Upload
maria-shahid
View
216
Download
0
Embed Size (px)
Citation preview
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
8/6/2019 HR Final Project Done
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
8/6/2019 HR Final Project Done
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
8/6/2019 HR Final Project Done
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
8/6/2019 HR Final Project Done
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
8/6/2019 HR Final Project Done
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
8/6/2019 HR Final Project Done
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
8/6/2019 HR Final Project Done
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
8/6/2019 HR Final Project Done
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
8/6/2019 HR Final Project Done
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/8/6/2019 HR Final Project Done
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
8/6/2019 HR Final Project Done
12/22
8/6/2019 HR Final Project Done
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
8/6/2019 HR Final Project Done
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
8/6/2019 HR Final Project Done
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
8/6/2019 HR Final Project Done
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
8/6/2019 HR Final Project Done
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
8/6/2019 HR Final Project Done
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
8/6/2019 HR Final Project Done
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
8/6/2019 HR Final Project Done
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
8/6/2019 HR Final Project Done
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
8/6/2019 HR Final Project Done
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.