Coles' Human Resources Management Report
Coles’ Human Resource Management Evaluation Report
Abstract
This report illustrates two key HRM strategies used by Coles Supermarkets-Reward Management and Performance Management. The core competence and business goal of Coles are elaborated and the room for improvement have been identified, whereby Reward management and its implementation have been critically analysed to bridge the gap between their operational loss (weakness) and optimum performance (desired goal). Likewise, the method in which Performance Management is used by Coles to lead their employees to work both efficiently and effectively has been analysed. Performance Management is a useful tool to evaluate and ensure employee activities line up with the organisation’s strategic goals. First half of the report focuses on the Performance Management system and its implications in the business; the second half focuses on Reward Management System and its implementation.
1. Introducing Coles’ core business Coles is a leading food, liquor and convenience retailer in Australia (Wesfarmers Ltd 2012).
The business operates more than 2200 retail outlets across Coles, BiLo, First Choice Liquor, Liquorland, Vintage Cellars, Coles Express and Spirit Hotels (Wesfarmers Ltd 2012). The business employs more than 100,000 team members and handles more than 18 million customer transactions a week. The goal of Coles is “to give the people of Australia a shop they trust, delivering quality, service and value” (Wesfarmers Ltd 2012).
1.1 Core Competence and business model
In order to better understand how human resources management is integrated into the business of Coles Supermarkets, it is vital to grasp the bird's eye view of the core competence and business model of Coles. This provides an insight to when and where HRM can be best implemented in the business. Among many core competencies such as supplier relationships, logistics, market growth, the share of wallet was identified to be one of the major core
Abstract
This report illustrates two key HRM strategies used by Coles Supermarkets-Reward Management and Performance Management. The core competence and business goal of Coles are elaborated and the room for improvement have been identified, whereby Reward management and its implementation have been critically analysed to bridge the gap between their operational loss (weakness) and optimum performance (desired goal). Likewise, the method in which Performance Management is used by Coles to lead their employees to work both efficiently and effectively has been analysed. Performance Management is a useful tool to evaluate and ensure employee activities line up with the organisation’s strategic goals. First half of the report focuses on the Performance Management system and its implications in the business; the second half focuses on Reward Management System and its implementation.
1. Introducing Coles’ core business Coles is a leading food, liquor and convenience retailer in Australia (Wesfarmers Ltd 2012).
The business operates more than 2200 retail outlets across Coles, BiLo, First Choice Liquor, Liquorland, Vintage Cellars, Coles Express and Spirit Hotels (Wesfarmers Ltd 2012). The business employs more than 100,000 team members and handles more than 18 million customer transactions a week. The goal of Coles is “to give the people of Australia a shop they trust, delivering quality, service and value” (Wesfarmers Ltd 2012).
1.1 Core Competence and business model
In order to better understand how human resources management is integrated into the business of Coles Supermarkets, it is vital to grasp the bird's eye view of the core competence and business model of Coles. This provides an insight to when and where HRM can be best implemented in the business. Among many core competencies such as supplier relationships, logistics, market growth, the share of wallet was identified to be one of the major core
References: Armstrong, M, and Murlis, H, 2004, Reward Management: A Handbook of Remuneration Strategy and Practice. 5th ed. London: Kogan Page. Armstrong, M , and Stephens, T, 2005, A Handbook of Employee Reward Management And Practice, London: Kogan Page.