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Select an organisation or industry as the case study for your report. Identify some of the key challenges for recruiting the workforce for this organisation/industry, and recommend strategies to address these challenges. Your report should make reference to factors such as labour supply/demand, organisational image, demographic issues (such as an ageing workforce, generations, diversity etc), as well as recruitment strategies such as employer branding and types of advertising.

Workforce planning

Tesco is an organization operating in the retailing industry for quite some time. The organization was founded in the year of 1919 and has its headquarters in Hertfordshire, England. According to the latest report published by Tesco, it currently has 6,553 stores across the entire world. The organization has been operating as a major player in the UK retailing industry and has a strong presence in other European and Asian countries. An organization of such magnitude requires efficient and effective organizational policies and business models to ensure smooth completion of the business activities. The recruitment and selection process of Tesco is one of the most important components of its business model, which ensures that the organization has skilled employees for all the business activities in the business and operational model. This report analyzes these processes in Tesco and tries to provide some recommendations to increase their efficiency (Brewster, 2016).

This process is an integral part of the operational model of Tesco, which ensures that the organization has the required number of employees at any point of time. This process takes a lot of input data from various modules of the business model of the organization. The results out of the workforce planning process lets the management know the possible future employee requirements along with the present requirements for employees (Boxall, 2013). This process takes a lot of factors into consideration before providing the results to the management of Tesco. These factors include technological unemployment, changes in the employment preferences of the employees in the corresponding societies along with the changes and enhancements in the technologies used by the business processes of Tesco (Knies, 2015). Based on the results of the workforce planning process, the management of Tesco designs and develops the overall recruitment and selection strategy for the organization, which ensures that enough skilled employees are present in the workforce of the organization (Brewster, 2016).

The process of job analysis in the operational model of Tesco is responsible for analyzing the requirements and descriptions of various jobs in the business model of the organization. The human resource managers in Tesco work closely with the higher management of Tesco to describe and analyze various jobs in the workplace of the organization based on the results of the process of workforce planning (Stredwick, 2013). Various jobs are created in Tesco as the results of this process which defines effective job specification and description. The job specification allows the management to define the skills required to carry out the responsibilities of the job and the job description allows the management to define the activities and responsibilities associated with job in the business model of the organization. According to these job specifications and descriptions, the human resource managers in Tesco carry out the recruitment and selection processes (Storey, 2014). The process of job evaluation allows the human resource managers to determine the significance of the corresponding jobs in the business and operational model of Tesco. The results of the job evaluation process along with a number of other factors, allow the management of Tesco to determine the remuneration to be provided to the employees having the corresponding job (Budhwar, 2013).

Job analysis and evaluation

The recruitment strategy of Tesco involves various processes in which the human resource managers recruit the candidates as the employees in the organization. The processes responsible for attracting the candidates and recruiting them are mentioned in this section of the report.

The process of internal recruitment allows the HR managers to identify suitable candidates inside Tesco itself, for a new opportunity in the organization. The process of internal recruitment allows the HRs to post the job specification and description in the internal portal in Tesco along with sending mail directly to all the employees. This process of sharing the available opportunities in Tesco allows the employees to approach the HR managers regarding their interest in any of the available positions. Then the candidate is evaluated by the HR managers and the personnel in the corresponding team in order to determine his or her suitability to the opportunity (Chelladurai, 2017).

The HR managers try to find and attract potential candidates on various job sites and social networking platform as part of the process of external recruitment. Then the HR managers either directly send mail to the potential candidates or outsource the process of interacting with the candidates to various consultancy agencies working in the corresponding societies. This in turn allows the candidates to get the information about the job vacancy in Tesco and to apply for the corresponding vacancy (Hoque, 2013).

The selection strategy of Tesco focuses on the efficient design and implementation of the selection processes which allows the suitable candidates to be converted into the employees of the organization. This section of the report analyzes the current selection processes used in Tesco. The selection process used by Tesco involves the below activities in order (Riley, 2014).

  • Screening
  • Interview invitation
  • First level interview
  • Second level interview
  • Managerial round
  • HR discussion

The candidates applied for a particular job vacancy in Tesco are screened initially based on their CV and work experience. This initial screening allows the HR managers to avoid conducting further interview rounds for the candidates who don’t match the requirements of the job opportunity at all. Then the HR managers invite the candidates shortlisted in the initial screening process. The interview process of Tesco puts the candidates through two rounds with increasing toughness and then a managerial round. In these rounds the candidates are evaluated on the basis of their problem-solving skills, technical skills, work experience and work ethics. Then the selected candidates are put through another round of discussion with the HR managers before joining the organization (Lengnick-Hall, 2013).

This section of the report analyzes some of the challenges faced by the human resources managers and the management of Tesco for its recruitment and selection processes.

This challenge in the recruitment process is based on the reach of the process along with its significance in attracting more candidates in the corresponding societies. The wide reach of the recruitment process can be achieved through the usage of job portals, employee referrals, recruitment consultancies and social network. This in turn allows the recruiters of Tesco to have a far reach into the available candidates in the corresponding societies. But this far reach, a lot of times affects the coherence of the recruitment process and the intention or values held by the business processes of Tesco. The involvement of a large number of intermediaries in the recruitment process affects the achievement of the actual aim of the organization. This decision between the far reach and coherence is a big challenge in the recruitment process of Tesco (Morschett, 2015).

Recruitment strategy

Maintaining equality and diversity in the workforce is another challenge for the recruiters of Tesco. The diversity in the workforce allows the business processes of Tesco to be more effective due to the presence of wide range of work experiences along with different backgrounds and through processes of the employees. So the process of recruitment in Tesco often faces this as a challenge in the corresponding societies of operation (Purce, 2014).

Another challenge faced by the recruitment process of Tesco is the trade between transparency and effectiveness of the corresponding activities. It has been proved before that too much of transparency affects the overall effectiveness of the recruitment process. So the recruiters always try to find a good balance between the transparency and effectiveness of the recruitment and selection processes (Talk, 2016).

Conclusion and recommendations

The recruitment and selection processes of Tesco are some of the best among other organizations operating in the retailing industry. These processes ensure that the human resource managers in the workplace of Tesco are efficient enough to recruit the most skilled employees in the corresponding societies to work on the business processes. The multiple phases of the recruitment process also ensure that the selection of the employees through each of the phase is efficient. This in turn results in a diverse and capable workforce in the workplace of Tesco. There are certainly a couple of areas of improvements in the recruitment and selection processes of Tesco, which can be removed through a number of changes (Sparrow, 2016). The HR managers of Tesco can use various data analytics tools to determine the changes in the corresponding societies in terms of changes in the work and employment preferences of the suitable candidates in the corresponding market of operation. This will enhance the effectiveness of the recruitment and selection processes. The human resource managers can utilize various secondary data sources present in the corresponding societies for the analysis of the market of operation. This in turn will allow the human resource managers and the management of Tesco to have a better understanding of the overall employee requirements of the organization (Marchington, 2016).

References

Anderson, V. (2013). Research methods in human resource management: investigating a business issue. Kogan Page Publishers.

Armstrong, M., & Taylor, S. (2014). Armstrong's handbook of human resource management practice. Kogan Page Publishers.

Boxall, P. (2013). Mutuality in the management of human resources: assessing the quality of alignment in employment relationships. Human Resource Management Journal, 23(1), 3-17.

Brewster, C., Houldsworth, E., Sparrow, P., & Vernon, G. (2016). International human resource management. Kogan Page Publishers.

Brewster, C., Mayrhofer, W., & Morley, M. (Eds.). (2016). New Challenges for European Resource Management. Springer.

Budhwar, P. S., & Debrah, Y. A. (Eds.). (2013). Human resource management in developing countries. Routledge.

Chelladurai, P., & Kerwin, S. (2017). Human resource management in sport and recreation. Human Kinetics.

Hoque, K. (2013). Human resource management in the hotel industry: Strategy, innovation and performance. Routledge.

Knies, E., Boselie, P., Gould-Williams, J., & Vandenabeele, W. (2015). Special issue of International Journal of Human Resource Management: Strategic human resource management and public sector performance.

Lengnick-Hall, M. L., Lengnick-Hall, C. A., & Rigsbee, C. M. (2013). Strategic human resource management and supply chain orientation. Human Resource Management Review, 23(4), 366-377.

Marchington, M., Wilkinson, A., Donnelly, R., & Kynighou, A. (2016). Human resource management at work. Kogan Page Publishers.

Morschett, D., Schramm-Klein, H., & Zentes, J. (2015). Strategic international management. Springer.

Purce, J. (2014). The impact of corporate strategy on human resource management. New Perspectives on Human Resource Management (Routledge Revivals), 67.

Riley, M. (2014). Human resource management in the hospitality and tourism industry. Routledge.

Sparrow, P., Brewster, C., & Chung, C. (2016). Globalizing human resource management. Routledge.

Stredwick, J. (2013). An introduction to human resource management. Routledge.

Storey, J. (2014). New Perspectives on Human Resource Management (Routledge Revivals). Routledge.

Talk, O. M. (2016). Operations management.

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