.tesco-careers.com/Jobs-in-Stores-and-Centres/Stores/Store-manager.aspxhttp://www.tesco-careers.com/Jobs-in-Stores-and-Centres/Stores/Store-manager.aspxhttp://www.theguardian.com/business/2015/jan/08/tesco-turnaround-plan-what-the-analysts-sayhttp://www.theguardian.com/business/2015/jan/08/tesco-turnaround-plan-what-the-analysts-sayhttp://www.theguardian.com/business/2015/jan/08/tesco-turnaround-plan-what-the-analysts-sayhttp://www.performancemagazine.org/from-vision-mission-and-values-to-kpis-at-tesco/http://www.performancemagazine.org/from-vision-mission-and-values-to-kpis-at-tesco/http://www.telegraph.co.uk/finance/comment/11065765/Tesco-share-slide-has-investors-catching-a-falling-knife.htmlhttp://www.telegraph.co.uk/finance/comment/11065765/Tesco-share-slide-has-investors-catching-a-falling-knife.htmlhttp://www.telegraph.co.uk/finance/newsbysector/retailandconsumer/9210998/Tesco-the-six-point-turnaround-plan.htmlhttp://www.telegraph.co.uk/finance/newsbysector/retailandconsumer/9210998/Tesco-the-six-point-turnaround-plan.htmlhttp://businesscasestudies.co.uk/tesco/motivational-theory-in-practice-at-tesco/the-mayo-effect.html#axzz3h4Vd3itAhttp://businesscasestudies.co.uk/tesco/motivational-theory-in-practice-at-tesco/the-mayo-effect.html#axzz3h4Vd3itAhttp://www.euromonitor.com/tesco-plc-in-retailing/reporthttps://www.igd.com/Research/Retail/retail-outlook/26625/Tesco-new-strategy-shows-signs-of-progress/https://www.igd.com/Research/Retail/retail-outlook/26625/Tesco-new-strategy-shows-signs-of-progress/https://www.ourtesco.com/how-we-communicate-together/http://www.retail-week.com/sectors/food/tesco-boss-dave-lewiss-three-point-plan-the-progress-so-far/5074245.articlehttp://www.retail-week.com/sectors/food/tesco-boss-dave-lewiss-three-point-plan-the-progress-so-far/5074245.articlehttp://www.retail-week.com/companies/tesco/tescos-dave-lewis-overhauls-management-what-the-analysts-say/5066880.articlehttp://www.retail-week.com/companies/tesco/tescos-dave-lewis-overhauls-management-what-the-analysts-say/5066880.articlehttp://www.scribd.com/doc/170530388/Case-study-Maslow-Herzberg-and-Tesco#scribdhttp://www.tesco-careers.com/Jobs-in-Stores-and-Centres/Stores/Store-manager.aspxhttp://www.tesco-careers.com/Jobs-in-Stores-and-Centres/Stores/Store-manager.aspxhttp://www.theguardian.com/business/2015/jan/08/tesco-turnaround-plan-what-the-analysts-sayhttp://www.theguardian.com/business/2015/jan/08/tesco-turnaround-plan-what-the-analysts-sayhttp://www.performancemagazine.org/from-vision-mission-and-values-to-kpis-at-tesco/http://www.performancemagazine.org/from-vision-mission-and-values-to-kpis-at-tesco/http://www.telegraph.co.uk/finance/comment/11065765/Tesco-share-slide-has-investors-catching-a-falling-knife.htmlhttp://www.telegraph.co.uk/finance/comment/11065765/Tesco-share-slide-has-investors-catching-a-falling-knife.htmlhttp://www.telegraph.co.uk/finance/newsbysector/retailandconsumer/9210998/Tesco-the-six-point-turnaround-plan.htmlhttp://www.telegraph.co.uk/finance/newsbysector/retailandconsumer/9210998/Tesco-the-six-point-turnaround-plan.htmlhttp://businesscasestudies.co.uk/tesco/vision-values-and-business-strategies/introduction.html#axzz3g8c6dkZchttp://businesscasestudies.co.uk/tesco/vision-values-and-business-strategies/introduction.html#axzz3g8c6dkZc


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Tesco H 5 return to growth through sta#e holder engagement


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!he Introduction of Analysis.

This account will investigate Tesco!s grocery organisation, by applying theorganisational plan to cement itself, as the leading grocery chain within the 1nited.ingdom, by e"panding titles into distinguishing points, then providing argumentswhere applicable for each subject within its conte"t

ollowing the initial downward sales trend of &/%&, a decline which continued throughinto &/%), resulting in a drop with mar#et share, created in turn, by losing focus withthe consumer, and ta#ing its position for granted, whilst showing no aggression,followed finally with two fresh scandals in &/%), being, the horsemeat and irregular forecasting to the City, all affected the organisation, which accounted for lower consumer confidence, and e"ternal investors suffering losses, this report will loo# atthe organisations plan to return growth in the business

#ethodolo y.

This report will apply focus toward the company!s new directives, analysing how theymeasure performance, whilst reviewing contingency!s that could hinder a Duic#recovery, by reporting the competitions focus for retaining, and e"panding mar#etshare, whilst reviewing recent mar#et changes across the broad range of #eybusinesses in this industry field, using secondary data, that applies focus to Pestleand Porters * forces

Improvin Consumer and "ta$eholder Confidence.

!urnaround.

Tesco announced that %2/. more customers used its stores in the first Duarter of&/%*, resulting in sales volume increments of % )


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figures released from Tesco!s rivals, 5sda W(T 7 -, Sainsbury!s S:4B L -, and(orrison!s (4W L -

"hareholders.

5s is the case with many organisations e"periencing tough times, often there is a lotof bad news in the early days, which can lead to investor sentiment declining,however longer term, is probably the most successful formula for turning a businessaround, allowing it to start afresh, by implementing new plans, points and strategies

urthermore, the plans to rationalise the business, only stand to ma#e Tesco morefocused and more efficient, with current profits, and in time, producing a moreprofitable business, with current evidence highlighting that the strategy is wor#ing, asshares are up &'< on &/%), with net profit forecasted at %*< growth for &/%*, risingto &2< in &/%3, all ma#e this an appealing investment option for shareholders ali#eas the business implements its strategy!s Peter Stephens$ &/%*-

Tesco!s cost cutting, and asset sales, will reduce the organisations debt, to regain itsinvestment grade credit rating, and rebuild credibility, coupled with reduced prices on'// branded products within Duarter one, created from a sha#e0up with the supplierbase, whilst more focus applied to best sellers deciding on shelf placement locations

Customer.

Sir Terry Leahy reported that Tesco eroded the consumers trust, the erstwhile chiefe"ecutive said it had lost its reputation for low costs, paired with what he drew as afailure of leadership with his predecessor, Philip Clar#e

The companies nearest rival at the time 5sda, were now 3< cheaper than Tesco,and the reason described by Sir Terry, was down to the leaders, not the business, orthe people, who wor# hard every day throughout the business ::C 7ews$ &/%*-

To lure consumers bac# to their stores, Tesco has implemented three big ethicalambitions, the first being to lead in reducing food waste, starting with new pac#agingdesigns, highlighting the seriousness of their corporate responsibilities, whilst helpingthe consumer apply thought to their purchase, this campaign is called JLove ood,>ate Waste!, which provides food waste hints on many fruit and vegetable products

Their second ambition is to ameliorate health, by removing sweets and chocolatesfrom their chec#outs, a movement that first was implemented &/ years ago by thesupermar#et giant, and will implement healthier snac#s at chec#outs from &/%3

inally, their third ambition is to create opportunities for young people, named, theTesco youth academy, this will aid in the soft s#ill development, to assist the youngergeneration with securing employment Tesco plc$ &/%*-

Internal staff.

http://uk.reuters.com/business/quotes/overview?symbol=WMT.Nhttp://uk.reuters.com/business/quotes/overview?symbol=SBRY.Lhttp://uk.reuters.com/business/quotes/overview?symbol=MRW.Lhttp://uk.reuters.com/business/quotes/overview?symbol=WMT.Nhttp://uk.reuters.com/business/quotes/overview?symbol=SBRY.Lhttp://uk.reuters.com/business/quotes/overview?symbol=MRW.L


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Tesco has announced a bonus scheme, it is hoped this will aid with motivating, 6aveLewis the new C@O states, the outcome to achieve improved morale internally, calleda turnaround bonus, which will be worth up to *< of salary if sales targets are met

This bonus is trying to do something specific, with a short term aim to address thecurrent failings, as the company remains in a significant period of organisationalchange, the best way, short term to have employees buy into this change, is toreward everybody within respected individual stores

inally, the steering wheel, a uniDue tool used to drive performance, and is theresponsibility of its store team members, it wor#s as a #ey performance indicator for its people, finance, customers, operations and community, one e"ample of a steeringwheel target, would be to reduce the amount of carrier bags handed out by &*< over a two0year period

#ana ement responsibilities and chan es.

Tesco has struggled for a number of years to return its core business to growth,following the appointment of 6ave Lewis, with some e"ecutive management as#ed tostep aside, and replaced with insiders, creating a new team, with fresh ideas, andhungry for growth, adopting this strategy, creates a top0down approach to fi"ing thebusiness

5round %/// managers have left the Tesco business since the appointment of 6aveLewis, with most redundancies ta#ing place on Eune &/%*, eDuating to &&< of thetotal number of roles decided surplus to reDuirements, by removing two tiers of management, following initial consultations in ebruary &/%*, these roles are deputyand support management, with a further **< having agreed to ta#e lower paid roles,and &'< moved into new roles with no pay effect

% ternal 'actors.

5 report compiled by .P(?, for Tesco!s 1. operations highlights the discount storesas being the new threat faced, affecting not only Tesco, but other main0stream0retailorganisations that operate in the same field, a trait that was national news through&/%), resulting with the retail thin# tan# the 4TT-, performing a thorough analysis tomeasure the impact from the discounters on the big four chains

6espite changes affected by recent recessions in consumer behaviour, the 4TTbelieves that it!s difficult to see a damaging impact on the big fours hold on the maingrocery mar#et, due to the A*< mar#et share the big four control in the 1. mar#et, ashare that has e"isted for over ten years .P(?$ &/%)-

Investor Confidence.

+nvestors have reacted positively to the changes being implemented, they also notethat the group is e"periencing the pain of job losses and store closures, which willreduce overheads by up to '/S:C, presenting areport compiling the bold decisions that 6ave Lewis is prepared to ma#e across allbusiness areas, to balance the sheet

:runo (onteyne an analyst at Sanford :ernstein, e"pressed concern with theimmediate changes announced, saying Jthe announcement by 6ave Lewis is only the


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first steps!, it!s a turning point in the road!, he said, and Ja lot more needs to happenbefore Tesco is out of the woods!, in effect, a plan is one thing, applying is totallydifferent

Ris$. 5 central challenge for any business, is to identify potential haGards or apparent ris#sfaced, only then can a business adeDuately plan to counter the effects, with Tescothe initial focal point needs to be concentrated within stores design, brandeddiscounts, and more team members helping shoppers, aided by Duir#y newmar#eting initiatives through technological offerings and consumer choice Tescoplc$ &/%)-

Tesco has strengths with its mar#et share through its presence, and strong brandnames, however, its brands also sell at competitor stores, with food prices increasingto an average of &&< during the last si" years, and according to the governmentpublication JThe ood Statistics Poc#etboo#!, median incomes have remained static,or fallen for the poorest %/


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)oo$in 'or*ard.

Tesco has witnessed a transition, not seen before with its pace, ambition and leaner internal management, the reason, to re0build trust across all sta#eholder formats, tobe competitively placed in the mar#et, and regain its mar#et share

7o department is left untouched under the new regime, Tesco wants change now,which has resulted with cancelled contracts, new contracts and e"pansion of

contracts, one such contract that has been culled, is that of Widen K .ennedyLondon, an advertisement company, who have been responsible for Tesco televisionadvertising the last two years

5 new appointment has been made with :artle :ogle >egarty, they have justresigned their partnership with Waitrose and Eohn Lewis, in order to ta#e on theTesco account, 6ave Lewis is loo#ing forward to wor#ing with ::>, and re0connecting with the consumer through the living room Campaign$ &/%*-


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Conclusion.

Tesco has witnessed many aspects of failings internally, which have resulted with

creating the problems e"perienced, and for a long period, Tesco failed to improverelationships with suppliers, created partly, with the organisations internalprocedures, as a business they lost ground with the consumer, from discountedproduct, to store designs 6espite the organisations falling mar#et share since &/%&, Tesco continued to usethe 1nited .ingdom element of its business to e"pand global presence, so a top0down response to combat the organisations ailing figures was reDuired, andappointed 6ave Lewis, Jthe man with a plan!, who has created short0term benefits,through an increase with shareholder confidence, as no department was left un0touched, assets were sold to aid the deficit, with new scheduled stores shelved, and

unprofitable one!s closed

6ave Lewis then set out to consolidate the business, ma#ing it leaner, beingresponsive with suppliers, and listening to the consumer, the result, an increase onshare value, aided with the announcement to consolidate its smaller operations, OneStop and @"press, under the leadership of one person, which will increase buyingpower for smaller outlets, and focus on e"pansion within this sector short term

Tesco are not yet clear, and as 6ave Lewis implements changes as Duic#ly as theyare identified, it will only strengthen its 1. operations, with Tesco, still committed toincreasing investment through local community projects, and providing young people

with the opportunity to gain s#ills in retail

The new technological impacts will also create an entirely new shopping e"perience,with store revamps, new self0chec#outs, more team0members on the ground, and anew 5merican8+talian 6elhi, will offer the consumer more options at improved cost,finally, resulting with mar#et share increments, by reclaiming lost consumers, ta#ingadvantage of the recent mar#et share loss of its rival 5sda, whilst Tesco begins itsrecovery The ?uardian$ &/%*-


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Biblio raphy.

5lan Oscroft &/%* Will Tesco PLC Results Show It Is Back On Track? O7L+7@M 5vailableat$ http$88www fool co u#8investing8&/%*8/)8&/8will0tesco0plc0results0show0it0is0bac#0on0trac#8Nsource isesitln#//////%Kmrr / %A 5ccessed &% 5ugust %*M

C+TB 5 ( &/%* Around 1 !!! in"store Tesco #ana$ers acce%t redundanc& rather than take a %a& cut O7L+7@M 5vailable at$ http$88www cityam com8&%AA)'8tesco0loses0%///0store0managers0restructure0completes 5ccessed &% 5ugust %*M

PreGi &/%) 'ow e#%lo&ee %er(or#ance is #easured and #ana$ed O7L+7@M 5vailable at$https$88preGi com8ocaaDvrmpbms8how0employee0performance0is0measured0and0managed0in8

5ccessed &2 5ugust %*M

4etail &/%* Tesco)s %lans (or new era %ut it on in*estors sho%%in$ lists O7L+7@M 5vailable at$http$88www ft com8cms8s8/8ca%e//c/0=A''0%%e)0=3'30//%))feabdc/ html a"GG'j.e7nvOI

5ccessed &/ 5ugust %*M

4euters &/%* Tesco shows si$ns o( +, reco*er& as turnaround %lan takes sha%e O7L+7@M 5vailable at $http$88u# reuters com8article8&/%*8/38&38u#0tesco0results0id1..:7/P3/>P&/%*/3&3

5ccessed &/ 5ugust %*M

The ?uardian &/%) The -uardian *iew on su%er#arkets O7L+7@M 5vailable at$http$88www theguardian com8commentisfree8&/%)8dec8/=8guardian0view0on0supermar#ets0tesco

5ccessed &A 5ugust %*M

Tutor&1 &/%* inancial /oti*ation: Tesco)s Turnaround Bonus O7L+7@M 5vailable at$http$88beta tutor&u net8business8blog8financial0motivation0tescos0turnaround0bonus 5ccessed %2

5ugust %*M

References.

::C 7ews &/%* Sir Terr& Leah&: Tesco )eroded custo#ers) trust) O7L+7@M 5vailable at$http$88www bbc co u#8news8business0'/22%&3A 5ccessed %= 5ugust %*M

:usiness Case Studies &/%) 0ision *alues and usiness strate$ies O7L+7@M 5vailable at$http$88businesscasestudies co u#8tesco8vision0values0and0business0strategies8monitoring0and0evaluating0performance html a"GG'#*Fd)?on 5ccessed &2 5ugust %*M

Campaign &/%* Tesco #o*es 211!# account to BB' O7L+7@M 5vailable at$http$88www campaignlive co u#8article8tesco0moves0%%/m0account0bbh8%'&='*' 5ccessed &2

5ugust %*M

.P(? &/%) The (uture o( the $rocer& sector in the +, O7L+7@M 5vailable at$http$88www #pmg com8u#8en8issuesandinsights8articlespublications8newsreleases8pages8the0future0of0the0grocery0sector0in0the0u# asp" 5ccessed &/ 5ugust %*M

Peter Stephens &/%* Wh& 3ow Is The Per(ect Ti#e To Bu& Tesco PLC O7L+7@M 5vailable at$http$88www fool co u#8investing8&/%*8/)8&&8why0now0is0the0perfect0time0to0buy0tesco0plc8

5ccessed %2 5ugust %*M

Tesco plc &/%* Cor%orate Res%onsi ilit& O7L+7@M 5vailable at$http$88www tescoplc com8assets8files8cms8TescoQandQSocietyQ>BQ1pdateQ&/%)Q%* pdf

5ccessed %= 5ugust %*M

Tesco PLC &/%) Princi%al risks and uncertainties O7L+7@M 5vailable at$

http$88www tescoplc com8files8pdf8reports8ar%)8downloadQprincipalQris#s pdf 5ccessed &A 5ugust%*M

http://www.fool.co.uk/investing/2015/04/20/will-tesco-plc-results-show-it-is-back-on-track/?source=isesitlnk0000001&mrr=0.17http://www.fool.co.uk/investing/2015/04/20/will-tesco-plc-results-show-it-is-back-on-track/?source=isesitlnk0000001&mrr=0.17http://www.fool.co.uk/investing/2015/04/20/will-tesco-plc-results-show-it-is-back-on-track/?source=isesitlnk0000001&mrr=0.17http://www.cityam.com/217743/tesco-loses-1000-store-managers-restructure-completeshttp://www.cityam.com/217743/tesco-loses-1000-store-managers-restructure-completeshttps://prezi.com/ocaaqvrmpbms/how-employee-performance-is-measured-and-managed-in/http://www.ft.com/cms/s/0/ca1e00c0-9733-11e4-9636-00144feabdc0.html#axzz3jKeNnvOQhttp://uk.reuters.com/article/2015/06/26/uk-tesco-results-idUKKBN0P60HP20150626http://uk.reuters.com/article/2015/06/26/uk-tesco-results-idUKKBN0P60HP20150626http://www.theguardian.com/commentisfree/2014/dec/09/guardian-view-on-supermarkets-tescohttp://www.theguardian.com/commentisfree/2014/dec/09/guardian-view-on-supermarkets-tescohttp://beta.tutor2u.net/business/blog/financial-motivation-tescos-turnaround-bonushttp://www.bbc.co.uk/news/business-30881267http://www.bbc.co.uk/news/business-30881267http://businesscasestudies.co.uk/tesco/vision-values-and-business-strategies/monitoring-and-evaluating-performance.html#axzz3k5Zd4Gonhttp://businesscasestudies.co.uk/tesco/vision-values-and-business-strategies/monitoring-and-evaluating-performance.html#axzz3k5Zd4Gonhttp://www.campaignlive.co.uk/article/tesco-moves-110m-account-bbh/1329353http://www.kpmg.com/uk/en/issuesandinsights/articlespublications/newsreleases/pages/the-future-of-the-grocery-sector-in-the-uk.aspxhttp://www.kpmg.com/uk/en/issuesandinsights/articlespublications/newsreleases/pages/the-future-of-the-grocery-sector-in-the-uk.aspxhttp://www.fool.co.uk/investing/2015/04/22/why-now-is-the-perfect-time-to-buy-tesco-plc/http://www.tescoplc.com/assets/files/cms/Tesco_and_Society_HY_Update_2014_15.pdfhttp://www.tescoplc.com/files/pdf/reports/ar14/download_principal_risks.pdfhttp://www.fool.co.uk/investing/2015/04/20/will-tesco-plc-results-show-it-is-back-on-track/?source=isesitlnk0000001&mrr=0.17http://www.fool.co.uk/investing/2015/04/20/will-tesco-plc-results-show-it-is-back-on-track/?source=isesitlnk0000001&mrr=0.17http://www.cityam.com/217743/tesco-loses-1000-store-managers-restructure-completeshttp://www.cityam.com/217743/tesco-loses-1000-store-managers-restructure-completeshttps://prezi.com/ocaaqvrmpbms/how-employee-performance-is-measured-and-managed-in/http://www.ft.com/cms/s/0/ca1e00c0-9733-11e4-9636-00144feabdc0.html#axzz3jKeNnvOQhttp://uk.reuters.com/article/2015/06/26/uk-tesco-results-idUKKBN0P60HP20150626http://www.theguardian.com/commentisfree/2014/dec/09/guardian-view-on-supermarkets-tescohttp://beta.tutor2u.net/business/blog/financial-motivation-tescos-turnaround-bonushttp://www.bbc.co.uk/news/business-30881267http://businesscasestudies.co.uk/tesco/vision-values-and-business-strategies/monitoring-and-evaluating-performance.html#axzz3k5Zd4Gonhttp://businesscasestudies.co.uk/tesco/vision-values-and-business-strategies/monitoring-and-evaluating-performance.html#axzz3k5Zd4Gonhttp://www.campaignlive.co.uk/article/tesco-moves-110m-account-bbh/1329353http://www.kpmg.com/uk/en/issuesandinsights/articlespublications/newsreleases/pages/the-future-of-the-grocery-sector-in-the-uk.aspxhttp://www.kpmg.com/uk/en/issuesandinsights/articlespublications/newsreleases/pages/the-future-of-the-grocery-sector-in-the-uk.aspxhttp://www.fool.co.uk/investing/2015/04/22/why-now-is-the-perfect-time-to-buy-tesco-plc/http://www.tescoplc.com/assets/files/cms/Tesco_and_Society_HY_Update_2014_15.pdfhttp://www.tescoplc.com/files/pdf/reports/ar14/download_principal_risks.pdf


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The ?uardian &/%* Asda shows worst sales in 4! &ears as Tesco e$ins to reco*er O7L+7@M 5vailable at$ http$88www theguardian com8business8&/%*8mar8%/8asda0shows0worst0its0sales0performance0in0&/0years 5ccessed &2 5ugust %*M

http://www.theguardian.com/business/2015/mar/10/asda-shows-worst-its-sales-performance-in-20-yearshttp://www.theguardian.com/business/2015/mar/10/asda-shows-worst-its-sales-performance-in-20-yearshttp://www.theguardian.com/business/2015/mar/10/asda-shows-worst-its-sales-performance-in-20-yearshttp://www.theguardian.com/business/2015/mar/10/asda-shows-worst-its-sales-performance-in-20-years


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Overvie*.

5 report compiled on the organisation Tesco, reviewing, and discussing talentmanagement, how does the organisation fair now, when compared with previousC@O tenures, also analysing secondary data to compile the positives or negatives,and what the organisation can do to improve any negatives

This report will build on similarities and differences between the employment levels,and why the organisation has chosen to follow a choice with its talent management,and finally addressing the processes involved, to ensure participation and success,when recruiting, identifying talent, and how the organisation engages and retainstalent

!alent mana ement at a lance.

The focus on see#ing out talent is not a new concept for Tesco, it was firstannounced in &//&, whereby potential staff would be profiled at interviews, thenadded to a database, which would aid the organisation in identifying how best torecruit different s#ill sets for specific roles

Tesco currently employ an e"ternal company to assist with not only promoting talentwithin its business, but to identify talent also, without neglecting internal staff, insteadidentifying and nurturing management to identify talent within respected locations,this company is named Jthe full potential group! T P-, they are used as a tool to aidwith the organisations talent vision, by strengthening its leadership capabilitythroughout the business, the T P currently supports the development of %///personnel managers and */ group managers within Tesco!s stores

The T P only focuses and develops current talents whilst measuring individualcapabilities, starting with enhanced management roles, ma#ing available, trainingsolution providers, and enforcing Tesco!s strategies alongside theirs, providing thes#ills and tools to develop their careers through the T P talent developmentprogramme T P$ &/%*-

Bet, this is a recent implementation by Tesco, according to a report by the C+P6compiled in &//2, following a conference by (ar# 4oberts, who at the time wasTesco!s talent manager, who stated 9talent spotting is an everyday activity at Tesco,across all employment role!s;, he goes on to mention, 9that the approach to talentmanagement is underpinned by three traits, detailed forecasting of peoplereDuirements, career discussions separate from appraisals, and talent planning

amongst managers; C+P6$ &//2-

(ar# 4oberts is still employed by Tesco, however, following the appointment of theT P, (ar#s new role is a reward professional, based in the >4 department, stillresponsible for overseeing the talent management programme, albeit using thee"ternal resources and s#ills of the T P Lin#edin$ &/%*-

>owever, and unfortunately according to Sir Terry Leahy, the business hase"perienced a brain drain of vastly e"perienced, high0level staff, who had left theorganisation during Phillips Clar#es tenure, and the report compiled by the charteredmanagement institute, highlights a similar message, although through individualmanager struggles, with the difficulty of recruiting appropriate candidates, that matchthe talent model they are measured against


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The C(+ report was based on the future forecast, which surveyed %,&// managers,and found that A&< encountered problems in &/%) with recruiting the talent needed,which was a 3< rise in &/%', with just under a third of those managers surveyed,considered developing future talent within current teams a priority C(+$ &/%)-

To contradict the above report findings, the organisation in the same year as themanagement survey too# place, won the award for learning and development withinlarger companies, named the personnel today award, #eeping separate from thefresh debacles the business found itself burdened with, but instead only addressesthe internal wor#ings of the organisations drive for diversity, and highlighted that post&/%&, Tesco had implemented a seven0point plan to adapt internally, throughrecruitment, training and development plans, a plan for the future success of thebusiness, one that will continue to focus on internal promotions Personnel Today$&/%)-

The seven steps implemented$

% :usiness needs analysis

& Simplifying of leadership s#ills

' 5 three0day leader e"perimental programme

) Created a leadership tool#it

* Large scale day events, sharing best practices

3 +ntegrated its %/0month communication plan

A 5ligning the .P+!s with the business vision

Diversity and Inclusion.

When we tal# about diversity we mean respecting and valuing all forms of differencein individuals, as with recent years the reDuirement toward talent management hasbecome a priority for many organisations worldwide, li#ewise +nclusion is aboutpositively striving to meet the needs of different people and ta#ing deliberate action tocreate environments where everyone feels respected and able to achieve their fullpotential

or Tesco without an inclusive policy, they ris# missing significant talents and havemodified their social responsibilities to enhance their diverseness, in &/%& Tesco

launched an 5:C 5frican, blac# :ritish, and Caribbean- networ# in the 1nited#ingdom, coupled with the fastest growing L?:T lesbian, gay, bise"ual andtransgender- networ# in the 1nited #ingdom Tesco plc$ n d -

Tesco!s diversity strategy is at its core, with recruitment, training and developing, thisstrategy is evident in how the organisation aligns its .P+s with its vision, andcoinciding with the organisational analysis of needs, e"poses the vision to create astrategy is heavily focused on by >4(, applying strategically to ensure a correctbalance of potential talent is recruited

>owever, organisations that have an approach to talent management and diversitycan often find that integration, with the employees, is not developing neither are they

accessing the widest possible pool of talent, Tesco, however understand this, andhave implemented further strategies to meet these needs, the word develop being


20/31

#ey, and one that is implemented throughout the talent spotting process :usinessCase Studies$ n d -

Tesco are proud of their diverse approach to attracting and finding talent, theythemselves state, 9we aim to attract and develop talent, wherever it e"ists;, and onedefining factor in all this is Tesco recognise talent can be held bac#, simply throughfear or other barriers, and they are #een to mentor and provide support through theorganisations self0governing employee engagement programme, which aims to buildconfidence and inspire colleagues, whose potentials are on hold, currently theorganisation has four self0governing programmes in place

4etirement ages have disappeared from Tesco, but their responsibilities before thisare not affected, as the organisation finds that customers value its older employeese"perience, but they continue to roll out graduate programmes, apprenticeships andthe Tesco youth academy Tesco plc$ &/%)-

!he responsibilities of +R#. 5 Duestion and answer session performed online by Osney >4 presented anopportunity for >4 professionals, to put their Duestions around the basis of talentmanagement, to Eudith 7elson, the personnel director for Tesco 1.

One Duestion being, should employees review the competencies and behaviouraltraits reDuired, to include them in the talent pool, and, therefore, begin to assessthemselves against those competencies!, and Eudith discusses the open and honestapproach to colleagues! performance and potential, stating 9it is essential for allemployees to understand the core values, and the leadership s#ills reDuired, theseare core to the way in which Tesco operates;

There is a simple model at Tesco when reviewing potential talent within its ran#s,using a four0point criteria, consisting of a sharp mind, great leadership s#ills, andstrong values, coupled with a trac# record of achievement, and without the ability for employees to review themselves, it will be hard for an employee to #now their strengths and development areas, that they can then set a P6P to wor# towardimproving in a professional aspect, and Tesco believe that this should be the case,and implemented from the >uman resource element 7elson$ &/%'-

Tesco managers remain the #ey for identifying and nurturing talent, the talentmanagement strategies used by Tesco for its managers, are controlled by an e"ternalcompany, which highlights that yes, Tesco are serious around talent, but the

emphasis is on management by management, before moving down to ground rootemployees, and although Tesco utilise to great success as we see with previous >4awards, they also ma#e the most of social media to identify talent, proven by winning:est of Social (edia awards in &/%'

!he +R# "trate ies.

What does an employer loo# for, Dualifications, s#ills, personality, responsibility andavailability, these are some defining justifications for successful recruitment, Tesco gofurther beyond this generic genre, with the attitude and ability to provide greatcustomer service, ta#ing into account the diversity of its demographics, from race,age and finances


21/31

What are the foundations behind this concept and how is it driven, implemented andmeasured from a strategic point of view, firstly, the reDuirement the organisationstrives toward, is ensuring the right number of people in the right jobs at the righttime, to achieve this the organisation reDuires a structured process, to attractapplicants, for management and operational roles

Wor#force planning is a process used to analyse the organisations li#ely futureneeds, considering an amount of people, s#ills and locations, this allows theorganisation to plan, at Tesco a wor#force planning table is used, to establishdemand, this planning process is run every year, from the last wee# of ebruary,followed by Duarterly reviews, aiding an automated process to adjust staffing levelsand recruitment when the need arises

The two #ey processes within the wor#force plan are split between management andemployees, presenting a basic policy to wor# with, for employees, the business willset ambitions, targets and training goals, and demographic management will beresponsible for driving the strategy with recruitment and promotions, by identifying

technical s#ills, competencies and behaviour reDuired, and to assist an employee!sdevelopment through training and additional targets of responsibility :usiness CaseStudies$ n d -

Attractin !alent.

5 #ey deciding factor with most potential recruits, is internal business feedbac#, thedirections and approaches the organisation implements, then creating success, andoffer opportunities for current staff and prospective, at Tesco a set of essentials are inplace, based around responsible trading and are measured locally using .P+, s

The organisation sets five areas that it cares about, with a strong measuredapproach, available from the society review document located on its plc site, theseareas briefly consist of$

% Trading responsibly

& :uilding strong partnerships with suppliers

' 5 Gero carbon emitter by &/%*

) :eing a great employer

* Supporting local communities

These points stand for so much, they attract people to the organisation, and highlightits ethical stance, ma#ing them a part of the community, also creating interest fromshareholders, and educating sustainability

+nternal 4ecruitment at Tesco, is performed by reviewing their internal talent plan, asimplistic strategy, but one that highlights to the business, the ambitious employeeswho are loo#ing for a move, either at the same level or through promotion, if nosuitable candidates e"ist within the talent pool, then Tesco will advertise the roleinternally on its intranet for two wee#s

@"ternal recruitment is carried out on the organisation!s website, www tesco0careers com , and sometimes stores can be found advertising internally on boards, for

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


22/31

candidates who approach the store with their CR, or apply via the Eob Centre Plus,the store will add them to a waiting list, and call them when an opportunity becomesavailable

or roles that can often be challenging to fill, such as ba#ers and pharmacists, Tescowill advertise through offline media, and in some historic cases, through localtelevision and radio, and although e"pensive and avoided where necessary,sometimes it can be necessary to finding the right people

"ummary.

We see an e"tensive programme in place at Tesco, one that has evolved over thelast decade, and has been nurtured by incoming C@O!s, there is no doubt that Tescoimplement a solid strategy to counter potential issues that could arise, simply throughe"perience of their human resource department

Talent sourcing and identifying runs in the companies culture, to the e"tent wherebusiness .P+!s are aligned to ensure participation of local management, and thee"ternal companies brought in to aid the organisation!s focus through talent, aidedalso by the its recruitment strategies, which apply focus to creating a diverse cultureof people within, to further enhance its cultural reach and integrity

Talent is sought out through various directions, from e"posing talent, recognising allof its employees as being a talent, and e"posing talent by removing personalbarriers

Biblio raphy.

:usiness Case Studies &//& Attractin$ and recruitin$ O7L+7@M 5vailable at$http$88businesscasestudies co u#8tesco8recruitment0and0selection8attracting0and0recruiting html a"GG'n/ipo@#i 5ccessed '/ September %*M

Eob and Talent &/%' What does Tesco look (or? O7L+7@M 5vailable at$http$88www jobandtalent com8u#8l8tesco0jobs8posts8what0does0tesco0loo#0for

5ccessed &2 September %*M

Personnel Today &//& Sta(( %ro(ilin$ allows Tesco to tar$et talent O7L+7@M

5vailable at$ http$88www personneltoday com8hr8staff0profiling0allows0tesco0to0target0talent8 5ccessed '/ September %*M

Tesco PLC &/%) Societ& Re*iew O7L+7@M 5vailable at$http$88www tescoplc com8files8pdf8responsibility8&/%)8tescoQandQsocietyQreviewQ&/%) pdf 5ccessed &= September %*M

The building futures group &/%' Talent #ana$e#ent 5 6i*ersit& O7L+7@M 5vailable at$ http$88www thebuildingfuturesgroup com8wp0content8uploads8&/%)8/'8T(and6iversity+nsightPaper inal/'%'% pdf 5ccessed &)September %*M

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:usiness Case Studies &/%* +sin$ di*ersit& and inclusion to %ro*ide etter ser*iceO7L+7@M 5vailable at$ http$88businesscasestudies co u#8tesco8using0diversity0and0

inclusion0to0provide0better0service8diversity0and0inclusion html a"GG'mjBgawh/5ccessed &* September %*M

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C+P6 &//2 Talent s%ottin$ is an e*er&da& acti*it& at Tesco O7L+7@M 5vailable at$http$88www cipd co u#8pm8peoplemanagement8b8weblog8archive8&/%'8/%8&=8talent0spotting0is0an0everyday0activity0at0tesco0&//20/) asp" 5ccessed &' September %*M

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Eudith 7elson &/%' 85A Session with 9udith 3elson +, Personnel 6irector (orTesco O7L+7@M 5vailable at$http$88www osneyhr com8Da0session0with0judith0nelson0u#0personnel0director0for0tesco8 5ccessed &2 September %*M

Lin#edin &/%* /ark Ro erts O7L+7@M 5vailable at$https$88u# lin#edin com8in8mar#jroberts% 5ccessed &) September %*M

Personnel Today &/%) Personnel Toda& Awards 4!17 O7L+7@M 5vailable at$http$88www personneltoday com8hr8personnel0today0awards0&/%)0winners0tesco0learning0development0%///0employees8 5ccessed &' September %*M

Tesco PLC &/%) Bein$ a $reat e#%lo&er O7L+7@M 5vailable at$http$88www tescoplc com8assets8files8cms84esources8:eingQaQgreatQemployer8+nclusion pdf 5ccessed '/ September %*M

T@SCO PLC n d Inclusion O7L+7@M 5vailable at$http$88www tescoplc com8site8library8policiesandfactsheets8inclusion htm 5ccessed&* September %*M

T P &/%* Buildin$ Talent 5 Ca%a ilit& O7L+7@M 5vailable at$http$88www fullpotentialgroup co u#8Clients case0studies 5ccessed &' September%*M

@mployee 4ewards:enefitin g org anisation, people and customers

+R# ,- /B0 %nd of #odule project.

http://businesscasestudies.co.uk/tesco/using-diversity-and-inclusion-to-provide-better-service/diversity-and-inclusion.html#axzz3mjYgawh0http://businesscasestudies.co.uk/tesco/using-diversity-and-inclusion-to-provide-better-service/diversity-and-inclusion.html#axzz3mjYgawh0http://businesscasestudies.co.uk/tesco/recruitment-and-selection/workforce-planning.html#axzz3n0ipoEkihttp://businesscasestudies.co.uk/tesco/recruitment-and-selection/workforce-planning.html#axzz3n0ipoEkihttp://www.cipd.co.uk/pm/peoplemanagement/b/weblog/archive/2013/01/29/talent-spotting-is-an-everyday-activity-at-tesco-2008-04.aspxhttp://www.cipd.co.uk/pm/peoplemanagement/b/weblog/archive/2013/01/29/talent-spotting-is-an-everyday-activity-at-tesco-2008-04.aspxhttp://www.managers.org.uk/insights/news/2015/january/leahy-takes-aim-at-tesco-talent-managementhttp://www.managers.org.uk/insights/news/2015/january/leahy-takes-aim-at-tesco-talent-managementhttp://www.osneyhr.com/qa-session-with-judith-nelson-uk-personnel-director-for-tesco/http://www.osneyhr.com/qa-session-with-judith-nelson-uk-personnel-director-for-tesco/https://uk.linkedin.com/in/markjroberts1http://www.personneltoday.com/hr/personnel-today-awards-2014-winners-tesco-learning-development-1000-employees/http://www.personneltoday.com/hr/personnel-today-awards-2014-winners-tesco-learning-development-1000-employees/http://www.tescoplc.com/assets/files/cms/Resources/Being_a_great_employer/Inclusion.pdfhttp://www.tescoplc.com/assets/files/cms/Resources/Being_a_great_employer/Inclusion.pdfhttp://www.tescoplc.com/site/library/policiesandfactsheets/inclusion.htmhttp://www.fullpotentialgroup.co.uk/Clients#case-studieshttp://www.tescoplc.com/assets/files/cms/Resources/Being_a_great_employer/Inclusion.pdfhttp://www.tescoplc.com/assets/files/cms/Resources/Being_a_great_employer/Inclusion.pdfhttp://businesscasestudies.co.uk/tesco/using-diversity-and-inclusion-to-provide-better-service/diversity-and-inclusion.html#axzz3mjYgawh0http://businesscasestudies.co.uk/tesco/using-diversity-and-inclusion-to-provide-better-service/diversity-and-inclusion.html#axzz3mjYgawh0http://businesscasestudies.co.uk/tesco/recruitment-and-selection/workforce-planning.html#axzz3n0ipoEkihttp://businesscasestudies.co.uk/tesco/recruitment-and-selection/workforce-planning.html#axzz3n0ipoEkihttp://www.cipd.co.uk/pm/peoplemanagement/b/weblog/archive/2013/01/29/talent-spotting-is-an-everyday-activity-at-tesco-2008-04.aspxhttp://www.cipd.co.uk/pm/peoplemanagement/b/weblog/archive/2013/01/29/talent-spotting-is-an-everyday-activity-at-tesco-2008-04.aspxhttp://www.managers.org.uk/insights/news/2015/january/leahy-takes-aim-at-tesco-talent-managementhttp://www.managers.org.uk/insights/news/2015/january/leahy-takes-aim-at-tesco-talent-managementhttp://www.osneyhr.com/qa-session-with-judith-nelson-uk-personnel-director-for-tesco/http://www.osneyhr.com/qa-session-with-judith-nelson-uk-personnel-director-for-tesco/https://uk.linkedin.com/in/markjroberts1http://www.personneltoday.com/hr/personnel-today-awards-2014-winners-tesco-learning-development-1000-employees/http://www.personneltoday.com/hr/personnel-today-awards-2014-winners-tesco-learning-development-1000-employees/http://www.tescoplc.com/assets/files/cms/Resources/Being_a_great_employer/Inclusion.pdfhttp://www.tescoplc.com/assets/files/cms/Resources/Being_a_great_employer/Inclusion.pdfhttp://www.tescoplc.com/site/library/policiesandfactsheets/inclusion.htmhttp://www.fullpotentialgroup.co.uk/Clients#case-studies


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Introduction.

This assignment will apply focus to employee rewards at Tesco 1nited .ingdom, presentedin a logical format that will firstly understand, what is meant by an employee reward, followed

by how it!s managed, whilst discussing the strategies used to drive coherence, and the #eyroles human resources have to strategically ensure success

@nsuring criticality through evaluation on Tesco!s approach to employee rewards, byanalysing the #ey rewards, reviewing how they are measured, and used as personalmotivator!s, dependant on an individual!s reason to attend wor#, be it social reasons or pay

Presenting benchmar#ing with similar industries to better understand comparisons anddirections ta#en to achieve similar goals, allowing for reflection in the assignment summary,for thought, feeling and ideas

%mployee Re*ards.

5ccording to the chartered institute of personnel and development C+P6-, employeerewards are how an organisation rewards its employees in accordance to their value withinthe organisation, it covers financial and non0financial rewards, and is something given or received in return for a service, to understand the way in which people are valued, can helpshape the effectiveness of an organisation C+P6$ &/%*-

(anaging these rewards is essential to create fairness for the organisation and theemployee, thus ensuring higher motivation levels throughout, the important factor to startwith is through pay, this is the real reason people wor#, also employees can see financial

compensation as an entitlement for being an employee of a given organisation, or as areward for over performing >4( ?uide$ n d-

!esco Re*ards.

5 number of employee benefits are provided by Tesco, with seven being uniDue, whilstTesco also offer standard benefits, that are found with many other employers schemes, suchas a company pension and life assurance, also a company share save scheme, whichprovides free shares following a one year service, the enrolment and information for thesebenefits can be obtained through a line manager or personnel manager, and are visible onthe benefits board Our Tesco$ &/%*-

:elow is a list of the uniDue employee rewards available at Tesco

% Tesco travel discount& Tesco ban# discounted services and products' Tesco childcare vouchers) Tesco mobile discount* 7ational leisure discounts3 >ealth and Wellbeing benefitsA Privilege card

5dditional benefits available for employees, are through the fit for life programme, whichlaunched in &/%), and aims to support all employees to achieve a healthy wor# life


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balance, many stores have an onsite gym, rugby team and cric#et, and regular *0asidefootball tournaments as well as sDuash C+(5$ &/%*-

JLifestyle brea#s! are available, these provide up to %& wee#s unpaid absence from wor#,and guarantees the employees are recruited bac#, or for employees reDuiring a longer

term absence, the Jcareer brea#! benefit offers between 3 months and * years :usinesscase studies$ n d-

Tesco provide a personalised annual report, which employees receive every October,this is named the benefit report, and is all tailored specifically for individual employees,covering their salary, their shares in the organisation, what discounts they have receivedon the available benefits, be it %/< reduction on store produce, or a discounted phoneinvoice through Tesco mobile

"trate ies throu h +R#.

5ccording to the >4( guide, two basic payment schemes e"ist, these are a fi"ed level of pay, where salaries or hourly wages do not change, however, they can increase througha pay rise, and a reward lin#ed to performance, which can be daily, wee#ly, monthly or annualised, this scheme is predominantly found within sales sectors >4( ?uide$ n d -The components of such are generated from an organisation s strategy, coupled with the>4 strategy, ta#ing into account pay and grade structures, and can also be met throughperformance management C+P6$ &//=-Tesco formulates a comprehensive human resource strategy, that aims to integrateemployee training as a #ey part of the organisation s culture, this itself is a benefit, albeita non0financial benefit, but one that can attract prospective employees into its operationsas being seen as a benefit, which is personal to some Lin#ed+n$ &/%'-To ensure individual and team productivity improvements, management are tas#ed withdeveloping good wor#ing relationships with them, and according to Tesco, this isachieved in part, by the development of an employee relations team, whoseresponsibility and therefore focus, ut not li#ited to , is to develop and help to implementpolicies to ensure its effectively managed @ly 7ews$ &/%*-Tesco is committed to its people, and reward management is high on the organisation sstrategy, to be the first choice for consumers and employees, and most importantlyretaining their current pool, as a result, Tesco employs a reward managerThe reward manager is responsible for a small team of two, whose main focus is rewardpolicy, with tas#s that include, developing policies for employee pay, whilst providingadvice and guidance to relevant sta#eholders within Tesco, predominantly senior

management across their 1. stores, whilst create and defining a ' year plan on how tobest deliver Tesco Careers$ &/%*-

#ana in the Re*ards.

Tesco realise the importance of success depends on the performance and contribution of every employee, whilst they also ac#nowledge that outstanding performance is driven bygreat teamwor#, meaning that their approach to reward throughout the organisation, isguided by a framewor#, which integrates common objectives with company principles, asillustrated below Our Tesco$ &/%'-


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.ey performance indicators are a tool used locally to measure both operational and financialperformance, they apply full focus to group performance, and strategy, providing an indicator of the performance of the local stores and the entire group s performance, and highlightingwhere both are within respected financial targets, allowing for a visual barometer for employees to see how close to potential bonus they are Tesco PLC$ &/%&-The objectives and principles are the responsibility of Tesco!s strategic human resourcemanagement S>4(-, they focus on long term objectives, through addressing and solvingthe problems encountered with people management related issues, by setting out adepartment!s #ey responsibility to increase employee s#ills, by concentrating on businessproblems outside of human resource management, implementing Tesco strategies toimprove employee productivity, motivation and s#ills

To ensure success with Tesco!s approach through S>4(, the organisation aligns its goalsacross all business levels, by rewarding positive behaviour, an essential part to ensureorganisational success, this is achieved in part, by understanding individual needs, this isessential, and can aid with reducing staff turn0over, by recruiting the suitable candidates,then training and orientating them, creating career paths, and ensuring the organisationalrewards are provided, and that the teams are aware of any targeted rewards too

Conveyin the re*ard.

Tesco convey the rewards through employee handboo#s, the company intranet andboards, however employees will need assistance to achieve their personal goals, whilst


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putting the effort in to achieve the organisational goals, this is carried out throughperformance management, laying the stepping stones for personal gain, it also ensuresthe management and organisation can better measure parameters that effect theorganisation as a whole, ensuring correct feedbac#Performance management can provide employees with training and development,

creating the s#ill sets to carry out their role successfully through their own ability, helpingto create innovation, new behaviours, and cross functioning integration 5ccording to (ichael 5rmstrong, people leave managers and not organisations, whichsuggests that affected organisations are failing to have their managers understand their role in motivating and managing performance adeDuately, (ichael 5rmstrong goes on tostate, 9>uman resources face challenges with supporting managers through developingtheir people; 5rmstrong K :rown$ &//3-

Drivin individual performance.+ndividual performance varies with individual employees, and how they are employed, beit temporary or permanent, for a temporary employee, their motivation could be to secure

a permanent role, and for a permanent employee promotion could be an individual target,as recognised by (atthew :rown, managing director of the ?iant groupStrategies to identify and retain low s#ills, is well documented, more so in the retail sector,where Duality through customer service is at the core of an organisations strategy, Tescoresearched and segmented its employees into five distinct groups, Jwor# to live! is one of those groups, and is made up predominantly of long serving female wor#ers over the ageof '* 6r Patric# (c?ur#$ &/%)-Li#ewise @lton (ayo suggests motivation in a place of wor# is promoted by si" factors,consisting of communication, teamwor#, wellbeing and creating interesting tas#s, a theorypractised at Tesco, and according to 7eha Sethi, this is promoted through training anddevelopment initiatives, and through communication, which is considered an important

factor at Tesco to motivate employees@very year employees are invited to complete a staff satisfaction survey, namedRiewpoint, this aims to deliver opportunities for employees to e"press personal views onalmost every aspect of their job, Tesco use these results to ensure it ma#es wor# better for its employees whilst enhancing the customer e"perience

(ro ramme motivators.

5 management study guide highlights the importance of using a favourite treat to motivate achild to perform their homewor#, the same is applied with employees throughout manyorganisations, meaning employees are assets of an organisation, and are vested in, by

understanding their individual strengths and motivators (S?$ n d -Tesco recognise the >erGberg theory, which covers two factors, satisfiers and hygienefactors, the satisfiers concentrate on recognition, the job, responsibility and prospects, andthe hygiene consists of salary and rewards, job security and wor#ing conditions to name afew, Tesco motivates employees by paying attention to hygiene factors, whilst enabling thesatisfiers

Tesco motivates and empowers its employees by appropriate communications in the form of delegating responsibility and involving employees in decision ma#ing, (or e a#%le , theorganisation holds annual forums, and their purpose is to provide employees the opportunity,to be involved in elements of discussions around pay rises :usiness case studies$ n d-


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Eim 4iley of Tutor0&01, presents a report compiled by the ?uardian, that Tesco employeesare wor#ing to achieve a Jturnaround bonus!, worth up to *< of salary if targets throughsales and profit are met, with the potential payments being made with company shares

Rival comparison.

Tesco invest heavily in pay, firstly their hourly rate of pay for a customer assistant in the 1.is around A< higher than (orrison!s, 5sda and Sainsbury!s, aided by an increased pay for under %2s, and was introduced in line with adult pay in September &/%/, eDuating to an 2A<increase on current minimum wage levels for this age group, this created the overallaverage

When comparing (orrison!s, 5sda!s and Sainsbury!s employee benefits, to that of Tescosimilarities are found with the standard offerings, all offer discount cards, share saveschemes, bonuses and long service awards, however the difference is found when reviewingeach benefit individually, the difference can be substantial, one #ey focus for attracting newrecruits, is through pay, and Tesco!s rivals, (orrison!s, Lidl and Sainsbury!s have increasedemployee salaries above national minimum wage this year The ?uardian$ &/%*-

@mployee privilege cards for e"ample, offer discount in store, and usually are provided after just 3 months service, apart from Sainsbury!s and (orrison!s, who provide the card oncommencement of employment, (orrison!s even provide an additional card for a familymember, all cards offer a %/ percent discount in0store, with only Tesco allowing club cardpoints to be acDuired whilst saving on a shop @)S$ &/%*-

% ecutive "ummary and conclusion.

The importance to communicate rewards and opportunities to employees is very important,and what this insight into reward management at Tesco has presented is, the organisationunderstand the importance of reward options, whilst ensuring effective management anddisclosure, 6iana Strom notes employees are increasingly more engaging, when theirorganisation creates a just, predictable, rewarding and motivating environment in which tounderta#e wor#

The 1nited .ingdom!s uniDue economic position, magnified by current economic challengesforthcoming, that involve the living wage, many organisations face a star# reality ofscrapping benefits altogether to offset the increase in salaries, Tesco have recentlyhighlighted the cost to them will be *//m by &/&/, li#ewise with other countries, a rise insalaries has led to a loss of employee benefits The Telegraph$ &/%*-

The fact that employee rewards and benefits at Tesco are strategically lin#ed, means theongoing focus will be to enhance and improve into the future, integrating employees into atraining and reward culture, managed through .P+!s aligned with principles and objectivesthrough organisationally set factors

We see the organisations drive to create departmental e"tensions, ensuring further controlover the vision it wants to implement and drive, and theories such as >erGberg being

recognised and cross referenced with internal rewards and benefits


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What more can organisations do to better improve wor# for employees, does the focus needto apply financial focusN, this would be dependent on employee groups, for e"ample theJwor# to live! group of employees may be motivated by more free time

So the outcome could be happiness, so an important message to consider when reviewingrewards, is that of :rian Ches#y, Ja strong culture means it!s easy to trust everyone to doright, be they or the role independent or autonomous, for a company promotes anentrepreneurial culture, can ta#e our ne"t woman or man on a moon leap! ast Company$n d-

Biblio raphy.

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7eha Sethi &/%' ;T'ICAL L;A6;RS A36 T';IR ,;< ROL; I3 S;TTI3- T';;T'ICAL TO3; O OR-A3I=ATIO3S O7L+7@M 5vailable at$https$88culcsethin' wordpress com8&/%'8/28 5ccessed /' 7ovember %*M

Singh, : 6, &/%& Co#%ensation Reward &nd ed 7ew 6elhi$ @"cel :oo#s

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Tesco, &/%*-, Reward Princi%les O7L+7@M 5vailable at$http$88www tescoplc com8assets8files8cms84esources84ewardsQandQbenefitsQ/=/*&/%' pdf 5ccessed &2 October %'M

Tesco PLC &/%' Rewards and ene(its O7L+7@M 5vailable at$http$88www tescoplc com8site8library8policiesandfactsheets8rewards0and0benefits htm

5ccessed /) 7ovember %*M

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http$88www u#essays com8essays8business8importance0of0strategic0human0resource0management0in0tesco0business0essay phpNcref % 5ccessed & 7ovember &/%*M

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C+P6 &/%* ;#%lo&ee Reward O7L+7@M 5vailable at$http$88www cipd co u#8748rdonlyres86@53*'A&06%/*0)53:05)%/0&C3AA /&%%**8/8employeeQreward pdf 5ccessed &) October %*M

C+P6 &//= ;#%lo&ee reward within 'R/> O7L+7@M 5vailable at$http$88www cipd co u#8748rdonlyres8%)%5=''=06=)30)&6*05A5*06&6 2/2*))&8/8%&@mp4ewardPPslides ppt 5ccessed &3 October %*M

6r Patric# (c?ur# &/%) ;#%lo&er en$a$e#ent: a hu#an resource #ana$e#ent %ers%ecti*e O7L+7@M 5vailable at$http$88www& gre ac u#8QQdata8assets8pdfQfile8///)8%/3/=''8(c?ur#0W@410wor#ing0paper0(ay0&/%) pdf 5ccessed /' 7ovember %*M

@)S &/%) Su%er#arket 9o Perks @ ;*er& Little 'el%s O7L+7@M 5vailable at$http$88www e)s co u#8blogs8jobs8supermar#et0jobs0per#s0benefits0rewards8

5ccessed /) 7ovember %*M

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Our Tesco &/%' Our a%%roach to reward O7L+7@M 5vailable at$http$88www tescoplc com8assets8files8cms84esources84ewardsQandQbenefitsQ/=/*&/%' pdf 5ccessed &2 October %*M

Our Tesco &/%*

Documents

Tesco Full Review