TESCO_ Training & devlopment methods

7/30/2019 TESCO_ Training & devlopment methods

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On

How T & D Support BusinessGrowth

TESCOPresented byLokesh Singh BagriMBA IV Sem


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Introduction

Situation analysis

SWOT analysis

Answer of Questions


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We talk about Every Little Helps a lot, but it's not

just a catchphrase or marketing slogan, it

represents everything we stand for.TESCO Vision


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Tesco is the largest British retailer and is also the worldsthird largest grocery retailer with outlets across Europe,USA and Asia.

The business began in 1919 with one man, Jack Cohen,

selling groceries from a stall in the East End of London. Jack bought surplus stocks of tea from a company called

T.E. Stockwell. T.E. Stockwell and Cohen combinedtheir names to brand the tea Cohen originally sold

TESCO tea.

Tescos primary aim is to serve the customer.


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Keeping existing customers happy is important, asthey are more likely to return.

Tescos original product range of grocery and general

merchandise has diversified to include banking,insurance services, electrical goods as well astelephone equipment and airtime.

It has also expanded its customer base through its

Tesco.com website which attracts one million regularusers.


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Tesco has expanded since then by a combination of acquisition

of new stores, retail services and by adapting to the needs of

consumers.

Tesco has net profits (before tax) of around 3 billion.

As the company has grown, so has its workforce. From one

man and a stall, Tesco now has approximately 280,000

employees in the UK and over 460,000 worldwide.

Tescos employees work in a wide range of roles in both

store and non-store functions.

To serve its widening markets it needs flexible and well-

trained staff that can recognise the needs of the customer.


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Tesco recognises that increasing knowledge,improving skills and job satisfaction of employees areall vital to the continued growth of the company. Thiscase study looks at how Tesco provides training and

development opportunities for its employees. Tescos employees work in a wide range of roles in both

store and non-store functions, such as :CustomerAssistants , Department Managers , Warehouse

employees , Office-based staff working , Logistics staff.


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Tescos aim to expand and diversify requires thebusiness to have the right people, in the right place, atthe right time. i.e. Workforce Planning.

There are many factors that affect workforce planning. Tesco employs people from a wide range of

backgrounds and all employees have the opportunityto grow and develop.

The Tesco Leadership Framework focuses on three keythemes to guide appropriate behaviour in employees.These link to nine critical success factors.


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Steps involved in TESCO T & D : Identifying training needs

Critical Success Factors

Training (TESCO offers) On the job T. / Off the job T.

Development ( Options / Developmental / Specialized ) Programmes.

Benefits of T & D i.e. Monitor and evaluate the costs

and benefits for financial and non- financial reasons .


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Strength:-

Tescos business image also benefits Diversified / Workforce (approx. 460000 in World wide) Tesco has a flexible and structured approach to training and

development, which adapts to individual employee needs. Tesco takes a shared responsibility approach to training and

development. Tesco also uses a method known as 360-degree appraisal. The Tesco Leadership Framework focuses on three key themes

( Customer focus , working with others & Personal Behaviour) to guide appropriate behaviour in employees.

Weakness:- The gaps identified are logged in a Personal Development

Plan. Interpersonal relation.


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Opportunity:- Tesco regularly evaluates the performance of its employees in

order to anticipate any possible skills shortages.

Tesco employs people from a wide range of backgrounds andall employees have the opportunity to grow and develop.

It provides tools for highly structured monitoring andevaluation of training and development.

The opening of new stores in new locations means that Tescomust adapt to different demands made by consumers.

Threat:- Competitors.

Changing external environment factors.

Risk Management.


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Efficient and effective training and development ofemployees is an essential element for Tescoscontinuing growth in an increasingly commercialworld.

Tesco requires employees who are committed andflexible in order to aid its expansion of the business.

The expansion of Tesco relies on retaining existingcustomers and acquiring new ones.

Tescos structured approach to training and developingits existing and new employees provides a strongfoundation for its continuing growth.


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Q1. Explain the difference between training anddevelopment. How have changes in customerexpectations affected Tesco and its need to train staff? Training: activities designed to improve the

competence and ability of individuals in order to betterenable an organisation to meet its objectives.

Development: activities designed to further thepersonal needs of individuals.

Factors that lead to changed customer expectation : The opening of new stores in new locations to meet different

demands made by consumers.

A clear understanding of the customer

CRM ..to retain their existing customer and


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Q2. List the methods of training carried out by Tesco.Describe how training needs are identified. The training methods carried out by Tesco:

On the job training ( Shadowing ,Coaching ,Mentoring ,Jobrotation / secondment )

Off the job training important for training in specific newskills or for developing the individual, in areas such as team-building, communications (for example, makingpresentations), or organisation and planning.

Identifying Training Need : Tesco regularly evaluates the performance of its employees in

order to anticipate any possible skills shortages. This helpsmanagers and employees decide whether they have thecorrect knowledge, skills, understanding and resources tocarry out their job effectively.


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The Tesco Leadership Framework focuses on three key themes( Customer focus , working with others & Personal Behaviour )to guide appropriate behaviour in employees.

Employees identify gaps in their knowledge and skills. The gapsidentified are logged in a Personal Development Plan.

critical success factors: specific aims such as reaching targetsales and consumers to make the product successful.


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Q3. Analyse Tescos method of developing itsemployees. Consider the strengths and weaknesses ofsuch a programme. Tesco takes a shared responsibility approach to training

and development.

Development also helps increase the level of employeemotivation.


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Options Programmes : Existing employees developleadership, operating skills.

Developmental Programmes :A-level Options for A-levelentrants, a fast track 12 month programme.

Specialized Programmes :A-level and Graduate focus onstore, office, distribution.

Personal development helps to produce long lasting

competencies. The employees Personal Development Plan includes

Activity Plans, a Learning Log (to record what the keylearning points of the training were and how they are

going to be used) and a Plan, Do, Review checklist tomonitor when plans are completed. This allows traineesto carry out their own analysis of progress.

For Strength & Weakness See SWOT Analysis.


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Q4. Evaluate the benefits for Tesco in providing a

structured training programme. To what extent do youthink the training has achieved a Return onInvestment? Tesco provides tools for highly structured monitoring

and evaluation of training and development.

The business needs to know if the investment in timeand money is producing improvements.

Employees need positive

structured feedback on their progress in order to find direction

gain confidence This will reflect in their behaviour with customers and

inspire higher customer confidence


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Activity Plans need to have SMART objectives:( Specific , Measurable , Achievable , Realistic & Time Framed )

360-degree appraisal: Feedback comes fromsubordinates, peers, and managers in the organisationalhierarchy, as well as self-assessment, and in some casesexternal sources such as customers and suppliers or

other interested stakeholders rather than just frommanagers.

Tesco also uses a more informal approach todevelopment by asking employees to write down threethings they believe they are good at and three thingsthey believe they could do better.


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Trainees are given a colour coded development rating: Red where progress is not on schedule Amber where some elements need more work

Green where all activities are on target

Blue where the trainee is ahead of the programme and usingskills to add value.

TESCO achieved a lot The expansion of Tesco relies on retaining existing customers and

acquiring new ones. All customers need to be confident and happy inTesco.

This relies on committed and flexible employees delivering the

highest standards of service to meet Tescos objectives.


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TESCO_ Training & devlopment methods