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Submitted To : Prof. Dr. M Mahmodul Hasan

School of Business
Ahsanullah University of Science and Technology

Submitted By : Banger Chata

Submission Date : 26th April, 2019

 Letter Of Transmittal

Professor Dr. M. Mahmodul Hasan

School of Business
Ahsanullah University of Science and Technology
141 & 142, Love Road, Tejgaon Industrial Area,Dhaka 1208

Subject : Submission of Term Paper on HR Practices of Marks & Spencer’s, Selfridges,

Primark and Sainsbury’s.

Dear Sir,
Here is the assignment that we assigned on the topic as per your request. The
assignment has been completed by the knowledge that we have gathered from your
course “Fundamentals of HRM”.
We would like to thank you for assigning us this topic to prepare the term paper. This
task has been given us the opportunity to explore the main part of Fundamentals of
HRM. We have tried our label best to complete the assignment meaningfully and
correctly, as much as possible. Hope you will appreciate our hard work and excuse the
minor errors. Thanking you for your cooperation.

Sincerely Your’s

SL No. Name ID Signature

1. Sanjida Rahman 18.01.52.013

2. Mehnaj Rehnuma Nayla 14.02.51.010

3. Mitu Akter 17.02.51.011

4. Chanda Biswas 17.02.51.047

5. Ayesha Siddika 18.02.51.116

1
 Acknowledgement

First of all, we would like to convey our sincere gratitude and heartfelt thanks to our
honorable course teacher of Fundamentals of HRM Professor Dr. M. Mahmodul
Hasan for his overall guidance, understanding, patience and most importantly his
student friendly approach during our studies at AUST. We consider ourselves very
fortunate for being able to work with a very considerate and encouraging professor like
him. He has given us the opportunity to conducting the term paper on HR Practices
of Marks & Spencer’s, Selfridges, Primark and Sainsbury’s.
In the process of preparing the term paper, we received valuable inputs, guidance,
assistance and instruction from a number of respected persons. We would like to
express our gratitude and sincere thanks to them for their immense help and enormous
cooperation.

At last we would like to express our profound thanks to our respected teacher
Professor Dr. M. Mahmodul Hasan for his kind consent and given practical
orientation of conducting such a kind of assignment and helping in preparing the term
paper which will be helpful and worthy for our study and future career.

On behalf of
Team Banger Chata
Human Resource Management
MBA Program

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 Executive Summary

Human Resource Management is the heart of every organization. Without effective HR

practices, it is hardly possible to become successful in this competitive business world.
In this term paper we have analyzed that how the world class four retailers
organization- Marks & Spencer’s, Selfridges & Co., Primark and Sainsbury’s
do their HR practices, how they face challenges and how they can overcome from the
situation. All these four organization have high standard of HR recruitment and
selection policy. They have done their initial recruitment and selection through online.
An effective career development program is essential for every organization. It
inaugurates the realization of perfect career choice of individuals. Today HR managers
are dealing with this sort of problem in order to solve this in splendid way. However,
they are facing a variety of challenges to make a solution for future aspect. There is little
difference in the concept of recruitment and selection in HRM which is discussed in this
particular paper. Health and safety issues which are the main concern of human
resource management are completely visualize for the four companies individually.

At the last section of this paper inaugurates the comparison of human resource practices
of the four firms. Moreover, this part also suggests some recommendation through
which all the firms may gain more success in future.

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Table Of Contents

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5
 Definition of HRM

Human resource management is the practice of recruiting,

hiring, deploying and managing an organization's employees. Human
Resource Management includes conducting job analysis, planning
personnel needs, recruiting the right people for the job, orienting and
training, controlling, monitoring, managing wages and salaries,
providing benefits and incentives, evaluating performance, resolving disputes and
communicating with all employees at all levels.

Figure : Human Resource Management (HRM)

HRM is a function in organizations designed to maximize employee performance in

service of their employer’s strategic objectives. HR is primarily concerned with how
people are managed within organizations, focusing on policies and systems. HR
departments and units in organizations are typically responsible for a number of
activities, including employee recruitment, training and development, performance
appraisal, and rewarding. HR is also concerned with industrial relations, that is, the
balancing of organizational practices with regulations arising from collective bargaining
and governmental laws.

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 arks and Spencer (M&S) is one of Britain’s oldest and best known retailers of
clothing, foods, home ware. M&S “employ more than 60,000 people worldwide,
operate more than 450 stores in 30 countries, and serve tens of millions of customers
every week”.

The company was first established by Michael Marks and Tom Spencer. Marks had
immigrated to England in 1882 after fleeing anti-Semitic persecution in Russian Poland.

Figure : Marks and Spencer (M&S)

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 1.1 HR Management in the 21st century: challenges for the future

Human resources have become most important strategic player in an

organization and their management has become the most challenging task. The
management should spend time to learn the changing scenario of the Human
Resource Department in the 21stcentury. The HR department has to keep up with the
changing business environment, thus it has to formulate and edit the organizational and
individual goals accordingly. Marks and Spencer has extended its brand overseas
where it continues to achieve substantial growth. This is likely to be its main source of
growth in the near and long term future as the company develops its franchise business.
The following sections describe some of the factors that create HR practices in the 21st
century with HR practice at M&S :

1.1 (a) Human Resource as Strategic Role : Human resource management

(HRM) is a function in organizations designed to maximize employee
performance and to bring into line employee goals to the employer’s strategic
objectives. HR is first and foremost concerned with how people are managed in
an organization, focusing on systems and policies. HR units and departments in
organizations are normally responsible for various tasks, including training,
recruitment and development, performance appraisal, and rewarding. HR is also
deals with industrial relations, which is, the balancing of organizational practices
with regulations arising from joint bargaining and laws of governmental
(Rosscliff,2000). The following sections describe some of the factors that create
HR practices in the 21st century and its harmony with HR practice at M&S.

1 (b) Human Resource as Technology : Computer technology and IT has

touched lives all over and no difference in case of HR management at Marks &
Spencer . The company has been in the front position of implementing new
technology to stay ahead of competition and to make sure business that much
more efficient. The company began the UK's largest in-store tryout of radio
frequency identification (RFID) technology, that was only been tested on a
small scale during that time in the UK by other retailers such as Tesco and
Woolworths.

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1 (c) Workforce Diversity : HRM challenge is maintaining work-
force diversity. This means to effectively manage the workforce that comes from
different backgrounds such as religions, cultures, race and gender, and making
sure that no group is discriminated against in any stage of the HRM process.
M&S promotes an environment free from discrimination, harassment and
victimization, and works hard to ensure everyone is offered equality of
opportunity to achieve their full potential. All the decisions M&S makes relating
to employment practices are objective, free from bias and based solely upon work
criteria and individual merit. Not only that M&S responsive to the needs of its
employees and customers but also takes pride in the roleplayed by the company
in the community at large.

1.2 The impact of Information Technology on HR Management :

Opportunities and challenges

These days, all type of organizations are making use of innovation in their HR
administration. HR and Technology must be integrated. In the present day,
organizations are forced to be digital in practically every business area. Changes
in technology and its positive impact especially to HR practices have always been
a welcome treat. Impact of Information Technology allows the company M&S to
improve its internal processes, core competencies, relevant markets and
organizational structure as a whole. IT is forcing and supporting the way of
management and to transform. However, HR experts need to address to the problems
point out by HRIT, which may cause negative effect on both accuracy of available
information and social interaction.

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 Figure 1.2 : Impact of Information Technology on HR Management.

1.2 (a) Opportunities : M&S are recruiting people through online. Capable
and Interested applicants can provide all the required information about them
through M&S’s website. They can take part in online test and through corporate
website by uploading their cv. M&S have successfully set in HR Module that is
Enterprise Resource Planning system to their organization. With the assistance of
this module they are conducting development program and online training
centrally from various locations, keeping employee information centrally and
maintaining performance record centrally. Finally it can be said that Information
system brings greater efficiency HRP process of M&S and provided a mutual
benefit for both employees and employer.

1.2 (b) Challenges : The human resource management challenges within

the organization include competitive position & flexibility, organizational
restructuring & issues of downsizing, the exercise of self-managed teams,
development of suitable organizational culture etc. Key challenge for M&S would
be developing a sophisticated tool that not only will track their HR KPIs but also
track important indicators of the health of the business and give them real-time
data on where HR needs to focus, to ensure strategy implementation is getting
results. It also cover those associated with how HR is aligning with the retail
business plan.

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 1.3 Recruitment and selection process at M&S

Marks and Spencer has a variety of products

and services to offer to customers ranging from
trinkets to clothing accessories to food. Being
globally recognized retail store and food chain
M&S has around 700 stores in the UK alone.
Their recruitment process is open which means
that adopt different means in order to fill in
their vacancies with the people properly fitting
the job description. Their source of candidates
vary from internal references as well as from
the pool of external applicants looking to get a
chance to serve this giant brand. When it comes
to the internal methods of the recruitment and
selection process, M&S may follow it all
starting from putting an announcement on the
staff notice board, spreading word of mouth ,
promotions or using the monthly newsletter. They may also use their intranet network to post
information about the vacancy and reach people they wish to target. When it comes to external
recruitment, M&S fill out its vacancies by using print ads namely newspaper. If the job vacancy is
in the UK then the common local newspaper is used as medium.On the other hand the bigger
names i.e. The Times or the Guardian are used for bigger recruitments for example jobs for
managerial or above positions. Marks & Spencer has a fantastic online recruitment system.
On their website they have a careers section which acts as a database. Applicants can choose the
job they are interested in and they fill out their details to register themselves and then apply for
the job by creating their CV or uploading it. Some of the positions require the applicants to
undergo an online assessment test that serials from 40 to 70 questions. The jobs can be for
different branches inside the UK or it can be for a different country or region. The website or
their landline number is usually used for interview calls for recruitment. The site also has an FAQ
section which answers all the general questions a visitor to the website for any purpose might
have. For the online registration, a confirmation email will be sent to you to validate the account
for the Marks and Spencer recruitment process. Once the applicant submits the application
form, an email receipt will be sent to your given email address. The Marks & Spencer
recruitment process is easy to track, candidates can revisit the site to track the progress of the
application for a job, and edit the personal details if they require to. Marks and Spencer
recruitment process takes into consideration if applicant has any disability or learning difficulty, a
number is provided to give assistance to those individuals. Once applied for a job through the
Marks and Spencer recruitment process, the applicants cannot re-apply for a position within the
next 6 months due to high demand and server traffic.

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 The recruitment and selection process usually consists of six steps

 Search through their website under the careers section for the job role you are interested.
 The search will show all the job roles within the store across the various branches in the UK and
its recruitment is conducted through the Marks and Spencer website.
 Click on the job role with the most suitable location to you
 The Marks and Spencer recruitment process consists of an online application form.
 This will require you to create a login as a registered user. A confirmation email will be sent to
you to validate the account for the Marks and Spencer recruitment process.
 Once you submit the application form, an email receipt will be sent to your given email address.
Once a person applies for a job through the Marks and Spencer recruitment process, he or she
cannot re-apply for a position within the next 6 months.

Figure 1.3 (a) : HR Recruitment Process

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 Figure 1.3 (b) : Selection Process

1.4 Performance and Reward Systems

Now a day ever-growing international trading is doing rapidly so to gain more profit
performance management is necessary. Effective performance management solution
improves employee gold planning, career development, competency assessment
performance appraisal and organizational alignment. Now performance management of
M&S is a process of directing and supporting employees to work as effectively and
efficiently as possible in the line with needs of organization.

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 1.4 (a) Process that support management :

There are various processes that support performance management given below :-

 Performance planning includes goal setting and objective setting.

 On-going performance communication.
 Data gathering observation and documentation.
 Performance appraisal meeting.
 Performance diagnoses and coaching.
 Performance management is more complex and demanding as specially when it’s
consider, how the face change business complexity. It’s also impact upon the way
in which the organization need to operate I modern time.

1.4 (b) Four sections for the performance management:

I. Aligning team goals with corporate strategy :

For M&S to achieve strategic success, the performance of all strategic
business units, departments, teams and individuals need to be aligned to
support strategic aims and goal.

II. Engaging people and developing performance :

Building and implementing process that governed performance appraisal
and feedback for teams and individuals. Designing or refining the
competency frameworks and learning process that enable people to
develop knowledge, skills and behavior necessary to perform at
consistence high level.

III. Motivation and Influence :

Managers of M&S at all levels to directors have to motivate employees for
efficient performance.

IV. Monitoring measuring and improving performance :

In performance management that is necessary to monitor performance progress
at regular time interval. It means recognizing how and when the goal will
complete. In order to bring performance to acceptance improvement is also
necessary.

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 Figure 1.4 (a&b) : Performance of HR Management.

1.4 (c) Rewards and benefits :

At M&S it's vital that people are well rewarded. So when employee say yes to
M&S, react, motivate and retain the best people. By constantly reviewing the details of
the package to make sure that it has everything people want in a benefits scheme,
M&S ensures employee retention. Following are the things an employee can
expect while working with M&S.

 Competitive Pay
 Minimum 28 days statutory holidays per year
 Discretionary bonuses for goal achievement
 Pension
 Life insurance from day one
 Share option for employees
 Employee discount on company products
 Discounts on holiday packages, other products, etc.
 Healthcare

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 Figure 1.4 (c) : Rewards of HR Management.

1.5 Career Development and Training & Development Program

1.5 (a) Career Development : The M & S Head

Office in London employs around 3,000 people. These
employees have specialist roles within the
organization. There are the buyers of stock, people
involved in managing stock and its layout within
stores, and staff working in marketing or accounts.
The changes within Marks & Spencer have created a
business that now has a flatter organization structure.
More than 60,000 employees work in the Marks &
Spencer stores, many in management roles where
they lead and motivate a team of people. The company
also has many franchise outlets overseas. These
employees also have training needs.

Marks and spencer began by highlighting the recruitment drive in the media
of each country. Marks and Spencer uses a structured behavioral interviewing

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 format. Tjis means that interviewers seek evidence of predetermined selection
criteria.

At the initial stage , these are :

1. Leadership
2. Planning and organizing
3. Assertiveness
4. Analytical Consideration
5. Job motivation

The next stage of selection process is assessment center; this was new concept for
applicants for some countries. Assessment center measures candidates against all
seven selections criteria.

1.5 (b) Training & Development Program:

All managers at Marks & Spencer are able to create a career planning profile. This
enables them to focus on their next target role. They can then develop a career
path to support this ambition. Staff identify specific training needs based upon
the technical skills and business competencies for that role. The profile also
highlights what programs of training Marks & Spencer needs to plan for. There
are two forms of training:

 On-the-job training. This takes place while employees are carrying out an
activity in their place of work.
 Off-the-job training, as its names suggests, takes place away from the
workplace.

On-the-job training

On-the-job training might include having an attachment to a section manager

responsible for inspiring and motivating a team. An employee gets to see first-hand
what it would be like to work in that role. On-the-job training also involves practical
learning. This could mean being involved in a range of projects to improve technical
skills and business competencies. The key to this training is to get Marks & Spencer
employees 'to enjoy their work and feel they have all the skills they need to do their job
to the best of their ability'.

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Coaching

An important way of increasing skills is performance coaching. This is a form of

coaching by line managers. They review a person's performance and give feedback on
their strengths and any development needs. Together, they agree how to improve and
identify the opportunities to demonstrate these skills in their own jobs. The coaching
gives the trainees confidence and is a successful element of the training program. An
important way of increasing skills is performance coaching.

Off-the-job training

Marks & Spencer uses a range of different methods to help its employees with off-the-
job training. For example, within the organization there is an intranet. Staff can find
learning materials on this that enable them to develop their technical skills and business
competencies. Other resources for training and learning include workbooks that are
used by staff, often for open learning. Workshops and other more formal activities
provide opportunities for employees to practice their skills with the opportunity for
feedback from other staff.

Figure 1.5 (b) : Training and of HR Management.

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 1.6 Financial Budget of HR [Salary + Bonus + Increments + others]

The aggregate remuneration and associated costs of Marks and Spencer are given
below:

Categories 2018 2017 Percentage

(Units in (Units in £m) (%) change
£m)
Wages and Salaries 1199.3 1137.5 5.34881675

Social Security costs 85.8 75.8 13.32453826

Pension Costs 92.6 71.6 29.41176471

Share-based Payments 21.7 25.6 -17.44186047

Employee Welfare and 49.3 51.3 -2.941176471

other personnel costs
Capitalized Staffing 35.6 36.4 -2.191780822
costs
Total Aggregate 1410.9 1324.2 6.547349343
remuneration

Table 1.6 : remuneration and associated costs of Marks and Spencer.

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Figure 1.6 : Remuneration Framework of M&S

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22
 1.7 Health & Safety Issues and HR Ethics

1.7 (a) Health & Safety Issues : As an international multi-channel retailer,

M&S is committed to ensuring the health, safety and wellbeing of all employees,
customers and others who visit or work on our premises.

 COMPLIANCE - M&S will comply with the

relevant health and safety legislation of the
countries in which we operate including the
Health and Safety at Work etc. Act 1974. In
addition, we will adhere to our own standards
and policies on health and safety.

 RESOURCES - M&S will provide sufficient

resources to ensure a safe working
environment. This includes the provision of
safe premises, working areas, equipment and
materials.

 REVIEW/AUDIT - M&S will regularly review and evaluate our health and
safety performance.

 TRAINING AND SUPERVISION - M&S will provide suitable

information, training and supervision to all employees and others where
appropriate.

 CONSULTATION - M&S will consult with employees, including through

the Fire and Health and Safety Officer Network Groups and Business
Involvement Groups. The Committee receives updates through the Fire,
Health and Safety Officer Network Groups and other health and safety
committees. Business Involvement Groups (BIG) represent all employees in
two-way communication, discusses health and safety policy at meetings and
updates the business through the FHSO Networks.

 OCCUPATIONAL HEALTH SERVICES - M&S will provide advice and

support to line managers on managing occupational health. Further health
information is available through the M&S People Guide.

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 RESPONSIBILITIES :

 The Fire Health and Safety Committee reviews the effective management
of fire, health and safety across M&S with the object of promoting the
well-being and safety of employees, customers and visitors.
 The Store Manager (or relevant management team for non-store locations)
is accountable and responsible for ensuring in conjunction with the Fire,
Health and Safety Officer and other safety representatives that this Health
and Safety Policy is implemented.
 All employees must be aware of their individual responsibility. This
includes taking care of the health and safety for yourself and others,
following health and safety policies and standards and reporting incidents.

 RISK MANAGEMENT - M&S will identify, manage and monitor risk with
the aim of reducing it as far as reasonably practicable. Where necessary, we
will obtain competent advice to assist with risk management.

 CONTRACTORS - M&S will select competent contractors that hold the

relevant experience, skills and knowledge and ensure that they follow our
health and safety requirements.

 ACCIDENT INVESTIGATION AND REPORTING - M&S will

investigate accidents and take action and make improvements where
required. We will also comply with our statutory reporting obligations.

1.7 (b) HR Ethics : M&S aims to conduct business with the highest standard of
ethics, honesty, integrity and recognizes that you have an important role to play
in maintaining this aim. M&S believe that to create an environment in which
individuals feel able to raise any matters of genuine concern internally without
fear of disciplinary action being taken against them, and for the individuals for
feel that these matters will be taken seriously and investigated appropriately, and
as far as practicable be kept confidential.

M&S believes that any employee knowledge of wrongdoing should not remain
silent. We take all matters of malpractice, improper action of wrongdoing very
seriously and you are strongly encouraged to raise incidents or behaviours that
are not in accordance with the code, or the politics to which it refers, by following
the procedures set out below:

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Line Manager
In the first instance, M&S should consider rising your concern with your line manager.
He/she has a responsibility to listen and respond to any matter that is of concern to you.
Concerns can be raised verbally or in writing. They may be able to agree a way of
resolving your concern quickly and effectively.

Senior Manager
If you fell that you cannot raise your concern with your line manager, for whatever
reason, you should contact the senior manager in your business unit or store, who will
consider the matter and if appropriate, manage any investigation.

Audit Committee Review

The audit committee arrangements, by which employees may, in confidence, raise
concerns about possible inappropriate activity such as financial misreporting or other
matter. The committee review concerns raise through thee whistleblowing policy to
make sure that any significant matters receive independent investigation and
appropriate follow up action. The head of internal audit and risk reports any
information on allegations and investigation results to the audit committee at least once
a year.

Human Rights
Human rights are fundamental principles which allow an individual to lead a dignified
and independent life, free form abuse and violations.

M&S will not tolerate, nor will we condone, abuse of human rights within any part of
our business or supply chains, and we will take seriously any allegations that human
rights are not properly respected. If you have reason to believe that such activity is
taking place within the company or in any of our supply chains, please report this to
your line manager, or call the independent internal hotline.

Bribery and Corruption

M&S do not give or accept improper payments or gifts in order to conduct business
anywhere in the world. M&S agree the terms of supplier payments at the start of
business and pay in accordance with our contractual obligations.

You should not get involved in any business transactions that could result in personal
benefit. You should not use your position as an M&S employee to get discounts from
contractors/suppliers unless they are corporate agreed discounts notified and made
available to all employees, or do personal business, unless expressly authorized by
management.

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 1.8 Recommendation

M&S is using very strong policies in its HRM with a very efficient, technology based and
modern recruitment and selection process, Performance & Reward Systems, Career Development
and Training & Development Program. But there are some areas that it still has the
scope to improve and those are:

 M&S should use its global platform for recruitment and selection for its
global operations. While company values remain same but in cross
cultures procedures and values might differ. This has to be taken
care of too. Behavioral characteristics and country profile wise employee
selection & will mean they have the best people for the job.

 They should include situational and behavioral based open case test in their
selection process.

 There also should be open questions like “ Why do you want to join M & S”.
Interview questions should include stress related questions as the employees
will have to make decisions based on different situation and are exposed more to the
customers.

 They deploy their employees directly to the work place and rely more in on-
the-job training but they should at least give a short training before actually
making the candidates land on the job.

 Use empirical data to devise future HRM strategies.

 Utilize changing technology and market conditions to the advantage of the

organization

 Implement new strategies in the payment of pension funds to avoid internal

conflict

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The modern business cannot effectively operate in the business world if the human force
not well equipped with the latest technology and techniques. This is the responsibility of
the human resource manager to properly train the work force and to achieve
competitive advantages of business in 21st century.
There are various other issues may include the organization environment, the ethical
and Environmental challenges, globalization, economic and political instabilities,
employers and employees’ issues, the technological innovations, in which the modern
business operates. The following are the challenges faced by Selfridges & Co.

Figure : Selfridges & Co

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 2.1 HR Management in the 21st century: challenges for the future

Attracting and Selecting Best Candidate: In 21st century, attracting and

selecting best candidate may become a great challenge as the competition is too
much high. Today, every company is aware to attract the best qualified candidate.

Managing Diversified work groups: Managing diversified workforce like

people from different culture, religion, race, moral, background is a challenging
task for HR managers in this 21st century.

Making New Retention and Motivation Strategies: As Selfridges hires

employees globally. So, it is important to make new retention and motivation
strategies for different employees which are a very challenging task indeed.

High Turnover Challenge: As Selfridges always faces high turnover, it is a

constant challenge for the company to recruit and retain sales staffs.

Work life Balance: Balancing work life and personal life is a great challenges
for Selfridges

2.2 The impact of Information Technology on HR Management :

Opportunities and challenges

2.2 (a) Opportunities:

Technological advances can provide following opportunities to the

Selfridges:

 Efficient Recruitment process: Technology has made recruiting

process simpler for HR professionals of Selfridges. Online recruitment
reduces the cost of recruitment and also save the time of management.

 Improved training: Information technology makes it easier for the

HR manager to train a large number of employees quickly and cost
effectively through virtual classroom, online conference and so on.

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 Proper performance Management: Computer technology can be
used to assess performance of the employees and can take steps for the
betterment of organization.

 Data Storage and Retrieval: Technology makes it possible to store

and retrieve data which make their work easier.

 Creates Mobility: The use of technology has been eliminated the

space and time boundaries. Employees can work from anywhere at any
time.

Figure2.2 : Opportunities and challenges

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 2.2 (b) Challenges:
Information technologies bring some challenges for the HR Management.
Some of them are:
 Maintenance Cost: Sometimes it is very costly to maintain and
update information technology. Different functions may be interrupted
by malfunctions or some bug.

 Risk of damaging Data: Risk of losing data is associated with IT.

Natural or other disasters can destroy the valuable data. So, HR
management have to maintain damage recovery system.

2.3 Recruitment and selection process at M&S

Selfridge’s primary selection process is initiated through online applications. The

vacancies are posted and updated frequently. Their careers website details all the roles
currently live. The online interview session consists of a registration first and then a
series of questions as per the position applied. Applicant’s interview or assessment
depends on the position they have applied for. They follow following steps for online
recruitment:

Selfridges provides details about the available positions in their career website.

Candidates have to search career website for the job position they are interested.

Candidates have to click the job position with the suitable position. There is an
FAQ page available for any potential queries.

After that candidate will required to create a log in as a registered user. A

confirmation email will be sent to candidates to validate the account for this
recruitment process.

After completing all the screening, application & branching questions they take
an online test of the candidate. This test may include MCQ or sometimes written
questions to access the skills, ability of the candidates. Situational question can
be the part of this assessment.

Any disability or learning difficulty takes into consideration in this selection

process. They measure the qualification of the candidates and select most
qualified candidates.

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 Figure 2.3 : Recruitment and Selection Process

2.4 Performance and Reward Systems

2.4 (a) Performance Appraisal:

At the Selfridges, the process of performance appraisal is redefined through the new role of
leader. The effective appraisal system has found to be the potential to raise motivation,
commitment and the extent to which employee make positive use of any discretionary
power they possess.

2.4 (b) Reward system:

A prime objective of HR personnel at Selfridges is to put right people at right place with right
skills but this cannot be achieved without integrated reward strategies. There is a direct
connection in between employee pay and employee performance as a variable incentive linked
to corporate objectives through a performance management process. Employees are rewarded
for assuming roles, displaying values, exhibiting behaviors in relation to customer orientation
and quality initiatives.

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 Figure 2.4 : Performance and Reward Systems

2.4 (c) List of Reward and benefits by Selfridges:

Reward and benefits by Selfridges

Generous holiday entitlement

Extremely generous discount throughout the whole store

Contributory pension scheme

Healthcare for senior managements

Gym membership offers

Life cover

Long service awards

Performance related incentives

Training & Development

Great bonus potential based on performance

32
 2.5 Career Development and Training & Development Program

Employees who are committed and ambitious to learn and develop in retailing are
offered one of the most positive and supportive environments to build their careers.
Their Learning and Development team works with all business areas to ensure that
everyone is given the full opportunity and encouragement for their talents to flourish.

On-the-job training

Selfridges provides three months' induction and continuous on-the-job training,

employees can also take advantage of a broad range of programs and workshops,
designed to help them develop their particular sales, management or technical skills.

Training sessions on customer service

All Sales Associates enjoy weekly training sessions, focused on delivering excellent
customer service. As a Manager, one can explore their potential through a range of
development workshops, designed to build world-class leadership skills.

Role reversals

Roles in stores and Head Office environments are advertised internally through
notice-boards and our intranet. They often consider transfers between stores, and it
is another way to develop employees’ career within retail management teams to
explore opportunities in other stores. Transfers are subject to application, line
manager support and service/eligibility requirements which are detailed in their
internal recruitment policy.

Workshop

To improve sales, management and technical skills employees can get advantages
from different training programs and workshops.

33
Financial Support

If the job roles require professional qualification, then the company provides
financial support to the employees.

Weekly Training

A weekly training is provided by Selfridges & Co to the sales associates to improve

the customer service excellence.

2.6 Financial Budget of HR (Salary +Bonus+ Increment+ Others)

Employee Costs 2018(£m) 2017(£m)

Wages and salaries, including bonus 3450 3050

and benefits

Social security costs 210 180

Pension costs –contribution schemes 130 109

Pension costs –benefit schemes 58 43

Share-based payments expense 52 45

Total 3900 3427

Table 2.6 : Table of Employee Cost

34
 4500

4000

3500

3000

2500

2000 2018

1500 2017

1000

500

0
Wages and Social security Social security Pension costs Share-based Total
salaries costs costs –benefit payments
schemes expense

Graph 2.6 : Financial Budget of HR of Selfridges

2.7 Health & Safety Issues and HR Ethics

Selfridges treat their employees as the heart of the business. It is an equal opportunity
employer. So whatever the age, gender, disability status, sexual orientation, religion,
race or family circumstances they ensure that candidates are treated with fairness and
respect. It is an incredibly friendly and sociable place to work.

 Selfridges always concerns about the health and safety of the employees. Expert speak
person gives the brief about the method of using equipment and risky material.
 They arrange Health Safety and Environment Champions meeting to reduce accidents.
 They provide insurance for the employees.
 They also provide Triage & Rehabilitation for accidents. If anything happens at work,
they may be able to help if our team members need to see a physiotherapist, osteopath
or chiropractor.
 Health-Line: 24/7 health advice and support is available for anyone with private health
cover.

35
 2.8 Recommendation

We think Selfridges is a great place to work. However most of the challenges which
facing by the HR in 21st century are retention of the employees, multicultural work
force, women work force, retrenchment of the employees, change in the demand of the
government, technology, globalization, and initiating the process of change. Our
recommendation would be to provide Cross cultural training and technological and
informational training is also necessary of HR people and some of given below :

 Selfridge can include some other benefits like flextime, child care, insurance,
share save, salary sacrifice etc. to its compensation package.

 Its health and safety policy is not enough. It can train the employees regarding
the necessary actions in time of emergency, consult with the employees about
their work place related problem.

 Selfridges have to focus more on work life and personal life balance.

 It can arrange more training and development programs like job rotation, online
training, team training, assistant to position etc.

 In order to retain customer, Selfridges should follow more customer oriented

strategies.

36
Primark is a unique clothing retailer organization founded in 1969 in Ireland trading as
penny’s and headquarters situated in Dublin, Ireland. Primark is subsidiary company of
Associate British Food. By 2016 Primark operates its business over 270 stores in nine
different countries in the world. Primark relies on low costs, economies of scale and
efficient distribution to maintain its competitive market position.

Figure : Primak

37
 3.1 HR Management in the 21st Century: Challenges for the Future

A well-equipped human force with latest technology is mandatory to operate in the

modern business world. Without this none of the business can sustain in this
competitive world of economy. Debates on this topic are going on for several years and
no doubts human is an important factor for any organization. But due to rapid changes
in the economy, business world, technology, globalization, customer preferences,
techniques in production, human is facing problem to cope up with the 21 st century of
human resource management practices. However, they are facing a variety of challenges
to make a solution for future aspect.

Primark is the leading and international clothing retailer which is committed and
advanced to ensure the challenges of the 21st century’s human resource management
practice. They are highly efficient to face the difficulties of today’s challenging world of
economy. Workers are not forced to work against their wish, which indicates the freely
chosen employment practice. However, they have right to have collective bargaining and
freedom of association. Flexible work environment is maintained in this organization
which is an important issue of HR practices in 21st century. In terms of selecting
candidates, Primark follows different strategies which forgo with this century. The
interview techniques are completely different from other organization operating in the
same industry. They develop a diverse work force by hiring workers from different
ethnics, cultures and societies. In interviewing candidates sometimes they follow
different strategies, like, interviewing in canteen with having food with the candidates,
effective way for employer to know the candidates efficiently.

38
 3.2 The impact of Information Technology on HR Management :
Opportunities and challenges

Technology and HRM are related to each other in this competitive world. HR
professionals need to adopt the latest technologies that allow the reengineering of the
HR functions of the organization. By leveraging information technology HRM can meet
the challenges of becoming more strategic, flexible, and cost-efficient and customer
oriented. Technology is the beginning to enable organizations to deliver state-of-the-art
HR services. Moreover, the reduced cost by using highly efficient technology enable
companies to purchase more technological equipment which develop the HR functions
of the organizations

3.2 (a) Opportunities:

 Online Recruitment: For recruiting Primark follow online recruitment system

which is possible for proper use of information technology. Through the
information technology Primark is now doing online recruitment, assessing, and
selecting new employees which save their time and Cost.
 Connected With their Suppliers: With the help of information technology
Primark is now connected with all its suppliers and maintain their huge supply
chain.
 Training: Information technology improves the training systems.

3.2 (b) Challenges:

 Cost: Introducing new technology in the organization requires huge amount

of money. This is also a challenge for Primark.
 Security Concern: Now a days we stored our information HR system
which is risky, any time it may hack by the hacker and information may
misplaced.
 Sales Concern : Online sales became a challenge for Primark.

39
 3.3 Recruitment & Selection Process

There is little difference in the concept of recruitment and selection in HRM.

Recruitment is basically the process of seeking sources for job candidates. On the other
hand, selection is the process through which firms employ the perfect person for the
perfect position.

Primark follows a very unique process in their recruitment and selection process for its
head office, retail management and retail sales team. Individuals have to go through
online assessment test at first for any vacancies. If they are qualified in the assessment
test, Primark call them to have a discussion with them in their office which is the
interview session of selecting candidates. In the interview session, employers just have a
little conversation with the candidates to know themselves. Sometimes they organize the
interview session in their canteen with having food or a cup of coffee in a relaxed
environment.

At the head office, Primark has mainly five functions.

1. Buying and Merchandising
2. Store Development and Facilities Management
3. Human Resources
4. Finance
5. ICT

They basically recruit employees for these five particular departments. However, the
retail management program is for those individuals who want to develop their career in
the store of Primark. They always hire people for this position who are energetic and
able to move the business and adapt the changes in any circumstances when required.
For the retail sales team, Primark looks for bright, enthusiastic, and customer oriented
people. Primark hire both full-time and part-time employees.

40
 Figure 3.3 : Recruitment Process

3.4 Performance and Reward Systems

Since Primark is one of the biggest retail clothing stores in the world, performance of
this organization need to be high. Success of any company is hidden in this concept of
HRM.

The performance of the company is well developed compare to the other firms in the
industry as per the audit report of the company. The performance of the firm affected
positive change of their employees, staffs and other workers. The absenteeism and
employee turnover rate is low of the company. High performance yields from high
management. Because of effective management system the productivity of the company
raised and as a result the performance of the firm touched the highest rank in the
industry.

Primark offers attractive reward and benefit facilities to their workers which motivate
them to increase their productivity. They have bonus schemes, health insurance,
competitive annual leave facilities, flexi-time facilities for certain head office functions
and variety of shift pattern in conducting duties and responsibilities. These rewards and
benefit system is the key to success of the firm since it motivates the workers and
employees.

41
 3.5 Career Development and Training & Development Program

Primark, the leading clothing retail store in the

world have their own career development program for
employees and workers. As a retail management
trainee in Primark, individuals get a chance to build
their career in a way to prove what they are and meet
the challenges they face. Managers are persons who
give them assistance in their career path as a retail
management trainee. They have other same
categories career development program for employees
of other departments as well. Whether the individual
is going to work in store or head office, Primark has
Inductive training and development programs. They offer various training programs to
assist the employees to be part of the management. Workers are trained effectively so
that they can ensure high customer satisfaction. They encourage workers to be self-
developed with the assistance of the managers. Primark also offers task specific training
program for retail/customer service workers, and administrative workers.

3.6 Financial Budget of HR (Salary +Bonus+ Increment+ Others)

The table below provides specific data regarding Primark remuneration:

2018 2017
Employee Cost (GBP million) (GBP million)
Employee salary 1,672 1,640

Employee benefits 334 308

Total Remuneration 2,006 1,948

Table 3.6 : Table of Employee Cost

42
 2500

2000

1500
2018
1000 2017

500

0
Employee salary Employee benefits Total Remuneration

Graph 3.6: Financial Budget of HR of Primark

3.7 Health & Safety Issues and HR Ethics

Ensuring healthy and safety work environment is mandatory for every organization.
Primark follows these issues in a strict manner. In store workers need to maintain a tidy
and clean environment of the store. On the other hand, factory workers must have to
wear mask, gloves, factory overcoat whenever required.

HR ethics are strictly maintained in this

organization. Employees are freely chosen which
means there is no forced or compulsory labor in
any form. Moreover, they have the right to
bargain with the employers with the help of the
trade association. Workers need to ensure health
working environment according to the ethics of
HR. Child labor is strictly prohibited in Primark.
Employees and workers are paid equal wages
and salaries as per their grades. Workers are not required to work in excess of 48hours a
week with at least one day off. Regular employment practice is maintained firm without
any discrimination. Primark is committed to full compliance with the laws and
regulations. No bribery or corruption is tolerated as per the code of ethics of the
organization.

43
 3.8 Recommendation

Lastly it can be said that, Primark the leading clothing retail organization in the world is
practicing the modern HR practices to have success in the market. Though it is a well-
developed and successful organization, it can bring much more success by motivating
the employees and workers in different way, like, ensuring more flexibility in work
environment, providing more lucrative salary and wage packages and monitoring the
workers in much more technical way.

From our analysis we recommend following thing to make their operation more
effectively

1. Online recruitment should be made more users friendly and they should give
all their recruitment steps one by one which will be easier for the candidates
to apply for job.
2. Primark should establish a safe cultural training program for their employee
to quickly adapt with their culture.
3. Primark should make their pay scale and benefits plan more attractive for the
employee regarding their country.
4. More situational, behavioral, stress questions need to be include in
recruitment process
5. Information systems in Primark need to be better integrated to each other to
create organization-wide integrated solutions to boost productivity and
efficiency.

44
Sainsbury’s was founded in 1869 and today operates over 1,200 supermarkets and
convenience stores and employs around 161,000 colleagues. They put their customers at
the heart of everything they do and have invested in their stores, colleagues and
channels to deliver the best possible shopping experience. Strong culture and values are
part of their identity and integral to success. Key strategy knows their customers better
than anyone else.

Figure : Sainsbury’s

45
 4.1 HR Management in the 21st Century: Challenges for the Future

With the 21st century underway, organizations seek to adapt to an ever changing
professional environment. Within these organizations, human resources, HR,
departments face particular challenges (Beatty &Schneier, 1997). Sainsbury’s is one of
the largest retailers, chains of supermarkets in UK. Founded in 1869, Sainsbury's
currently operates supermarkets and convenience stores. It also operates Sainsbury's
Bank, Mobile by Sainsbury's phone network with Vodaphone, Sainsbury's fuel
forecourts, Sainsbury's online internet shopping services, Sainsbury's Pharmacies,
Sainsbury's Energy. As like all the businesses around the world in the 21 st century,
Sainsbury’s PLCs HR management also has to face the challenges for future. Here are
some of those challenges.

4.2 The Impact of Information Technology on HR Management:

Opportunities and Challenges:

Technology has changed the business world many times over. In the Information Age,
the advent of computers and the Internet has increased that impact significantly.
Information technology has created both opportunities and challenges for the HR
management. That are-

4.2 (a) Opportunities:

 Due to advancement in the internet and social media communication it becomes very
easy for the Sainsbury HR division to collect poll of employee from different location
within shorter time period.
 Internet helps HR manager to create interlink among different Convenience stores and
Supermarkets. As a result it becomes easy to keep the record.
 Some other opportunities of Sainsbury may due to use of information technology are
help to performances management, training employees etc.
 Finally Information technology creates an opportunities of standardization and with
standardized procedures this can ensure that an organization remains complaint with
Human Resource requirements, thus also ensuring more precise decision-making.

46
 4.2 (b) Challenges:
 As there are others competitors in the market so it becomes difficult for HR division to
collect talent employee because other applicant may apply using internet.
 Implementing different HR software may be costly for the Sainsbury. So at end the
benefits may be overlap by cost.
 Employee Retention is a great threat for the organization.

4.3 Recruitment and Selection Process of Sainsbury’s

Sainsbury offers large numbers of job opportunities available in different stores. They
looking for people with good customer skills and job are available in clerical, stockroom
and technical. Job opportunities are advertised on in-store job board, in local
newspaper and at job center plus. Sainsbury's generally operate a strict no CV policy.
Instead, Sainsbury's handle recruitment through their website. In order to use this
service, job seekers will need to apply for a job seeker's account. To go there at first they
have to go to the website of Sainsbury’s, and then at the bottom of the page click
recruitment. Then they will have to select where they like to work in,

 Sainsbury’s Local
 Sainsbury’s Super market
 Sainsbury's Online
 Sainsbury's Pharmacies
 Sainsbury's Energy
 Sainsbury’s Bank
 Mobile by Sainsbury's.

After registering as a job seeker, the interested candidates can select their desired post,
there they will be asked to provide their detail information like education, previous
employment, and two references and contact information. The website will also ask
about ethnic origins in order to maintain equal opportunity standards.

47
 Figure 4.3 : Recruitment and Selection

4.4 Performances and Reward system

Sainsbury’s already has been able to create a positive feeling among a good majority of
the employees but still it needs to improve the employer-employee relationship to find
out the factors that could be improved the reward system is performance based. To
ensure the optimum level of customer satisfaction & to gain competitive advantage this
is one of the most important issues for Sainsbury’s to consider. Here the equity theory
plays a major role and the management has been successful to strike a balance between
the efforts and rewards for the employee. The organization’s reward system is fair
enough. There are also store discounts for employees at Sainsbury’s and this helps to
keep its cherished employees and help bring in fresh new employees who are willing to
work. According to Sainsbury’s website these are the lists of benefits and rewards from
Sainsbury’s,

48
  Value Builder Share Scheme,
 Car (for Sainsbury’s Bank)
 Medical Cover,
 Tax Saving Schemes,
 Childcare Vouchers, Flexible Benefits,
 Colleague Discount Card (15% from November 2014 to January 2015) etc.

4.5 Career Development and Training & Development Program

 Initial Training: At the beginning of their training period all new trainees are given a
general overview of the organization and clear understanding of their rights and
responsibilities. During trainee introduction period, series of modular workbooks is
provided to them that they have complete.
 On-the-Job Training: Sainsbury’s provide on-the-job training to its employees to
make them more productive.
 Staff Development: All colleagues have a Performance Development analysis to
discuss their career development with their managers, measure their progress or
training needs at least once a year. Various types of training approaches are used like
course, workshops, mentoring, qualification, self-development books and videos.
 Senior Management Training: Senior management training is focused to meet the
business and individual needs. Through promotion, external recruitment and training,
senior management capabilities can develop. Through running training courses
Sainsbury aims to achieve specific benefits and training needs restructuring if these
benefits are not achieved.

4.6 Financial Budget of HR [Salary+ Bonus +Increment+ Others]

Sainsbury’s offers attractive salary packages to their employees. The company also offers
attractive reward and benefit facilities of wide ranges. They have bonus schemes, health
insurance, competitive annual leave facilities, and flexible time schedules for certain
functions and variety of shift pattern in conducting duties and responsibilities.

 Over 10,000 employees shared £26 million through the “Share save” schemes
and had an average 25 per cent increase on original savings.
 The Employees shared over £80 million in bonuses in 2017/18 financial year.
 £620 million paid in bonuses over the last 10 years.

49
 4.7 Health & Safety Issues and HR Ethics

Human resources train new staff for health and safety jobs which include roles being
health and safety officers, safety committee meeting holders etc. Customers are also
accounted into the health and safety acts for Sainsbury’s HR, these includes:

 Disability needs accounted for- wheelchair access, lifts, helpers etc

 Car parks- checked regularly for trolleys causing hazards, etc.
 Customer fire exits- Kept clear at all times.
 Shelves- all stacked to the lowest they can be.
 Warning signs- always can be visible and heard.
 Smoking, drinking, eating- banned in all stores.
 Substances and solvents- all kept in unreachable areas for children’s safety (3rd
or 4th level shelves).
 Toilets- checked every half an hour for staff and customers.

Figure 4.7 : Health and Safety

50
 4.8 Recommendation

1. Sainsbury’s HR people should be given relevant training in reward systems. This

is to help the organization ensure that they are implementing a system of reward
and other benefits in the organization fairly and efficiently.
2. Performance related reward reinforces employee competencies and motivates
them to participate in the decision making process. It also encourages them to
exercise responsibility and initiative by rewarding them for displaying
appropriate behavior. So Sainsbury should practices more in performances based
reward systems.
3. HR Department always works with the changes and Sainsbury should create the
challenges as opportunities.

51
 Compare & Contrast HR Practices among (a) + (b) + (c) + (d)

Compan
y name : Challe Informati Recruit Performa Training Health
n-ges on ment nce and and and
Technolog and Reward Career Safety
y Selectio System Develop
n ment

Maintai Multi Online Employee On-the-job Fire

n Sales language Process discounts learning, Health &
M through and good ,holidays, role Safety
A e- interactive life specific Committe
R commer Webpage, assurance, training, e,
K ce transformati bonus, developme Occupatio
S on program pension, nt reviews, nal
share saves, corporate Health
& salary learning Services,
sacrifice, program, Business
S health and store Involvem
P wellbeing, attachment ent
E charity Groups
N volunteer (BIGs),
C day etc and
E Awarenes
R s
program.
S
E High Lack of Online Generous Workshops Expert
L Turnove recovery Process holiday , on-the- speaks
F r, data, online entitlement, job person,
R diversifi performanc Contributor training, Health
I ed work e y pension weekly Safety
D group, managemen scheme, training, and
G Work t Healthcare financial Environm
E Life for senior support ent
S Balance managemen Champio
ts ns
& , Life cover, meeting.
Long
C service
O awards etc

52
 Cost, Not follow Online Contributor structured Structural
Security online sales Process y pension induction Survey
P concern, scheme, program, Program,
R online Childcare task Fire
I sales Voucher specific Safety
M scheme, training, Programs
A Competitive leadership
R annual program
K leave
entitlement,
Health
insurance ,
Bonus
scheme

Employ Standardize Online Store Initial Training

ee procedures, Process discounts training. and
S Retentio employee and gifts for On-the-job instructio
A n and performanc achievers, training, ns
I develop e evaluation accommoda staff regarding
N ment, , training tion, bonus developme emergenc
S costly through etc nt, senior y
B software technology manageme situation,
U nt training safety
R committe
Y’ e
S meeting,
Supplier
Complian
ce
managem
ent.

53
 Conclusion

Human Resource Management plays a very important role in every organization.

Human resource manager’s role is changing and it’s getting more challenging day
by day as organizations are going through rapid changes due to globalization,
change in customer taste and habits, technological advancements,
internationalization of business. Proper recruitment & selection process, training
and development programs, benefits packages, motivating the employees,
excellent customer services all these things depend on the effective HRM. To
retain employees attractive and appropriate benefit packages are very crucial.
Training and development programs increase the productivity of employees.
Employees are the assets of the organizations. So, organizations must focus
more on the health and safety issues.

54
 Reference

1. David A. DeCenzo & Stephen P. Robbins, Fundamentals of Human

Resource Management (11 edition)
2. http://www.marksandspencer.com/
3. http://www.selfridges.com/
4. http://www.primark.co.uk
5. http://sainburiys.co.uk
6. https://static.wcn.co.uk/company/marksandspencer/stores/ca.html
7. http://corporate.marksandspencer.com
8. http://en.wikipedia.org/wiki/Selfridges
9. http://selfridgescareers.com/
10. http://en.wikipedia.org/wiki/Selfridges
11. http://www.primark.com/en/careers/come-join-us
12. http://www.primark.com/en/our-ethics
13. http://en.wikipedia.org/wiki/Sainsbury%27s
14. https://sainsburys.jobs/

55
 Appendix

Short Form Full Form

BIG Business Involvement Group
CV Curriculum vitae
FAQ Frequently asked question
FHSO Fire, Health and Safety Officer
HRIT Human Resource Information Technology
HRP Human Resource
ICT Information & Communications Technology
MCQ Multiple Choice Question
RFID Radio Frequency Identification

56