How to Improve Employee Engagement in Tesco - Term Paper Example

HOW TO IMPROVE EMPLOYEE ENGAGEMENT IN AN ORGANISATION AND HR STRATEGIES OF BEING ABLE TO MEASURE EMPLOYEE ENGAGEMENT Table of Contents Table of Contents 2 Introduction 3 Reflective statement of the study: 3 1. Concept of employee engagement in global retail firm like Tesco: 4 2. Employee engagement policies and HR policies of Tesco 6 Program for Employee Engagement in Tesco 7 3. Recommendation of measurement of Employee Engagement policies in Tesco 10 Conclusion 12 Works Cited 13 Name of the student Name of the professor Course number Date Introduction Human resources are one of the most important resources that are required to develop operational and strategic development process. Employees are contributing to the organization for producing product, service and other consumer offerings of an organization. Therefore, employee engagement is one of the most important strategies of globalised firms. Energetic involvement of employees will increase operational efficiency. Commitment of employees depends on engagement policies of human resource management. In the current study, Tesco organization is used to create proper contrast of employee engagement in their global operational policies. This study has also outlined various HR strategies implemented by Tesco management so that they can maintain their leading position in the UK based retail industry (Brajer-Marczak 259-261). Reflective statement of the study: From the study, I have gained an idea of Employee Engagement policies that are used by Tesco. Tesco is using the strategies centrally from the UK based headquarters to different subsections of global distribution centers. I came to know about the term “helicopter view” that is mainly the HR and Employee Engagement policy of Tesco. It is primarily a modified version of the conflict management strategies. Broad issues are collected from different branch operations. HR policies of Tesco are aiming to offer more quality in products, and on store ambiance. Tesco is facing the challenge from ASDA, Sainsbury, Morrison’s, Walmart, LIDL and ALDI. Therefore, employee retention and development policies must be well designed. In addition, I have learned that Employee Engagement policies of Tesco are collecting demands and knowledge from the employees. This type of HR policy will reduce different type of recurring training and development cost. Collective bargaining is entertained to ensure proper features of the workplace and remuneration policies. 1. Concept of employee engagement in global retail firm like Tesco: Employee engagement policies of the Tesco are discussed in details to ensure more quality. The term employee engagement is making the HR process more complex. Employees are engaged into the business policies and strategic directions in order to increase the commitment towards the organization. Organizations are increasing loyalty management process that will aid them to retain skilled and expert employees. On the other hand, productivity of the retail firms will gradually increase with the help of motivated set of employees. Emotional support provisions to the employees will make them feel more valued (Bridger 127-129). Concept of employee engagement is one of the contemporary human resource tools. This module is encouraging the conversation or interaction of the thoughts of the employees and employers. Employee engagement process empowers development of the psychological state of the employees in terms of developing skills and efficiency. HR managers are required to develop proper policy of managing various cultural traits on employee’s behavior. Therefore, cross cultural factors are arising in the work place along with that linguistic barriers are also increasing among them (Cook 759). Employee engagement ensures proper emotional support to the employees to learn and get accustomed to the workplace culture. Engagement ensures sound interaction between the employees and management. Thus, skilled employees can share their knowledge along with the fresh recruits. Behavioral employee engagement resolves the conflict among employees regarding cultural and other factors. On the contrary, trait related employee engagement policy increases operational efficiency among the employees. They feel free to explore their career as per organizational demands (Federman 551-553). Tesco is a major retail firm based in the UK; they are also the leaders of the UK based retail market. The organization is among the Big Four retailers of the UK, they are also holding the second position of global retail industry (Tesco plc). Therefore, the organization needs to maintain sound work place attributes so that they can increase the rate of employee efficiency. Tesco as an employer needs to provide sound leadership based management. Employee engagement will be a key tool for retail organizations like Tesco, ASDA, and Sainsbury, as there are lots of sub departments and variety in consumer specialty. This policy outlines the value of the employees along with the level of satisfaction in working with the organization. Employee engagement policy increases the policy of retaining of the expert and technically sounds staff. This process will reduce the staff development cost of Tesco (Garber 789). Background of employee engagement policy of Tesco Tesco was reported as one of the UK based largest employment source. They are having more than 600000 employees, spread across 6800 branches worldwide. Human resource policy of Tesco helped employees to meet their requirements and expectations. Potential growth and appraisal policy increases the attraction of employees and retention of skilled employees (Tesco plc). Tesco is operating globally along with huge range of grocery and other retail products. Tesco is aiming to maintain the top position in the UK retail market. Skilled and experienced employees will aid them in meeting the demands and requirement of the customers. Tesco offers efficient support to the customers with effective suggestions in store (Ibrahim and Al Falasi 567). Engaged workforce can be developed with the help of effective rate of entertainment and refreshment strategies. Employee engagement policy offers Tesco with an in-depth perception on the employees demand and requirements. Stores level and distribution centre employees are also contrasted to develop their skills and ability (Gupta and Kumar 63-65). 2. Employee engagement policies and HR policies of Tesco Tesco is having vertical HR strategies to maintain operational policies of selling retail products. Employees are playing crucial role in producing retail products, serving those to customers in the stores and providing financial suggestions and decision making supports in Tesco Banking set up. There are mainly three types of employee engagement concept that are adopted by the Tesco management in developing workforce and to gain more compatibility: Intellectual engagement: Skills of each individual are utilized during the operational set up, whereas, performance based targets are set on the employees. Individuals are engaged to get appraisal in terms of roles, superiority and compensations. Tesco is using the experienced employees in training the new recruits. This is reducing the training development cost incurred by Tesco (Rivera and Flinck 259). Affective appointment policy: Tesco is outlining certain positive factors that are reporting emotional attraction for the new and existing employees. Such employee engagement policy of Tesco is increasing association of experience and potential opportunity among the employees. Therefore, Tesco can maintain sound operational structure with the help of proper marketing and operational strategies. Social engagement: Employees are providing report of problem statements on the basis of work force. Improvements of the occupational efficiency are outlined for generating further development of various factors like operational efficiency, skills and knowledge (Sharon 127-458). Program for Employee Engagement in Tesco The four major activities that could be essential in the employee engagement of the company are detailed below: - 1) Involving employees in the business planning process can be extremely effective towards employee engagement. This is principally because of the fact that Tesco being a large group can be able to value employees with this approach and this can also act as a great motivator. 2) Development of a knowledge sharing system can also be a great option. One of the major causes of high turnover rate is the unavailability of information and opportunity to learn. However, with the implementation of a knowledge sharing system, the company will be able to increase the engagement level of the employees. 3) The employee engagement can also be increased if employees are made aware of their contribution to the company. In this regards, the company can directly present employees with the financial situation of the company and can also make the employees aware of their contribution. This will surely bring a sense of responsibility among the employees and is likely to be beneficial for a large company like Tesco. 4) Another engaging activity can be to create new opportunities for the employees on a regular basis. This will create a high level of excitement among the employees as they will be eager to know the latest opportunity being offered by the company. This can be achieved through good internal communication such as internal newsletter, general meeting etc. Human resource policies of Tesco: Tesco have huge employee base, management is ensuring more trust in outlining occupational potentials and scope. HR strategies of Tesco increased employee satisfaction with the help of occupational benefits. Organizational decision making process outlines highest workplace environment. Different type of concepts of employees is collected by the HR managers of Tesco. Employee’s assessment will aid the management of the retail organization to create feasible operational strategy. Tesco is increasing relationship strategies among the management level and store and factory employees. The company is offering “employee relations climate” that collects various information from the employees about any sort of problems and complains (Sharon 259). Occupational compensation in Tesco is the highest among the industry. In addition, safety in the offered jobs will attract the employees to work without any sort of risks. Significant investment policy in the Tesco operations: Noteworthy investments will be ensuring the retail business policy in the global business perspective. Tesco is paying attention to the expectation and perception of the employees and making strategies to meet those. Since 2011, the company is using “tools to do the job” policy in the last four years (Ibrahim and Al Falasi 567). Staffs are queried through different type of questionnaire regarding operational circumstances. In addition, workplace environment is developed through empowering the demands of employees. Coffee or other soft beverage machines are installed in the factory shed. TV and other amusement equipments are also provided in the canteen facility to increase refreshment. Organizational and operational issues are rising along with time and cross cultural ambience. Employees are addressing to communication workshop for developing the communication skills to meet global shoppers in the retail outlets (Thomas 779-780). Collaborative and bi-channel communication development: Employee engagement program will be more effective if those involve success criteria or benchmarks. Communication will outline process of operation. Knowledge bases of employees are used among the juniors and new recruits. Mainly, job or operational efficiency of the retail employees will be increased through the management of performance. Productivity of Tesco increased due to the best workplace culture. Employee development policy helped Tesco to increase their sales. The strategy of Tesco is, collecting feedback and using those in the strategic development. HR department of Tesco is employing sound engagement strategy. Strengths and weaknesses of employees can be used to mitigate threats of operational failures (Vestal 6). 3. Recommendation of measurement of Employee Engagement policies in Tesco Employee engagement policies adopted by Tesco can be measured as follows: Evaluation of the managers and employee affairs Managers must treat the employees fairly to build favorable and sound relationship. If the employees are unsatisfied with the actions of management, they will not perform well. Probability of the retail firms like Tesco can be increased with the help of employee engagement process. Engaged employees will be motivated to perform well. Communication standard analysis Engaged employees will tend to maintain open type of communication among the management or upper hierarchy. Managers must communicate the expected outcomes from the employees and goals and vision of Tesco along with collecting feedbacks from the employees. Communication is a vital technique that will aid employees to collect proper idea of operation and exchange the thoughts of limiting various factors like implementing certain beliefs on problems and obstacles (Vestal 11). Beneficial action Employment benefits must be negotiated at the time of employee engagement process. In simple terms, benefits mean reward, remuneration and other beneficiary actions among the different operational conditions. Empowerment of the employees is empowered Empowerment of the employees is one of the vital strategies of employee engagement policies. Appraisal of the employees needs to be done by the management and superiors. Empowerment will increase the inspiration level among the employees. They will perform well to achieve more opportunities and occupational growth. Tesco is offering salary hike for the efficient and performing employees. Evaluation of realistic factors Apart from being emotional all the time, managers must be able to analyze practical problems faced by the employees. Employee’s engagement policy will include reality condition analysis to increase the performance level of the employees. This will provide feasible solution to the management regarding the problems faced during the study (Werner 131). Revising employee preference in the workplace Self awareness needs to be created among the employees of Tesco. Employee engagement process explores the demands of the employees along with their perception towards the job. Moreover, employees must be clear enough to provide actual report of their requirements. Conclusion From the study, employee engagement policies are contrasted on the basis of the organizational structure of Tesco. Employees of Tesco are trained with the purpose of meeting values. Engaged employees are more appraised and aware of level of growth in the organization. However, Tesco mission and vision statement is integrated with the employee engagement policy to make it more critical and result oriented. Employees will be showing more concern towards success in the UK retail industry. Human resource policy of Tesco is evolving employee engagement policies in terms of increasing the level of efficiency among workforce. Works Cited Brajer-Marczak, Renata. “Employee Engagement in Continuous Improvement Of Processes”. Management 18.2 (2014): 250-271.Print Bridger, Emma. Employee Engagement. London: Kogan Page, 2014. Print. Cook, Sarah. The Essential Guide To Employee Engagement. London: Kogan Page, 2008. Print. Federman, Brad. Employee Engagement. San Francisco: Jossey-Bass, 2009. Print. Garber, Peter R. 50 Activities For Employee Engagement. Amherst, Mass: HRD Press, 2007. Print. Gupta, Vishal, and Sushil Kumar. “Impact Of Performance Appraisal Justice On Employee Engagement: A Study Of Indian Professionals”. Employee Relations 35.1 (2012): 61-78. Print Ibrahim, Maha, and Saoud Al Falasi. “Employee Loyalty and Engagement In UAE Public Sector”. Employee Relations 36.5 (2014): 562-582. Print Rivera, A. P., and J. Flinck. “Employee-Led, Employee Engagement in The Federal Government: SAMHSA Peoplefirst”. Advances in Developing Human Resources (2011): 251-267. Print Sharon, Terera. “The Relationship Between Employee Engagement As A Human Resource Management Practice and Employee Organizational Commitment”. Mediterranean Journal of Social Sciences (2014): 125-567. Print Tesco plc. Tesco Plc”. Corporate strategy, 2015. Web. 16 March 2015. Thomas, Kenneth Wayne. Intrinsic Motivation at Work. San Francisco: Berrett-Koehler Publishers, 2009. Print. Vestal, Katherine. “Managing Challenges: Employee Engagement”. Nurse Leader 7.4 (2009): 6-7. Print Vestal, Katherine. “Which Matters: Employee Satisfaction or Employee Engagement?”. Nurse Leader 10.6 (2012): 10-11.Print Werner, Jon M. “Human Resource Development & Human Resource Management: So What Is It?” Human Resource Development Quarterly 25.2 (2014): 127-139.Print Read More