Human resource management is an important parameter of the companies and organizations. This parameter reflects management of the employee approach towards utilizing the resources. Developing an integrated framework for managing the performance of the employees proves beneficial in yielding positive results (Bratton and Gold 2017). Here, “humans” are the employees, the asset for the organization. Talents of the employees helps the companies and organizations to reach new heights of success. However, proper management methods are needed for executing the activities according to the identified aims and objectives. This essay, through the example of Tesco, sheds light on the steps adopted for managing the talents of the employees.
Tesco managers create feasible frameworks, plans and strategies for managing the performance of the employees. These strategies include local customs and other variations. According to the current trends, the human resource management strategy revolves around training and development, communication, consultation and rewards (Tesco.com 2018). This triangular approach assists the personnel of Tesco to retain the staffs. The major drive behind this is adequate recruitment policies. Along with this, motivation is one of an important components, which helps the managers in gaining an insight into the specific needs, demands and requirements of the employees. Proper training generates courteous approach within the employees, which is an agent for attracting the clients and the customers.
Among the HRM policies and practices, training and development is crucial. This is in terms of maintaining the pace with the time and financial constraints. At the initiation of every financial year, plans are made for recruiting “front line” staffs. Here, the selection criteria is possessing graduate degrees from leading universities (Tesco.com 2018). The training helps the employees of Tesco to gain familiarity with the workplace culture and norms. Mention can be made of the specific recruitment programs, which are conducted under the supervision of foreign clients. This approach helps in identifying the changes, which needs to be made for upgrading the standards of the preconceived skills, expertise and knowledge of the employees.
One of the mentionable points for Tesco is valuation for the staffs instead of merely favouring the graduates. At the time of induction training, the employees are assured that exposing better performance would help them to gain opportunities to develop their skills, expertise and knowledge. Mention can be made of the fishmongers and bakers, who gained individual praise and recognition. According to the data, 97.4% of shop floor and 99.9% of employees were provided with bronze level training in 2008 (Tesco.com 2018). 94.2% of the shop floor employees achieved silver level competency training, which included the experts and the experienced. Within this process, Tesco managers are conscious enough towards investing in the employees. Along with this, the managers also realize the importance of increasing the number of skilled workers.
Within this, cognitive theory can be applied. Application of this theory provides the Tesco managers with an insight into the ways and means through which the information is processed and stored in the minds of the employees. The segments of the theory is considered by the managers for assessing the behavioural approach of the employees in the workplace and society as a whole. Tracking the approach of the employees towards performing the activities helps the managers to appraise the performance. According to the arguments of Bailey et al. (2018), Cognitive learning theory helps the managers in assessing whether the adopted training and learning methods in terms of achieving the identified and specified objectives.
Social cognitive theory is analysed through the consideration of behaviour, personal and environmental factors. The conglomeration of personal and environment factors reflects the pressurization through outside forces. Focus is placed on the behaviour of the employees towards handling these forces. Upon finding tactfulness in dealing these pressures, the managers think of giving tough challenges to the employees for assessing their capability. However, rationality is maintained in these assessments for gaining trust, loyalty and dependence from the clients. However, Brewster et al. (2016) opines that Observational learning is an important component within the HRM practices of Tesco. Within this, group discussions are conducted, which results in knowledge transfer from one employee to the other. This transmission helps in reducing the knowledge gaps between the employees.
In addition to the training and development program, Tesco needs to be credited for adopting Options Development Program, which provides the opportunity to the employees to select their skills, which they wish to learn. The supervisors and trainers take special care for assessing that the employees attain an easy understanding of the levels. This assessment is effective in terms of preparing the career development plans. The special attraction of this plan is that the employees are urged to create the plan (Marchington et al. 2016). However, guidance is provided to the employees for averting unrealistic goals. According to the statistics, one in 30 employees attend the program.
Expansion of the program into the threshold of Central Europe and Asia in 2009 is one of the mentionable acts of Tesco. The major drive behind this was offshore management, which expanded the scope and arena of supply chain management. Involving the research and development team in the planning process helps in raising the standards and quality of the training courses. Innovations within the training courses helps the employees to gain familiarity towards the current marketing trends.
One of the other aspects of the HRM in Tesco is communication and consultation. Bottom-up feedback is used by the managers to enhance awareness about the specific needs, demands and requirements of the employees. These are staff question time, face-to-face interviews and in-house internet (Albrecht et al. 2015). Along with this, Tesco follows annual staff survey and Viewpoint, which are kept confidential. The managers use these methods for excavating the issues, which the employees might face while executing the allotted tasks. Consideration of problem solving cycle helps the managers of Tesco to achieve effective solutions for the potential issues. Spontaneous approach towards this direction is assistance in terms of maximizing the returns. Feedbacks help in assessing the response of the clients towards the propositions.
The third aspect of HRM, in case of Tesco, is rewards and benefits. Rewards are effective in terms of luring the employees towards the brand image. The employees are briefed about the benchmark, which they are to reach. Upon achieving success, they are rewarded with praise, individual recognition, bonus, salary increments among others (Jackson et al. 2014). Here, motivation theories can be applied. As a matter of specification, Maslow’s Hierarchy of Needs is followed for gaining an insight into the needs of the employees. This insight helps in providing motivation according to the needs. Upon analysis, companies like Tesco has found that here, the need is that of self-esteem in terms of enhancing the professionalism. Therefore, the motivation is based on the identification of hygienic and non-hygienic factors, which provides satisfaction to the employees. These aspects brings Herzberg’s theory of motivation into the discussion.
Talent analysis is one of an important component within HRM practices of Tesco. Within the plans, one of the essential aspect is provision of congenial working environment to the employees. Along with this, organizing effective training programs for the employees is accounted as one of the effective agents for retaining the employees (Purce 2014). Equality Act (2010) is followed for monitoring the performance of the employees. Ethical Code of Conduct is implemented in terms of averting illegal and unwanted instances. The challenges, which companies like Tesco face, are cultural differences. The employees belong to different socio-cultural backgrounds. There is a lot of difference in their learning styles. However, the managers need to be credited for treating the employees equally irrespective of their caste, creed, colour or religion. Counselling is done for assuring the employees that their viewpoints and opinions would be valued.
Interactive sessions at Tesco assists in unleashing the self-worth of the employees. These opportunities helps the employees in discovering their real talents towards enhancing the professionalism. Herein, Trait Theory and Great Man Theory can be related. Paillé et al. (2014) state that the managers brief the employees about the importance of self-organizational skills. Consciousness of the employees towards development of the skills is one of the behavioural “traits”, which makes the employees great”. Supervision from the trainers is assistance towards effective career planning. Taking into consideration the checklist and templates enhances the awareness of the managers towards the extent to which the employees are being capable of executing the tasks in an efficient and effective manner.
Adhering to the Labour Laws enables Tesco to avert unwanted instances. Mention can be made about the meetings with the Human Rights Commission, which helps the personnel to respecting the individual rights of the employees. On the other hand, Kramar (2014) proposes that indulging in contracts with these members is assistance in terms of maintaining the pace with the current legislative requirements. On the contrary, non-compliance to the legislative requirements yields negative results in terms of upgrading the skills, expertise and knowledge of the employees.
Technology is one of the platforms, which helps the employees of Tesco to expose their talents. It has been observed that motivated workforce has contributed largely in maximizing the profit returns. Along with this, the employees are also provided with the freedom of transfer, which enhances employee retention. Flexible shift timings helps the employees to complete the works within the stipulated time. Choice is provided within the selection of the shifts, which is assistance especially for the employees, who are still pursuing their studies (Shields et al. 2015).
European Union directives and Prudential Regulation Authority (PRA) adversely impact the rewards systems and policies. As a matter of specification, it affects the rewards, which are a part of the Capital Requirements Directives. On the other hand, in the retail sector, the focus is on the providing a commercial outlook to the clients and the customers. This helps in reflecting the passionate approach towards maintaining the pace with the current competitive ambience of the market. Strong and flexible workplace culture helps in overcoming the challenges of harsh recruitment policies and legislative policies and practices.
Whereas, on the other hand, in education sector, policies developed by the HR, under the guidance of the Board panel is effective in terms of ensuring the academic establishment of the students (Kavanagh and Johnson 2017). Typical example is the balance between the term time and holiday time, which helps in completing the course within the stipulated time.
However, as the assignment deals with the talent management of Tesco, therefore emphasis is laid on retail sector.
According to the propositions of Maynard et al. (2017), if comparison is established with Marks and Spencer, both the brands takes special care for training the employees for working in a fast paced environment. Mention can be made of the motivation, which the managers provide to the employees for involving them within the business dynamics. The managers want the employees to delve deeper into the business operations, so that they achieve a better understanding about the ways and means for carrying out the business activities (Bamberger, Meshoulam and Biron 2014).
In case of Tesco, workplace planning is assistance in terms of gaining an insight into the ways and means through which the needs of the employees can be fulfilled. Using frameworks and conducting reviews enables Tesco in evaluating its effectiveness in terms of the identified aims and objectives (Al Ariss et al. 2014) Quarterly reviews in May, August and November is aid towards adjusting with the staffing levels. Time management is a crucial component within this review, which helps in completing the activities within the stipulated time. One of the other mentionable aspects is talent planning, which helps Tesco to stabilize the career of the employees. Within this, annual appraisal scheme is implemented, where the employees can apply for bigger jobs (Gallardo et al. 2015).
Conclusion
HRM practices and policies heavily impacts the business operations of the companies and organizations. Within this, talent management is an important aspect. European Union directives are assistance in terms of guiding brands like Tesco to avert unwanted instances. Adherence to these legislative requirements enables the brands to drive the talents of the employees in right direction. Framework involves plans, which enhances the awareness of the managers about the needs of the employees, which is self-esteem.
References
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Albrecht, S.L., Bakker, A.B., Gruman, J.A., Macey, W.H. and Saks, A.M., 2015. Employee engagement, human resource management practices and competitive advantage: An integrated approach. Journal of Organizational Effectiveness: People and Performance, 2(1), pp.7-35.
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Tesco.com 2018. About us. [online] Available at: https://www.tesco.com/ [Accessed on 10th Dec 2018]
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