A Case Study Presentation

On

How T & D Support Business Growth

TESCO
Presented by Lokesh Singh Bagri MBA IV Sem

Introduction Situation analysis SWOT analysis Answer of Questions

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

 Tesco is the largest British retailer and is also the worlds

third 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 combined their names to brand the tea Cohen originally sold TESCO tea. Tescos primary aim is to serve the customer.

 Keeping existing customers happy is important, as

they 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 as telephone equipment and airtime. It has also expanded its customer base through its Tesco.com website which attracts one million regular users.

 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 welltrained staff that can recognise the needs of the customer.

 Tesco

recognises that increasing knowledge, improving skills and job satisfaction of employees are all vital to the continued growth of the company. This case 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 :Customer Assistants , Department Managers , Warehouse employees , Office-based staff working , Logistics staff.

 Tescos aim to expand and diversify requires the

business to have the right people, in the right place, at the 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 opportunity to grow and develop. The Tesco Leadership Framework focuses on three key themes to guide appropriate behaviour in employees. These link to nine critical success factors.

 Steps involved in TESCO T & D :

Development ( Options / Developmental / Specialized ) Programmes.

and benefits for financial and non- financial reasons .

 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.

 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 and all employees have the opportunity to grow and develop. It provides tools for highly structured monitoring and evaluation of training and development. The opening of new stores in new locations means that Tesco must adapt to different demands made by consumers. Threat: Competitors. Changing external environment factors. Risk Management.

 Efficient and effective training and development of

employees is an essential element for Tescos continuing growth in an increasingly commercial world. Tesco requires employees who are committed and flexible in order to aid its expansion of the business. The expansion of Tesco relies on retaining existing customers and acquiring new ones. Tescos structured approach to training and developing its existing and new employees provides a strong foundation for its continuing growth.

Q1. Explain the difference between training and development. How have changes in customer expectations affected Tesco and its need to train staff?
Training:

activities designed to improve the competence and ability of individuals in order to better enable an organisation to meet its objectives. Development: activities designed to further the personal 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

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 ,Job rotation / secondment ) Off the job training important for training in specific new skills or for developing the individual, in areas such as teambuilding, communications (for example, making presentations), or organisation and planning.
Identifying Training Need : Tesco regularly evaluates the performance of its employees in order to anticipate any possible skills shortages. This helps managers and employees decide whether they have the correct knowledge, skills, understanding and resources to carry out their job effectively.

 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 gaps identified are logged in a Personal Development Plan. critical success factors: specific aims such as reaching target sales and consumers to make the product successful.

 Q3.

Analyse Tescos method of developing its employees. Consider the strengths and weaknesses of such a programme.
Tesco takes a shared responsibility approach to training

and development. Development also helps increase the level of employee motivation.

 Options Programmes : Existing employees develop

leadership, operating skills. Developmental Programmes : A-level Options for A-level entrants, a fast track 12 month programme. Specialized Programmes : A-level and Graduate focus on store, 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 key learning points of the training were and how they are going to be used) and a Plan, Do, Review checklist to monitor when plans are completed. This allows trainees to carry out their own analysis of progress. For Strength & Weakness See SWOT Analysis.

Q4. Evaluate the benefits for Tesco in providing a structured training programme. To what extent do you think the training has achieved a Return on Investment?
Tesco provides tools for highly structured monitoring

and evaluation of training and development. The business needs to know if the investment in time and 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

 Activity Plans need to have SMART objectives: ( Specific , Measurable , Achievable , Realistic & Time Framed ) 360-degree

appraisal: Feedback comes from subordinates, peers, and managers in the organisational hierarchy, as well as self-assessment, and in some cases external sources such as customers and suppliers or other interested stakeholders rather than just from managers. Tesco also uses a more informal approach to development by asking employees to write down three things they believe they are good at and three things they believe they could do better.

 Trainees are given a colour coded development rating:

Blue where the trainee is ahead of the programme and using

skills to add value.

TESCO achieved a lot

acquiring new ones. All customers need to be confident and happy in Tesco. This relies on committed and flexible employees delivering the highest standards of service to meet Tescos objectives.