Introduction Of Human Resource Management And Leadership

UNIT 1

Differences noticed in recruitment in post vs. pre-COVID-19 time

The new reality additionally impacted employment and recruitment. As a consequence, it has become more crucial than ever for Sainsbury to assess everything has changed and decide which elements of this new standard in hiring they will use in the period following COVID. The company is balancing returning to new corporate cultures as people switch from full-time to part-time, distant, or hybrid work modes. To help the hiring managers hire, adapt methods for recruiting, and onboard new prospects, recruiters have had to balance these modifications within their own lives.

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The current labour shortage is one of the primary challenges facing recruiters and recruitment specialists (Salas?Vallina, et. al. 2021). While some people who have become used to working from home are solely thinking about remote positions, those who lost their jobs due to the epidemic are wasting their time and searching for novel, improved, or even entirely other professional options.

Online hiring:

The COVID-19 epidemic has driven up the use of distant work and online employment practices. In comparison to pre-COVID, after the pandemic to reduce personal contact and safeguard the security of candidates and workers, businesses, like Sainsbury's, may have changed towards performing more virtual assessments, evaluations, and onboarding procedures. Within two months after the pandemic's beginning, 86% of companies were using new online tools to interview applicants.

Greater focus on digital skills:

Earlier, in terms of pre-COVID, physical interview rounds were organized by the organization for the selection of appropriate candidates. "More applicants are starting to seek employment as COVID-19 protocols are being reduced, and with the launch of the vaccine, more individuals are beginning to feel comfortable going to work.However, the overall participation rate in the labour force is currently at an all-time low (Nguyen, et. al. 202). Due to the pandemic's increasing reliance on technology, employers are paying more attention to applicants' digital abilities. This can include knowing how to use software for data analysis, internet communication tools, and remote working tools. In addition, Sainsbury's may be on the lookout for those who can thrive in a digital workplace.

Flexibility and modifications:

The worldwide crisis has drawn attention to how crucial flexibility and adaptation are in work environments. Companies like Sainsbury's can be looking for candidates with the capacity to change with the times, operate well in remote or hybrid settings, and show resilience when faced with of adversity.

Emphasis on Safety and Health:

Given the persistent worries about health and safety, employers will probably to give priority to applicants who show an undying dedication to adhering to health regulations and preserving a safe workplace (Roscoe, et. al. 2019). Like other companies, Sainsbury's could have added extra safety and health measures, and it might look for candidates who are familiar with and obedient to these rules.

Greater demand for particular positions:

The pandemic has changed consumer habits and raised demand for specific roles. For instance, there could be a growing need for employees in sectors like managing supply chains, e-commerce, and online fulfillment. Sainsbury's may have changed their hiring practices due to these shifting standards.

Figure 1: Job Offers and applications, 2019 vs 2020

(Source: Aava. H., 2020)

Considering Generation Z, differentiate the work culture of Millennial

The entrance of Gen Z into the global stage will be quick and deeply, with implications in employment, retail intake, politics, technology, and culture. The Baby Boomer generation has a very different outlook on fields and how they measure accomplishment in life and the workplace than Millennial.

• Security:These young people may have experienced their parents' severe financial losses when they were still children during the period known as the Great Recession. They might have spend an important part of their life characterized by such challenges (Figueroa, et. al. 2019). Generation Z may be more preoccupied with safety and money than millennial, who are frequently viewed as being more idealistic and driven by a feeling of purpose rather than a salary.
• Morecompetitive:Millennial tend to value working together as a group. They desire to work in a setting where promoting diversity is valued and where everyone works to achieve goals. On the opposing side, Gen Z tends to be characterized by its rivals. They like to work independently and receive evaluations that emphasize their achievements instead of that of their team. Gen Z is also conscious of the importance of ongoing skill improvement in order to remain relevant.
• Needs independence:Though Gen Zers tend to prefer work alone, their independence is related to their competitors. Instead of an open, shared office space, many of them would prefer to have their own office space (Collins, 2021). Many people also wish to oversee their own initiatives to ensure their talents may be shown. They do not like to rely on people for help to do their task.
• Multitasking: Gen Z has grown used to frequent updates from multiple apps since they have always lived in an interconnected world. It comes easily to them to switch among tasks and pay consideration to a variety of inputs at once.
• More Entrepreneurial: Compared to millennial, Generation Z is 55 percent more likely to have a desire to launch a business. In fact, 72% of those in Generation Z in high school say they want to launch a business. Many of their features, notably their independence and drive for financial success, might be associated with this. They have a strong sense of purpose and are determined to put in hard torealizetheir goals.
• Direct face-to-face communication: While the business may have only recently grown accustomed to its younger staff members choosing to communicate via email or Slack, which be ready for an adjustment (Macke and Genari, 2019). The Generation Z appreciates in-person communication. 53 percent of those in Generation Z choose face-to-face communication over email or instant messaging.
• Genuine digital natives:Although millennial are additionally referred to as digital natives, they really grew up in a time when dial-up connections and telephone lines were still commonplace. They have gotten used to change taking time, and they share baby boomers' confusion about some of the latest apps. Generation Z, on one hand, has spent their entire life in a world with cell phones and free WiFi, 92percent of individuals have a digital footprint of some sort.

UNIT 2

Briefly explain about the company along with current HR Policies of Sainsbury with mission and vision

Sainsbury is the major supermarket chain in UK. The companyhas developed and expanded its business all through time, becoming an established brand within the retail sector.

• Vision: The supermarket wants to be the most dependable retailer and an enjoyable place to work and visit (Piwowar-Sulej, 2020). They want to have a good influence on the populations they serve while offering excellent products at reasonable costs.
• Mission: The goal of Sainsbury's is to give consumers excellent service and pleasurable purchase. They make an effort to provide a variety of high-quality items, ensure customer happiness and take a leading role in society.

HR policies implemented by Sainsbury's follow:

Job Postings and marketing: For the sake of clarity for applicants, they can offer full job descriptions as well as criteria for each vacancy.

Submission of applications and selection process: To determine an applicant's fitness for a position, the selection process may involve reviewing applications, holding interviews (both of which in-person and online), evaluations, and checking references (Linardon, et. al. 2022).

Equal chance employer: They strive to give all applicants the same chances irrespective of their background information, gender, race, or other protected traits.

Training and development: To foster career advancement within the company, this might include both in the workplace education and professional growth opportunities.

Safety and health measures: To avoid incidents at work and ensure that employees are secure at work, these rules might encompass safety regulations, educational programs,and recommendations.

Suggest some team-building exercise to unite employees within an organization

Team-building exercises have significance because they foster deeper connections amongst coworkers. The COVID-19 epidemic brought about a disconnect among workers, which decreased production and raised ennui. Teamwork and familiarity across departments are boosted by engaging in games among coworkers. Professional team-building activities are crucial because they boost psychological security, enhance coordination, showcase team strengths, and foster a feeling of belonging (Townsend, et. al. 2021). Additionally, it fosters collaboration and increases employees' desire to work within Sainsbury.

• Blind sketching: This is the best exercise to improve interpersonal abilities as well as management and interpretation. Additionally, it investigates how information is transferred from a single individual to another.
• Rapid fire: The best collaboration exercise for bringing workers together is rapid fire. Team members have to react quickly to questions you pose at random. Once your time is out, a buzzer at the conclusion will sound. These arbitrary questionnaires provide information about your personality, preferences, choices, and ability to make decisions.
• Roles Reversal: This activity is similar to a part-play but usually includes acting out a specific situation. The only difference is that rather than playing own role, one must assume that of the other person (Giurge, et. al. 2021). The players frequently receive the script, however, occasionally they need to carry out it immediately.

Briefly explain the HR strategy that needs to be set up in the new country

Sainsbury's would have to create a human resources plan that is tailored to the needs and wants of that nation when entering a new market.

• Legal and Compliance: the supermarket would need to become familiar with the hiring rules, compliance standards, andlaborlaws of the new nation.
• Social and cultural factors: every country has particular social structures, cultural norms, and ideals. These elements would need to be taken seriously when Sainsbury's developed its HR strategy.
• Staffing and Recruitment: the supermarket chain would need to set up hiring processes that draw in and choose the best individuals in the new nation (Graczyk-Kucharska and Erickson, 2020).
• Pay and Benefits: In order to be relevant and alluring, Sainsbury's pay and benefits must be in line with regional market standards.
• Training and Development: To address the unique demands and shortages in skills of its employees in the new nation, the supermarket would need to construct programmes for education and training.
• Employee interactions: The achievement of every HR approach depends on developing good employee interactions (Serravalle, et. al. 2022). To promote open communication, staff involvement, and cooperation, the companywould require creating the right surroundings.

Challenges faced while setting up the new HR policies in the new country

For Sainsbury's, implementing new HR rules in another country can be challenging in a number of ways:

• Legal and regulation conformity: Because labour laws vary from nation business nation, it can be challenging to keep up with local labour laws and regulations.
• Culture and social variations: Every nation has its own social frameworks, work standards, and cultural norms. To make sure that its human resources practices are sensitive to societal variances and in line with regional norms, the company may have to manage these distinctions.
• Acquisition of talent and localization: It might be challenging to find and recruit the proper talent in another country. Sainsbury's would have to set up effective hiring processes that are adapted to the regional labour market.
• Alignment of salary and benefits: Finding competitive, alluring wages and perks packages that are in line with regional market standards might be challenging.
• HR infrastructure and processes: Setting up the needed HR infrastructure and processes in an emerging country can be quite challenging (Barhate and Dirani, 2022). To support human resources operations in the newly formed country, the supermarket would need to build up payroll platforms, HR databases, and other technical solutions.
• Management of change and workplace engagement: To guarantee employee awareness, acceptance, and participation, it may be necessary to put in new HR rules.

UNIT 3

Analyze and evaluate the leadership style of any two leaders in Sainsbury

In current rapid corporate environment, a company should often deal with many sorts of change. Companies require competent managers if they are to successfully function in this constantly shifting business climate. The majority of retailorganizationsoperate similarly, yet a strong leader may make a significant difference. Justin King is a prime example of outstanding management in the UK retail industry.

The most effective managers create a company's long-term goal and then develop a perfect strategy to carry it out. A leader is a person who possesses the abilities required to inspire his team members and exercise control over them in order to achieve the aims and objectives of theorganization (Miralles, et. al. 2021). The company's leader accepts full responsibility and makes an effort to comprehend the future needs. A competent manager and leadership always share the objective of the company with their teammates and encourage them to cooperate in achieving it.

Sainsbury's former CEO, Justin King, was an effective leader who introduced many changes within the company. As a consequence of his excellent management, Sainsbury once again regained second place in the UK market. Successful leadership and management are the main factors which have helped Sainsbury's reclaim its former glory. He uses a widely well-liked leadership strategy, the democratic strategy for decision-making and gives his employees all the resources they require to work productively. Improved working conditions and all the luring amenities are never lacking for staff members at Sainsbury since Justin King and almost every other CEO of the company believe their people are the reason they are effective.

The vast majority of organizations in the UK adopt the democratic form of leadership, which is both attractive and common (Pedro, et. al. 2019). According to this method of leadership, all major decisions must be discussed with the staff first. Employee motivation is extremely powerful under a democratic management style, which is the main reason why anorganizationadopts it.

When deciding how to manage their shop functioning, the Sainsbury leadership group at the retail level constantly interacts with their staff. Before making any decisions, the majority of shop managers consults with their knowledgeable staff members and superiors and gathers information from them.

Sainsbury regularly organizes staff meetings with colleagues to discuss administrative choices. The executive team of Sainsbury feels that democratic leadership is its most efficient approach since it involves all of its employees, leading to in very high employee motivation. Although Sainsbury believes therefore their employees are whatever make them successful and that if they behaved properly, they would not be in this position of power, they offer every benefit available to their competitors. The well-being and security of Sainsbury's workers is their number one concern. Sainsbury encourages cultural variety at their shop by hiring people from many backgrounds and respecting every person's cultural views (Jamal, et. al. 2021). Because everybody at Sainsbury gets the same amenities, the business never prejudices against its employees because of their ethnicity, faith, or gender. Every Sainsbury store is similarly built to promote a stronger business environment, and all of the employees are required to wear work uniforms, which gives every shop a unique atmosphere.

Autocratic leadership style:

Sainsbury adopts this kind of leadership, which is characterised by individual choice authority combined who has limited team member involvement. This leadership style takes decisions, and every choice is based on the leader's own conviction. As a consequence, it restricts and prohibits others from offering ideas and points of view regarding the firm. It is a type of management style where only the Sainsbury leader takes choices based on thoughts and judgment and typically ever accepts input or suggestions from other workers.

Furthermore, the authoritarian, who has total authority over the groups, is involved as well (Piwowar-Sulej, 2021). It directs and provides direction to teams that have already been led by a manager or leader who ignores and disregards team feedback.

Analyze the changes in the last five years in the HR department

The HR division has significantly changed over time. In fact, only in the previous five years, the Human Resources division has seen major shifts. The HR departments of today hardly reflect those of the past because to the development of technology that automated a great deal of the work that used to be handled by HR experts.

• Technology Collaboration: Over the past 5 years, human resources departments of Sainsbury have utilized technology in increasing numbers to boost efficiency and simplify processes. This includes putting recruitment tracking systems (ATS), human resource information systems (HRIS), and various other digital technologies into place for managing employee data, hiring, orientation, instruction, and achievement management. Automation and artificial intelligence (AI) are increasingly being used in HR procedures.
• Move towards data-driven human resources: The HR department of Sainsbury utilized statistical analysis to make intelligent decisions and assess the results of HR projects (Azizi, al. 2021). The use of people analytics, including analysis of staff satisfaction, talent acquisition, and workforce strategy has increased. To enhance organisational performance, human resources managers are leveraging data to identify patterns, anticipate future demands, and improve HR procedures.
• Staff Experience and Engagement: Over the last several years, Sainsbury has placed a greater priority on improving employee experience and participation. Work-life balance, professional development possibilities, and fostering an enjoyable work environment have all been objectives for HR departments. The importance of initiatives to enhance inclusion and diversity, satisfaction with work, and recognition initiatives has increased.
• Flexible and remote work: The COVID-19 epidemic has accelerated the use of flexible and remote work settings. Human resources departments must change their procedures and policies to accommodate remote work, including developing standards for tracking performance, communication, remote onboarding, and employee welfare within virtual work settings. The trend towards working from home, within Sainsbury, has also brought spotlight on the significance of digital competencies and efficient technologies for distant communication.
• Emphasis on employer branding: Human Resources departments are aware of the role that company branding has in luring and keeping top personnel. Employee branding campaigns are heavily funded by businesses in an effort to market them as desirable employees. Through an array of outlets, such as social media, job portals, and worker feedback, HR teams have concentrated on marketing business values, culture, and potential.

Changes implemented to increase the productivity in the HR department

There are several aspects which need to be undertaken by Sainsbury for the enhancement of both productivity and profitability such as:

• Streamline procedures: Evaluate current human resources processes to find areas that may be improved more efficiently. Using HRIS or similar technological solutions, simplify and streamline administrative tasks including wage collection, benefits management, and employee data management.
• Use technology advantage: Investing in technology for human resources solutions that may boost efficiency and effectiveness. This might include a learning management system (LMS) enabling learning and growth as well as an application tracking system (ATS) for better recruiting.
• Create a productivity-driven culture: Promote a Productivity-Driven Culture inside the HR Division by developing key performance indicators (KPIs), performance administration processes, and specific performance expectations.
• Improve Communication and cooperation: To promote collaboration as well as knowledge sharing within the Human Resources division, and establish effective interaction channels. Regular team conferences, discussions about ideas, and cross-functional projects should also be encouraged be Sainsbury to indulge in an effective communication system within business unit.
• Invest in Staff Development: Provide employees in HR the chance to grow effectively by offering them possibilities for development and training. Present HR practises and next trends-related courses, conferences, and certifications.
• Encourage Work-life balance: To avert burnout and promote employee wellbeing, the HR department of Sainsbury should encourage a healthy balance between work and life. Where it is practical, promote flexible work arrangements like remote employment or scheduling flexibility. Help with mental health understanding, work-life integration, and managing stress by providing guidance and support.
• Continually boost HR procedures: Promote a perpetually enhanced culture inside the HR division (Stone, et. al. 2020). Ask for input from the HR staff, workers, and stakeholders frequently to identify areas that need change. To maximize effectiveness and efficiency, Sainsbury should implement evaluations of processes and make appropriate modifications.
• Integrate HR Goals with organizational approach: Ensure that HR efforts and objectives are in line with the organization's overarching strategic goals. Recognize the demands of the business and work together with other divisions to offer HR solutions that aid in the achievement of organisational objectives.

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References

Books and journals

• Azizi, M.R., Atlasi, R., Ziapour, A., Abbas, J. and Naemi, R., 2021. Innovative human resource management strategies during the COVID-19 pandemic: A systematic narrative review approach.Heliyon. 7(6), p.e07233.
• Barhate, B. and Dirani, K.M., 2022. Career aspirations of generation Z: a systematic literature review.European Journal of Training and Development,46(1/2). pp.139-157.
• Collins, C.J., 2021. Expanding the resource based view model of strategic human resource management.The International Journal of Human Resource Management. 32(2), pp.331-358.
• Figueroa, C.A., Harrison, R., Chauhan, A. and Meyer, L., 2019. Priorities and challenges for health leadership and workforce management globally: a rapid review.BMC health services research.19(1), pp.1-11.
• Giurge, L.M., Whillans, A.V. and Yemiscigil, A., 2021. A multicountry perspective on gender differences in time use during COVID-19.Proceedings of the national academy of sciences.118(12), p.e2018494118.
• Graczyk-Kucharska, M. and Erickson, G.S., 2020. A person-organization fit model of Generation Z: Preliminary studies.Journal of Entrepreneurship, Management and Innovation.16(4), pp.149-176.
• Jamal, T., Zahid, M., Martins, J.M., Mata, M.N., Rahman, H.U. and Mata, P.N., 2021. Perceived green human resource management practices and corporate sustainability: Multigroup analysis and major industries perspectives.Sustainability.13(6), p.3045.
• Linardon, J., Messer, M., Rodgers, R.F. and Fuller?Tyszkiewicz, M., 2022. A systematic scoping review of research on COVID?19 impacts on eating disorders: A critical appraisal of the evidence and recommendations for the field.International journal of eating disorders. 55(1), pp.3-38.
• Macke, J. and Genari, D., 2019. Systematic literature review on sustainable human resource management.Journal of cleaner production,208, pp.806-815.
• Miralles, O., Sanchez-Rodriguez, D., Marco, E., Annweiler, C., Baztan, A., Betancor, É., Cambra, A., Cesari, M., Fontecha, B.J., G?sowski, J. and Gillain, S., 2021. Unmet needs, health policies, and actions during the COVID-19 pandemic: a report from six European countries.European geriatric medicine.12, pp.193-204.
• Nguyen, P.T., Yandi, A. and Mahaputra, M.R., 2020. Factors that influence employee performance: motivation, leadership, environment, culture organization, work achievement, competence and compensation (A study of human resource management literature studies).Dinasti International Journal of Digital Business Management. 1(4), pp.645-662.
• Pedro, F., Subosa, M., Rivas, A. and Valverde, P., 2019. Artificial intelligence in education: Challenges and opportunities for sustainable development.
• Piwowar-Sulej, K., 2020. Management 3.0 from the standpoint of modern concepts of people management and leadership theories.Entities' Decision. p.20.
• Piwowar-Sulej, K., 2021. Human resources development as an element of sustainable HRM–with the focus on production engineers.Journal of cleaner production. 278, p.124008.
• Roscoe, S., Subramanian, N., Jabbour, C.J. and Chong, T., 2019. Green human resource management and the enablers of green organisational culture: Enhancing a firm's environmental performance for sustainable development.Business Strategy and the Environment.28(5), pp.737-749.
• Salas?Vallina, A., Alegre, J. and López?Cabrales, Á., 2021. The challenge of increasing employees' well?being and performance: How human resource management practices and engaging leadership work together toward reaching this goal.Human Resource Management.60(3), pp.333-347.
• Serravalle, F., Vannucci, V. and Pantano, E., 2022. “Take it or leave it?”: Evidence on cultural differences affecting return behaviour for Gen Z.Journal of Retailing and Consumer Services.66, p.102942.
• Stone, R.J., Cox, A. and Gavin, M., 2020.Human resource management. John Wiley & Sons.
• Townsend, L., Moloney, D., Finucane, C., McCarthy, K., Bergin, C., Bannan, C. and Kenny, R.A., 2021. Fatigue following COVID-19 infection is not associated with autonomic dysfunction.PloS one.16(2), p.e0247280.

Online

• Aava. H., 2020. Recruiting During COVID-19: What Has Changed?. [Online]. [Available on]. :< https://meetfrank.com/blog/hr/recruitment-during-covid/>.