Benefits for Tesco in providing a training program

There are huge advantages for Tesco in supplying a structured training program. Tesco now have 2,200 shops and roughly 280,000 workers in UK and over 460,000 worldwide. These figures show Tesco has a large business worldwide. For such a big organization, structured training programs are needed in order to manage workers in such a large number. Training is itself a big investment and big investments require justification. Tesco also utilizes methods to get feedback from subordinates, peers, and mangers in the organization which helps more in making whatever in order and structured.

Get quality help now

Doctor Jennifer

Verified writer

Proficient in: Employment

5 (893)

“ Thank you so much for accepting my assignment the night before it was due. I look forward to working with you moving forward ”

+84 relevant experts are online

Hire writer

There are enormous advantages for Tesco in offering a structured training program. Tesco now have 2,200 shops and approximately 280,000 workers in UK and over 460,000 worldwide. These figures indicate Tesco has a big organisation worldwide. For such a large company, structured training programs are necessary in order to handle workers in such a great deal. Training is itself a big financial investment and big financial investments need reason. Tesco likewise uses approaches to get feedback from subordinates, peers, and mangers in the company which helps more in making everything in order and structured.

Tesco supplies well structured monitoring and assessment of training anddevelopment. It also utilizes informal technique to development by askingemployees straight. Managers and students weekly held casual reviewsession as well as official sessions to track procedure versus the personaldevelopment plans. Feedbacks are carefully kept track of and scored. Suchkind of constant, monitoring and evaluation, training attain a return oninvestment.Tesco provides well structured tracking and assessment of training anddevelopment. It also utilizes informal method to advancement by askingemployees directly.

Supervisors and trainees weekly held informal reviewsession in addition to formal sessions to track process versus the personaldevelopment plans. Feedbacks are carefully kept track of and scored. Suchkind of continuous, monitoring and evaluation, training achieve a return oninvestment.

TESCO

Introduction

Tesco is the biggest private sector employer in the UK. The company has more than 360,000 employees worldwide. In the UK, Tesco stores range from small local Tesco Express sites to large Tesco Extras and superstores. Around 86% of all sales are from the UK. Tesco also 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 Tesco’s strategy to diversify and grow the business.

In its non-UK operations Tesco builds on the strengths it has developed as market leader in the UK supermarket sector. However, it also caters for local needs. In Thailand, for example, customers are used to shopping in ‘wet markets’ where the produce is not packaged. Tesco uses this approach in its Bangkok store rather than offering pre-packaged goods as it would in UK stores.

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 organisation’s likely future needs for people in terms of numbers, skills and locations. It allows the organisation 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. www.thetimes100.co.uk

146

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 recognises the importance of motivating its staff to progress their careers with the company. Tesco practises what it calls ‘talent planning’. This encourages people to work 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 to develop their careers with Tesco. Their manager sets out the technical skills, competencies and behaviours 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. 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.

At Tesco these documents are combined:

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 are carrying out jobs to the appropriate standards.