Term Paper On HR Practices of M & S (Marks &  Spencer), Selfridges, Primark and Sainsbury's Submitted to Professor Dr. Md. Mahmodul Hasan Faculty EMBA/ MBA Program North South University Submitted by Group: Jilapir Patch Section: 4 MBA- BUS 601: Human Resource Management North South University Date of Submission: 12 August 2015 Group Members: Ashfaque Hossain Afifa Mahmood Letter of Transmittal  12 August, 2015 Professor Dr. M. Mahmodul Hasan Faculty EMBA/ MBA Program, North South University Plot: 15, Block: B, Bashundhara, Dhaka 1229 Subject:  Regarding submission of term paper on HR Practices of Marks & Spencer, Selfridges, Primark and Sainsbury's Dear Sir, We want to thank you for giving us such opportunity to submit the term paper on HR Practices of M & S, Selfridges, Primark and Sainsbury  for the course Human Resource Management (HRM- 601), which had been a great experience for us to work with such a real life issue. We tried utmost to make and let it look like a professional one. Any shortcomings are expected to have a kind view for our encouragement. Thank you for your sincere & honest try to let us make easy and get familiar with the terms and facts of this analysis to help us make the paper a successful one. Our efforts will be valued; if this report serves the purpose for what it’s been assigned. Thank You. Sincerely,                                                                                                                                        Afifa Mahmood Ashfaque Hossain Acknowledgement: At first, we would like to express our gratitude to almighty ALLAH who has given us the opportunity to go through the total process of HR Practices and to write a paper in this regard. The term paper on HR Practices of Marks & Spencer, Selfridges, Primark and Sainsbury in light of the course Human Resource Management (HRM-601) results from considerable intellectual and moral support given by our honorable course instructor, Professor Dr. M. Mahmodul Hasan, Faculty EMBA/ MBA Program, North South University. Over the last three months, he has been our guide from whom we got the inspiration and guidance to learn “Human Resource Management”. We strongly believe works like this one will surely help us to develop & make us better adapted as well as capable to cope with the issues & practical exposures in this field as well as to the whole of the legislative tools that are being extensively exploited in today’s world. Finally we want to thank each other. As without the team effort the work may not happen. Each and every member tries to give their best effort to finish the report as per guidelines. Executive Summary:  In this term paper we have analyzed the Human Resource Management (HRM) practices and different HRM issues of four retailers- Marks & Spencer’s, Selfridges & Co., Primark and Sainsbury’s. All these four organizations are very popular in their recruitment and selection process where the initial searching and selection is done over online.  The basic dispute Marks & Spencer faces are the workforce diversity, high technological advancement and the international business expansion and there are also challenges due to the recent automated e-commerce distribution center, website launch, online based shopping etc. It has many career development programs, of which on-the-job training plays a vital part. Its salary and performance reward is reviewed annually and also has some extraordinarily attractive performance and rewards to offer. It has a very strong Health and Safety, Eco and Ethical commitments such as the carbon neutral operation. We also discuss different types of motivational theory of this company/ Another one company Selfridges & co. faces are the high turnover and need of recovery plan. It has unique career development program where employees are made to visit store to store and then a suitable position or workplace is chosen for them. Its salary and performance reward is made depending on experience and the location of the workplace. At Selfridges they talk and listen to their people, ensures safe working environment etc. and thus complies with the Health and Safety and Ethical issues. Nest, The basic challenge Primark faces are the need for the adjustment of its business model and challenges in fulfilling its corporate responsibilities. Within Primark one’s career maybe developed in retail management, buying or merchandising and structured introduction and training for specific developments is provided as per need. Its wages are based on UK law and have some extraordinarily attractive performance and reward to offer as well. It has a very strong Health and Safety, Eco and Ethical commitments. Moreover, the basic threats for Sainsbury’s are to hold on to its employees. Its career development process includes initial training, staff development, senior management training and investors in people. Its Wages are of holistic natured; considering the overall package, as well as each individual element to ensure it is appropriately balanced. It is committed to the Health and Safety and the ethical issues by practicing freedom of association, entitlement. So, in conclusion, we can say that, Employees are the important asset for an organization. If employees are unwilling to work then the organization could not run properly according to the arrangement. In addition, HR practices are the most significant key to make this asset dynamic and competent in workplace. For getting practical information we have to research on M&S, Selfridges, Primark and Sainsbury.  And we try our best to present as many HR related information as possible to this term paper. Human Resource Management: Ken Robinson said that, Human resources are like natural resources; they're often buried deep. You have to go looking for them; they're not just lying around on the surface. You have to create the circumstances where they show themselves.”  Great Vision without great people is irrelevant. (Jim Collins, Good to Great.) At present, Human Resource Management is considered a very important part of the organization because everything is very uncertain and unpredictable in the organization now a day. Moreover, for proper structuring and doing every work on time, managing human resources is an essential part in this viable generation. Chapter 1: HR Practices of Marks Spencer (a) Marks and Spencer (also known as M&S; colloquially known as Marks and Sparks, Marks's or, simply, Marks) is a major British multinational retailer headquartered in the City of Westminster, London. It specializes in the selling of clothing, home products and luxury food products. M&S was founded in 1884 by Michael Marks and Thomas Spencer in Leeds. 1.1.           HR management in the 21st Century: Challenges for the future: There are few factors that are affecting the current HRM Policies of Marks & Spencer: 1.      Globalization:         M & S has introduced EEO policies to ensure diversified work force which creates comfortable work environment. 2.      Technology Advancement:          M & S is now using advance technology for:       Recruitment and selection procedures       To provide facilities and benefits to the employees. 3.      Change in political and legal environment: Another challenge for Marks and Spencer is changing environment. So M & S tries to accept the changes and follow the customer demands. 1.2.          The impact of Information Technology on HR Management: 1.       M & S launched a website in February 2014 which acts 24 / 7 to their products and stores. 2.      M & S also undergoing a transformation program that will provide a first and flexible supply chain to better serve customers 1.3.          The recruitment & selection process at Marks and Spencer: Recruitment Process: 1.       Search through their website under the careers section for the job role you are interested 2.      The search will show all the job roles within the store across the various branches in the UK and its recruitment is conducted through the Marks and Spencer website or their hotline. 3.      Click on the job role with the most suitable location to you. 4.      The Marks and Spencer recruitment process consists of an online application form. An FAQ page is available before you apply to answer any potential queries. 5.      This will require you to create a login as a registered user. A confirmation email will be sent to you to validate the account for the Marks and Spencer recruitment process. 6.      Once you submit the application form, an email receipt will be sent to your given email address. Once a person applies for a job through the Marks and Spencer recruitment process, he or she cannot re-apply for a position within the next 6 months due to high demand Participants of recruitment can revisit the site to track the progress for a job, and editing personal details. 1.4.           Performance & Reward systems of Marks & Spencer:          Marks and Spencer's definition of performance management: Performance management is a joint process that involves both the supervisor and the employee, who identify common goals, which are linked to the goals of the organization. This process results with the establishment of written performance exceptions later used as measures for feedback and performance evaluation. An appraisal system is carried out every 12 months at Marks and Spencer's. It’s actually a process when discussions are made with members of staff about what is going well, what can be improved and how they would which to develop and other suggestions from workers. These meetings are done by manager of M&S for the employees and are confidential. A review plan is used at M&S to measure productivity. If targets are not met M&S can set out courses of action to fix the problem for example giving the workers more training. This is the link between performance management and training and development      M&S uses Maslow's theory by helping staff set and reaches their goals at work, they encourage their staff and praise them when they are doing well and staff also receives rewards for good work.       M&S uses Herzberg’s two factor theory by treated their employees well by giving them a good salary, good working conditions and by giving them sick pays and pension’s schemes, they also give their staff responsibilities to make them feel like there are important to the company and motivate them.       M&S uses McGregor’s theory by having managers who have trust in the workers and help them improve and do their best and also by giving managers bonuses to motivate them.       Marks and Spencer's also use Taylor’s Scientific Management theory by paying its employees in order to work and by having able managers control the staff. Rewards and benefits:          Pay – M & S reviews their basic pay every year, plus they offer extra performance rewards to recognize individual achievements.       Employee discount – 20% discount on all in-store and online purchases for their employees.          Holidays – Employees are entitled to a minimum of 28 days’ statutory holiday per year.          Bonus – M & S offers a number of discretionary bonus schemes on offer that reward their employees for helping us to reach our goals.          Pension – M & S offers an excellent Defined Contribution pension plan, where if employees contribute 3% of pay M&S will contribute 6%.          Life Assurance – From day one, employee will receive life assurance cover to the value of two times his/her annual pensionable salary.          Shares save – By joining one can save any amount between £5 and £250 each month for 3 years. At the end of 3 years he/she can get money back or buy shares at an exclusive 20% discounted price, which is set at the start of the scheme. Salary Sacrifice: Salary Sacrifice schemes covering- childcare vouchers, holiday buying, car leasing and cycle to work, save money on tax and National Insurance. Discounts – Employees can enjoy 1,500 special discounts covering holidays, leisure attractions and many more products and services. Heath & Wellbeing – M & S offer discounted healthcare products and a wellbeing website with top tips and health guides, to keep fighting fit. Charity Volunteer Day –Any employee have the opportunity to volunteer for one day at a charity of own choice. 1.5.           Career Development & Training & Development Program: 1.       On the Job Learning: There is a huge opportunity of on the job learning in M & S. 2.      Store attachments: Through their store attachment program one will get hands-on experience in one of stores. 3.      Corporate learning Program: M&N invests plenty of time with employees to ensure they receive all the right technical training. 4.      Role Specific Training: Through role-specific training, M&S helps its employees to reach own goals. 5.      Development Reviews:  M&S ensures employee achievements are recognized, feedback is heard and, of course, that one’s career is progressing. 1.6.          Financial budgets of HR: Employee Costs 2014(£m) 2013(£m) Wages & salaries including bonus and benefits 2980 2540 Social security costs 185 158 Pension costs –contribution schemes 121 105 Pension costs –benefit schemes 78 52 Health insurance 28 25 Bonus scheme 12 9 Total 3404 2889 Source: Annual Report of M&S 1.7.           Health & Safety Issues & HR Ethics: 1.      The Fire Health & Safety Committee - advises on fire, health & safety policy, monitors its effectiveness and reviews key performance measures on a quarterly basis. 2.     The Store/Site Manager - is accountable and responsible for ensuring in conjunction with their Fire, Health & Safety Officer that Company Health & Safety Policy is implemented. This includes:   Suitable Fire, Health & Safety induction and legislative update training for all employees.   The prevention, reporting, and investigation of accidents.   The completion of store specific risk assessments and maintenance of known hazard information. 3.     Occupational Health Services – provide advice and support to line managers on managing the impact of work on health, and health on work. 4.     Business Involvement Groups (BIGs) - They should discuss health & safety policy, performance and implementation as an agenda item at each meeting and update the business through the FHSO Networks. 5.     Retail Finance and Operations - and its Trading, Safely and Legally Team are responsible for determining and monitoring risk assessments, work practices and enforcement measures. 6.     Property Development and Facilities Management - are responsible for the provision of working areas, equipment and materials that are safe and without risk to health. 7.     The Fire, Health & Safety Officer (FHSO) - assists the Store Manager in promoting and improving the FHS culture in stores, ensuring a consistently safe, secure and healthy environment for all staff through workplace assessment, training and monitoring. In addition, supports your Plan A Champion and Goals. 8.    All employees must be aware of their individual responsibility-If an employee has any concerns about their health & safety they should speak to:          The Store / Site Manager / Line Manager          The Store / Site Fire, Health & Safety Officer          Any member of your Business Involvement Group          The Head Office Fire, Health & Safety Team 1.8.          Recommendation  Marks & Spencer is very good in their overall procedure of recruitment, selection, training & allover HR practices. I found it as most great organization & most great working environment. Chapter 2: HR Practices of Selfridges and Co. (b): Selfridges, also known as Selfridge & Co., is a chain of high end department stores in the United Kingdom. It was founded by Harry Gordon Selfridge. The flagship store on London's Oxford Street is the second largest shop in the UK (after Harrods) and opened 15 March 1909. 2.1.           HRM Management in 21st Century: Challenges for the Future: There are many factors that are affecting HRM management decision of Selfridges & Co. in 21st centuries. Some of these factors are given below: 1.      High Turnover: Maria Stanford, the HR director introduced the most committed HR function at Selfridges, the department lacked at commercial focus. The company has always suffered high turnover, so the challenge was always constant recruitment and retaining process for sales staffs. 2.     Work Life Balance: Many surveys on Selfridges show that sometimes this organization fails to deal with this factor of its employees. To control employee turnover rate this organization need to take initiative to help them in balancing their work life & personal life. 3.     Project Ocean: Selfridge focuses on environmental footprint by launching a campaign called Project Ocean to discover a better & sustainable future by working with their partners. 4.     Workforce Diversity: Diversity affects all areas of organizations from recruitment to compensation, to the affect it has on the corporate culture, morale and competitiveness. Workforce diversity is a multifaceted phenomenon that can be defined as any visible or invisible difference between organizational members. 2.2. The Impact of Information Technology on HR Management: (Opportunities and Challenges): Opportunities: Technological advances have a significant impact on HR business practices.       To cope up with the new technology changes Selfridges is now using advance technology within the organization. Selfridges uses advanced technology both for employees and customers to make their jobs easier.       In Selfridges, the major activity of selection & recruitment is fully done online. The main advantage, it saves management’s time and it also cuts down the cost of recruitment.       Some other opportunities might include providing accurate information and performing HR audits based on several different parameters. Challenges:       One of the major challenges faced by HRIS involves human error while giving input from various information.       Also it is essential to keep a disaster recovery plan for any information system, otherwise there will be a chance that the system could be damaged or destroyed by natural disasters. So there is a risk of losing valuable data is always associated with IT. 2. 3.          Recruitment & Selection Process of Selfridges: Selfridge & Co. takes job applications via the website. Its recruitment process is as follows:   Search through their website under the careers section for the job role you are interested in according to the department.   Click on the job role with the most suitable location to you. Selfridge’s recruitment process consists of an online application form. An FAQ page is available before you apply to answer any potential queries.   This will require you to create a login as a registered user. A confirmation email will be sent to you to validate the account for this recruitment process.   Once you complete all the screening, application & branching questions, and then come the talent screener part. They use Situational question for the assessment of this part.   This recruitment process takes into consideration if you have any disability or learning difficulty, a number is provided to give assistance to those individuals.  2.4.          Performance & Reward System: Selfridges offers various sort of rewards and benefit packages for its employees. Such as:          Commission schemes for Sales Associates roles          Healthcare for senior managements Generous holiday entitlement Extremely generous discount throughout the whole store Contributory pension scheme Life cover Long service awards Performance related incentive Performance Appraisal and Reward system 2.5.. Career Development & Training & Development Program in Selfridges: The Learning and Development team of Selfridges works with all business areas to ensure that everyone is given the full opportunity and encouragement for their talents to flourish. 1.      Job Rotation: Selfridges allows the employees to move between stores. Roles in the stores and Head Office environments are offered internally and through their Intranet. Through this transfer process between their stores the employees can develop their career with retail management teams to find better opportunities in different stores. 2.     Training Program & Workshop: Selfridges Also provides three months' induction and continuous on-the-job training for their employees, a broad range of programs and workshops, designed to help to develop their particular sales, management or technical skills. 3.     Weekly Training: All Sales Associates enjoy weekly training sessions, focused on delivering excellent customer service. 4.     Furthermore, if employees’ role requires a professional qualification, Selfridges also provides financial support. 2.6.          Financial Budget of HR: Employee Costs 2014(£m) 2013(£m) Wages and salaries, including bonus and benefits 3050 2540 Social security costs 180 143 Pension costs –contribution schemes 109 60 Pension costs –benefit schemes 43 28 Share-based payments expense 45 37 Total 3427 2808 Source: Selfridges’s annual report of 2014 2.7.           Health and Safety Issues in Selfridges and HR Ethics: •         At Selfridges managers have to cover everything from Fire Safety and Manual Handling, to Work at Height and Use of Equipment and, where appropriate, arrange expert speakers to brief on specialist areas. •         They also have to set the agenda at the Health Safety and Environment Champions meeting and work with stakeholders to reduce accidents in problem areas. •         Managers also investigate insurance claims. 2.8.          Recommendation: Some recommendations for Selfridges are given below:   Selfridges should be more careful about work life balance of the employees.   Selfridges compensation package does not include some important components such as health and well being, share save, salary sacrifice etc.   Adequate training for every staff is mandatory as it is related with selling luxury goods.   In order to please and retain customers Selfridges should consider developing more customer oriented strategies.   The Health and Safety policy in Selfridges is not very strong in compare to other retail stores.   There should be an equal opportunity for every employee and the workplace has to be favorable with them.   The integrity and honesty from the authority is a must. Chapter: 3- HR Practices of Primark (c) Primark opened its first store in Dublin in 1969 under the name Penneys and today operates in over 270 stores in nine countries in Europe and growing with the first US store opening in Boston in 2015. 3.1. HR Management in the 21st Century: Challenges for the Future: Future Challenges: •         Model Modification.  The ongoing impact of the financial crisis and the changing status of shopping as entertainment could see changes in Primark's strategy. Smaller stores in city centers aimed at impulse buyers may be profitable options worth pursuing.  The company must also consider whether to enter online retailing, as the prevalence of this option among their rivals may threaten their future profitability. •         Corporate Responsibility:  Primarks supply chain has come under scrutiny ever since an activist group revealed that Primark goods sourced from Bangladesh did not comply with child labor laws. Although Primark immediately apologized and cut ties with those suppliers, it has continued to draw fire over its supply-chain practices.  Analysts say that Primarks low gross margins prove that it is Primark taking the brunt of the low prices, not the suppliers. At Primark we know that the real key to its success is a combination of product, price and the people we have working for Primark. It is always looking for new people to help to move the business on and adapt it to the ever-changing circumstances. 3.2.         The impact of Information technology on HR management: Opportunities and Challenges: Opportunities:          Online Recruitment: Through the technology Primark now is doing their recruitment, assessing, and selection of new employees which saves time and cost a huge. Challenges:          Ethical Standards Primark announced that it has signed a deal with supplier BSI Management Systems to implement web-based supply chain audit, compliance and performance management software to support compliance with ethical standards. The tool, called Entropy, will help to ensure that independent suppliers, mainly based in China and South Asia, conform to Primark’s mandatory code of conduct. •         Online Sales Primark, high street clothing chain has made the announcement that it will not follow online retail. It had a trial partnership with ASOS, one of the UK's largest online apparel retailers. Later, the contract had been terminated. •         On Point Services With the acquisition of On Point, Primark also gains ownership of a proprietary high speed, high capacity, and time series database engine for use with its suite of investment research and portfolio management products. On Point will be integrated into the information technology group of the Primark Financial Information Division (PFID). 3.3.  Recruitment & Selection Process of Primark Stores: Recruitment Process: External Vacancy: •         You can do this on the Search & Apply page on Primark website. You are presented with a number of search criteria that you're looking for. Screening Process: •         Confirmation Mail •         After submitting the resume online candidate will receive the email confirmation. •         Initial Screening •         If your application is unsuccessful, your details will be destroyed within a reasonable period of time. If the application was speculative, or we think we may have another suitable position for you in the future, it may hold the information for further period of time. •         Email •         All you need to do is select the time and date that suits you best and click next. You will then receive a confirmation email to give you all the details and then reminders will be sent to you before your interview. •         You can apply for as many positions as you like. Most first stages with Primark are either a telephone interview or a face to face interview/selection event by their team of trained recruiters.  1.       Competency Based Question Here Primark ask four types of questions to a candidate: Situation, Tasks, action and result. For example: Can you give me an example from your most recent role when you have to work to a deadline ? 2.      Motivational Questions Motivational questions are used to find out what makes the candidate tick and to see if the role suits your chosen career path, aspirations, industry etc. For Example: Primark may ask why you are interested to that position ? 3.4.           Performance and Reward systems:  Salaries are competitive and subject to annual review. Other benefits include: • Structured training and development programs • Promotional opportunities and Contributory pension Scheme. • Childcare Voucher scheme Primark offer a variety of benefits, which we will discuss a candidate in interview in further detail: • Competitive annual leave right • Health insurance (dependent on the role/level/function)  • Bonus scheme (dependent on the role/level/function)  • Flexi-time scheme for certain head office functions  • Variety of shift patterns available to suit your lifestyle. 3.5.          Career Development and Training & Development Program  Career Development: • There are three career paths within Primark: Retail Management/ Retail Assistants, Buying, Merchandising and Head Office. Primark has a world class Management Development Program to help build your career at all levels.  • Primark encourages ideas, team spirit and passion across all functions. • Primark advertises promotional opportunities within the business to our existing employees, it’s something it is really proud of and it shows it is committed to your development. Training: • Management skills • Leadership • Consumer and employee legislation • Health and safety • Human Resource Management • Policies and procedures  Primark also offers task specific training support – • Retail/Customer Service  • Administration  • Team leading  3.6.          Financial Budget Employee Costs 2013 2014 Salary £42m £48m Childcare Voucher scheme £1.8m £2m Contributory pension scheme £8m £10m Health insurance £6.5m £7m Bonus scheme £12.5m £13m Total £70.8m £80m Source: Annual Report of Primark 3.7.           Health and Safety: •          Women's health Since 2011 Primark has partnered with BSR, local partners and its suppliers on the HER project (Health Enables Returns) to provide healthcare and health education to women working in the factories that make its products. •         Environmental Requirements of Factories: To make sure these factories meet its standards, it checks every single one thoroughly. Primark makes sure it's safe and clean, and that the people working in it are treated well, and paid a fair wage. •         Worker empowerment Provides education and support on vital issues including workplace rights, health and hygiene, the importance of children's education and respected collective bargaining. 3.8.           Recommendation 1.       Recruitment procedures need to be more user friendly. It’s better to tell all the apply steps one after another in the websites which will saves time and easy to use for the candidate. 2.      Primark can take test to the candidate through different types of questions like situational, behavioral, stress questions and so on. 3.      They should focus  more in on the job training as most of the position offers here directly related with customer and marketing 4.      Try to use different types of motivational theories to motivate employees effectively and efficient Chapter: 4- HR Practices of Sainsbury’s (d) 4.1. HR Management in the 21st Century: Staff Turnover: By providing a learning environment and new opportunities within the organization might help retain contributing employees because the employee gains experience even as he becomes more marketable. Conducive Work Environment: To create an environment that increases employee morale and elicits strong employee performance, HR staff must be fully involved in the business.   Succession Planning To survive these sudden changes and prevent adjustment issues, HR must be proactive in succession planning. HR staff must identify, groom, provide exposure and add work responsibilities to key employees. 4.2. The Impact of Information Technology on HR Management: (Opportunities and Challenges): Globalization The Internet has opened up the job market, extending the talent pool to almost every nook of the globe. In the 21st century, HR professionals recruit candidates from various countries who speak different languages and practice customs that may be unlike those of the company's local employees. This brings about changes to typical HR policies. 2.      Technology: Technology has changed the business world many times over. In the Information Age, the advent of computers and the Internet has increased that impact significantly. Many businesses cannot even function without the use of computer technology. This impact is seen in nearly all areas of business, including human resources, where technology continues to have a significant impact on HR practices. 3.      Social Media: HR professionals today might use social media websites, such as Facebook and LinkedIn, to get a better sense of job candidates. Challenged to dig deeper, HR will need to use social media for the organization's benefit in an extremely competitive job market for both candidates and hiring companies. HR professionals must be ready to grab the best talent before the competitor, and this could mean beginning the dialog even before the candidate applies. 4.3.         Recruitment and Selection process: The internal recruitment in Sainsbury involves the recruitment team first looking at the Sainsbury Internal Talent Program (SITP). This Program allow all current employee of Sainsbury who are either looking for move within the same department or seeking a more higher level position in form of promotion. However, if there are no positive responses from any employee under the Sainsbury Internal Talent Program, the vacancies are now officially advertised on the intranet for the entire employee to see and apply. During this stage, there is a timestamp such as submission of application deadline date. Furthermore, Sainsbury also use external recruitment   process to advertise their vacancies most of which are done on the internet and Sainsbury’s website for their managerial position   while others are done using various other means such as advertising on local papers, job centre and in their stores. 4.4.         Performance and Reward Systems According to colleague performance review (CPR) form (which is included in appendix), Sainsbury’s has established a balanced scorecard that includes business key indicators like Sales, MCM (Mystery Customer Measure), MAC (Mystery Availability Check), Absence, Talkback, Turnover, Waste, Shrinkage, Labour Cost etc. Values Scorecard Measures (KPI) Customer Great service drive sales MCM, MAC, Sales Colleague Individual responsibility team delivery Respect for the individual Absence, Talkback, Turnover, Foundation Training Operations Getting better every day Keep it simple License to trade, Inventory Accuracy, Scheduling Efficiency Performance Getting better every day Treat every £ as your own Waste, Shrinkage, Labor Cost, Retail Controlled expense *this table is generated from the Sainsbury’s colleague performance review (CPR) which is collected from the personnel manager during the interview published in Sainsbury’s Website. 4.5. Career Development and Training & Development Program: Sainsbury's plc took steps which were planned at revolutionizing its human resources in to a real onset of value addition to the company. Such steps included training and development programs. Sainsbury uses both: a.      On the Job training program b.      Off the job training program The two training methods mentioned above will best suit the UK retail giant Sainsbury’s. The organization is well acquainted with its training structure and the employee support has enabled the organization to have much improved employee performance qualities. The convenient store provides the employees increased work experience. The cultural support increase value integration of the training programs and Sainsbury’s has been able to develop increased employee relationship to their management. Such strong training support has helped the organization go through turbulent times of toughness and low performance levels.  4.6.         Financial budget of HR Employee costs for the Group during the year amounted to: 2014(£m) 2013(£m) Wages and salaries, including bonus and termination benefits 2150 2051 Social security costs 141 133 Pension costs – defined contribution schemes 77 44 Pension costs – defined benefit schemes 34 59 Share-based payments expense 33 33 Total 2435 2320 Source: Sainsbury’s annual report of 2014 4.6.         Health & Safety Issues and HR Ethics: HR has a role in bringing the parties together and facilitating meaningful dialogue, even acting as a mediator between management and workers where necessary. HR can also help by supporting and having membership in the health and safety committee, communicating to employees the organization’s commitment to occupational health and safety, and training managers and employees on safe work practices.  That’s why not only in is own working areas, Sainsbury gives special priority to its supply chain to ensure health and safety and compliance management. Sainsbury believes any incident at supplier will affect their image and its their own responsibility 4.6.          Recommendation 1.       Sainsbury’s HR management have maintained high standard in their performance, few innovative steps like providing flexibility to choose the working hours by the candidates and employees, trying to provide the employees friendly benefits like happy hours or nap rooms can increase motivation and turn down turnover rate. 2.      The HR department can also update its recruitment process by including behavioral questions with the institutional questions to judge the candidates compatibility. Compare and Contrast among (a) + (b) + (c) + (d): Topic Challenges Information Technology Recruitment and Selection Performance and Reward System Training and Career Development Health and Safety Marks  and Spencer Maintain Sales through e-commerce Transformation program Online Supportive to Goal Achievement Focus on the training, learning programs and development feedback Different types of awareness program and individual learning Selfridges High Turnover and Work Life Balance Lack of recovery plan Online Commission on Sales, Healthcare and Discount Job rotation, workshop and on-the-job training Fire Safety and Expert speakers to create awareness Primark Model Modification and Corporate Responsibility Not follow online retail Online Competitive and subject to annual review Provides different types of training, promotion opportunities and encourages for ideas Women and Child Health Concern and Empowerment of Worker Sainsburys Employee Retention and development In a progressive Stage Online Store discounts and gifts for achievers Line Manager development, Coaching & mentoring Supplier Compliance management Conclusion: From the report we get a clear idea that in every organization now a day’s HRM plays a very important role. It helps to identify the Human challenges within an organization and how technology save times and cost of an organization through using different types of technologies. In addition, training and development, also helps to increase the productivity of an employee and its very usual thinks that when an employee starts perform well, he or she can easily achieve the goal of an organization. Next, for employee motivation career development and reward is also a very important tool. We see all these four organization are using different types of financial and non financial rewards. Moreover, from this analysis we learn that, health and safety issues for each and every person in an company is tremendously important as every employee is an asset of it. References   http://en.wikipedia.org   http://www.theguardian.com/business/marksspencer   https://static.wcn.co.uk/company/marksandspencer/stores/ca.html   http://corporate.marksandspencer.com   Human Resources Management- (Author: Gray Dessler)   http://en.wikipedia.org/wiki/Selfridges   http://selfridgescareers.com/  Fundamentals of Human Resources Management-(Author: David A. DeCenzo & Stephen P. Robbins)   http://www.primark.com/en/careers/come-join-us   http://www.primark.com/en/our-ethics   http://en.wikipedia.org/wiki/Primark   http://www.theguardian.com/business/primark   http://en.wikipedia.org/wiki/Sainsbury%27s   https://sainsburys.jobs/   Fundamentals of Human Resources Management-(Author: David A. DeCenzo & Stephen P. Robbins)