LON150922009 Jaime Gonzalez Placer

TALENT MANAGEMENT

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Table of Contents
Introduction ................................................................................................................................ 3

Identification of the firm’s current Talent Management strategy .............................................. 4

Identification of the relevant regulatory factors that impact this organisation and HRM
practice ....................................................................................................................................... 5

Identification of any environmental factors ............................................................................... 6

Identification and analysis of a core position(s) within the business unit ................................. 7

Performance Management Criteria ...................................................................................... 10

Recommendations for your organization in relation to the strategies ..................................... 11

Recommendations on how these strategies could be operationalized. .................................... 12

Conclusion ............................................................................................................................... 14

References ................................................................................................................................ 15

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Introduction
Talent management is referred as the organisation’s commitment to recruit, retain and
develop the most talented, skilled and superior employees in the job market. It is about
managing the ability, competency, and power of employees within an organisation. The
concept is not just restricted in recruiting the right employees at the right time and in the right
field but it extends. Recruitment of the best talent from the industry is always a big concern
for the companies in current business situation but the most important thing is about retaining
them. Talent Management in an organisation is not limited in attracting the most skilled
individuals from the respective industry but is considered as the continuous process which
includes sourcing, hiring, developing, retaining, and promoting them while meeting the
organisation’s necessity.

This report will identify the Tesco’s current talent management strategy which will
include the recruitment, selection and performance management and diversity. It will then
identify the relevant regulatory factors that impact Tesco and its HRM practice. In addition to
this, the report will also outline the environmental factors that could impact the Human
resource management practices in Tesco. Furthermore the report will then identify the core
position within the business and its performance management criteria. Recommendations will
be outlined at last which will outline the strategic that Tesco could implement and execute to
improve its talent management strategies.

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Identification of the firm’s current Talent Management strategy

Tesco is the largest private sector employer in the UK. The company has more than 360,000
employees all over the globe which surely forecast that the company is very much concerned
about the recruitment and selection. The company operates in more than 12 countries outside
UK and the international expansion of the company is its strategy. Talent management is
referred as the organisation’s commitment to recruit, retain and develop the most talented,
skilled and superior employees in the job market (Wickramasinghe and Samaratunga, 2016).
It is about managing the ability, competency, and power of employees within an organisation.
The concept of Talent Management at Tesco is not just restricted in recruiting the right
employees at the right time and in the right field but it extends. Recruitment of the best talent
from the industry is always a big concern for the Tesco in current business situation but the
most important thing is about retaining them (Wickramasinghe and Samaratunga, 2016).
Talent Management in Tesco is not limited in attracting the most skilled individuals from the
respective industry but is considered as the continuous process which includes sourcing,
hiring, developing, retaining, and promoting them while meeting the organisation’s necessity.

Here is the talent management strategy of Tesco in Brief:

Recruitment and Selection

In the first step of screening, Tesco recruiters look carefully at each of the employees CV.
The CV summarises the candidate’s education and job history. The company also provides
job type match tool on its careers web page.

Figure 1: recruitment and selection process

Source: (Hatum, 2014)

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The processes the specified company uses to select external management candidates have
several stages.

The candidates who pass the screening stage are then required to the assessment
centre which took place at stores and run by the managers. The stage helps the company to
provide consistency in the selection process (Shabib-Ul-Hasan, 2012). After the completion
of the assessment centres, candidates who are passed on it take part in the interview to make
sure that they fits the job requirement or not.

Talent management is an everyday activity at Tesco, resource of forecasting, career

discussion and talent planning are critical for the talent acquisition at Tesco that delegates at
the talent management (Samantara and Sharma, 2014). The company is the largest private
sector company has now moved from the traditional business operations to more diverse
business areas such as personal finance and insurance, spotting talent and ensuring the right
people were in the right place. The management stick around to the people as it needs to feed
their growth.

Rewards at Tesco

The management at Tesco believes that rewarding the employees is not based on what they
do to work, but it is based on how they conduct the work. At Tesco, employees have clear
and mutually agreed objectives that measure how employees are getting on. The company
rewards to the employees who gives some extra effort during the stages of the work.

Training, development & support at Tesco

Tesco have world of training and development at the workplace. Throughout its training and
development programme, employees will have bespoke technical and leadership development
training to assist its employees to be in their very best. The management focus on the
employees and ensure that they get a fantastic support system from the day they arrive.

Identification of the relevant regulatory factors that impact this organisation and HRM
practice
In UK, corporations are required to adhere to certain practices that ensure that discrimination
in the workplace is eliminated and expectations of equality are always met at the workplace.
All workers have to be treated with equality and be given the same amount of opportunities

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irrespective of the race, age gender, place name or anything that diversifies the human race.
The legislations in the place are in existence to ensure that a working environment is
developing that displays equality all human race (Samantara and Sharma, 2014). There is
Equality Act since 2010 in order to make sure that the companies are maintaining the
minimum standards and are wide ranging and comprehensive. Some of these acts are equality
act, human rights act, sex discrimination act and disability discrimination act and many
others.

At Tesco, all human races are welcomed. The company aims in attracting and
developing the talent wherever it exists and build teams which reflect the local community. It
is done so that the company could provide the best practices to its consumers. An inclusive
workplace is where every employee is treated with dignity and respect. The company wants
to encourage everyone in its business so that they can reach to its potentials whoever they are,
wherever they work, and whatever they do (Safari, 2016). The specified company is
committed in ensuring that during all aspects of the employment with the employees must
include the recruitment, training and development, so that all colleagues are given the same
opportunities as everyone else.

Tesco understand s the importance of career sponsorship, mentoring, and networking

in order to develop the talent whatever and wherever it exists. The HRM division of the
company wants to encourage our colleagues for whole background, life experience or
traditional role in society has the potential; to create the barriers (Palmer, 2004). The
company works in number of external environment to ensure and to give equal opportunity to
everyone. Tesco is also the member of Stonewall and also supports Open for Business in their
coalition to support LGB&T inclusion around the world.

Identification of any environmental factors

Human resource planning can be affected by the internal and external change every time, thus
the forecasting and flexibility are essential terms in effective planning and adapting (Nafei,
2015). In doing so the HR managers of Tesco are what are going in within the context and
outside the context for the company, the industry and the marketplace in which it is
operating. Some of the external factors that affect polices of talent management in Tesco are:

Political: the HRM practices get affected from a shift in local public opinion to a change in
the government for the new entrance in the market (McDonnell, Hickey and Gunnigle, 2011).

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Many important factors affect the talent management policies such as how much tax is to be
paid, minimum wages rate, how markets are controlled, number of staffs required, quality of
the staff available to get hired and many others factors are available to influence the HRM
practices in the company.

Economic: fiscal and monetary terms also affect the salaries, trading and development of the
most immediate concern in the human resource planning. Thus, eternal economic splays a
very critical concern in the HRM practices (McDonnell, Hickey and Gunnigle, 2011). This at
least makes the local economy more difficult. Developing the economic factors into the
human resources assist in predicting the number of employees that the company need are is
capable to pay.

Social: Numerous social factors affect the HR planning of the Company but it is important to
take some points into considerations such as equality and diversity. There must be a clear
discrepancy of one social group and it is good idea to build ways to the opening of the new
opportunities. The company aims in attracting and developing the talent wherever it exists
and build teams which reflect the local community (Krishnan and Scullion, 2016). It is done
so that the company could provide the best practices to its consumers. An inclusive
workplace is where every employee is treated with dignity and respect. The company wants
to encourage everyone in its business so that they can reach to its potentials whoever they are,
wherever they work, and whatever they do.

Identification and analysis of a core position(s) within the business unit

Job Description - Store Manager

Job title Store Department Retail
Manager
Position and Reporting to
reporting line Manager

Purpose of role To drive the team to achieve sales targets and support the
Manager.

Key Manager, Sales team, Retail Manager, Customers.

relationships

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Key Tasks  To effort the sales team to attain planned sales marks.
 To safeguard adaptation rate and normal spend targets
are met.
 To guarantee set package values are transported.

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Person specification: Store Manager

Skills and  Skills to handle large team

Abilities  Customer oriented approach.
 Good communications kills will clear and responsive.
 Monitor and evaluate the work of others in order to get
development.
Experience  2 Years’ experience in same position.
Essential  Positive track record.

Desirable  Knowledge of delivering training to groups and individuals.

 Capability to manage poor presentation and resolve engagement.
 Basic indulgent of disciplinary measures
Knowledge  Knowledge of Tesco business operations

Personal  Extremely self-motivated with aptitude to inspire others.

Attributes  Flexible to change.
 Sturdy “can do” approach

Recruitment and selection process

Figure 2: Selection process

Source: (Hatum, 2014)

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Performance Management Criteria

Performance management is something that organisations do to improve their revenue and
become more successful and to stay ahead of their competitors. Performance is the key
criteria behind the success of the firm or failure of the firm. The success or failure depends on
the performance for the employees (Krishnan and Scullion, 2016). The performance
management system at Tesco ensures that the business objectives and goals are meeting by
the employees. The company has executed it as the strategic tool for the company that helps
it to focus on employees and organisations at the whole. The management of Tesco believes
that the company might have a top class performance management system in the workplace
but the system is only effective on the managers who implement it.

Tesco has delivered impressive performance and the good performance is

underpinned by the right strategic objectives which need to be communicated with the staff.
Some more critical aspects in the performance management operations are making sure that
everyone in the company is actively engaged in order to improve the company performance
and having the proper data and analytical tools to test the idea and turn insight into customer
and business relevant actions (King, 2015). Tesco which is among the largest retailers in the
globe in terms of revenue has transformed itself from ‘pile it high’ to ‘sell it cheap’ market
trader.

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Figure 3: The performance management framework

Source: (Hatum, 2014)

The management of the company has decided to create a performance management

framework that would provide the outline and map of the key strategic objectives of the
company. The main purpose of this performance management approach was to help the
organisation to steer on the success. The company decided to appropriately name its
performance framework as the Corporate Steering Wheel (Hatum, 2014). The management
maintains that training and education is essential to ensure individuals to understand how
they can contribute to the success of the company. This simple approach makes people to get
engaged in the performance and makes them think on how that would can improve their self-
performance.

Recommendations for your organization in relation to the strategies

Tesco should have will for investing the required effort and resources towards developing
and training leaders. With the help of updated strategies and recognition need for change, it is
possible for identifying and developing top talent (King, 2015). It is imperative for world

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companies, that are powered by agile remote teams for establishing leadership potentialities
from within encouraging organization loyalty and securing a future lined with achievements,
the talent strategies should include, Tesco to remain committed to all the old ways that lose
key talent as well as stumble constantly for climbing over the fallen trees which block their
path to achievements (Hatum, 2014). In an effort for assisting companies in full modification
of strategy and processes it is recommended some of the proactive ways to assists in this
necessary evolution.

It is recommended that, Tesco should be open to change as well as should have will to
redesign culture and structure because doing the same thing again and again will never yield
a different outcomes. The company should consider this as an opportunity to truly transform.
Through developing a bench strength is basically the great form the good but yet this needs
commitment from the employees and the employer (Hatum, 2014). The company can do it
but the change will not occur overnight and it will also not happen without significant
thought and strategy establishment that means work and adaptation. Tesco should embrace
flexibility which means not only the company needs to recognize employee’s requirements
and desires but still the company needs to like it. This is an important change but a good one
as the company look for better future of their management. By Customizing hours of works
and enabling for remote workers, executing informal and formal policies and rules, deciding
better utilization of technology and freedom of device selection and also use of media, all
these empower a workforce and make loyalty and trust require ingredients for a changing
workforce as well as era of working and operating. Even, Tesco are at the entrance of a new
employment dawn (Deadrick and Stone, 2014). It is also recommended that, Tesco should
even consider contract as well as contingency employers as a part of the workforce mix as
this is a great way for benefiting from multiple as well as varied talents sets during offering
huge flexibility in the opportunities of works. A good talent management system gives the
required oversight and inventory of the company’s talent and their achievements.

Recommendations on how these strategies could be operationalized.

It is recommended that, the task of establishing a talent management strategy also falls to
human resources professional and specialist who operates in consultation along with the
functioning of businesses. It is recommended that, Tesco’s human capital functions should do
planning and talent mapping to performance evaluation and should constantly seek for new
ways to integrate, align and steam line functions of human capital with broader corporate

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aims. It is also recommended that to become more effective in human capital management,
Tesco requires very precise as well as timely data regarding individuals and also you need to
be able for analyzing this information collectively for the purpose of making informed
decision (Deadrick and Stone, 2014). Tesco should have much more integration amongst the
activities as diverse as recruitment, benefits management and training development for the
better work force planning.

Tesco’s talent management interventions must be clearly concentrate on teams of

individuals as without this the proactive attention will put the business at risk. The company
will also need numerous target locations for talent management activity and functioning.
Such concentrated interventions should complement active development of the entire
workforce, not only substitute for it. Talent and succession strategies require to be woven in
with the normal procedures in order to manage individual performance and development
(BLASS, 2016). It is highly recommended that, the managers of Tesco require acting
collectively for their collective data sharing, decision making and action. Discussions
amongst managers require associating with the company for reaching down in the talent
pipelines as well as benefiting action across divisional boundaries. At last it is recommended
that, the business leader of Tesco who execute the best talent management strategies and
procedures should much more prepared than their competitors to compete in the world
economy as well as capitalize quickly and smoothly on new opportunities.

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Conclusion
The report outlined that talent management is referred as the organisation’s commitment to
recruit, retain and develop the most talented, skilled and superior employees in the job
market. It is about managing the ability, competency, and power of employees within an
organisation. It stated that Tesco’s talent management interventions must be clearly
concentrate on teams of individuals as without this the proactive attention will put the
business at risk. The company will also need numerous target locations for talent
management activity and functioning. The study concluded that Tesco should be open to
change as well as should have willed to redesign culture and structure because doing the
same thing again and again will never yield different outcomes. The company should
consider this as an opportunity to truly transform.

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References
BLASS, E. (2016). TALENT MANAGEMENT. 1st ed. [Place of publication not identified]:
PALGRAVE MACMILLAN.

Deadrick, D. and Stone, D. (2014). Human resource management: Past, present, and future.
Human Resource Management Review, 24(3), pp.193-195.

Hatum, A. (2014). Next generation talent management. 1st ed. [Place of publication not
identified]: Palgrave Macmillan.

King, K. (2015). The Talent Deal: How employees respond to global talent management.
Academy of Management Proceedings, 2015(1), pp.10163-10163.

Krishnan, T. and Scullion, H. (2016). Talent management and dynamic view of talent in
small and medium enterprises. Human Resource Management Review.

McDonnell, A., Hickey, C. and Gunnigle, P. (2011). Global talent management: exploring
talent identification in the multinational enterprise. European J. of International
Management, 5(2), p.174.

Nafei, W. (2015). Talent management. 1st ed. Saarbrucken: OmniScriptum.

Palmer, M. (2004). International Retail Restructuring and Divestment: The Experience of

Tesco. Journal of Marketing Management, 20(9-10), pp.1075-1105.

Safari, A. (2016). A New Quantitative-Based Performance Management Framework for

Service Operations. Knowledge and Process Management, 23(4), pp.307-319.

Samantara, R. and Sharma, N. (2014). Talent Management at Tesco HSC—A Case Study.
Management and Labour Studies, 39(4), pp.477-485.

Shabib-Ul-Hasan, S. (2012). Managing Talent; Twenty Commandments about Talent

Management. IOSR Journal of Business and Management, 2(6), pp.31-36.

Wickramasinghe, V. and Samaratunga, M. (2016). HRM practices and post-promotion

managerial performance. Evidence-based HRM: a Global Forum for Empirical Scholarship,
4(2), pp.144-161.

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