Identifying training needs
Tesco's aim to expand and diversify requires the business to have the right people, in the right place, at the right time.
Many factors affect workforce planning:
The opening of new stores in new locations means that Tesco must adapt to different demands made by consumers. For instance, stores in highly populated diverse areas may need to sell a high proportion of speciality goods to meet the requirements of its customers, so selecting that stock requires a clear understanding of the customer profile in that area.
In-store and non-store based posts may require different technical skills and competencies.
Employees with a wide skills range who can work flexibly are more productive for the business.
Through annual reviews and career discussions, employees are able to apply for training suited to their needs. For example, managers in stores, Distribution Centres and Head Office can spend a week in a store together, learning about each other's work. This makes each part of the Tesco operation more robust.
The Tesco Leadership Framework focuses on three key themes to guide appropriate behaviour in employees. These link to nine critical success factors, which break down further into various levels of assessment. This framework helps to identify those employees with the potential to be the 'best leaders of the future'.
Tesco sees it as a priority to develop leadership at every level in every part of the business. In the last year over 2,900 managers, of which 85% were internal promotions, were appointed in the UK and thousands more employees promoted. One in every 10 Tesco employees takes part in development activities and as many as one in 30 are on its Options programme.
Before undertaking training and development, employees identify gaps in their knowledge and skills. The gaps identified are logged in a Personal Development Plan. Employees and line managers decide how they will fill these gaps by training or development activities. Tesco's training and
Many factors affect workforce planning:
The opening of new stores in new locations means that Tesco must adapt to different demands made by consumers. For instance, stores in highly populated diverse areas may need to sell a high proportion of speciality goods to meet the requirements of its customers, so selecting that stock requires a clear understanding of the customer profile in that area.
In-store and non-store based posts may require different technical skills and competencies.
Employees with a wide skills range who can work flexibly are more productive for the business.
Through annual reviews and career discussions, employees are able to apply for training suited to their needs. For example, managers in stores, Distribution Centres and Head Office can spend a week in a store together, learning about each other's work. This makes each part of the Tesco operation more robust.
The Tesco Leadership Framework focuses on three key themes to guide appropriate behaviour in employees. These link to nine critical success factors, which break down further into various levels of assessment. This framework helps to identify those employees with the potential to be the 'best leaders of the future'.
Tesco sees it as a priority to develop leadership at every level in every part of the business. In the last year over 2,900 managers, of which 85% were internal promotions, were appointed in the UK and thousands more employees promoted. One in every 10 Tesco employees takes part in development activities and as many as one in 30 are on its Options programme.
Before undertaking training and development, employees identify gaps in their knowledge and skills. The gaps identified are logged in a Personal Development Plan. Employees and line managers decide how they will fill these gaps by training or development activities. Tesco's training and