TESCO: Recruitment and Selection at TESCO

1.What is the definition of workforce planning? What is the definition of recruitment?

- Workforce planning is the process of analysing an organisation’s likely future needs for people
in terms of numbers, skills and locations. It allows the organisation to plan how those needs can
be met through recruitment and training
Workforce planning: estimating future human resource requirements and ensuring the firm has
right number of people, in the right place, with the right skills at the right time.

- Recruitment involves attracting the right standard of applicants to apply for vacancies. Tesco
advertises jobs in different ways. The process varies depending on the job available.
Recruitment: the process of identifying the need for a new employee, defining the job, attracting
candidates and selecting those best suited for the job.

2. How do these process enable an organization like Tesco to get the right people to fill its
posts?

Tesco creates a person specification and job description for every position, which aids in their
ability to precisely describe the position and the perfect applicant. Additionally, it makes it easier
for applicants to grasp what Tesco wants of them and determines if they are qualified for the
position..
An important element in workforce planning is to have clear job descriptions and person
specifications
Job descriptions and person specifications show how a job-holder fits into the Tesco business.
They help Tesco to recruit the right people. They also provide a benchmark for each job in terms
of responsibilities and skills. These help managers to assess if staff are carrying out jobs to the
appropriate standards.

Tesco uses a number of platforms, including their website, job boards, and newspapers, to
publicize job openings. This allows them to connect with a wide range of candidates who are
interested in working with Tesco. Tesco's reputation and brand image as a top employer are
further enhanced by this.
For harder-to-fill or more specialist jobs, such as bakers and pharmacists, Tesco advertises
externally:
• through its website and offline media
• through television and radio
• by placing advertisements on Google or in magazines such as The Appointment Journal.
Tesco will seek the most cost-effective way of attracting the right applicants. It is expensive to
advertise on television and radio, and in some magazines, but sometimes this is necessary to
ensure the right type of people get to learn about the vacancies. Tesco makes it easy for
applicants to find out about available jobs and has a simple application process. By accessing
the Tesco website, an applicant can find out about local jobs, management posts and head office
positions. The website has an online application form for people to submit directly.

Tesco helps them choose the best people who fit the demands and expectations of the position
and the firm by screening the applications and shortlisting the applicants based on their
credentials and skills. Additionally, Tesco is able to lower expenses and lower the risk of
recruiting the incorrect personnel who could perform badly or quit the firm quickly.

In order to maintain a fair and consistent approach to recruiting and selection that conforms with
the legal and ethical requirements, Tesco conducts assessment centers and interviews with
candidates to determine their eligibility for the post and the business culture. This aids Tesco in
giving the rejected applicants comments and encouragement as well.

A candidate who passes screening attends an assessment centre. The assessment centres take
place in store and are run by managers. They help to provide consistency in the selection
process. Applicants are given various exercises, including team-working activities or problem-
solving exercises. These involve examples of problems they might have to deal with at work.
Candidates approved by the internal assessment centres then have an interviews. Line managers
for the job on offer take part in the interviews to make sure that the candidate fits the job
requirements.

Tesco has the ultimate say in the matter and extends an offer of employment to the chosen
applicant, enabling them to close the hiring and selection process and assign the best candidate to
the position. This aids Tesco in welcoming the new hire and getting them ready for training and
induction.

Tesco use an online screening tool to weed out unfit applicants based on how they respond to a
series of questions. This aids in their selection of the top applicants who meet the demands and
standards of the position and the business. Tesco also benefits from lower expenses and less risks
associated with recruiting the incorrect individuals who might not perform well or leave the firm
quickly.
The company also provides a ‘job type match’ tool on its careers web page. People interested in
working for Tesco can see where they might fit in before applying.

Tesco’s purpose is to serve its customers. Its organisational structure has the customer at the
top. Tesco needs people with the right skills at each level of this structure.
There are six work levels within the organisation. This gives a clear structure for managing and
controlling the organisation. Each level requires particular skills and behaviours.
Tesco has a seven-part framework that describes the key skills and behaviours for each job at
every level in the company. This helps employees understand whether they have the right
knowledge, skills or resources to carry out their roles.

3. Analyse Tesco’s methods of attracting and recruiting candidates. Outline what you
consider to be the main strengths and weakness of one of these methods?
Tesco uses different methods, such as:

Attracting and recruiting Candidates:

1/ Recruitment involves attracting the right standard of applicants to apply for vacancies. Tesco
advertises jobs in different ways. The process depends on the job available.
First, they will start searching in two directions: Internal and External

Internal:

They create a list of employees currently working in the company who tend to want to advance
and advance to higher positions. This will motivate employees to work more effectively than
ever, because they feel I feel that if I make enough effort, I will be recognized and promoted to a
higher position with better benefits and incentives from the company.

From then on, they always want to contribute and work hard with high productivity. This move
from the company also finds talented people working at the company, with available resources
they can easily train with the company's "goals" that have been determined long ago.

Furthermore, prioritizing employees currently working at the company is a big plus in attracting
candidates for vacant positions in the company, because they feel that no matter what problem
the company The company will look from the inside out, prioritizing employees, and from there
they will be more secure with their work and their dedication will last longer.
And finally, when no candidate really wants to change their current position, the company will
still spend 2 weeks for its employees to think and make decisions about the future and career
ladder. their career.

External:

In the age of technology, using online platforms is always a top priority for large and small
businesses and Tesco is no exception.

They post recruitment information on their main website, to ensure credibility and
trustworthiness. Avoid scams or scams by impostors, because Tesco is a large company, so being
imitated or using images and brands illegally is also a difficult problem today.
Next, they also posted recruitment information on bulletin boards in stores, where candidates
directly came and experienced the services as well as the work that store employees were doing.

Witnessing the work and operations of each store allows candidates to clearly see and understand
the store. They can then boldly apply directly to the store that they feel is suitable in terms of
lifestyle and geography. Posting notices in stores is also a shorthand method for candidates'
geography, because the store they frequent to experience the service is most likely near where
they live, so it will reduce Learn the steps in the process of choosing the right store.
Besides, using the business's own apps is also the method that Tesco is using to recruit and select
for management positions.

And having passed the preliminary round, candidates will be able to attend Tesco's assessment
center with many experts along with other candidates so that they can be considered and go to
the final step in the recruitment process. at Tesco.
And for positions that require expertise and in-depth knowledge, Tesco will recruit through mass
media, where bright candidates often visit, such as television and newspapers. Besides, Google
or Journal are also Tesco's choices for difficult positions such as Pharmacist and Baker.
With many recruitment methods, it does not mean that Tesco recruits indiscriminately,
wastefully or lacks expertise. They will always consider recruitment costs to truly find the right
candidate.

More specifically, announcing recruitment through newspapers and television actually costs
them a significant amount of money, but in return for suitable candidates for the positions they
need, they accept that price. pay if it results in excellent and suitable future employees.
Additionally, to reduce time and costs, they also created their own website with open positions
posted with requirements and benefits, so candidates can review and select positions. suitable for
you to apply for. This minimizes interview time as well as asking about the position the
candidate wants to apply for. Creating registration and application forms helps users have time to
review and apply directly on the company's online registration form without going through an
intermediary, minimizing costs.

Strenght:
1.Social media allows Tesco to showcase their values, culture, and achievements to a large and
diverse audience. This can enhance their reputation and attract candidates who share their vision
and mission.
2.Social media enables Tesco to interact with potential candidates and answer their queries in
real time. This can improve their candidate experience and increase their application rate.
3.Social media provides Tesco with valuable insights and feedback from candidates and
customers. This can help them to improve their recruitment strategies and customer service.
4.Online job portals allow Tesco to reach a wide audience and attract candidates who are actively
seeking employment .
5.Online job portals enable Tesco to filter and screen applicants based on their qualifications and
skills, and to track and manage the applications efficiently .
Weakness:
1.Social media can also expose Tesco to negative comments and reviews from dissatisfied
candidates and customers. This can damage their image and discourage candidates from
applying.
2.Social media requires Tesco to invest time and resources to create and maintain engaging and
relevant content. This can be challenging and costly, especially in a competitive and dynamic
market.
3.Social media can also pose legal and ethical risks for Tesco, such as privacy breaches,
discrimination claims, and defamation lawsuits. This can harm their reputation and result in
financial losses.
4.Online job portals can face technical issues or security breaches, which can affect the reliability
and credibility of the recruitment process.

To achieve its business objectives, Tesco needs to recruit and select the right people for the right
jobs at the right time. Tesco has a step-by-step process of recruitment and selection that varies
depending on the type of job available. Here is a brief summary of Tesco’s methods of attracting
and recruiting candidates:
Internal recruitment: Tesco first looks at its internal Talent Plan, which is a list of current
employees who are ready for a move or a promotion. If there are no suitable candidates in the
Talent Plan, Tesco advertises the vacancies on its intranet, which is accessible to all employees.
This method has the advantage of motivating and retaining existing staff, as well as saving time
and money. However, it also has the drawback of limiting the pool of applicants and reducing the
diversity of skills and perspectives.
External recruitment: If there are no suitable candidates internally, Tesco uses external sources to
attract and recruit candidates. These include the Tesco website, Jobcentre Plus, newspapers,
magazines, radio, TV, and social media. Tesco also attends career fairs and events to promote its
brand and opportunities. This method has the advantage of expanding the pool of applicants and
bringing in new skills and perspectives. However, it also has the drawback of being more costly
and time-consuming, as well as requiring more screening and training.
One of the methods that I consider to be the main strength of Tesco’s recruitment process is the
use of its website. The Tesco website allows candidates to search and apply for jobs online, as
well as to create a profile and upload their CV. The website also provides information about
Tesco’s values, culture, benefits, and career development. This method is effective because it is
convenient, accessible, and interactive. It also helps Tesco to reach a large and diverse audience,
as well as to showcase its employer brand and reputation.
One of the methods that I consider to be the main weakness of Tesco’s recruitment process is the
use of Jobcentre Plus. Jobcentre Plus is a government agency that helps unemployed people to
find work. Tesco posts its vacancies on Jobcentre Plus, which are then displayed on screens in
local offices. This method is ineffective because it is passive, limited, and outdated. It also does
not help Tesco to differentiate itself from other employers, nor to attract the best talent.

KELLOGS: Motivation at Kellogs

1.What is the definition of appraisals? What is the definition of motivation?
Appraisals: A process to assess the performance of an employee, often based upon comparing
outcomes with targets.
Motivation is concerned with why people do things as well as what drives them to behave in a
particular way. Understanding what motivates individuals is important in the workplace.
Research suggests that motivated employees are happier at work. They get more satisfaction
from their work, are absent less often, tend to be more loyal and work with more enthusiasm.
This in turn encourages them to contribute more to the development of an organisation.
Motivation: Attracting a person to do something because he or she wants to do it

2. Describe the benefits to an organization of having a motivated workforce

Motivation:
Motivation is concerned with why people do things as well as what drives them to behave in a
particular way. Understanding what motivates individuals is important in the workplace.
Benefits:
1.Increased satisfaction and enthusiasm: Motivated workers tend to be more devoted, work
with greater passion, are happier at work, and receive greater satisfaction from their work. They
also miss work less frequently. This in turn motivates them to make greater contributions to the
organization's growth. Research suggests that motivated employees are happier at work. They
get more satisfaction from their work, are absent less often, tend to be more loyal and work with
more enthusiasm. This in turn encourages them to contribute more to development of an
organisation

2.Positive workplace culture: Motivated employees create a positive workplace culture that
supports the role of the organization as a good employer. A positive workplace culture involves
having clear values, goals, and expectations, as well as fostering collaboration, communication,
and feedback among employees and managers.
“Kellogg’s values and culture support its role as a good employer. Encouraging everyone to
live by the K-Values throughout the whole business creates a culture of people that have
ownership over their own projects and strive for continuous improvement and industry-leading
results.”

3.Enhanced employee engagement: Motivated employees are more engaged with their work
and the organization. Employee engagement involves having a sense of purpose, commitment,
and involvement in the work and the organization. Engaged employees are more likely to
perform well, innovate, and advocate for the organization.
“Employees are encouraged to speak positively about each other when apart, focusing on their
strengths. This involves listening to others and accepting their right to their own views
regarding the workplace.”
4.Quality and Productivity: Motivated employees, especially within Kellogg’s, contribute to
increased productivity and profitability. “These tasks through the division of labour… increases
Kellogg’s production process with increasing productivity and profitability.”

5.Increased Output: Taylor’s view of motivation leads to increased rates of output. “Taylor
believed that monetary reward was an important motivating factor. Pay could simply be used to
increase rates of output.”

6.Safety and Well-being: Motivated employees adhere to safety practices ensuring a safe
working environment. “Kellogg’s provides a safe and healthy work environment… Employees
are however accountable to prevent accidents.”

7.Belongingness: A motivated workforce fosters team spirit and enhances workers’ sense of
belonging. “These provide informal opportunities for employees to receive and request
information on any part of the business, including sales data and company products. This helps
in strengthening teams and enhances workers’ sense of belonging.”

8.Communication: Having an open approach to communication keeps everyone focused on the

company’s aims and objectives. “Having an open approach to communication keeps everybody
focused on the company’s aims and objectives.”

9.Health and Well-being: Kellogg’s breakfast clubs and support for swimming promote a
healthy lifestyle that helps boost the employees’ productivity. “Kellogg’s breakfast clubs and
support for swimming promote a healthy life-style that helps boost active in the community.”
10.Recognition: Recognizing all employees’ achievements boosts their self-esteem, leading to
increased productivity. “Kellogg’s recognises that all employees should feel that they contribute
to the achievements of the business.”

11.Self-Satisfaction: Providing opportunities for challenging and stimulating work leads to

employee self-satisfaction, enhancing their performance. “Kellogg’s provides employees with
the opportunity to take on challenging and stimulating responsibilities.”

12.Two-Way Dialogue: Keeping a two-way dialogue empowers workforce leading to innovative

ideas generation. “Kellogg’s keeps a two-way dialogue with employees through its
communication programmes.”

13.Increased Productivity: “Herzberg felt that satisfied employees would be productive

employees.”
Flexibility and Adaptability: “This means employees can adjust their working hours to their
work against any lifestyle commitments.”

14.Consistent Strong Results: “Awareness of motivating factors helps Kellogg’s to build a

business that delivers consistently strong results.”

15.Enhanced Employee Efficiency and Quality: “Motivating staff helps to make them more
committed to the workplace. By understanding the effects of different motivation techniques,
Kellogg’s is able to make work a more exciting and interesting experience for employees,
creating a more productive, profitable and competitive business.

3. Choose 2 motivation approaches, evaluate the benefits to an organization of using

different motivation approaches.

MASLOW
Maslow’s hierarchy of needs is a model that
proposes that humans have five basic needs
that must be satisfied in a certain order:
physiological, safety, social, esteem, and self-
actualization. According to Maslow, people
are motivated to fulfill their lower-level needs
before they can pursue their higher-level
needs. For example, a person who is hungry
and thirsty will not be concerned about
making friends or achieving their full
potential until they have satisfied their
physiological needs.
HERZBERG
Herzberg’s two-factor theory is a model that
suggests that there are two types of factors
that affect motivation: hygiene factors and
motivators. Hygiene factors are the aspects of
work that can cause dissatisfaction if they are
absent or inadequate, such as salary, working
conditions, supervision, and company
policies. Motivators are the aspects of work
that can cause satisfaction and motivation if
they are present and adequate, such as
recognition, achievement, responsibility, and
growth.

Maslow’s theory is more general and Herzberg’s theory is more specific and
descriptive prescriptive
It is a comprehensive and holistic theory that It is a specific and practical theory that
covers all the human needs and their identifies the key factors that influence job
interrelationships. satisfaction and dissatisfaction.
It is a flexible and adaptable theory that can It is a realistic and empirical theory that is
be applied to different individuals, groups, based on the actual experiences and
and cultures. perceptions of workers.
It is a positive and humanistic theory that It is a proactive and dynamic theory that
emphasizes the potential and growth of suggests how to improve the work
human beings. environment and motivation.
Employee Satisfaction: Long-Term Satisfaction:
By addressing and fulfilling the different Focusing on intrinsic motivational factors can
levels of needs, organizations can enhance contribute to long-term job satisfaction. This
employee satisfaction and well-being. A approach aims to create an environment
satisfied employee is likely to be more where employees find joy and fulfillment in
engaged and productive. their work, leading to sustained performance.
Employee Retention: Employee Engagement:
Meeting higher-level needs, such as esteem By concentrating on motivational factors such
and self-actualization, can contribute to as recognition, achievement, and
employee loyalty and retention. When advancement, organizations can increase
employees feel valued and recognized, they employee engagement. Motivated employees
are more likely to stay with the organization. are more likely to contribute positively to the
workplace
Individualized Approach: Maslow's theory Distinguishing Factors:
recognizes that individuals have diverse needs Benefits: Herzberg differentiates between
and motivations. By understanding and "hygiene" factors (which, when absent, cause
considering employees' unique needs at each dissatisfaction) and "motivational" factors
level of the hierarchy, organizations can tailor (which, when present, contribute to job
their approaches to support individual growth, satisfaction). This provides organizations with
development, and job satisfaction. This a clear understanding of what factors to focus
individualized approach can lead to a more on to avoid dissatisfaction
personalized and meaningful employee
experience.
Organizational Culture and Values: Maslow's Employee Satisfaction: Herzberg's theory
theory highlights the importance of higher- emphasizes the importance of addressing
level needs such as self-esteem and self- hygiene factors, which are essential for
actualization. Organizations that foster a preventing employee dissatisfaction. By
culture and values system that supports focusing on factors such as fair compensation,
personal and professional growth can create safe working conditions, and supportive
an environment where employees feel policies, organizations can create a foundation
fulfilled and motivated to contribute to the of satisfaction, ensuring that employees' basic
organization's success. needs are met.
Team Collaboration and Innovation: When Employee Empowerment: Herzberg's theory
employees' needs for belonging and esteem supports the idea of empowering employees
are fulfilled, they are more likely to engage in by providing them with autonomy and
collaborative efforts, share ideas, and decision-making authority. By involving
contribute to innovation within the employees in decision-making processes and
organization. Maslow's theory suggests that allowing them to have control over their
by creating a sense of belonging and work, organizations can foster a sense of
 recognition, organizations can foster an
environment that encourages teamwork,
creativity, and problem-solving.
Talent Attraction and Retention:
Organizations that address employees' needs
at different levels of the hierarchy are more
likely to attract and retain talented
individuals. By offering opportunities for
personal growth, recognition, and a
supportive work environment, organizations
can become more appealing to potential
employees and reduce turnover rates.
ownership and motivation, leading to
increased job satisfaction and productivity.
Performance Improvement: By focusing on
motivators, such as recognition and
opportunities for personal growth,
organizations can foster a sense of
achievement and satisfaction among
employees. This can lead to improved
performance, increased productivity, and
higher quality output.

TARMAC: HR Strategy
1. What is the definition of selection? What is the definition of personal development plan?
Selection: The process of choosing which person to appoint from those that apply for a job
vacancy.
Personal development plan: A plan setting out ways in which individual employees will have
their training and development needs met.

2. Analyse why a rage of job roles are necessary in order to support a large business like
Tarmac?
A range of job roles are necessary to support a large business like Tarmac because:
1. The company needs people with high levels of skill in both external and internal roles
The diversity in skills and roles is central to Tarmac’s growth.“Tarmac depends on having
people with high levels of skill in externally-facing roles such as sales, customer service and
marketing, as well as internal roles in IT, finance or procurement (often called purchasing). The
recruitment of specialist employees in these roles is now central to Tarmac’s growth.”

2. Evaluate the key strategies of workforce planning for Tarmac, identify how such planning
might contribute to its performance and help it to develop competitive advantage. “Employees’
capabilities are developed and motivated through processes that organisations meet their
business objectives and increase their employees’ capabilities to create competitive advantage.”

3. The company’s business is now much broader, and it must keep developing new products and
services to remain competitive. This indicates the need for innovation and development roles.
“Tarmac’s business is now much broader, it must keep developing new products and services to
remain competitive.”
4. The changing and evolving nature of Tarmac’s business means it needs employees with a wide
range of skills. This highlights the necessity for diverse skill sets among employees. “The
changing and evolving nature of Tarmac’s business means it needs employees with a wide range
of skills.”

5. Tarmac has to identify potential customer groups. This is vital in a competitive market.
Indicates the need for marketing and customer relations roles.“Tarmac has to identify potential
customer groups. This is vital in a competitive market.”

6.The starting point of the workforce planning process is to identify employment needs…to
ensure it gets highly trained professionals effectively in order to continue to provide its
customers with top quality products. Emphasizes the importance of hiring professionals with
specific skills. “The starting point of the workforce planning process is to identify employment
needs…to ensure it gets highly trained professionals effectively in order to continue to provide
its customers with top quality products.”

7. The company needs to attract people with the right skills and qualities for different positions.
“Attracting people involves constructing job descriptions and person specifications. These
identify what the job involves and what essential and desirable qualities the candidate must
have.”

8.The company needs to build skills and capabilities of its employees through personal
development plans. “Building skills and capabilities involves creating personal development
plans for each employee. These identify the skills or behaviours that individuals want to develop,
the actions they will take to achieve this, the timescale for development, the benefits of
development for them and how it helps Tarmac.”

9.The company needs to have people in various roles such as commercial analyst, business
administration team leader, and human resources advisor. The article explains the responsibilities
and functions of each of these roles. For example, the commercial analyst role “involves
supporting Finance and Commercial Managers by analysing the way in which the business
performs, managing projects and setting targets for the different parts of the organisation.”

3. Evaluate the key strategies of workforce planning for Tarmac, identify how such
planning might contribute to its performance and help it to develop competitive advantage.
Tarmac’s key strategies of workforce planning include:
1. Workforce diversity and skill development: Tarmac has shifted from the traditional view of a
workforce in hard hats to having people with high levels of skill in externally-facing roles such
as sales, customer service, and marketing, as well as internal roles in IT, finance or procurement.
This diversity contributes to Tarmac’s growth.
“Tarmac depends on having people with high levels of skill in externally-facing roles such as
sales, customer service and marketing, as well as internal roles in IT, finance or procurement.”

2. Human resource management: The focus on human resource management within the company
is key to ensuring that employees are not only capable but motivated and developed to meet its
mission.
“This case study focuses on Human Resource Management within Tarmac. It looks at how
workforce planning and other HR strategies enable Tarmac to meet its mission.”

3. Competitive advantage through employee capabilities: By developing and motivating their

employees to meet business objectives and increase their capabilities, Tarmac creates a
competitive advantage.
“Employees are not a static resource. They need to be engaged, interested, developed and
motivated. It is through such processes that organisations meet their business objectives and
increase their employees’ capabilities to create competitive advantage.”

4. Recruitment and selection: Tarmac focuses on “engaging employees to use their energy and
skills to improve the business.” “Tarmac ensures that people are trained and qualified; clear and
understandable objectives and targets, being helped to improve and acquire the skills,
qualifications.”

5. Training and development: A key strategy is ensuring employees are well-trained. Quoted:
“The HR department offers formal internal and external courses to give people training in key
skills related to their current roles.”

6. Appraisal: Employees are recognized for their performance “being recognised for their
performance and rewarded accordingly.”

7. Engaging employees: It’s crucial in achieving exceptional performance. “A vital element of

this drive to achieve the exceptional is ensuring that there are excellent communication systems
in place.”

8. Adapting to business evolution: Tarmac anticipates where new skills, such as those involved
with different technologies, are required and provides training for existing employees to support
its future growth.
“The changing and evolving nature of Tarmac’s business means it needs to anticipate where
new skills, such as those involved with different technologies, are required.”

9.Diverse product portfolio: Tarmac has a diverse product portfolio that requires a more intricate
workforce with specialized and improved skills, leading to increased efficiency across the
business.
“Such a diverse product portfolio means Tarmac needs to have more intricate workforce than
ever to support its operations.”

10. People make the business: Tarmac employs people with varied backgrounds in technology,
engineering, finance, language, and information science, ensuring key roles within the Head
Office are filled effectively and contributing to its market leadership.
“Tarmac’s people make the business the market leader that it is.”

11. Getting the right people: Tarmac identifies its recruitment needs for the future and selects the
right candidates that align with its strategic goals and vision.
 “The starting point of the workforce planning process is to identify employment needs for the
future.”

12. Attracting people: Tarmac constructs job descriptions and person specifications to ensure the
right candidate with essential qualities is hired.

“Attracting people involves constructing job descriptions and person specifications.”

13. Recruitment: Tarmac seeks individuals with diverse skills from a range of backgrounds to
reach higher potential and enhance its performance.
“Recruiting the right people is fundamental to Tarmac’s development.”

14. Selection process: Tarmac uses various selection tools, including psychometric testing, to
ensure that only the most suitable individuals are selected.
“Selection is the process undertaken by human resource managers.”

15. Building skills and capabilities: Tarmac provides personal development plans for each
employee to identify and develop skills or knowledge they want to improve.
“At Tarmac, each individual has a personal development plan.”

16. Human resource management focus: Tarmac matches the needs of the business with the
needs and development of the employees, resulting in highly motivated and high-performing
staff.
“Human Resource Management focuses on matching the needs of business with needs and
development of employees.”

SIEMENS: Creating high performance culture.

1. What is the definition of competitive advantage? What is the definition of human
resources development?
Competitive advantage: having advantages which give you an edge over competitors. Sources of
competitive advantage are those things that make you better than your rivals – e.g. having a
more engaged workforce all pulling in the same direction.
Human resource development is all about helping people to fulfil themselves at work.
Development is concerned with encouraging employees to identify ways in which they want to
improve their careers and other aspects of their working lives.

2. How does Siemens seek to provide good career opportunities for employees?
1.Employee Development: “Human resource development is all about helping people to fulfill
themselves at work.”
2.Diverse Roles: Siemens offers a variety of roles including “mechanical and electrical
engineers, researchers, new product developers, managers and business executives,
administrators,” among others.
3.Training Courses: Employees have the opportunity for professional growth as they “may want
to attend training courses.”
4.Engagement and Commitment: “Excellent people need to be managed in an excellent way. If
people are properly managed, they will motivate themselves to do a good job.” This indicates
that Siemens focuses on excellent management to ensure employee motivation.
5.People Excellence: “At the heart of People Excellence is the building of a high performance
culture.” Siemens strives for a culture that nurtures individual growth and team spirit.
6.Competitive Advantage through Innovation: “For Siemens, people, like its technology and
innovation, are a source of competitive advantage.” It shows that employees are valued as key
assets.
7.Recognition: “Siemens believes that it’s the block on day-to-day working moments of
recognition…from receiving a pat on the back or a personal letter or special mention in a
meeting, to promotion or higher salary.” This highlights the company’s effort in recognizing and
rewarding employees’ contributions.
8.People Excellence Program: “People Excellence is part of Siemens’ global action plan
concerned with human resource development.”
9.Inclusive Culture: “The high performance culture is the way of working at Siemens and it
involves everyone. The global talent pool is made up of all Siemens’ employees.”
10.Leadership Training: “The SLE provides the highest calibre leadership and management
training.”
11.Talent Management: “For Siemens, matching talent with tasks produces competitive
advantage. Each individual at Siemens can make best use of their talents, whatever they may be.”
12.Job Enrichment: “job enrichment, where individuals are encouraged to take on extra tasks,
and responsibilities within an existing job role to make work more rewarding.”
13.Talent Management: “By applying talent management to all staff: all customer-facing staff
are engaged, so all customers benefit; everyone has the opportunity and choices to achieve their
full potential; the pipeline of highfliers is sustained.”
14.Standard Process for Performance Management: “Siemens has created a standard process for
managing the performance and development of all employees. This is referred to as the
Performance Management Process.”
15.Performance Objectives: “Performance management is a systematic process that creates trust
and open communication by: setting objectives; monitoring progress made; creating an ongoing
dialogue between each team member and his/her manager; enabling forthright discussion.”

3. How effective do you think the Siemens approach to people management will be
increasing great results?
The Siemens approach to people management is based on four main elements: achieving a high
performance culture, increasing the global talent pool, strengthening expert careers, and
Siemens’ Leadership Excellence Programme.
it seems that Siemens has a comprehensive and innovative approach to people management,
which aims to create a high-performance culture, empower employees, and leverage data
analytics. I think this approach will be effective in increasing great results for Siemens, as it will:
1. Align the individual and organizational goals and expectations, and foster trust and open
communication between managers and employees.
2. Engage and motivate employees to achieve their full potential, and provide them with
opportunities and choices for career development and learning.
3. Utilize data-driven insights to support decision making and best-practice exchange, and
involve key stakeholders in strategy implementation and innovation.
4. It fosters a culture of continuous learning and improvement, where employees are encouraged
to take on extra tasks and responsibilities, acquire new skills and knowledge, and seek feedback
and guidance
5. It motivates and engages employees by providing them with recognition, rewards, and career
opportunities, as well as a supportive and collaborative work environment.
6. It develops and retains talent by identifying and nurturing high-potential employees, offering
them leadership and management training, and preparing them for future challenges and
opportunities
7. It leverages data analytics to generate insights into the drivers and levers of strategy
implementation, and to support decision making and best-practice exchange.
8. It empowers people to achieve their full potential, offering diverse roles, training courses,
leadership development, and recognition

Kelogg:
Tăng năng suất
Focus: Motivated employees are often more able to concentrate on their work. They know their
goals clearly and prioritize their work effectively. Concentration helps them eliminate
distractions and increase work performance.

Active participation: Motivated employees often actively participate in work. They not only
complete assigned tasks but also consciously participate in related activities, projects and
discussions. Active participation creates a creative, dynamic working environment and
encourages personal and organizational development.

Commitment: Motivated employees are often committed to their work. They clearly understand
the importance and value of the work they are doing. This leads to responsibility and a sense of
autonomy in getting the job done in the best way possible.
Work their best: Motivated employees are willing to work their best and give their best
contribution. They are not afraid to face difficulties and pressure, and are willing to work
overtime or take on additional tasks when necessary. The spirit of hard work and passion helps
them achieve higher output.

Creative solutions: Motivated employees often seek creative solutions to challenges and
problems encountered at work. They have the ability to think differently and come up with new
ideas, helping to improve work processes and optimize results.
Collaboration and knowledge sharing: Motivated employees tend to cooperate well with
colleagues and share their knowledge and experiences. They facilitate effective teamwork,
leveraging diversity and creativity from every member of the organization.

*Actively participate:
Autonomy and control: Motivated employees often have higher levels of autonomy and control
over their work. They are encouraged and have the ability to shape their own work, set goals and
manage their time. This autonomy helps them feel in control and influence the outcome of their
work, creating satisfaction and independence.

Personal development opportunities: Motivated employees are often provided with personal
development and continuous learning opportunities. The organization invests in training, career
guidance and skills development for its employees. When employees see themselves growing
and having opportunities to progress in their work, they feel more satisfied and motivated to
continue contributing to the organization.

Fair job evaluation: Motivated employees often have their work evaluated in a fair and
transparent manner. They clearly know the assessment criteria and are given constructive
feedback to improve performance. Fair job evaluations help employees feel recognized and
valued, creating a positive work environment and increasing satisfaction.

Create a positive work environment: Motivated employees often enjoy working in a positive
environment where there is respect, supportive colleagues and recognition. A positive work
environment creates satisfaction and motivation for employees, encouraging them to perform
better and creating personal and organizational success.

Discover personal goals and values: Motivated employees often have clear personal goals and
values. If their work aligns with those goals and values, they feel satisfied and motivated to
continue growing and contributing. Providing a work environment that aligns with employees'
personal goals and values is a key factor in increasing satisfaction.
When employees feel more satisfied with their jobs, morale is higher, turnover rates decrease,
and loyalty increases. Satisfied employees are likely to stay with the organization over the long
term, reducing new recruitment and training costs. Furthermore, they also tend to stick with the
organization and make long-term contributions, creating a stable and sustainable environment for
the organization's development.

*Creativity and innovation:

Creative thinking: Motivated employees tend to think more creatively. They seek to approach
problems from new angles, generate new ideas, and come up with creative solutions. Motivation
encourages employees to expand their thinking abilities and not be afraid to test new ideas,
helping to create breakthrough ideas and improve work processes.

Risk taking: Motivated employees are often willing to take risks and try new ideas. They are not
afraid of failure and can learn from those experiences. Motivation encourages employees to not
be afraid to leave their comfort zone and try new methods, processes or ideas. Through risk-
taking, organizations can explore new approaches, uncover potential and drive innovation.

Suggest improvements: Motivated employees are often confident and encouraged to suggest
improvements to the organization. They can recognize shortcomings in current processes and
suggest improvements to enhance efficiency and quality. By encouraging employees to
contribute their unique perspectives, organizations can gather a variety of ideas and create an
innovative environment.

Culture of innovation: A highly motivated workforce drives a culture of innovation within the
organization. This means that innovation and improvement are considered an important part of
daily operations and are highly valued. The organization creates an environment where
employees are encouraged and supported to propose new ideas, test innovative projects and share
knowledge and experience. With a culture of innovation, an organization is able to adapt quickly
to market changes and create a competitive advantage.

👍In short, motivation encourages creativity and innovation by promoting creative thinking, taking
risks, suggesting improvements and building a culture of innovation. Greater creativity and
innovation help organizations find new solutions, improve efficiency and create a competitive
advantage in the market.

Positive organizational culture:

Agree with the organization's values and goals: Motivated employees often agree with the
organization's values and goals. They clearly understand the importance of these values and are
committed to implementing them in their daily work. This creates a connection between the
individual and the organization, creating a positive culture of consensus and solidarity.

Clear tasks and goals: Motivation also plays an important role in employees recognizing and
understanding their tasks and goals in the organization. When employees are motivated, they
tend to seek personal goals and focus on achieving them. Clarity about mission and goals helps
create focus and direction, ensuring that everyone in the organization is working toward the same
common goal.
Positive energy and passion: Motivated employees often bring positive energy and passion to
their work. They are willing to face challenges and bring excitement and commitment to what
they are doing. This enthusiasm and passion permeates the organization, creating a positive
environment and promoting growth and success.

Satisfaction and commitment: Motivated employees often have high levels of satisfaction and
commitment to their work and the organization. Motivation helps create a good working
environment, where employees feel respected and evaluated fairly. Employee satisfaction and
engagement not only help maintain a positive culture, but also attract top talent and build a
positive reputation within the industry.

In summary, motivation can contribute to creating a positive organizational culture by agreeing

with the organization's values and goals, focusing on clear mission and goals, bringing energy
positive and passionate, as well as creating satisfaction and commitment. A positive
organizational culture not only enhances employee performance and satisfaction, but also attracts
and retains talent, while building a positive reputation and a competitive advantage for the
organization in the future. branch.

Câu 3: cải bảng

In summary, both Maslow's Hierarchy of Needs and Herzberg's Two-Factor Theory have their
own benefits when applied in organizations. Maslow's Hierarchy of Needs helps organizations
understand and meet employee needs, while Herzberg's Two-Factor Theory focuses on
understanding factors that cause satisfaction and dissatisfaction. However, it should be noted that
both of these theories have been around for a long time and may not fully accommodate modern
motivational factors in today's work environment. Organizations need to combine them with
modern motivational aspects to create a suitable work environment for employees.