Unit 46 Developing Individuals, Teams and Organisations
Higher National Certificate/Diploma in Business
|The submission is in the form of an Individual Portfolio and Written Report. This should be written in a concise, formal business style using single spacing and font size 12. You are required to use headings, paragraphs and subsections as appropriate, and all work must be supported with research and referenced using the Harvard referencing system. Please also provide a bibliography using the Harvard referencing system. Make sure your similarity does not exceed the 20% threshold. The recommended word limit is 2,000–3,000 words, although you will not be penalized for exceeding the total word limit. Please provide Nelson College’s Cover page with your assignment.|
|How Tesco Creates Opportunities To Boost Employee Engagement|
|Business Challenge Tesco Bengaluru, the only retail and technology operations centre for Tesco worldwide comprises a workforce of more than 4000 colleagues. Ensuring that colleagues are engaged and take pride in the work being carried out by teams remain a struggle for most organizations – Tesco Bengaluru shared the same challenge. Three challenges were: Lack of awareness among colleagues about the contribution teams was making to the larger business No robust communication bridge between colleagues and the leadership Lack of motivation/reason for colleagues to participate in activities/events/CSR. As a result, Tesco Bengaluru designed all its colleague engagement activities based on an understanding gathered through colleague surveys and offline discussions. All engagement activities revolved around three objectives – Establish Tesco Bengaluru as an employer of choice Connect colleagues to Tesco Build pride among colleagues. Over the last year, the team has led a number of initiatives spreading across events, digital communication, communication campaigns to build cross-business awareness, platforms for colleagues to connect with the leadership and volunteering opportunities for colleagues to pursue their passion towards community development. All the initiatives managed by Tesco Bengaluru were designed in a manner that it could be sustained year on year – allowing colleagues to relate to it and participate accordingly.|
Objectives Identifying the importance of colleague engagement, Tesco invests significant resources in activities and create an environment where everyone at Tesco can believe that all aspects of their work and personal lives are supported. The objectives of the colleague engagement programmes include: Driving colleague engagementBuilding pride among colleagues Designing fun and business-focused activities Positively impacting colleagues and making them feel inclusive After every colleague engagement activity, surveys were taken among the workforce seeking their feedback on how to make the particular initiative more engaging.
Colleague engagement activities Tesco implemented the colleague engagement programmes through effective communication channels such as their own intranet portal – HUB, notice boards, TV screens, emails and Yammer as well as through social media platforms.
Colleague Briefing Session (CBS): To ensure colleagues are the first to hear important company news, have a chance to air their opinions and ask questions, they crafted a regular Town Hall format called Colleague Briefing Sessions every quarter. Leaders spend an hour or two to engage directly with colleagues on their floors and respond to questions. At this forum, leaders share updates on company performances, financial results, career transformation, core purposes, CSR activities and upcoming events, among others.
Talent Showcase: Talent Showcase helps drive participation from colleagues in huge numbers. During the event, employees showcase their talents in singing, dancing, painting and stand-up comedy, among others.
FaceBox: In order to further engage with colleagues, a campaign was launched last year – called ‘FaceBox’. The idea was to encourage colleagues to step forward and be the face of Tesco Bengaluru. They got the opportunity to anchor events and connect with one another through videos/podcasts.
Yammer Chat: Yammer Chats are conducted via a platform used to share views and generate discussions where the leaders engage with colleagues over one-hour interaction on Yammer.
Spark: The first-ever Talk Series designed by colleagues, for colleagues. The aim was to share knowledge through short and engaging videos on a wide range of subjects from business, lifestyle to health and wellness, every fortnight.
Celebration of events: With the focus to drive colleague engagement, events are celebrated with great fun-fare such as International Women’s Day, Foundation Day, Children’s Day and World Environment Day, among others to build pride among colleagues.
Rewards & Recognition (R&R): The company has a seamless R&R tool which makes it easy for colleagues to recognize their peers and managers to recognize their teammates for outstanding contribution.
Driving engagement through Corporate Social Responsibility (CSR) volunteerism: The approach to CSR is more peer-to-peer – all the CSR work is run on the backbone of colleagues volunteering. There is an internal mandate of encouraging every colleague to volunteer for at least 1.5 hours every year. A Volunteering Survey is done every year to get feedback and understand how colleagues would like to contribute to the CSR programme and plug their suggestions into the plans. The ‘CSR Month’ campaign, conducted in October every year, hosts several activities such as tree plantation drive, school visit, blood donation camp, cleanliness drive, a mini-marathon and a charity carnival to engage colleagues in community activities.
Implementation strategy A 360-degree approach in implementing colleague engagement activities. Taking into account the different businesses of Tesco, it curated business specific events as well as organization-wide programmes catering all colleagues. Robust use of internal channels such as an intranet, notice boards, TV, monthly newsletter – Reflections, emails and Yammer for colleague engagement. Calendar of participation: All the events are listed on internal channels and shared with colleagues to participate. The event calendar is put up on HUB, Yammer, in-house digital TV and is shared with colleagues through emails. Event reminders are sent on the event day to drive more engagement. Most of the events were video-recorded to spread awareness. Tesco Bengaluru’s colleague engagement programmes are mostly run and managed internally – all strategies to promote transparency and colleague engagement are driven in-house using internal resources (from creating collaterals, branding, developing content, photography to leveraging different channels of communication to engage). Post event updates: After each event, colleagues are notified via emails and Yammer posts on the snapshot of the activities.
Snapshot of the impact Helped build pride among colleagues Highest levels of colleague participation and engagement demonstrated Amplification and engagement on social media Positive feedback received from colleagues
Achievements The active colleague engagement practices have given several benefits. Created the first ever company Virtual Tour – armed with over 1000 photographs and a framework, the colleagues pieced the tour which is now being used by the hiring team to showcase the campus. Created a first-of-its-kind CSR Google Footprint map. The map showcases all the areas where Tesco Bengaluru has made an impact along with descriptions of the type of CSR interventions they made – be it installing solar lights or engaging government schools. Tesco Bengaluru won an award at the India CSR Awards 2017 for its CSR Month campaign in the colleague volunteerism category. CSR Month, conducted in the month of October, is an annual volunteering event that focusses on making community service fun, fulfilling and inclusive. It is one of the most successful engagement initiatives. In the What Matters To You (WMTY) internal survey, 83% of employees have recommended Tesco Bengaluru as a great place to work – a significant increase from the previous survey. Also, 82% of colleagues agreed that Tesco brings benefits to the local community.
Source: People Matters – Interstitial Site — People Matters [online], (no date). People Matters – Interstitial Site — People Matters. [Viewed 25 October 2022]. Available from: https://www.peoplematters.in/article/employee-engagement/how-tesco-creates-opportunities-to-boost-employee-engagement-16538
Learning Outcomes LO 1: Appraise the use of high-performance working (HPW) and culture in supporting sustainable business performance
LO 2: Evaluate the ways in which performance management, can support high-performance culture and commitment
LO 3: Review the factors to be considered when planning training and development activities in an organisation Scenario: The learner is required to create and submit an individual report covering the following questions whilst using any organization of your choice. As an external Learning and Development Consultant by Tesco (or any organization of choice) the Director of Human Resources of this organisation requires you to produce an individual report that must address the following questions: (1) Select an organisation and review how High Performance Working (HPW) helps in foster employee engagement and sustainable business performance In your report you may provide an analysis of the benefits of applying HPW, with justifications to support successful sustainable business performance.(2) Identify and Evaluate three approaches to performance management.(2)Evaluate, using specific examples, how these approaches support high-performance culture and commitment in the organisation.Write a critical evaluation on the effectiveness of different approaches to performance management and how they support high- performance culture and commitment.Provide a critical (3) Evaluation of different factors that should be taken into account when implementing training and development to maintain a competitive advantage supported by specific organisational examples.Furthermore, you maySynthesise knowledge and information to make appropriate judgements on how HPW supports improved employee engagement, commitment and competitive advantage in Tesco or your selected organisation. *Please access HN Global for additional resources support and reading for this unit. For further guidance and support on report writing please refer to the Study Skills Unit on HN Global www.highernationals.com
Learning Outcome: LO4: Design a personal and professional development career plan for a named job role, based on reflection and evaluation For this assignment, you should assume you are a newly appointed trainee Human Resource Manager or any professional role (in Tesco or any organisation of your choice). You are aspiring to become a Human Resource Manager or attaining the prime of your chosen professional career in the near future. For this preparation, you need to produce a Portfolio for LO4 that will reflect your learning progress towards the achievement of personal and professional objectives followed by a written report. Produce a portfolio containing the following documents (Requirements): (Please use the template in Appendix I to complete this section) (4) You are required to use the template(P4) provided to determine the appropriate personal and professional knowledge, skills and behaviours required for Human Resource professionals, for a role of the Human Resource Manager or your chosen desirable professional role.Additionally, (5)using the templates(P5 A & P5 B) provided produce a personal and professional development plan for the role of the Human Resource Manager or your chosen desirable professional role supported by an evaluation.Subsequently, based on the outcome above you are required to design a detailed personal and professional development plan that incorporates a continuing professional development (CPD) cycle. furthermore, you may apply Kolb’s reflective cycle to create a detailed and coherent personal and professional plan, based on insightful reflection and critical evaluation of audits conducted. Note: Please note that the professional skill audit should include necessary details that demonstrate evidence of personal reflection and evaluation.
|LO1 Appraise the use of high-performance working (HPW) and culture in supporting sustainable business performance||LO1, LO2 and LO3 D1 Synthesise knowledge and information to make appropriate judgements on how HPW supports improved employee engagement, commitment and competitive advantage.|
|P1 Review how HPW contributes to employee engagement and improved sustainable business performance for a specific organisation.||M1 Analyse the benefits of applying HPW, with justifications for a specific organisation to support successful sustainable business performance.|
|LO2 Evaluate the ways in which performance management, can support high-performance culture and commitment|
|P2 Evaluate different approaches to performance management and how they support high- performance culture and commitment, giving specific examples.||M2 Critically evaluate the effectiveness of different approaches to performance management and how they support high- performance culture and commitment.|
|LO3 Review the factors to be considered when planning training and development activities in an organisation|
|P3 Evaluate the factors to be considered when implementing training and development to maintain a competitive advantage.||M3 Critically evaluate the factors to be considered when planning training and development, supported by specific organisational examples.|
|LO4 Design a personal and professional development career plan for a named job role, based on reflection and evaluation.||D2 Create a detailed and coherent personal and professional plan, based on insightful reflection and critical evaluation of audits conducted.|
|P4 Determine appropriate personal and professional knowledge, skills and behaviours required for a specific job role. P5 Produce a personal and professional development plan for a specific job role, informed by reflective practice and evaluation.||M4 Design a detailed personal and professional development plan that incorporates the CPD cycle.|
|SUBMISSION INSTRUCTIONS with the student’s ID number and full name as well as footer with the page number should be present throughout the assignment. ) as well as the Nelson college logo ( ) on the cover page of the assignment. Appendix A: Plagiarism and Collusion: Any act of plagiarism and collusion will be seriously dealt with according to the regulations. In this context the definition and scope of plagiarism are presented below: “Using the work of others without acknowledging source of information or inspiration, although you may paraphrase, the result is still plagiarism” (Cortell, 2003). Please ensure you apply in-text referencing within your assignment to support all information extracted from any published work. Collusion is when two or more people combine to produce a piece of work for an assessment that is passed off as the work of one alone. For example, one student has copied the work of another, or where a joint effort has taken place in producing what should have been an individual effort.|
Appendix B: Harvard Referencing System (HRS):
Any information that is not of your own needs to be referenced, plagiarising from someone else’s work can be unintentional if you are unaware of the rules of acknowledging and referencing direct quotations.
The Harvard system requires you to acknowledge certain information that is mainly the surname and the year of publication within the text, for example:
According to Bell (1999) – as you write up your assignment you will use a citation to indicate in your text the source of information provided.
The authors and publication information cited within the main body of your work must be listed in the reference list (This will be at the end of your assignment) for example:
Bell, J. (1999) ‘Doing your research project’. (3rd Edition) Buckingham: Open University Press.
Detailed guidance on the Harvard Referencing System (HRS) will be made available on Moodle (VLE).
Failure to submit on time will lead to penalisation (Capping of grades). Reasonable consideration will be given, in the case of failure to submit the assignments by the deadline period (exemption will be given to those being granted extenuating circumstances provided they submit the relevant documents to support claim).
COTTRELL, S. (2015) Skills for Success: Personal Development and Employability. 3rd Ed.
MEE-YAN, C-J. and HOLBECHE, L. (2015) Organizational Development: A Practitioner’s
Guide for OD and HR. London: Kogan Page.
TAYLOR, S. and WOODHAM, C. (2016). Human Resource Management – People and
Organisations. London: CIPD.
TAYLOR, S. and WOODHAM, C. (2016). Studying Human Resource Management.
2nd Ed. CIPD.
TROUGHT, F. (2017) Brilliant Employability Skills: How to stand out from the crowd in the
graduate job market. 2nd Ed. Harlow: Pearson.
www.businessballs.com Business Balls
www.hrmagazine.com Human Resources Magazine
www.thebalancecareers.com Balance Careers
This unit links to the following related units:
Unit 6: Managing a Successful Business Project (Pearson Set)
Unit 20: Organisational Behaviour
Unit 24: Understanding and Leading Change
Unit 30: Resource and Talent Planning
Unit 32: Strategic Human Resource Management