Implementing strategic HR

 

Introduction

            Implementing strategic HR and its role in the organization has increased in importance. The challenge is always present and revolves around the work, skills of the whole employees, and performance of the management; all are targeting the business’s goals. Tesco ensures that each and every employee has the opportunity to understand his or her individual role in contributing to the Tesco core purpose and values. This requires an innovative induction program that caters for different cultures, styles of learning and varying commitments to the job. The frontline employees are considered the ultimate reflection of Tesco to its customers, but all employees have a very important role to play in turning core values and customer commitment into reality on a daily basis. Ensuring all of Tesco’s employees, wherever they work or what role they are playing, is a big challenge. The training creates a graphical journey through the history of Tesco, its core purpose, values, business goals, financial aims, operations and marketing strategy and its commitment to customers. All employees are receiving more training than before.

Job Analysis

Through the commitment of the organization in the Corporate Social Responsibility (CSR), there is a strong emphasis in the social activities like providing jobs in the community and to train long-term unemployed people for jobs in new stores. Through the help method of job analysis, like observation methods, interview techniques, questionnaires, and job inventories or checklists, the human resource management in the Tesco became an essential part of the organization towards the overall success.

Future concentrates on providing a clear way of defining roles, responsibilities and activities. The system guarantees that all employees are responsible, accountable, consulted and informed. The Tesco intends to continue its emphasis on increasing the skills of its workforce. The integrate HR had strategically included in the plans and can gradually affect the decision making aspect. The increase in training priority has been supported by a rise in Human Resource Management. This practice emphasizes that increased growth can only be maintained in the long run; by equipping the work force with the skills they need to complete their tasks.

Effectiveness

The focus on HR for developing the employees through continuous training is vital to the success of the organization, without commitment, it would amount to a waste of resources. As the UK’s largest retailer, with more than 470,000 employees across 14 countries making the challenges arise in managing such a large workforce.

Enthusiastic

Through the Tesco’s corporate values: “No one tries harder for customers” and “Treat people how we like to be treated”. The enthusiasm in creating new and even in work is always important in any aspect of working industry. Because of the proper deployment of many HR programs, the effectiveness can be seen in attitude of the workers.

Values

These apply both to customers and staff, and for the latter focus on teamwork, trust and respect, listening, supporting and saying thank you, and sharing knowledge and experience. There’s a deeper understanding in the values of the company that were once blurred in the employees.

Support

Tesco can claim an undying support from the employees although; the company faces a challenge regarding the diversion that includes financial services. The company also expanded internationally, but the answer in economic downturn is enough to keep the company’s values.

Growth

The Tesco’s HR practices are so deeply ingrained that they are sure to be seen as key to both short-term survival and longer term growth. The company is creating 11,000 new jobs in 2009, and will target the long-term unemployed. Another key value is the commitment to offer all staff an ‘opportunity to get on’, with vacancies advertised internally, and front-line managers trained to manage talent.

 Meritocracy

Tesco also boasts the best employee benefits package in the food retail sector, with an award-winning pension scheme. Some 170,000 staff own shares or are members of share schemes, and there is discounted dental, health and life insurance on offer.

Critics

The well-trained employees and a good vibe in the organization will endure any critical insight about their companies. Therefore, the company’s response is to point to its responsible action towards the community.

Conclusion

In the use of the job analysis, Tesco can derive into human resource solutions that will highly relevant towards the success of the service in the organization. The job analysis, created by the organization sometimes, different from one another and depends of the needs of the organization, and it is the job of the HR staff on which method suited best.

References:

EMCC (2003) Corporate Social Responsibility in Tesco: EMCC Case Studies [Online] Available at: http://www.eurofound.europa.eu/emcc/publications/2003/uk03002a.pdf [Accessed 08 November 2010].

Mullins, L (2005) Management and Organizational Behavior Prentice Hall, Pearson Education, Edinburgh [Online] Available at:  http://www.businessteacher.org.uk/free-business-essays/tesco-hrm-essay/ [Accessed 08 November 2010].

o’Reilly, N., (2009) Effectiveness of HR in Tesco Tesco HR director Therese Procter: exclusive interview and video [Online] Available at: http://www.personneltoday.com/articles/2009/07/27/51549/tesco-hr-director-therese-procter-exclusive-interview-and-video.html [Accessed 08 November 2010].

Whitelock, N. (2003) Tesco’s new recruits see the big picture [Online] Available at: http://www.businessteacher.org.uk/free-business-essays/tesco-hrm-essay/ [Accessed 08 November 2010].

 

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