A Tesco Case Study

7/29/2019 A Tesco Case Study

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A TESCO CASE STUDY
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TESCO- INTRODUCTIONA British multinational grocery and general

merchandise retailer headquartered in United

Kingdom

Third-largest retailer in the world measured by

revenues (after Walmart and Carrefour) and the

second-largest measured by profits (after Wal-

Mart).

Stores in 14 countries across Asia, Europe and

North America and is the grocery market leader inthe UK (where it has a market share of around

30%), Malaysia, the Republic of Ireland and

Thailand.


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INTRODUCTION(CONTD.) 6,351 stores (As of Apr 2012) worldwide 519,671 employees ( as of 2012) worldwide

Employees are from culturally and socially diversebackgrounds

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 stockmanagement and logistics.

Head office provides the infrastructure to run Tesco efficiently.Roles here include human resources, legal services, propertymanagement, marketing, accounting and informationtechnology.


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THE AIM

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 andselection to attract applicants for both managerial and

operational roles


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THE DEVELOPMENT PROCESS


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WORKFORCE PLANNING Vital for 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 of:

International expansion

Retirement, resignation and promotion

Changes in processes and technology
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PLANNING PROCESS (CONTD.) Process runs each year from the last week in February; quarterly

reviews in May, August and November, giving Tesco sufficient timeand flexibility to meet its demands for staff and allows thecompany to meet its strategic objectives.

Tesco seeks to fill many vacancies from within the company. Itpractises what it calls 'talent planning'. This encourages people towork their way through and up the organisation

Through an annual appraisal scheme, individuals can apply for

'bigger' jobs. Employees identify roles in which they would like todevelop their careers with Tesco. Their manager sets out thetechnical skills, competencies and behaviours necessary for theseroles, what training this will require and how long it will take theperson to be ready to do the job


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JOB DESCRIPTIONANDSPECIFICATION

Job descriptions and person specifications provide the

basis for job advertisements

Help job applicants and post-holders to know what is

expected of them. At Tesco these documents are

combined. As they are sent to anyone applying for jobs,

they :

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


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JOBDESCRIPTIONANDSPECIFICATION

Recruiting the right people at the right place


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SKILLSAND BEHAVIOUR SET

Tesco has a seven-part framework that describes the key

skills and behaviours 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


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SKILLANDBEHAVIOURSETWork level 1

Description-frontline jobs working directly with customers. Variousin-store tasks, such as filling shelves with stock.

Specification- ability to work accurately and with enthusiasm andto interact well with others.

Work level 2 Description-leading a team of employees who deal directly with

customers.

Specification- ability to manage resources, to set targets, tomanage and motivate others.

Work level 3

Description-running an operating unit.

Specification-Requires management skills, including planning,target setting and reporting.


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Work level 4

Description-supporting operating units and recommendingstrategic change.

Specification-requires good knowledge of the business, theskills to analyse information and to make decisions, and theability to lead others.

Work level 5

Description-responsible for the performance of Tesco as awhole.

Specification-Requires the ability to lead and direct others,and to make major decisions.

Work level 6

Description-creating the purpose, values and goals forTesco plc. Responsibility forTescos performance.

Specification-Requires a good overview of retailing, and theability to build a vision for the future and lead the wholeorganisation.


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THEREAREPEOPLE. ANDTHENTHEREARETESCOPEOPLE

Tesco people are easy to spot because they're always: Passionate about retail

Focusing on the customer and striving to understand them betterthan anyone

Driven to achieve results through determination and commitment.

Committed to treating people in a fair and consistent way. Willing to roll their sleeves up to get things done.

Determined to respond energetically to customer feedback.

Motivated to work in partnership with others to achieve individualand team objectives

Adaptable and flexible to thrive in a 24/7 business Devoted to seeking feedback on their performance and investing

time in their own development


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ATTRACTINGANDRECRUITING

Recruitment involves attracting the right standard ofapplicants to apply for vacancies. Tesco advertises jobsin different ways. The process varies depending on thejob available.

Internal recruitment Tesco first looks at its internal Talent Plan to fill a

vacancy. This is a process that lists current employeeslooking for a move, either at the same level or onpromotion. If there are no suitable people in this TalentPlan or developing on the internal management

development programme, options, Tesco advertises thepost internallyon its intranet for two weeks.


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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 forthe final stage of the selection process.

People interested in store-based jobs with Tesco can approach

stores with theirCV or register though Jobcentre Plus. The store

prepares a waiting list of people applying in this way and calls themin as jobs become available.


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For harder-to-fill or more specialist jobs, such as bakersand 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


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SELECTION

Screening candidates is a very important part of theselection process. This ensures that those selected forinterview have the best fit with the job requirements.

In the first stages of screening, Tesco selectors will lookcarefully at each applicant's curriculum vitae (CV)

The company also provides a 'job type match' tool on itscareers web page. People interested in working for Tesco

can see where they might fit in before applying


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The process Tesco uses to select externalmanagement candidates has several stages.


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CONCLUSION

Workforce Planning allows a business time to train existingstaff to take on new responsibilities and to recruit new staff tofill vacancies or to meet skill shortages

Tesco has clear organisational structures, detailed jobdescriptions and person specifications. It provides user-friendly ways of applying for jobs and a consistent approachto recruitment and selection. This means it can manage itschanging demand for staff.


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THANK YOUSubmitted By:

Ashna BangaDiya Negi

Kuldeep Kumar

Sakshi Malik

Sudhanshu Shekar

A Tesco Case Study

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