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Safeway's Human resources management.

Extracts from this document...

Introduction

Unit 4 - Human Resources Introduction I will be looking at the way Safeway's Human resources management is run, Safeway is one of the leading grocery retailers in the UK with annual sales of around �9 billion, 90,000 employees and nearly 480 stores nationwide. Their stores attract around 8 million shoppers every week. Originally they were a US owned company called Safeway Food Stores Ltd. Their first UK store was opened in Bedford in 1962. Over the next two decades the company's portfolio of stores rose to 133, establishing it as a serious player in the booming UK food retailing market. This success reflects the radical changes they have made in the way they do business and their strategy is based on four key objectives which is focus on product and price, best at fresh, best at availability and best at customer service Argyll was formed in 1977 by James Gulliver and named after his Scottish birthplace, the company grew rapidly through acquisition, and during the 80s Argyll focused its retailing operation on the Presto brand while also operating a range of other food and drinks businesses. By 1987, Argyll had the necessary financial muscle to make a bid for the Safeway name and estate. In February 1987 Argyll bought the UK arm of Safeway for �681m and with it came a distribution network and the 'Safeway' name, a programme was launched to integrate the best systems and processes from each company and convert many of the larger Presto stores to the Safeway fascia. As its food retailing operations became more important, Argyll began to sell its non-core businesses and invested in a massive store opening programme. In 1996 the company name was changed to Safeway plc and all stores reframed under the Safeway identity. Their human resources support management in recruitment, induction and training. HR policies on terms and conditions of pay and benefits, performance management, training and career development apply to all Safeway people. ...read more.

Middle

* This year they have centralised recruitment centre in Warrington became fully operational, and received a weekly average of 11,300 phone calls to their recruitment hot line. * They advertise vacancies for all stores on-line in the 'Careers' section of their website and receive approximately 820 job applications via the Internet each week. * 32 graduates have joined the business this year, 12 on the new store specific graduate programme. * The retention of people is a key part of their HR strategy on an ongoing basis. Safeway's work with other External organizations concerned with diversity or are members of include:- * The Employers Forum on Disability. * The Disability Rights Commission. * The Retail Employment Development Group (RED Group). * Diversity Network. * Re-employ. * The Employment Services (Job Centre Plus). * Age Positive. * Commission for Racial Equality (CRE). * DEXTRA, Diversity Network Group. * The Employers Forum on Age. The Employment Rights Act 1996 states that the employees should receive certain information within the first two months of starting their employment. All contracts of employment should include the following: * The names of the employer and the employee. * The name and address of the place of. * The date when employment began. * The job title. * Employment conditions e.g. full time, part time, permanent, temporary. * The salary. * The intervas in which the employee will be paid e.g. monthly or weekly. * Any terms and conditions relating to holiday entitlements (including public holidays, sick pay and pensions). * The length of notice required from either party. * If the employment is temporary, how long it is expected to continue. * Any disciplinary rules to which the employee may be subject. * Signatures. Training and Development Training envisages all types of planned learning experiences and activities aimed at making positive changes to the performance of the employees and other behaviour, which will help them gain new knowledge, skills, beliefs, values and attitudes. ...read more.

Conclusion

These training programmes include workshops on management, leadership, communication, negotiation and diversity. Conclusion Effective Human Resources management is critical to the success of any firm. Human resources practices will contribute to the greater financial performance and productivity as well as reduced employee turnover. The changes expected in the next twenty years will cause many challenges to human resource professionals. Therefore, in order to facilitate these changes, many roles and competencies must be developed and the necessary tools such as information technology should be sought to aid along with the process. Over the last 20 years, the workplace has changed in more ways that one could have ever imagined, resulting from the increase in technology, innovation and globalization. The next decade will bring even greater change, impacting all facets of the workplace, including major changes for the Human Resources Department and human resource managers. In order to respond to the demands of globalization, HR managers will require new skills and competencies relating to language and culture, technological capabilities to facilitate overseas communication, methods to measure and quantify effectiveness and evaluate strategies and return on investment. Evidently, these new skills and competencies will result in an emerging new role for HR managers, requiring them to be strategic business partners, supportive of the overall corporate strategy. The future of role of human resources professionals will change from a less administrative role to more of a strategic role (Workforce, January 1998, 89). HR managers will continually be required to prove their effectiveness and their existence. They will be expected to understand international business practices and promote cultural diversity within the organization. They will need to understand the core business of the organization and become partners with line managers. They will need to prove that their initiatives and programs are results-oriented, providing specific measurable results in terms of business competitiveness that contribute positively to the bottom-line of the organization. They will be required to stay current with leading-edge as more and more organizations are faced with the demands of globalization and strategic alliances with other organizations around the world Unit 4 - Human Resources Muna Mumin 1 ...read more.

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