HR PRACTICES ON MARKS & SPENCER, SAINSBURY’S,

SELFRIDGES, PRIMARK

Brig. Gen Md Mahbubur Rashid

North South University, Dhaka, Bangladesh

Acknowledgement Letter

The success of this report depends on the contribution of number of people specially those
who have shared their thoughtful guidance and suggestions to complete this report.

First, we express our sincere gratitude to our honorable faculty Professor Dr. M. Mahmodul
Hasan for his valuable contribution to the preparation of this report. He has been gracious
enough to spare time out from his busy schedule for giving us all the necessary assistance
throughout the entire period of the semester and the report writing time. Without his help
this report might not have been a comprehensive one.

We are also thankful to those people, who helped by participating in the research work and
provided us valuable and necessary information. It is our great pleasure that, we get
heartily cooperation from all of them. Without their cooperation and information we could
not able to complete our survey and also the term paper.

It would be incomplete if we do not consider the contribution of our study partner and
friends inside and outside of the classroom. We also like to thank them for their
cooperation and doing the right job at the right time.

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 Executive Summary

In the face of increasing competitive environment organizations have to focus on the value
of investments in human resources as a major source of competitive advantage. Although
business strategy as a means of competition is common conversation in the executive suite,
taking a strategic approach can be especially beneficial for staff functions within companies,
as they often are required to justify their need for resources and their contribution to the
company.

This report explains about the HR practice of M&S, Selfridges, Primark and Sainsbury the
leading retail company whom has large amount of market share in the industry. All are
providing their service to millions of customers for 24 hours. So to provide this valued
services they hired a huge numbers of talented employees to keep their promises to the
customers. They are not only concerned to their external customers at the same time they
are very much careful about their internal customers (their employees) who brought the
name and fame.

In this report we tried to show M&S, Selfridges, Primark and Sainsbury’s recruitment and
selection process, performance and reward system, training and development program,
financial budget, health and safety issue also challenges of HR management. So to fulfill
the purpose, we have collected information mostly from secondary sources. We have
presented here how those company mange human resource what are factors important for
consideration also a comparison between them.

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 Table of Contents

ser Particulars Page Number

Acknowledgement Letter 01
Executive Summary 02
HR Practices on Marks & Spencer’s 05
1. HR Management in the 21st Century: Challenges for the Future 06
1.1. Human Resources as a Strategic Player 06
1.2. Technology 06
1.3. Workforce Diversity 06-07
2. The Impact of Information Technology on HR Management: 07
Opportunities and Challenges
2.1. Opportunities 07
2.2. Challenges 07
3. Recruitment & Selection Process at M&S 07-09
4. Performance & Reward Systems 09
4.1. Performance Management 09
4.2. Rewards and benefits 09
5. Career Development and Training & Development Program 10
5.1. Induction program 10
5.2. Whole staff training 10
5.3. Specific training for specific needs 10
5.4. Coaches 10
5.5. Training on demand for line managers 10
6. Financial Budget of HR at M&S 11-12
7. Health & Safety Issues 13
8. Code of Ethics and Behaviors 13
8.1. How does Employee comply with the Code? 13-14
9. Recommendations 14
10. HR Practices on Sainsbury’s 15
11. Vision 15
12. Goal 15
13. Strategy 15
14. To be the most trusted retailer where people love to work and shop 16
15. HR Management in the 21st Century: Challenges for the Future 16
16. The Impact of Information Technology on HR Management: 16
Opportunities and Challenges
17. Performance & Reward Systems 17
18. The wish list 17
19. Career Development and Training & Development Program 17-18
20. Financial Budget of HR [Salary + Bonus + Increments + others] 18
21. Health & Safety Issues and HR Ethics 19
22. Recommendation 20
23. HR Practices on Selfridges &CO 20
24. Organizational Culture 20
25. Organizational Motto 20
26. HR Management in the 21st Century: Challenges for the Future 21

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ser Particulars Page Number
27. The Impact of Information Technology on HR Management: 21
Opportunities and Challenges
28. Recruitment & Selection Process 21
29. Performance & Reward Systems 21-22
30. Rewards & Benefits 22
31. Career Development and Training & Development Program 22
32. Health & Safety Issues and HR Ethics 22
33. Recommendation 23
34. HR Practices of Primark 23
35. HR Management in the 21st Century: Challenges for the Future 23
36. Model Modification 23
37. Corporate Responsibility 23-24
38. The Impact of Information Technology on HR Management: 24
Opportunities and Challenges
39. For Ethical Standards 24
40. For Online Sales 24
41. For Management 24
42. Recruitment & Selection Process. 25-26
43. Performance and Reward System 26
44. Career Development and Training & Development Program 27
45. Financial Budget in HR 27-28
46. Health & Safety Issues and HR Ethics. 29
47. Ethics 29
48. Recommendation 30
49. Compare and Contrast of HR Practices among M & S, Selfridges & Co, 30
Primark and Sainsbury’s
50. Conclusion 31

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HR Practices on Marks & Spencer

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1. HR Management in the 21st Century: Challenges for the Future

Human resource management (HRM) is a function in organizations designed to

maximize employee performance and to bring into line employee goals to the
employer’s strategic objectives. HR is first and foremost concerned with how people
are managed in an organization, focusing on systems and policies. HR units and
departments in organizations are normally responsible for various tasks, including
training, recruitment and development, performance appraisal, and rewarding. HR is
also deals with industrial relations, which is, the balancing of organizational practices
with regulations arising from joint bargaining and laws of governmental (Rosscliff,
2000). The following sections describe some of the factors that create HR practices
in the 21 st century and its harmony with HR practice at M&S.

1.1 Human Resources as a Strategic Player

The changing nature of organizations has brought on the progression from

Personnel management to human resource management, and has given an
increased emphasis on the significance of effective human resources
management that plays a key role in confirming the promotion of business
achievement and managing change. at the same time it also includes having
in place performance management practices that can be developed to make
sure that the company has the exact human resource capabilities and that
the main “high-flyers‟ are identified and preservation practices put in place to
ensure for their stay with the organization as a clear career path has been
identified for them (Thappa, 2014).

1.2 Technology

Technology has switched the way things are done in the modern era.
computer technology and IT has touched lives all over and no difference in
case of HR management at Marks & Spencer . The company has been in the
front position of implementing new technology to stay ahead of competition,
and to make sure business that much more efficient. Example in this regard
could be the fact that happened in 2014; the company began the UK's largest
in-store tryout of radio frequency identification (RFID) technology, that was
only been tested on a small scale during that time in the UK by other
retailers such as Tesco and Woolworths. The use of this technology makes
the life of the employee as well as the consumer easier.

1.3 Workforce Diversity

Another modern day HRM challenge is maintaining workforce diversity. This

means to effectively manage the workforce that comes from different
backgrounds such as religions, cultures, race and gender, and making sure
that no group is discriminated against in any stage of the HRM process. M&S
promotes an environment free from discrimination, harassment and
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 victimization, and works hard to ensure everyone is offered equality of
opportunity to achieve their full potential. All the decisions M&S makes
relating to employment practices are objective, free from bias and based
solely upon work criteria and individual merit. Not only that M&S responsive
to the needs of its employees and customers but also takes pride in the role
played by the company in the community at large (M&S, 2015).

2. The Impact of Information Technology on HR Management: Opportunities

and Challenges
To improve performance of Human Resource Management (HRM) information
technology is playing an important part by shifting its focus from personnel
management to strategic HRM.HRM termed is termed as HRIT by use of information
of HRM. IT is forcing and supporting the way of management and to transform.
However, HR experts need to address to the problems point out by HRIT, which
may cause negative effect on both accuracy of available information and social
interaction.

2.1. Opportunities

Marks and Spencer HRM are now recruiting people through online. Capable
and Interested applicants can provide all the required information about them
through website. Moreover, they can take part in online test and through
corporate website they can upload cv. M&S have successfully set in HRM
module that is Enterprise Resource Planning system to their organization.
With the assistance of this module they are conducting development program
and online training centrally from various locations, keeping employee
information centrally and maintaining performance record centrally. Finally it
can be said that Information system brings greater efficiency HRP process of
M&S and provided a mutual benefit for both employees and employer.

2.2. Challenges

Key challenge for M&S would be developing a sophisticated tool that not only
will track their HR KPIs but also track important indicators of the health of the
business and give them real-time data on where HR needs to focus, to ensure
strategy implementation is getting results. It also cover those associated with
how HR is aligning with the retail business plan.

3. Recruitment & Selection Process at M&S

M&S has in place a “Talent Philosophy” which is ensuring the right person is placed
in the right job. All perspective candidates undertake an online questionnaire or
telephone interview as the first stage of the recruitment process. Candidates need to
pass this to ensure that they have the right personality and mindset to fit in with the
ethos of the company (M&S, 2015).

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Internal vacancies are advertised on the -

 Staff notice board

 Monthly newsletter
 Company internet

External vacancies are advertised through -

 Newspapers (Local & National)

 Company website
 Careers stall in store
 Shopping centre websites
 Graduate vacancies

Figure 1: A sample recruitment advertisement from M&S

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For graduate recruitment, the process is a bit different. The first stage is the “Talent
Philosophy” questionnaire, as always. If the graduate candidate is successful there is an
invitation to the Training Academy which is in Swenson, England. Some of the steps in the
recruitment process are:

 Presentation
 Goldfish bowl discussion
 Role play
 1 hour interview

Candidates are informed whether or not they are successful within three working days and
the offer is made subject to a medical Examination and two references . The formal offer is
then made (M&S, 2015)

4. Performance & Reward Systems

4.1. Performance Management

An employee appraisal is carried out every 12 months at Marks and

Spencer's. In the appraisal system discussions are made with members of
staff about what is going well, what can be improved and how they would,
which are the areas to develop and other suggestions from workers. These
meetings are done by managers of M&S for the employees and are
confidential.

A review plan is used at M&S to measure productivity. Through this It is

measured if targets are being met, and how employees are doing individually
and collectively.

4.2. Rewards and benefits

At M&S it's vital that people are well rewarded. So when employee say yes to
M&S, they are given access to a highly competitive total reward package that
is proven to attract, motivate and retain the best people. By constantly
reviewing the details of the package to make sure that it has everything
people want in a benefits scheme, M&S ensures employee retention.
Following are the things an employee can expect while working with M&S.

 Competitive Pay
 Minimum 28 days statutory holidays per year
 Discretionary bonuses for goal achievement
 Pension
 Life insurance from day one
 Share option for employees
 Employee discount on company products
 Discounts on holiday packages, other products, etc.
 Healthcare

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 All these perks and rewards make working at M&S an attractive proposition.

5. Career Development and Training & Development Program

M&S has formed a, Retail Academy‟ which is responsible for delivering training and
development programs for staff at all levels.

5.1. Induction program:

This is an induction program of three days and it is undertaken by every

employee before they start working at the company. It ensures that the staff
members feel more confident before they start working. Each course is run
for between 5 to 15 people. The three days encompasses a range of activities
to encourage team building and building awareness about the company’s
culture and heritage.

5.2. Whole staff training:

There is training for all staff when new initiatives are launched but it is hard
to train all staff at the same time because of the stores being open seven
days a week. At the end of 2005, M&S employed Mary Grober, a renowned
retail trainer, to run one-day long training sessions for 56,000 staff, from
directors to storeroom assistants. The company paid her £1 million plus in
fees as part of a £10 million training initiative.

5.3. Specific training for specific needs :

The company has started using outside contractors to design training
programs for specific areas of the business and these courses are either run
at head office or at Retail Academy

5.4. Coaches:
Coaches have started being appointed and these are customer advisors who
are given additional pay to train up to three other customer advisors. For the
additional money they are trained how to mentor and coach new customer
assistants and also to update them on new procedures. This frees up time for
the Section Managers so that they can oversee performance reviews and
ensure they are carried out really well.

5.5. Training on demand for line managers:

Managers are now able to access innovative and engaging e-learning to
support them with HR and people issues. 96% of managers who have used
this approach recommend it to others and consider it to be a cost-effective
means of providing engaging learning on demand.

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 5.5.1. Lead to Succeed
The Group HR Director has launched a flagship development programs
which is known as Lead to Succeed. It targets the development of 300
most senior managers within the company and is designed to train the
next generation of leaders.

5.5.2. Management training schemes:

These are available on an annual basis to graduates and internal
placements within the company. There are on average 150 vacancies
each year across sales, HR and ICT. The company accepts any
graduate discipline and candidates are offered top-notch training and
development through both formal and structured methods. All
graduate trainees receive a varied program that includes a dedicated
personal development plan following a needs analysis and regular
reviews.

6. Financial Budget of HR at M&S:

The following figures are snapshots taken from a marks & Spencer report to get an
idea about the financial budget of the HR department at M&S. This depicts the
different section of the financial plans for compensating and motivating the
employees.
Figure: Rem uner ation

Policy at M&S

In the financial year 2014, the company spent £1410.9 million of employee expenses
including salaries and wages, pension, benefits, share based payments, and employee
welfare (M&S, 2014). The following figures show a snapshot of employee expenses and
directors‟ remuneration at M&S.
Figure: Employee Remuneration at M&S

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Figure: Executive Directors Remuneration at M&S

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7. Health & Safety Issues:

Marks & Spencer is committed to ensure the health, safety and well-being of all
employees, customers and others who visit or work on premises.

As an Employer M&S care about the well-being of all staffs. Committed to

maintaining the quality of health & safety at work place through continual
communication and the raising of awareness.
As an Employee the benefits are a safe, secure pleasant working environment. It is
employee’s duty to take reasonable care for the health & safety of yourself and
others whilst working
Company Policy on Health and Safety and its implementation is directed by:
 A Fire Health & Safety Committee
 The Store/Site Manager
 Occupational Health Services
 Business Involvement Groups (BIGs)
 Retail Finance and Operations
 Property Development and Facilities Management
 The Fire, Health & Safety Officer (FHSO)
In addition, all employees must be aware of their individual responsibility for
maintaining the health & safety of themselves and all those affected by their actions
at work. 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

8. Code of Ethics and Behaviors

Marks and Spencer has an extensive code of ethics which all employees must abide
by. Details of the code of ethics are given in the following sections.

8.1. How does Employee comply with the Code?

All M&S employees are required to adhere to the Code and the policies it refers to.
They have a responsibility to protect the Company’s reputation in everything they do
and say. Failure to comply with the Code and its policies and procedures will result in
disciplinary procedures being applied that may result in dismissal from the Company.
In instances of fraud, where financial loss has been incurred, individuals will be
prosecuted and the Company will seek to recover losses (M&S, 2015).

8.1.1.1. Bribery and Corruption

M&S operate a zero tolerance approach to the making or receiving of bribes
or corrupt payments, in any form. This type of conduct is absolutely
prohibited whether committed by employees or anyone else acting on the
Company’s behalf (M&S, 2015).

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 8.1.1.2. Fraud:

At M&S Fraud is deemed gross misconduct. Disciplinary procedures will

be rigorously applied to any instances of fraud which will result in
dismissal (M&S, 2015).

8.2.1. What are managers expected to do?

Managers are responsible under the code to:
 Ensure the Code is understood by those they manage
 Provide advice and guidance on interpreting the Code
 Uphold and promote the requirements of the Code
 Individually sign their acceptance of the Code each year

8.2.2. How to raise a concern or ask a question?

M&S believe it is essential to create an environment in which individuals feel

able to raise any matters of genuine concern internally without fear of
disciplinary action being taken against them, that they will be taken seriously
and that the matters will be investigated appropriately and as far as
practicable be kept confidential. M&S believes that any employee with
knowledge of wrongdoing should not remain silent. Employees can raise any
concern to the:

 Line Manager:
In the first instance, employees should consider raising concern with line
manager. It is the line manager’s responsibility to listen to the employee and
take any action if necessary
 Senior Manager
If employees feel that they cannot raise concern with line manager, for
whatever reason, they should contact the senior manager in business unit or
store, who will consider the matter and, if appropriate, manage any
investigation (M&S, 2015)
9. Recommendations
Following are some recommendations for implementing effective human resource
management systems based of the findings of this report:
 M&S should use its global platform for recruitment and selection for its global
operations. While company values remain same but in cross cultures procedures
and values might differ. This has to be taken care of too. Behavioral
characteristics and country profile wise employee selection will mean they have
the best people for the job.
 Use empirical data to devise future HRM strategies
 Utilize changing technology and market conditions to the advantage of the
organization
 Implement new strategies in the payment of pension funds to avoid internal
conflict

 Perform market research to know about competitors‟ offerings to their

Employees and adjusting own strategies based on the research data
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  Extend HRM to suppliers to ensure that workers‟ rights are upheld throughout
the supply chain of M&S

This is in no way an all-inclusive list of thing that might be done to improve HRM in an
organization. But these recommendations, if implemented, can modernize and streamline
any organization’s human resource management system.

10. HR Practices on Sainsbury’s

11. Vision:
To be the most trusted retailer where people love to work and shop.

12. Goal:
We will make customers’ lives easier, offering great quality and service at fair
prices, serving our customers whenever and wherever they want.
13. Strategy:
We know our customers better than anyone else. We will be there whenever and
wherever they need us, offering great products and services at fair prices. Our
colleagues make the difference, our values make us different.

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14. HR Management in the 21st Century: Challenges for the Future:

Human Resource Management (HRM) is fundamentally another name for personnel

management. Sainsbury's believe that they have a range of employment policies to
ensure that their workforce is as representative of the wider community as possible.
Their staff often has a choice of work arrangements including: part-time, flexible
contracts for retail employees, job share, home working, enhanced maternity
leave/pay, paternity leave, career break schemes for childcare, and special leave for
personal development or caring responsibilities. Race:-Color, nationality, ethnic origins
or community background
 Gender:-gender realignment, sexual orientation, marital or family status
 Religious:-or political beliefs and affiliations
 Disability Real or suspected infection with HIV/Aids
 Membership or non-membership of a trade union
 Differing working patterns such as part time
15. The Impact of Information Technology on HR Management: Opportunities and
Challenges.

Information Technology (IT) as a structural factor and instrument transforms

architect of organizations, business processes and communication, and is
increasingly integrated into human resource management (HRM).
Human Resource and Information Technology

 Human Resource Information System (HRIS)

 Electronic Human Resource Management (eHRM)
Benefits of Information Technology
 Cost decrease:
 Saving Time
 Increase in Efficiency
 Enabling communication and collaboration
 Competency Management
 Knowledge Management
 Structuring Strategic HR

16. Recruitment & Selection Process

With the current passage of success, Sainsbury has made the recruitment process
more transparent and easier to access. Sainsbury Stores have now got an Online-
Recruitment System and vacancies are displayed onto the website immediately.
After initial registration, candidates are asked to answer a set of question related to
customer services and other issues related to the retail industry. On the successful
completion of these questions, candidates are issued an application reference
number for further processing of their application, if they were successful during
this phase of application

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17. Performance & Reward Systems

The Performance and Reward Team at Sainsbury’s have always been proactive
about communicating their pay and benefits packages, and until four years ago
generated annual reward statements for the top 1000 leaders. These documents
were well received, but were expensive to deliver, time consuming to collate and
offered only rudimentary information: not to mention the fact they were only
produced for a tiny percentage of the overall workforce. The Reward Team at
Sainsbury’s set themselves a challenge: to design, develop and deliver a
personalized Total Reward Statement, illustrating clearly the benefits of working for
Sainsbury’s for every permanent employee with at least six months service (circa
135,000 people), regardless of role or grade.

18. The wish list:

To communicate effectively with all employees Sainsbury’s needed a mechanism
which could:
 Take multiple data sources from numerous internal and external systems;
 Mine and consolidate the information for different colleagues and groups;
 Present messages and benefits dynamically for each colleague.

Sainsbury’s Reward Team began reviewing their processes and developed a

database to consolidate data from their internal systems: Oracle HR, Payroll,
Shares, Pensions, Discount systems and various other sources.

19. Career Development and Training & Development Program:

Sainsbury supermarket is a store to reckon with as it has remained successful since

its establishment in 1869. With approximately 15000 employees working across
different stores in UK, the researchers aimed to determine the concepts of training
and post training involved in the supermarket. The case study of Sainsbury was
aimed at identifying the management perception and commitment in offering
effective training program for employees at the supermarket.

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 Training at Sainsbury is thus aimed at providing employees with skills which will in
turn ensure that the organization has adequately trained employees. The
management at Sainsbury conducts training, to ensure that the employees perform
their required duties with predetermined standards. This means that the employees
are already familiar with the expected results of them undertaking task.

20. Financial Budget of HR [Salary + Bonus + Increments + others]

The decision whether to invest in Sainsbury’s or not will be based on ratio analysis.
T he source for the analysis will predominantly be the income statements, balance
sheets and cash flow statements.

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 The key steps in financial ratio analysis have been followed. The selected ratios
have been calculated based on the income statements, balance sheets and cash
flow statements. These will be interpreted and finally the judgment will be formed
on the produced information. Firstly, the focus will be on a brief evaluation on the
market position. Secondly, profitability, efficiency and liquidity ratios will be
analyzed. Thirdly, investment ratios will be examined along with explaining
Sainsbury’s dividend policy. Finally, the gearing ratios will be discussed as well as
ratios based on the share price

According to financial analysis Sainsbury’s is a company worth investing in at the

current share price. Sainsbury’s sales (excl. VAT) have been steadily growing; they
are going to expand their market share. Moreover, growth in sales is notable, which
drives gross and operating profits, therefore shareholders dividends. Also interest
payable is covered and
managed according to their policy. They improved the return per employee and
outperformed Morrison’s. They have high dividend yield and combined with the
relatively low price during the last 12 months this implies that buying shares would
be a wise choice. The TSR graph indicates that Sainsbury’s is a good choice for both
conservative investors and those looking for growth industries.

21 . Health & Safety Issues and HR Ethics

Sainsbury’s HR has a health and safety office in all their stores; they have the
responsibility for all health and safety policies and training. They advise store
managers about their responsibilities for h+s and make sure that all employees
working in stores are informed about them. This is all to do with health and safety
laws. They place a responsibility on both the store managers and employees.
Human resources record all accidents in an accident book which all employees
have, they also record „near misses‟ so they can see where improvements need to
be made
Human resources train new staff for health and safety jobs which include roles
being health and safety officers, safety committee meeting holders etc. Customers
are also accounted into the health and safety acts for Sainsbury’s HR, these
include:-

 Disability needs accounted for- wheelchair access, lifts, helpers etc

 Car parks- checked regularly for trolleys causing hazards, etc.
 Customer fire exits- Kept clear at all times.
 Shelves- all stacked to the lowest they can be.
 Warning signs- always can be visible and heard.
 Smoking, drinking, eating- banned in all stores.
 Substances and solvents- all kept in unreachable areas for children’s safety
 Toilets- checked every half an hour for staff and customers..

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22. Recommendation:

Sainsbury's policy is based on a commitment to provide workplaces where all staff

feels valued, respected and able to contribute to the business. Employ a workforce
that recognizes the diversity of current and potential customers. Through these
pledges Sainsbury's aim that all staff can work without fear of discrimination,
harassment and bullying and that all colleagues, job applicants, customers and
suppliers should be treated fairly. The HRM in Sainsbury understands that only
through a happy and motivated employee come a happy and friendly service, only
then the customers can be happy. By understanding this, the prime motive for them
is to provide a happy and friendly environment to the employees and staffs to work
in, and thus reinventing themselves more as a service oriented organization or
customer oriented organization than a product or profit oriented organization.

23. HR Practices on Selfridges &CO

24. Organizational Culture:

Fast-paced and focused, yet also informal and inventive, our Head Office is the
creative, commercial, management and administrative hub of our entire retail
operation. For such a high-powered and high-profile environment, it's an incredibly
friendly and sociable place to work.

25. Organizational Motto

At Selfridges, everything we do is about meeting the highest standards and

ensuring customer satisfaction across every facet of the business. That's why, in
every department and at every level, we value people who can combine a high level
of talent and expertise with a total enthusiasm for their role Selfridges is an equal
opportunity employer. So whatever your age, gender, disability status, sexual
orientation, religion, race or family circumstances we ensure you’re treated with
fairness and respect.

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26. HR Management in the 21st Century: Challenges for the Future:
Parallel with the changes in the global arena, human resource management also
warrants a revisit and implementing changes to adapt with the modern needs of the
21st century. There are an incredible number of pressures on today's organizations.
To name a few: environmental pressures such as increasing globalization, rapid
technological change, and tougher competition. The need for managing the
employees strategically in the 21st century also requires the management and the
organization structure to be more flexible.
27. The Impact of Information Technology on HR Management: Opportunities and
Challenges

Information technology brings enormous opportunities in every aspect of business.

Particularly to HRM, it can contribute by minimizing lot of redundant works and
achieving efficiency through extensive use of technology. Human Resource
Information System shortly known as HRIS is an integral part of any progressive
organization which is in place in Selfridge’s as well.
 Globalization
 Workforce Diversity
 Changes in political and legal environment
 Changes in the Economic Environment
 Mobility of Professional Personnel
 Revolution in Information Technology
 Technological advances
Information Technology (IT) as a structural factor and instrument transforms
architect of organizations, business processes and communication, and is
increasingly integrated into HRM.
Challenges of Information technology on HR Function

 New skills required

 Downsizing
 Collaborative work
 Telecommuting
 Internet and intranet revolution
 Business environmental change
 Development of technology
 Service improvement

28. Recruitment & Selection Process:

Preliminary screening is done through online assessment through Selfridge’s job

portal website. Then prospective selected candidates are called for interview for the
applied position. Selfridge is an equal employment organization.

29. Performance & Reward Systems:

Performance appraisal is critical element in the performance management process.
At the Selfridges, the process of performance appraisal is redefined through the
new role of leader. Team leaders were asked to re-apply for their positions through
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 a new selection process which Focused on behaviors as well as skill sets, which
resulted in some losing their position. Improvements were also made to the
performance appraisal process by linking it to succession planning and therefore
working more on career opportunities.

30. Rewards & Benefits:

Selfridges upholds a culture where deserving employees gets acknowledged and

rewarded. Following are a few examples of the reward and benefits:

PICTURES
Fig: Performance & Reward System
31. Career Development and Training & Development Program:

Learning and Development team works with all business areas to ensure that everyone is
given the full opportunity and encouragement for their talents to flourish. Selfridges wants
to get the most out of each employee’s role because they want to make the most of every
employee’s abilities. Selfridges provides three months' induction and continuous on-the-job
training through which one can take advantage of a broad range of programs and
workshops, designed to help develop employees’ particular sales, management or
technical skills

32. Health & Safety Issues and HR Ethics.

Selfridges’ HR, like all other businesses, has a safety policy. This is a legal obligation that
they must follow. The policy states in simple terms what the goals of Selfridges are in
relation to health and safety of employees. It also consists of actions that are to be carried
out by the key staff members.

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33. Recommendation

Finding the right talent and clearly defining the manager’s role is key to success in a
retail business. Managers face pressure from a range of responsibilities such as
increasing sales, controlling inventory, hiring, training and managing employees,
minimizing payroll, engaging customers and monitoring shrinkage, so working with
the manager to establish priorities is critical. In addition to increasing productivity,
the process of setting priorities will give insight into a manager’s strengths and
indicate whether the manager has what it takes to be effective.

34. HR Practices of Primark:

Primark is an Irish clothing retailer operating in Austria, Belgium, France, Germany,
Ireland (branded as Penney’s in Ireland), Portugal, Spain, the Netherlands, the
United Kingdom and soon the United States. It was founded and headquartered in
Dublin, Ireland. Primark is a major retail group employing 48,000 people.

35. HR Management in the 21st Century: Challenges for the Future:

Primark Challenges:

36. Model Modification

The ongoing impact of the financial crisis and the changing status of shopping as
entertainment could see changes in Primark 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.

37. Corporate Responsibility:

Primark’s 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

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 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.

38. The Impact of Information Technology on HR Management: Opportunities and

Challenges

Information Technology (IT) as a structural factor and instrument transforms

architect of organizations, business processes and communication, and is
increasingly integrated into HRM. Challenges of Information technology on HR
Function

39. For 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

40. For Online Sales

Primark, high street clothing chain has made the announcement that it will not
pursue online retail. It had a trial partnership with ASOS, one of the UK's largest
online apparel retailers. Later, the contract had been terminated.
41. For Management
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).

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42. Recruitment & Selection Process

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.

You can apply for as many positions as you like.

Internal Vacancy:

You can check out how to apply on the intranet, as it has a dedicated portal for you
to apply through.

Screening Process

Confirmation Mail:

When you have completed an application you will receive an email to the email
address that you have provided to it to confirm that it has received your application
within 48 hours.

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.

Invited to Interview:

Most first stages with Primark are either a telephone interview or a face to face
interview/selection event with our team of trained recruiters.

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 1. Competency Based Question
Experience provides the best predictor of whether a person can do a job, and the
best technique to get all the information from a candidate.

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.

43. Performance and Reward System

Salaries are competitive and subject to annual review. Other benefits include:

 Structured training and development programs

 Promotional opportunities for everyone
 Contributory pension scheme
 Childcare Voucher scheme

Primark offer a variety of benefits, which we will discuss with you at your
interview in further detail:
 Competitive annual leave entitlement
 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.

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44. 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 encourage ideas, team spirit and passion across all our functions.
 As a new employee in any role with it, you will be given a structured
induction program to welcome you into your new role and team. It then offer
various program to either assist to you to become a member of
management, or to develop you further in your role.
 Primark advertise 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:

As part of the program we'll give you formal training to cover:

 Management skills
 Leadership
 Consumer and employee legislation
 Health and safety
 Human Resource Management
 Policies and procedures
Primark also offers task specific training support for our employees who want to
enhance their existing skills or develop new ones by offering NVQ programs in the
following areas:
 Retail/Customer Service
 Administration
 Team leading

Financial Budget of HR [Salary + Bonus + Increments + others]

45. Financial Budget in HR:

27
 Figure: Directors‟ remuneration
1. Financial & Retirement
Wage
Wages and benefits paid for a standard working week meet, at a minimum, national
legal standards or industry benchmark standards, whichever is higher.

Position Wage/Hourly in Pound Sales Assistant £6.27 Retail Assistant

£6.75 Weekend Supervisor £6.96 Supervisor £8.13 Retail Supervisor £7.31
Retail Sales Assistant £6.62 Retain Operative £6.06 No data found about
the Management employees.

Pension Plan

Part of parent company ABF (Associated British Foods) pensions, which is UK law
based. They match with your contributions.
2. Non-Financial

Family & Parenting

It has includes Childcare Vouchers, Maternity & Paternity Leave

Vacation & Time off

Sick Pay

You would only get 50% of your daily wage.

Annual Leave
20 days off plus bank holidays for weekday staff. 10% off at Christmas, and access
to a voucher website which gives you money off gift cards so if you can be
bothered to go on there every time you want to buy something then great.

Bereavement Leave
Leave to the widow/widower and/or orphans of a person who has died
2. Employee Benefit Expense
Primark provides almost£2000 million benefits to its employees in the year 2013

46. Health & Safety Issues and HR Ethics

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 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.
Primark checks every factory
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, and the importance of children's education.

Green stores
80% of its stores use Building Energy Management systems to control energy
consumption by monitoring lighting and temperature levels.

Educational resources

Primark has worked in partnership with NGOs and other organizations to create a
series of resources about ethical trading & sustainability that can be used by both
teachers and students.

47. HR Ethics
Primark aim to ensure compliance with the United Nations Universal Declaration of
Human Rights in the management of all our businesses. Employees throughout the
group are recruited, trained and rewarded according to performance alone. Whistle
blowing policy and procedures are in place. All businesses are signed up to the
group’s Business Principles and Anti-Bribery and Corruption Policy. A program of
training and compliance has been implemented for all employees. Appointment of
anti-bribery and corruption specialists is present. Businesses work co-operatively to
ensure visibility of reputational risk within supply chains and draw upon best
practice management expertise across Primark.

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48. Recommendation:

Primark is using very strong policies in its HRM. Moreover, it has up-to-date system
in its HR recruitment and selections. But there are some areas that it should need
more focused:
1. It should make its web based recruiting system more user friendly.
2. Should include more training program like simulation or on the job training
program.
3. Should focus more on its retail employees as it is the core of Primark.
4. Interview questions should more related to behavioral and stress as most of
the employees has to deal directly with its customers.
5. Should count more in the external Human Resources in its recruitment.
6. Develop more standardized pay and benefit plan.

49. .Compare and Contrast of HR Practices among M & S, Selfridges & Co, Primark and
Sainsbury’s

Area of Marks & Spencer Selfridges & CO. Primark Sainsbury ‟s

Comparison
Recruitment & -Trainee -Internal -Online -Online
Selection Management Recruitment - Recruitment - Recruitment
Process scheme Online Recruitment In store form -In store
-Graduate form
management
trainee scheme
- Graduate
Events -Online
Recruitment
Performance & - Giving access -Review the -Incentive pay -Pay &
Reward System to a highly employment cycle on base - Benefit
competitive total of every employee Employee of Package for
reward package -Beginning with the every Top 1000
- It provides the recruitment
month -Holiday Leaders
increase in pay process -Focus on
‟s working -
according to the Long Term & short
effort term goals for Bonus -Double personalized
-Benefits scheme Managers & payment for Total
employee night shifting Reward
-Improve Statement
communication
Career -On-the-job -Technical & inter -Task Specific -Employee
Development & learning -Store personnel training Training Training
Training attachments -- Create a good Support - -Specific
-Corporate training climate for Formal Training Role
Learning the on, feelings &
on different Training
Programme positive perception
departments
-Technical -Provide a good
Training training design
-Role Specific requires close
Training security of the
trains & their
profiles

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50. Conclusion:

As we have discussed in the previous pages those dominant issues and challenges
which are facing by HR mangers and organization. The first foremost work by the
HR is to developed sound organizational structure with strong interpersonal skill to
employees, and also to train employees by introducing them the concept of
globalize human resource management to perform better in the global organization
context. All these issues and challenges like, work force diversity, leadership
development. Change management, organizational effectiveness, Globalization, E-
Commerce, succession planning and compensation etc, Can be best management
by HR manager when they will work with HR practices, such as rigid recruitment
and selection policy, division of jobs, empowerment, encouraging diversity in the
workplace, training and development of the work force, fostering innovation, proper
assigning of duties and responsibilities, managing knowledge and other functions as
are shown. Nutshell when HR works enthusiastically by keeping all the practices in
mind, competitive advantages can thus be accomplished, the value of human
resource can be improved, organization efficiency can be enhanced, and the
organization will sustain to survive.

References:
David A. Decenzo & Stephen P. Robbins (2014), Fundamentals of Human Resource
Management, Tenth Edition, John Wiley & Sons, Inc.
Jeffrey A Mello, (2003). „Strategic Human Resource Management‟, 3rd Edition.
https://www.marksandspencers.com
http://www.selfridges.com/
http://www.primark.co.uk/
http://www.sainsburys.co.uk/

31
 CORPORATE ANALYTICAL JOURNAL PAPER

ON

HR PRACTICES ON MARKS & SPENCER, SAINSBURYS,

SELFRIDGES, PRIMARK

COURSE: EMB-602
Human Resource Management

Submitted To: Submitted By:


Professor Dr. M. Mahmodul Hasan Brig. Gen Md Mahbubur Rashid
Honorable Faculty (ID: 152-0001-690)
North South University
S.M.Khurshid-Ul-Alam
(ID: 152-0002-690)


Date: 27 August 2015

32
 Letter of Transmittal
27 August 2015

Professor Dr. M. Mahmodul Hasan

Faculty Member, School of Business
North South University, Dhaka

Subject: Submission of Corporate Analytical Journal

Dear Sir:

We are very content and appreciative to you for having such a prospect to make a journal
on Human Resource Management. Our journal is on HR Practices on Marks & Spencer,
Sainsbury’s, Selfridges, Primark. To the best of our knowledge we strived to make this
journal informative with pertinent supplementary illumination that makes it useful.

We take this opportunity to thank for your guidance and if you have any queries or
suggestions we would be glad to work on this further.

Sincerely yours,

Brig. Gen Mahbubur Rashid S.M. Khurshid-Ul-Alam

ID- 152-0001-690 ID- 152-0002-690

33
 Acknowledgement

We are grateful to Professor Dr. M. Mahmodul Hasan, Faculty, North South University
for providing us such an opportunity to do this article and hence learn about HR Various
Practices with respect to Human Resource Management perspective. We deeply indebted to
you Sir for your valid suggestion, trend setting guidelines and sensible advice.

Finally, we want to thank our parents and friends who gave me their moral support and
help for preparing this journal.

34