Introduction

Tesco is the largest British retailer and is also the world's 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. In 1929, the first Tesco store opened in north London. 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. Tesco's primary aim is 'to serve the customer'. Keeping existing customers happy is important, as they are more likely to return. This is more cost effective for the business than acquiring new ones. In the UK Tesco now has over 2,200 stores ranging from the large Extra hypermarket style stores to small Tesco Express high street outlets. Tesco's original product range of grocery and general merchandise has diversified to include banking, insurance services, electrical goods as well as telephone equipment and airtime. This move towards 'one stop shopping' means customers can meet all their purchasing needs from one place. Tesco has also expanded its customer base through its Tesco.com website which attracts one million regular users.

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. To serve its widening markets it needs flexible and well-trained staff that can recognise the needs of the customer.

Tesco's employees work in a wide range of roles in both store and non-store functions, such as: Customer Assistants on the shop floor either directly assisting customers or preparing orders for delivery to customers who have ordered online Department Managers leading a team of Customer Assistants Warehouse employees who help catalogue and store clothing, food or brown goods in Tesco Distribution Centres or in stores Office-based staff working in a range of functions at Head Office, including Finance, Purchasing, Personnel or Marketing Logistics staff who plan and carry out the distribution of products to stores. 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 developmentopportunities for its employees.

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. Tesco employs people from a wide range of backgrounds and all employees have the opportunity to grow and develop. 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. 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 development programmes enable all employees to develop the skills they need to get on in their careers.

Training

Training is the acquisition of knowledge and skills in order for a person to carry out a specific task or job. Training benefits employees in several ways:

It increases their sense of ownership in the business. They become more organised, productive and flexible and are better able to meet the needs of internal and external customers. New skills and abilities in areas such as decision-making can empower staff, which makes them more effective. Tesco's business image also benefits as customers are more confident in the competence and knowledge of staff. This in turn helps Tesco grow.

Tesco has a flexible and structured approach to training and development, which adapts to individual employee needs. This allows people identified as having the potential and desire to do a bigger or different role to take part in training to develop their skills and leadership capability. Tesco offers employees both on-the-job training and off-the-job training. On-the-job training methods at Tesco include: shadowing a person already in the job shows the employee how to do it coaching a manager or designated colleague will help trainees work through problems and inspire them to find solutions mentoring a more experienced member of staff acts as an adviser job rotation orsecondment the trainee has the opportunity of covering their target role, taking full responsibility on a temporary or limited basis. For the employee, on-the-job training is directly relevant to their work, they get to know the people in their area and feel part of the team faster. On-the-job training also has several advantages for the company: It is cheaper than off-the-job training. Managers see progress and can help when problems arise to resolve them quickly. The employee is still working during training so is more productive. The employee puts learning into practice. Off-the-job training is often more appropriate for training in specific new skills or for developing the individual, in areas such as team-building, communications (for example, making presentations), or organisation and planning. It usually involves attending external courses run by professional training organisations or qualified Tesco training staff.

T he A-level Options programme for developing new recruits into managers provides detailed induction training from day one. This enables new employees to meet other trainees and learn about the company and the business objectives rapidly. With a rapid training schedule, they are able to develop to their first level management position whilst working as a Team Leader in a store within six months.

Development

Development is about helping the person grow and extend their abilities. Tesco takes a shared responsibility approach to training and development. The trainee is primarily responsible for his or her development. Both the trainee and the line manager contribute to the programme. Tesco employees are encouraged to ask themselves strategic questions in order to assess their skills and ability to progress: Do I know how? Can I do it now? What are my current skills? What do I need to achieve a higher position? Tesco's Options programme provides a long-term strategy for development. It offers, for example, workshops focusing on both leadership behaviours and operating skills. The employee's 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.

Personal development helps to produce long lasting competencies. This means employees become more positive, productive and valuable to the organisation in the long term. Recruiting new staff is more expensive than retaining existing staff, so for Tesco, retaining staff is extremely important. Development also helps increase the level of employee motivation. Motivation theorists suggest that if people are given the skills to do their jobs well, the support to grow their abilities and greater responsibility, this makes them more effective in their roles. Tesco requires staff who can be flexible and who can adapt to change. It also needs to ensure it has the right calibre of staff to build its management team of the future.

Conclusion

Efficient and effective training and development of employees is an essential element for Tesco's 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. 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 Tesco's objectives. Tesco's structured approach to training and developing its existing and new employees provides a strong foundation for its continuing growth.

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