Student Name: Konrad Stefan Walendzik

Student ID: 236250

Unit/Module:5, Developing Individuals, Teams and Organizations
Program: HND Business

________________________________________________________________________

Nelson College London

Table of Contents
Introduction................................................................................................................................3
Examining how Tesco's use of HPW results in more staff engagement and better sustainable company
performance.............................................................................................................................................4

Comparing several performance management strategies and demonstrating how each one supports
high-performance culture and commitment.............................................................................................5

Assessing the elements to take into account while putting training and development into practice to
retain a competitive edge.........................................................................................................................7

Determining the necessary knowledge, skills, and attitudes needed for a certain work capacity on a
personal and professional level................................................................................................................9

Creating a strategy for one's professional and personal growth based on evaluation and reflective
practice for a particular work function...................................................................................................10

Conclusion.............................................................................................................................................13

References..............................................................................................................................................14
Introduction

By an organisation's workforce the achievement of its business goals is significantly

influenced. All the employees' performance must be evaluated frequently to see improvement
for the best service possible to give to the organisation. The HR professionals need to create
training programs so that they can help all the workers perform better. The HR specialist
guides the staff towards reaching their corporate goals by developing programs on various
topics by setting up suitable training. In between the corporation the training acts as a link
between individuals inside a group (Mol, 2012). This study examines the discussion
involving such perspectives.
Examining how Tesco's use of HPW results in more staff engagement and
better sustainable company performance

A set of HR procedures and initiatives known as HPW, or High-Performance Working

Systems, are intended to improve staff engagement, efficiency, and overall organizational
performance. Companies like TESCO can adopt HPW to get the following competitive
advantages:

Employee Engagement: HPW approaches encourage employee involvement by including

people in decision-making, encouraging teamwork, and offering chances for skill
development (Parker, 2014). Employees who are more engaged to their jobs, who put in
greater amounts of discretionary effort, and who are more likely to offer creative ideas and
solutions improve performance and productivity.

Enhanced Job Satisfaction: The importance of employee wellbeing, work-life balance, and
appreciation is emphasised by HPW. Companies like TESCO can recruit and keep top
personnel by putting into practice policies that enhance employee happiness, such as flexible
work schedules, equitable pay, and performance-based rewards (Senichev, 2013). Employee
retention rates and related recruitment costs are reduced because happy workers are more
likely to remain with the company.

Increased Productivity: The goal of HPW practices is to maximise employee potential by

coordinating personal aspirations with organisational ones. Employees are encouraged to
achieve their highest potential when clear expectations, frequent feedback, and chances for
learning and growth are provided. This improved operational efficacy and efficiency gives
businesses like TESCO an advantage over rivals in the market (Plessier, 2014).

Innovation and Adaptability: HPW promotes a culture of innovation and ongoing

development. Employers can take advantage of their workforce's combined knowledge and
skills by involving them in decision-making processes, fostering creativity, and offering
learning opportunities. As a result, they are better able to react swiftly to shifting market
conditions, spot new possibilities, and outperform rivals (Rose, 2018).
Customer Satisfaction: Employees that are happy and engaged are more likely to provide
great customer service. By educating staff members to recognize and satisfy customer
demands, giving them the freedom to make decisions that benefit the customer, and praising
and rewarding excellent customer service, HPW practices help to foster a customer-centric
culture (Morris, 2017). Companies like TESCO can develop lasting customer relationships
and set themselves apart from rivals because of this emphasis on customer happiness.

In general, HPW methods help TESCO maintain a competitive edge by encouraging

employee engagement, boosting productivity, encouraging innovation, and providing top-
notch customer service. TESCO can recruit and keep top talent, boost organisational
performance, and stay ahead in a cutthroat industry by investing in their people and fostering
a positive work environment.

Comparing several performance management strategies and

demonstrating how each one supports high-performance culture and
commitment

Management by Objective (MBO):

As an element of the MBO testing process, employers and employees collaborate to establish,
coordinate, present, and disseminate goals for a particular assessment period. This evaluation
process uses the SMART approach to effectively link broad business goals with people
objectives while checking whether the stated purpose is clear, measurable, realistic, rational,
and punctual (Azevedo, 2018). Employee performance is evaluated following the forecasting
session.

Tesco uses a variety of strategies in alignment with its priorities to implement performance
management. Here are a few strategies the business uses:

Working collaboratively: When people collaborate, they actively participate and work
together to achieve a common objective. By encouraging open communication, team
decision-making, and the use of a variety of abilities, it encourages a high-performance
culture. Team members are motivated to excel by this commitment. Tesco gains significantly
from this strategy, which encourages staff members to share their knowledge and skills across
organisational areas (Parker, 2014). Tesco relies on flexible structural components and
technological improvements to guarantee collaboration and alignment. An excellent culture is
fostered, for instance, when a marketing team works together on a campaign by sharing ideas,
delegating duties, and receiving feedback. This collaboration results in a successful campaign
and improved performance.

360-Degree Feedback: A thorough technique for talent-informed citizenry as "360-degree

feedback" assesses a person based on comments from individuals in their immediate
environment, such as bosses, co-workers, clients, and labourers. This approach will eliminate
evaluation bias while still providing an effective image of a person's abilities (Barner, 2012).

Assessment Centre Approach: This method gives staff members a clear understanding of
how others perceive them and how this affects overall performance (Madsen, 2017). Such a
method has the key benefit of being able to both assess a person's overall capability and
predict their future job efficiency. The following activities that ensure work efficiency
throughout the reviews are required of employees: role-playing, casual talk, exercises in
evidence collection, judgement, and other activities.

Checklist: To assess employee engagement at each operational level, Tesco HR personnel

develop a checklist. The results obtained based on the checklist's several categories are taken
into account in order to develop appropriate skill training, rewards, and other corrective
actions. Staff members are motivated to perform better since they are constantly evaluated
and recognized for their accomplishments.
Assessing the elements to take into account while putting training and
development into practice to retain a competitive edge

The things to think about when putting training and development into practice. This article
highlights the crucial components necessary for efficient staff development.

Training Should Be Aligned with Company Goals: The first step in staff training is to
identify the precise causes. This calls for a thorough evaluation of the company's objectives
and goals as well as an analysis of how a program for employee growth and development will
impact the bottom line. The development of knowledge and skills that directly support
Tesco's strategic goals should be the emphasis of training to ensure that workers are prepared
to drive growth and provide excellent customer experiences.

Spot Potential Growth Areas: Once you've decided why you want to give your employees a
certain learning and training experience, the next step is to figure out what skills they'll need
to succeed at the highest level possible on the job. The precise growth aims and plans of
Tesco may have changed after my knowledge cut off, it is crucial to mention. It would be
prudent to consult Tesco's official publications, reports, and press releases for the most recent
information.

Conduct a gap analysis: It's critical to keep in mind that, like the other mentioned criteria, a
gap analysis is ineffective when done in isolation. Building a good growth and training
developed software that each level logically builds upon the one before it. Tesco may assess
its performance now, identify opportunities for development, and create plans to close the
gaps between where it is and where it wants to go by using gap analysis.

Choose the Best Training Resources: You must create a learning and development strategy
and select the best training resources after determining what your staff need to do better in
order to advance business objectives.

Inference: Employee training and development will keep your workers motivated and
increase their output. Additionally, it will increase profitability and the expansion of Tesco
while lowering attrition rates.
Monitor, assess, and track progress: The last step in this process is to ensure that the
expenditure you made on staff training was worthwhile. To accomplish this, Tesco should
identify certain key performance indicators (KPIs) for each level of the training program.

Coaching on an expenditure: Practical methods to develop your staff's abilities:

Creating a Complete Training Schedule: The Association for Human Resources

Administration suggests including funding for paying employees to receive training, as well
as funding for proper learning settings, instruction manuals, equipment, as well as outside
specialists' fees (Selamat, et al., 2017).
Funding for Needs Assessment: Determine the type of training your business needs before
you begin to create your budget (Frame, 2019). Businesses might have to spend money
learning about or looking into which talent shortage is affecting output and performance
initially.
Ranking Training Needs in Priority: The training needs of your business should come first.
The most essential and important items should come first. According to the 2005 Condition
of the Profession Report by the American Association for Training and Development,
training for specific sectors or professions has received high priority from businesses.

Methods of Training Delivery: Selecting the Most Effective Approach for Your
Employee Engagement

Instructor-led training (ILT): However, it's hard to imagine that class time would ever be
used again, it is still a helpful teaching strategy, especially if you require learners to play
through circumstances and solve problems in groups (Sessa, 2019).
Virtual instructor-led training (VILT): Through VILT, the instructor is still physically
active in the classroom but may still facilitate discussion and offer support to students as
needed (Holpp, 2019).
Training on the job and work shadowing:
Beyond the classroom, there are other learning methods available, even if they are virtual or
otherwise. They take place in the real world of working life. On-the-job training is the best
way for a person to develop real skills that are applicable to their current position (Holpp,
2019).
Differentiated instruction: It combines the best features of both sophisticated eLearning and
conventional face-to-face classroom training. The needs of the student, the amount of
required learning, the available money, and the technical accessibility are just a few of the
variables to consider when choosing the best training delivery method (Mol, 2012).

Determining the necessary knowledge, skills, and attitudes needed for a

certain work capacity on a personal and professional level

I need to have a few attributes in order to perform well in my work as Tesco's HR employee,
since these skills are crucial for finding and hiring highly qualified candidates for different
roles within the company. According to Azevedo (2018), these qualities are essential for the
company's short and long-term success. For the HR department to perform its duties
effectively, a certain set of specialised knowledge, techniques, and abilities are needed.
HR manager:

Knowledge Skills Behaviour

Professional classification: Effective communication: In Curiosity: By doing this, the

A professional's degree or
certification in HRM outlines
the fundamentals and in-depth
operations of the position.
order to effectively
communicate with company
employees across all
organisational levels, the HR
department must act quickly
and efficiently.
HR department is able to
learn from numerous events
and get feedback that will
help him execute his tasks
more successfully in the
future.

Understanding different Ability to function under Making snap decisions: The

traits: A HR manager needs
to be aware of different
personality types in order to
better understand people,
behaviours, and emotions.
pressure: The HR manager
must perform with difficulty
in specific situations, such as
when employing a large
number of employees or
resolving disagreements
among a large group (Frame,
2019).
HR manager must exercise
sound judgement and keep
their composure in a variety
of situations, such as
intercultural communication
(Azevedo, 2018).

Technical knowledge: An Managing conflicts via Strong personality: This

HR department needs to be up negotiation: Negotiation is a makes it easier for HR
to date on the newest key part of conflict management to interact with a
 technical developments that
are relevant to employees'
positions and information-
processing procedures.
management, and human wide range of people and
resources managers makes their work more
frequently bargain with efficient (Barner and Barner,
employees. Interacting with 2012).
workers and workers
associations is crucial for
solving a variety of issues
(Barner and Barner, 2012).

Legislation and regulations:

It is a crucial responsibility of
HR managers to apply several
essential policies and
regulations to situations like
conflicts, terminating
employment, etc (Hoefling,
2016).

Identification of suitable knowledge, skills, and behaviours via a learning and growth
inspection:
An audit of technical skills is necessary for identifying strong and weak aspects. A
competence evaluation gives people a clear picture of their areas of weakness and whether
those areas may improve with time. People design a growth program to improve their skills
and behaviours by performing a skill audit (Sessa, 2019). I do have strengths and
shortcomings as a TESCO HR professional. Here is a description competence audit:

Creating a strategy for one's professional and personal growth based on

evaluation and reflective practice for a particular work function

An individual's fitness for a position may be ascertained by conducting an exhaustive

performance evaluation. It's critical for a human resources manager at Tesco to operate with
promptness and efficiency, to build on their strengths and resolve their flaws, and to keep
their organisational abilities at the highest level (Hoefling, 2016). The next paragraphs
describe my own skills analysis at Tesco and my long-term goals for the company.
 Personal Skill Assessment (Human Resource Manager):
Knowledge Rating Skill Rating Behaviour Rating
Conversation: 5 Computational 4 Observation based: 5
Meetings and modelling: I have I have a high degree
conversations with no trouble using of efficiency while
a variety of computers, evaluating the
organisational browsing environment and
divisions websites, and identifying elements
dramatically other relevant .
improved tasks for the work
discourse at hand.
Knowledge of 4 Interaction: I have 4 Under pressure: I 5
cutting-edge no issue speaking am incredibly
methods: I am and writing in capable of carrying
capable of English. out my job and
absorbing the fulfilling my
technical obligations.
advancements and
information
required in a
number of
professional
sectors
Settlement: I strive 4 Addressing big 4 Ability to influence: 4
to address staff issues: I feel I am powerless to
difficulties as a obliged to identify sway those under
means of a solution when my control already..
achieving this. I'm presented with
a significant
problem.
Regulations: My 2 Supervise: I'm not 1 Characteristic: I 3
familiarity with very good at have the ability to
regulations is keeping an eye on communicate and
limited. people and their connect with a
activities. variety of people.
 Professional Development Plan:

KSA Actions Duration Strategy to Evaluation Complete

Necessary assess of analysis
for Developme developmen
Advanceme nt t
nt
Rules and Without a The Improvement On the The result
regulations doubt, months of
will qualifying shows a good
enrolling in Novemberundoubtedly exam, I scored level of
courses through be kept track 90% of the understanding
relevant to January of using the points that of HR
regulatory scores were available. management
studies is vital. obtained from principles.
the
evaluations.
Managing My supervisor January The most The session According to
important will need to and accurate went easily, my teachers,
issues provide me December method and as a result, I've
with a lot of in available to the ability to progressed
assistance particular the authorities handle and can now
while I learn for evaluating difficulties solve difficult
how to handle the practical was issues more
problems right performance determined to swiftly than
now. scores. be sufficient. ever.
Higher level It is assumed The time I will I attended the In terms of
expertise that I am frame of participate in seminars and managing and
qualified to November various conferences controlling
improve to March. organisational and did a program
performance functions and fantastic job of situations, I
unless I have engage with learning the think I've
some higher the methods and completed
accuracy in organisation as abilities for more than
developing a person who management 80% of the
and directing a manages and control.. task at hand..
group. actual
operations in
order to boost
efficiency.
Conclusion
Collaboration across several departments is essential for any firm to operate effectively. The
human resources division claims that communication is excellent amongst all of the
departments. The HR division, which manages all of the responsibilities of several
departments, is given the task of hiring new employees or producing wage sheets, for
example, by the department (Frame, 2019). The human resources team of an organisation has
authority over several aspects of its personnel. The human resource management department
is in charge of overseeing various training initiatives for the personnel. HR professionals need
to have extensive knowledge, abilities, and expertise in this field in order to carry out these
jobs and responsibilities flawlessly.
References