Marks and Spencer’s Overview

The report essentially focuses on comparing the human capital management, employee engagement and also the training and development practices of two different firms, Marks and Spencer and British Telecom (BT). The comparison of the above stated employee retention measures for the two companies ideally reflect on its effectiveness in meeting the firm’s human resources objectives.

Marks and Spencer operates as one of the largest retailers operating in United Kingdom. The retailer conducts its business based on operating through a network of around 1,382 stores on a global basis. Marks and Spencer focuses on providing its customers the right quality of fashion, food and home products both branded and private label in nature. In United Kingdom only, Marks and Spencer operates through a network of 914 stores that contribute in rendering needed value and innovation to its customers. In terms of fashion wears, Marks and Spencer rightly contributes in rendering stylish, branded and quality products for men, women and also for kids (Marks and Spencer plc, 2016).

Currently Marks and Spencer collaborated with Tata Consultancy Services (TCS) for effectively transforming their existing Human Capital Management processes. The collaboration contributed in the development of a new human capital management system that would help in effectively aligning the activities of its 83,000+ organisational members for contributing in the meeting of strategic business objectives and also in enhancing the working experience of the staffs. Moreover, the designing of the new human capital management (HCM) portal also helped the management of Marks and Spencer for gaining better accessibility to needed data to prepare reliable and timely reports  (Rozkwitalska, 2012). The traditional and complex HCM system used by Marks and Spencer, Oracle PeopleSoft HCM System was revamped by collaborating with TCS that contributed in the emergence of a hub known as PeopleSoft Interaction. The new system being user friendly in nature encouraged the employees of Marks and Spencer to view and gain needed information associated with human resources processes and policies and also regarding their personal data (Tata Consultancy Services Limited, 2017).

Further, the management of human capital is conducted at Marks and Spencer through the development of the One Team network. The development of the network contributed in the effective integration of third party teams involved in conducting supply chain and logistics functions with the internal team at Marks and Spencer  (Shi & Wang, 2011). The formation of the above stated network potentially contributed in the sharing of effective information and knowledge between the different parties and thus helps in enhancing the operational productivity and efficiency of the retail institution (CIPD, 2013).

Marks and Spencer’s Human Capital Management

The human resources department at Marks and Spencer encourages the organisational members to raise their voice in the retail workplaces whether in retail outlets or along the distribution centres. Employee representation is potentially encouraged at Marks and Spencer. Employees are also encouraged by the human resources department at Marks and Spencer for joining trade unions and also in enjoying the freedom of association in the business institution. Further, in countries where employees are effectively represented by legally recognised employee trade unions, Marks and Spencer is observed to potentially respect the collective bargaining activity (Podsiadlowski, Gröschke, & Kogler, 2013). The human resources department at Marks and Spencer further commits in selection of employee involvement groups that contributes in encouraging employees to direct engagement and workplace participation. Marks and Spencer believes that the employees working at various levels in the retail institution bear effective knowledge of the retail business processes conducted in the firm and also about different issues confronting their colleagues and peers in the retail workplace. The above belief contributes in developing the employee engagement practices of Marks and Spencer (Marks and Spencer plc, 2017).

Other employee engagement practices undertaken by Marks and Spencer constitutes of the development of a health team in the retail institution that ideally focuses on the well being of the staffs and managers involved in the retail workplaces. Further, Marks and Spencer also focuses on employing people that are victims of social barriers like homeless, disabled and also other lone parent communities in United Kingdom (Olsen & Martins, 2012). A total of around 5,000 people belonging to the above communities are employed by Marks and Spencer. The people are guided through the selection of a volunteer buddy that helps in continually communicating and in understanding the problems and views of such staffs. The above activities contribute in reduction of both absenteeism and employee turnover levels at the workplaces (Ferdman & Sagiv, 2012).  

Marks and Spencer has also deployed a enterprise based social network, Yammer that ideally encourages the internal members to communicate with each other and also with their superiors regarding new working experiences, congratulating peers and colleagues on their success and also in discussing about new human resources policies introduced in the firm. The employees used the internal social networking platform for uploading pictures and also posting different messages and comments from time to time (Khanaki & Hassanzadeh, 2010). Similarly, new ideas associated to in-store displays and also on visual merchandising were posted by experienced staffs for educating new recruits and non-experienced employees in Marks and Spencer. Yammer is observed to be an effective social networking tool for employee engagement such that it serves the purpose at reduced cost (Ongori & Nzonzo, 2011).

Marks and Spencer’s Employee Engagement

Both on-the-job and off-the-job training practices are conducted by Marks and Spencer. The company encourages the employees to actively participate in on-the-job training activities where effective learning and skills needed for the employees are imparted to the employees for helping in conducting the jobs to the best of their abilities (Bhatia & Kaur, 2014). Further, healthy competition is also encouraged by Marks and Spencer inside the firm for helping employees enjoy the internal work atmosphere in the firm. Different types of resources are employed by Marks and Spencer for rendering off-the-job training to both the new and existing recruits (Olsen & Martins, 2012). The use of intranet is made by the company for development of a knowledge portal such that the same is used by the employees for gaining knowledge on new products and visual merchandising applications and also regarding retail and customer servicing functions. The same contributes in enhancing the technical and customer servicing skills of the internal staffs and also their performance competencies. Similarly, open learning platforms and also workshops are generated by Marks and Spencer for introduction of new practices and also in earning of needed staff feedback (Ferdman & Sagiv, 2012).

Further, Marks and Spencer also has developed a performance coaching program that is essentially tailor made to ideally suit the career and performance needs of its people belonging to different levels and departments. It focuses on generation of skill based training for development of the skill base of the internal people (Shi & Wang, 2011). Similarly, Marks and Spencer also conducts an induction training program that has duration of 1-2 weeks depending on the knowledge and experience levels of the recruits. The induction program is essentially focused on helping the new recruits understand the objectives and business domains of Marks and Spencer and also about the different roles they are required to perform in the firm for meeting of the stated objectives (Marks and Spencer, 2017).

British Telecom or BT operates as a multinational telecommunication institution that focuses on serving the telecommunication needs of its customers both along United Kingdom and also in the overseas market. BT contributes in generating different types of telecommunication services like fixed line, broadband, mobile communications and also other types of networking based information technology services. BT sells its different information technology products and services to different types of consumers both small and medium sized business institutions and also the public sector institutions (BT , 2017).

Marks and Spencer’s Training and Development

British Telecom (BT) partnered with PeopleSoft Inc. for deploying the Human Capital Management (HCM) software in effectively integrating and also for managing its international workforce. It is taken that the use of the stated software would help British Telecom in reducing its administrative and human resources costs while also in rendering needed support to the internal members for aligning their performances with the business and strategic objectives of the firm (Rozkwitalska, 2012). The use of the HCM software is effectively used by the managers of BT for rendering training assessments to its internal staffs and also in evaluating the performances based on benchmarks set. It also contributes in helping the managers effectively allocate human resources along different international projects in a real time fashion. Tactical human resources functions conducted by the human resources department at BT are effectively aligned with the company’s goals and strategic objectives through the use of the HCM software. Similarly, the HCM software is also used by BT for value enhancement of its internal members (Nilson, 2010).

Employee engagement as essential human resources function is pursued by British Telecom based on the incorporation of effective communication channels that help the managers in effectively talking and listening to its internal members. Effective employee engagement practices in place rightly help the employees to understand BT’s objectives and also in reducing the level of employee absenteeism and turnover in the firm (Jehanzeb & Bashir, 2013). A survey report rendered by CAREagile during 2012 ideally reflects that the level of employee engagement in BT has increased from 3.61 during 2011 to 3.68 during 2012. The same is reflected in here.

Print and online channels like BT Today Magazine and company website for effectively sharing updated newsfeeds and information regarding human resources policies and functions and changes thereof. Further, the use of social networking mediums like Facebook and Twitter also encourages the internal members for sharing of stories, experiences and other types of posts like pictures and videos about the different events pursued within the firm. Similarly, other employee engagement functions like the conducting of online chats, face to face forums and also video interviews are incorporated by BT’s management for engaging internal members pertaining to different levels and overseas branches (Slavi? et al., 2014).  

Different types of initiatives are undertaken by BT like the development of the Apprenticeship, Graduate and also MBA programs for development of the learning and skill base of the internal members. An online learning portal, R2L is developed by BT for providing access to both the employees and their family members to both online and also offline training programs that contributes in promoting and enhancing both professional and personal development (Dartey-Baah, 2013). Further, networking and knowledge sharing functions are also carried out in BT through partnering and networking with large number of members. The same contributes in the sharing of information regarding best practices and also further knowledge associated to new opportunities and development of needed expertise. Another program, Accredited Learning Pathways or ALP is also developed by BT’s learning and development team for development of the strategic skills and insights of its organisational members. The same has contributed in promoting the growth of BT in key areas like Voice and Mobility, Networks, BT Cloud and also Content (TV) (BT , 2012).

British Telecom’s Overview

Conclusion

The analysis reflects on the different human capital management, employee engagement and also the training and development measures undertaken by two different companies, Marks and Spencer and British Telecom. Critical analysis conducted in the above approaches ideally reflects on the effectiveness of the employee retention measures undertaken by the two business institutions. Empirical and case based analysis is conducted in the report for rendering needed inferences.

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