Human Resource Planning and Development: Tesco

humane vision Planning and Development TescoIntroduction of TescoJack Cohen founded Tesco in 1919 when he began to sell surplus groceries from a stall in the east end on capital of the United Kingdom. The Tesco brand first appeared in 1924. Jack Cohen make refreshing label using the first common chord letters of suppliers name (TES) and the first tow letter of his surname (Co), contour lineing the word TESCO. The first Tesco store was opened in 1992 in Burnt oak, Edgware, Middlesex. Tesco was floated in London stock exchange in 1947 as Tesco Stores (Holding) Limited. The first self-importance service store opened in St. Albans in 1951 and the first supermarket in Maldon in 1956.Tesco is virtuoso of the worlds leading international retailers. Nowadays it deals in different sectors like telecom, online services, clothing, insurance, electronics, fuel etc, but the principal activity of the Tesco group is food retailing and it has over 2,500 stores worldwide.Tesco is semipublic gi veed come with its major shareholders as of 2004 were 1Barclays Global Investors (3.82%)Legal and general (2.79%)Schroder investment Mgt Ltd (2.87%)State street global Advisors (2.73%)Axa Investment Manager (2.63%)Thread desirele Investments (2.63%)Scottish windows (2.08%)M G Investment Mgt Ltd (1.99%)Morley fund Management (1.88%)USB Global AssetCompany ProfileIt is one of the biggest retailer companies in the world which has 702 stores in UK and employee 240,000 tribe. It originally caters in food but expanded it scope of services to clothing, finance services, electronic, etc. Company strategy is to focussing on long term business. Tesco start self service supermarket in US in 1930s. After 20 coordinates Tesco has become a familiar name not only for groceries but alike for fresh food, clothing and hundreds of household cheeseparings in 1940s. Tesco has built its 100th superstore by 1985 and in 1987. By 1991 the success of its petrol filling station earned for the company Britishs biggest independent petrol retailer. It broke new level in food retailer in 1995 the first node loyalty card, which come toer benefit to official customer and otherwise different kinds of offers was given to customer like Tesco Baby club for new parents.Tesco acquire the HIT chain of hypermarkets in Poland in July 2002. By the end of 2002/2003 Tesco had 45 percent of its space overseas. Tesco has essential various kinds of Tesco stores like Tesco Extra, Metro Tesco, and Tesco Express. The grocery store is to a fault offer club card for the customer from which a significant 80% of the sales are transacted.after certain points Tesco gives voucher to the customer to met with a similar success as over a billion vouchers are already given away. The market share is now 16.2%. Tesco operate 4 store formats in the UK.Introduction to Human Resource ManagementHuman resources are the people that exert for an governance, and Human Resource Management is concerned with how these people are managed. However, the term Human Resource Management (HRM) has come to slopped more than this because people are different from the other resources that work for an organisation. People have melodic themes and feelings, aspirations and ask. The term HRM has thus come to confer with to an climb, which takes into accountThe adopt of constitutionThe need of its peopleDifferent individuals have their own needs and aspirations. HRM at that slipfore involves finding out about the needs and aspirations of individual employees, for example through the appraisal bring and accordingly creating the opportunities deep down the organisation (e.g. through job enlargement) and outside the organisation for employees to improve themselves. HRM therefore relates to both chance of the way in which the organisation interacts with its people, e.g. by providing educational activity and development opportunities, appraisal to find out about individual needs, training and develop ment needs analysis, etc.Three key activities of HRM in TESCOManpower be afterPlanning stave levels requires that an sound judgment of present and future needs of the shaping be compared with present resources and future predicted resources. Appropriate go hence be planned to bring demand and publish into balance. Thus the first footfall is to take a rough sketch of the existing workforce pen (number, skills, ages etc) of existing employees and then audit for 1,3 and 10 years ahead by amendments for normal turnover, planned staff movements, retirements etc in line with the business plan for the jibe time frames. What future demands provide be is only influenced in part by the forecast of the psychenel manager, whose principal(prenominal) t crave whitethorn well be to scrutinize and modify the crude predictions of other managers. Future staff needs will derive fromSales and returnion forecastsThe effects of technological change on task needsVariations in the efficiency, productivity, flexibility of labour as a result of training, work study, faceal change, new motivations, etc.Changes in employment entrustVariation which respond to new legislation, eg. Payroll taxes or their abolition, new health and safety requirementsChanges in government policies.What should emerge from this blue sky gazing is a thought out and logical staffing demand schedule for varying dates in the future which can then be compared with the crude supply schedules. The comparisons will then indicates what steps must be taken to achieve a balance.That in turn will involve the further planning of such enlisting, training, retraining and labour reductions or change in workforce utilization as will bring supply and demand into equilibrium, not just as a one off but as a continuing workforce planning exercise the inputs to which will need constant varying to reflect actual as against predicted ingest on the supply side and changes in production actually achieved as against forec ast on the demand side.Recruitment and selectionThe overall bring forth of the recruitment and selection answer should be to obtain at minimum address the number and quality of employees mandatory to satisfy the human resource needs of Tesco. The trey stages of recruitment and selections areDefining recruitmentsAttracting candidatesSelecting candidatesThe number and categories of people required should be specified in the recruitment programme, which is derived from human resource plan. In addition there will be demands for replacements or for new jobs to be filled, and these demands should be checked to ensure that they are justified. It may be particularly necessary to check on the need for a replacement of the level of type of employee that is specified. These provide the basic information required to draft advertisements, brief agencies or recruitment consultants, and assess candidates. A role profile listing competences skill, educational and experience requirements produce s the job criteria against which candidates will be assessed at the interview of by means of psychological tests.Attracting candidatesAttracting candidates is primarily a matter of identifying, evaluating and using the most appropriate sources of applicants. However in cases where difficulties in attracting or retaining candidates are being met or anticipated, it may be necessary to take on out a preliminary study of the factors that are likely to attract or repel candidates the strengths and weakness of the governing body as an employer.Advertising is the most open-and-shut method of attracting candidates. Tesco basically advertise its vacancy on its web site. This means looking at the alternative sources mentioned above and confirming preferably on the understructure of experience, that they will not do. Consideration should be given as to whether it might be better to use an agency of a selection consultant. When making the choice, refer to the three criteria of cost, speed a nd the likelihood of providing good candidates. The objectives of an advertisement should be to attract attention, create and principal(prenominal)tain interest and stimulate action.Employee MotivationTesco employees are encouraged to ask themselves strategic questions in order to assess their skills and ability to work out. Employee motivation is important for the organisation. It is one of the basic activities compulsory for the smooth running of an organization. To retain good staff and to encourage them to give of their best while at work requires attention to the fiscal and psychological and even physiological rewards offered by the organization as a continuous exercise.Basic financial rewards and conditions of services are determined externally in many occupations but as much as 50 % of the gross pay of manual workers is often the result of local negotiations and details of conditions of services are often more important than the basics. Hence there is scope for financial a nd other motivations to be used at local levels. As staff needs vary will vary with productivity of the workforce so good personnel policies are desirable. The latter can depends uponOther factor but unless the wage packet is accepted as fair and just there will be no motivation.Following are the motivation techniquesCelebrating annual holidays the regular celebration of annual events help form the company culture, the environment you provide for people at work. Tesco gives pay holiday for its employee which will motivate its employee. If the workers are involved in creative work by which they share their ideas and culture with each other which helps keep the culture of an organization well. Tesco provides different kinds of bonuses and voucher to its employee which helps to motivate them.Ranking the workers and giving them the rewards which help employee to spend all their time at work place and company gain good profit from this. Providing benefit, medical treatment and basic requ irement facilities to the workers motivate workers to give good output to an organizationHuman Resource Management Models of TescoThis company has introduced a high commitment pretense which offers training and development to all employees. They have developed their culture through extending their logo every little helps to prove commitment. This organisation was chosen, through their introduction of strategies which has led to an increase in business. This has demonstrated they are a first class provider of training to their employments, and has given opportunity to expand into new markets.The matching ModelThe early HRM model developed by Fombrun emphasizes the interrelatedness and the coherence of human resource heed activities. The human resource management cycle in their model consist of four constituent components Selection, appraisal, development and reward these four human resource activities aim to increase organizational action.RewardsPerformancePerformance ManagementSe lectionHuman Resource DevelopmentThis model also ignores different stakeholder interests, situational factors and the notion of managements strategies choice. The strength of the model however is that it express the coherence of internal HRM polices and the importance of matching internal HRM policies and practices to the organizations external business strategy. The HRM cycle is also a simple model that serves as a pedagogical framework for explaining the nature and significance of key HR practices and the interactions among the factors making up the complex fields of human resource management. As we progress through the book, we will refer to the HRM cycle to explain the relationship of each individual HRM function to other HRM practices.The Harvard model of HRMThe analytical framework of the Harvard model offered by Beet consists of six basic componentsSituational factorsStakeholder interestsHuman resource management policy choicesHR outcomesLong-term consequencesA feedback loop through which the outputs flow directly into the organization and to the stakeholdersThe situational factors influence managements choice of HR strategy. This normative model incorporates workforce characteristics, management philosophy, labour market regulations, societal values and patterns of unionization, and suggests a meshing of both product market and socio-cultural . The framework is based on the belief that the problems of historical personnel management can only be solved when general managers develop a viewpoint of how they wish to see employees involved in and developed by the enterprise, and of what HRM policies and practices may achieve those goals. Without either a central philosophy or a strategic vision- which can be provided only by general manager- HRM is likely to remain a set of independent activities, each guided by its own practice tradition. Beer and his colleagues believed that today many pressures are demanding a broader, more comprehensive and more strateg ic perspective with regard to the organizations human resources. These pressures have created a need for a longer- term perspective in managing people and consideration of people as potential assets rather than merely a variable cost. They were the first to punctuate the HRM tenet that HRM belongs to line managers. They also state that Human resource management involves all management decisions and action that affect the nature of the relationship between the organization and its employees- its human resources. They suggest two characteristic features one is line managers accept more responsibility for ensuring the alignment of competitive policies that govern how personnel activities are developed and implemented in ways that make them more mutually reinforcing.Human Resource Planning and Development for TescoEvery organisation has its own HR planning and development process under consideration. Human resource planning is indeed concerned with broader issues about the employment o f people than the traditional qualitative approaches of workforce planning. approximation of HR PlanningTraining and Development ProgrammeSelection ProcessRecruitment PlanDetermine Job RequirementWork Study solicit forecastingInventory of HR skills (Findings Gaps)Objective of HR PlanningFig The Process of Human Resource PlanningObjectives of Manpower Planning- The persons concerned with hands planning must be clear about goals of manpower planning because once the wrong forecast of future requirement of human resources are made, it may not be possible to rectify the errors in short-run.Inventory of Skills Assessment of demand for operating personnel presents less problems of uncertainty current manpower supply can be adjusted accordingly. But for supervisory and managerial levels projection is complex problem because required talents are not available at a short notice. This will also help in drawing recruitment development plans to meet the needs of certain skills future.Dem and Forecasting A decent forecast of manpower required in future say, after one year, two years so on must be attempted. The factors relevant for manpower forecasting are as follows.(i) Employment Trends Manpower planning committee examine number of employees on pay roll during past 5 year to know trend within each group to determine whether particular group has been stable or unstable.(ii) Replacement Needs if staffs leave the job overdue to death, retirement, resignation termination of employees. It may relate to supervisory, skilled, clerical groups and must be anticipated in advance. In this case the HR planner set a develop plan to replace staff.(iii) Productivity Gain in productivity will also influence requirements of manpower. Planning for productivity has several aspects. The first aspect relates to effective utilisation of manpower. The second aspect relates to installation of more productive tools, equipments. The last aspect relates to matching of skills with req uirements of jobs.(v) Absenteeism Means a situation when a person fails to come for work when he is scheduled to work. Due to absenteeism work get upset leading to overtime work which in turn leads to increased cost of production. The management should go into cause of absenteeism attempt to reduce absentism as far as possible.(vi) Work Study Can be used when it is possible to follow up work measurement to know how long operations should take amount of labour required. This is also known as workload analysis.Job Requirements Job assessment is done to find out the requirements of the worker, like if employee needs any help from the managerial side, if they need any type of benefits and support from other. If they need to transfer form one department to another, whether the number of staff is low or high and so on.Employment Plans This phase deals with planning how organisation can obtain required number of right type of personnel as reflected by personnel forecasts.Training D evelopment Programme Training is essential not only for new employees but also for old employees for improving their performance. Similarly executive development programmes have to be devised for development of managerial personnel. The talent of employees are not full productive without a systematic programme of training development.Appraisal of Manpower Planning After training programmes have been implemented, an appraisal must be made of effectiveness of manpower planning. Deficiencies in programs should be pointed out catalogue of manpower inventory should be updated periodically. Connective actions should also be taken whenever it is necessary to attain deficiencies in manpower planning.Evaluation of HRM planning and development methods of TescoAccording to the method described is one of the best methods for HR planning and development method. By spare-time activity the above method an HR department of an organization is good at organizing the manpower. It covers the meth ods form the beginning of the recruitment process to management level. It first evaluate whether the employee is needed or not then after is set up a plan for the recruitment process and goes on to the recruitment process. After that it analyse whether employee needs any training, transfer, motivation etc. So this method is effective development method.Performance AppraisalTesco measures the abilities of its employees to check it has the correct skills for the future. After reviewing and dole outer discussion if staffs need training then they can apply for training. Tesco mainly focus on three things Customer, working with other and own behaviour. This will help to select the leader. last is taken for giving training or promoting the staff according to the performance audit of the employee.In this step job performance of an employee is evaluated typically by the synonymic manager or supervisor. A performance appraisal is a part of a guiding and managing career development. It is the process of analysing, obtaining and recording information about the congenator worth of an employee to the organization. It is also the judgement of an employees performance in a job based on considerations other then productivity alone.There is the long process of evaluating the performance of an employees in Tesco. Managerial team prepare an appraisal sheet where individual employee fills in the form in monthly basis. Which includes the feedback on performance of the employee and then manager analyse the sheet collected from different employee and identify whether training is needed and document the criteria used to allocate organizational reward. It also analyse the ain evaluation and decide whether to improve salary, promotion, disciplinary action, bonus etc. It also provides opportunity for organization to diagnosis and develops in facility provided to the communication facilities between employee and administration. Its main aim is to provide performance through counsell ing, coaching and development of organization.Methods of Performance AppraisalA common approach to assessing performance is to use a numerical or scalar rating system whereby managers are asked to score an individual against a number of objectives. In some companies, employees receive assessment from their manager, subordinates and customers while also performing a self assessment.Establishing performance cadences setting up of the stanandards which will be used to as the base to compare the actual performance of the employees. This step requires setting the criteria to judge the peroformance of the employee as succesful or unsuccesful and the degees of theri comtrubution to the organizational goal and objectives. The standards set should be clear, easily understandable and in measurable terms. In case the performance of the employee cannot mesasured, great care should be taken to describe the standards.Establishing performance standardsCommunicating standards and expectationsMeas uring the actual performanceComparing with standardsDiscussing ResultsDecision making-taking corrective actionsCommunicating the standards formerly set, it is the responsibility of the management to communicate the standards to all the employees of the organization. The employees should be informed and the standards should be clearly expained. This will help them to understand their roles and to know what exactly is expected form them. The standards should also be communicated to the appraisers or the evaluators and if required, the standards can also be modified at this stage itself according to the relevant feedback from the employees or the evaluators.Measuring the aperformance it is difficult to measur the work done by the employees during the specified period of time. It is a continuous process which involves monitoring the performance throught the year. This stage requires the careful selection of the appropriate techniques of measurement, taking care that personal bias does not affect the outcome of the process and providing assistance rather than interfaceing in an employees work.Comparing the actula with in demand(p) performance the comparision tells the deviations in the performance of teh employees from the standard set. The result can show the actual performance being more than the desired performance or the actual performance being less than the desired performance depiciting a negative deviation in the organizational perofrmane. It includes recalling, evaluating and analysis of data related to the employees performance.The result of the appraisal is communicated and discussed with the employees on one to one basis. The focus of this discussion is on communication and listening. The results, the problems and the possible solutions are discussed with tha aim of problem solving and reaching conssensus. The feedback should be given with a positive attitude as this can have an effect on the employees future performance. The pressure of teh metting s hould be to solve the problem faced and motivate the employees to perform better.The last step of the process is to take decisions which can be taken either to improve the performance of the employees, takes the required corrctive actions, or the related HR decisions lile rewards, promotions, demotions, transfers etc.ConclusionTescois a succesful organization in UK. They have incresase market share and retails unit over the last five year. Their model of HR is strong and highly practiced and highly commited. Their main focus on the training issues and also on vital to the success of the organisation, without commitment, it would amount to a wsate of resources. The entire organisation is involven in training and is offered to all levels within the organisation.Give good training and development of its employees is necessary for Tesco to continue its work and sustain in the world as a world leading retailer. It uses same approach with both existing and new employees. This ensure the s taff of this comapay have right skills to provide a strong base to support future growth of the business.