Employee Development, Training And Development

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Employee Development, Training and Development

Employee Development, Training and Development

Purpose of the Paper

This paper will set to answer the following question:

To what extent does the organisation adopt a structured training process approach to the




•Evaluation of its learning and development provision?

This study intends to assess the scheme of competitive advantage using effective training strategies in the organization. Particularly, the discussion will concentrate on training strategy of Tesco. The relationship of strategic organizational training and the acquisition of organizational commitment from the workforce as a whole are also included. In this manner, the paper will proved the assumption that competitive advantage is highly dependent to effective training strategy.

Company Profile

Tesco is recognized to be United Kingdom's biggest supermarket, dominating in British retail sector with both global sales and domestic market share. It originally caters in food but expanded it scope of service to clothing, consumer electronics, consumer financial services, internet service, and consumer telecoms. Tesco's strategy is focused in long term engagement and based into four key parts namely: core UK business, non-food business, retailing services, and international presence In 2004, stores continue to expand from ninety-eight (98) to an intended two hundred seven (207) in 2005, half of which will be located in Asia.  Tesco's triumph as the company explains is due to an excellent Operating Strategy and Management team. (Woodall and Winstanley 2000 32)

Tesco started off with self-service supermarkets in the U.S. during the 1930s. After a few years of operations, Tesco management then realized that selling a wider variety and larger stock volumes, and employing fewer staff dramatically lowered product prices. This was the start of great things for the company. Even as everything else crumbled into pieces during the war, Tesco was at the onset of its prosperity, thriving in the midst of adversity. It was in the 1940s when Tesco came to Britain to introduce self-service stores. About 20 years after, Tesco had become a familiar name, not only for groceries, but also for fresh food, clothing, and other household goods 

Tesco has built its 100th superstore by 1985, and in 1987, it announced a £500 million plan to build 29 more stores. By 1991, the success of its petrol filling stations earned for the company Britain's biggest independent petrol retailer. In the 1990s, the company built on its success by developing new store concepts and new customer-focused initiatives. Tesco broke new ground in food retailing by introducing, in 1995, the first customer loyalty card, which offered benefits to regular shoppers whilst helping the company discover more about its customers' needs. Other customer services followed, including grocery home shopping, Tesco Direct for catalogue shoppers and the Tesco Babyclub for new parents, as well as the launch of Tesco Personal Finance a joint venture with the Royal Bank of Scotland. It continued its winning streak in the new millennium. In January 2003, Tesco completed the acquisition of 870 T&S Stores in the UK; 450 of these stores will be converted to Tesco Express ...
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