Introduction

Research Background

For attaining requirements, this report includes the description of HRM (Human Resource Management), recruitment and selection, development and retention of employees, and employee performance management. For this report, Woolworths is chosen as one of the top retail corporations. It provides high-quality goods at cheap costs to target customers to achieve their satisfaction.

Company Overview

Woolworths is Australia’s largest corporation, with a strong presence in the retail market in both Australia and New Zealand (Woolworths Group Limited, 2021). Woolworths is Australia’s second-largest corporation by revenue. Ernest Williams, Cecil Scott Waine, Percy Christmas, Stanley Chatterton, and George Creed founded Woolworth in 1924. Woolworth’s corporate headquarters are located in Bella Vista, New South Wales, Australia.

HR Department

Woolworths, being one of the most well-known and well-known retail businesses, has a specialized Human Resource department that focuses on the organization’s successful personnel management (Woolworths Group Limited, 2021). The human Resource Department of Woolworth was effectively developed with the aid of a few essential and major Human Resource methods (Russell, 2019). Woolworths Limited has taken several important steps, including developing and recruiting talent, aligning the workforce to company needs training, retraining, and downsizing.

Strategic Human Resource Management

Bailey et al (2018) describe a model of SHRM (Strategic Human Resource Management) that defines the effectiveness of the Human Resource team in the achievement of the organizational goals and objectives. In this regard, the HR team of Woolworth Limited is also effective to predict the required workforce, their skills level, and training. Woolworth Limited does not engage in a cyclical and long-term strategic human resource strategy with sufficient flexibility to allow for directional changes in human resources (Galer, 2016). Woolworths outsources a few Human Resource operations rather than this specific job of Strategic Human Resource Management. This company practices business process HR outsourcing, which entails enlisting the aid of a third-party vendor to manage distinct activities. This organization uses the business process HR outsourcing, which allows an external supplier to handle distinct Human Resource functions like recruiting and payroll administration (Russell, 2019).

HR Functions

The operational, functional, and strategic levels are the three primary levels at which line managers and practitioners operate either individually or jointly (Kearns, 2010). Practitioners are active in human resources and business planning at the strategic level. At the functional level, line managers are largely responsible for ensuring that personnel is present at the appropriate time, at the right cost, and in the correct location. Woolworth Limited’s Human Resource operations are managed at both a functional and strategic level. This is due to the fact that the practitioners are involved in strategic corporate and strategic Human Resource Planning (Woolworths Group Limited, 2021 and Russell, 2019). On the other hand, at the functional level, line managers are largely responsible for several tasks that guarantee personnel is present at the appropriate time and in the right location, and at the right cost.

Selection and Recruitment
It is a fundamental truth of an organization’s Human Resource Management system that the quality of its personnel is directly proportional to the effectiveness of its employee selection and recruitment strategy (Nikolaou and Oostrom, 2015). However, this method of choosing and recruiting workers is not always straightforward. Organizations all over the world are dealing with a variety of tangible and intangible issues, such as the cost of advertising job openings and improving the interaction between hiring managers and recruiters. According to Picardi (2019), the field of recruiting and selection is rapidly developing, propelled ahead by technology advancements, cultural pressures, and strategic concerns as time passes. Nowadays, the strategic role of employee selection and recruitment in businesses has sparked new developments and broadened traditional conceptions of recruitment and selection practices by incorporating insights from other disciplines such as information, economics, marketing, communication, and computer technology.

As per the viewpoint of Bruck (2014), a manager who is hiring a candidate at the time of a manager recruiting a candidate should focus on the single characteristic or talent that he expects from the applicants during the recruitment and selection process. This may make it difficult for him to concentrate when reviewing resumes and applications. If an employee has a negative attitude toward their job, the recruiting manager may choose to focus on the other prospects. For a service career, a positive attitude is required, and the best applicant must be knowledgeable, patient, and able to communicate well.

Furthermore, according to O’Meara and Petzall (2013), an organization must undertake job analysis on a regular basis in order to create a full, truthful explanation of the tasks and role of a certain designation. A company’s job roles must be updated formally. Job postings may not represent the necessary talents and qualities required without an effective study of the classification, and the organization’s selection techniques may not correctly access applicants. Gatewood, Barrick, and Field (2018) emphasize that the Selection and recruitment field is quickly growing, assessing, and recruiting bright employees and that it affects a wide variety of subjects in search that requires thorough investigation and monitoring.

Retention and Development
Woolworth Limited is one of the most well-known and well-known retail companies in Australia and throughout the world. A person in Woolworth desires to stay in their employment for a variety of reasons (Woolworths Group Limited, 2021). These factors are referred to as retention levers. Woolworth focuses mostly on the six primary strategies that organizations can apply with the use of technology to retain their top personnel. The following are the causes, retention levers, and retention practices:
• Woolworth makes an effort to hire the right individuals from the start and ensure their skills improved through training (Tan, 2021).
• Woolworth, on the other hand, strives to enhance and analyze the competence of line managers to manage their staff.
• Woolworth solicits employee opinions on the significance and clarity of the company’s goals on a regular basis.
• Apart from that, Woolworths strives to empower its workers so that they can control their careers and advance in their careers (Tan, 2021).

Aside from that, Woolworths constantly prioritizes the talent of its staff. This retail business is constantly proactive in driving talent mobility among Woolworth employees. This process helps the company to improve by increasing employee enthusiasm. Woolworth, on the other hand, being a well-known retailer, is always striving to enhance its business tactics in a variety of ways (Tan, 2021). As a result, this business goes through a constant process of refining and assessing retention tactics in order to effortlessly motivate its employees to stay with Woolworth for a long time.

Conclusion

Following the debate in this research, it is easy to conclude that Woolworth has developed an effective Human Resource Department and that this company also adheres to the functional and strategic levels of HR functions. This organization, on the other hand, retains all loyal employees and has implemented the most appropriate performance review technique that is self-evaluation performance review method.

References

Bailey et al (2018). Strategic Human Resource Management. Oxford University Press.
Bruck, H. (2014). Recruitment and Selection Process. GRIN Verlag.
Galer, S. (2016). Woolworths Transforms HR, Delivers High-Performance People Strategy with SAP SuccessFactors. Retrieved from https://news.sap.com/2016/07/woolworths-transforms-hr-delivers-high-performance-people-strategy-with-sap-successfactors/
Gatewood, R., Barrick, M. and Field, H. (2018). Human Resource Selection. Wessex, Incorporated.
Kearns, P. (2010). HR Strategy: Creating Business Strategy with Human Capital. Routledge.
Nikolaou, I. and Oostrom, J. (2015). Employee Recruitment, Selection, and Assessment: Contemporary Issues for Theory and Practice. Psychology Press.
O’Meara, B. and Petzall, S. (2013). Handbook of Strategic Recruitment and Selection: A Systems Approach. Emerald Group Publishing.
Picardi, C. (2019). Recruitment and Selection: Strategies for Workforce Planning & Assessment. SAGE Publications.
Russell, D. (2019). Australia: Woolworths & the cost of workplace flexibility. Retrieved from https://www.mondaq.com/australia/employee-rights-labour-relations/874018/woolworths-the-cost-of-workplace-flexibility
Tan, A. (2021). Woolworths to invest more than A$50m in skills training. Retrieved from https://www.computerweekly.com/news/252495976/Woolworths-to-invest-more-than-A50m-in-skills-training
Woolworths Group Limited. (2021). A BUSINESS BUILT ON INTEGRITY. Retrieved from https://www.woolworthsgroup.com.au/page/about-us
Woolworths Group Limited. (2021). About Us. Retrieved from https://www.wowcareers.com.au/
Woolworths Group Limited. (2021). Our support Office. Retrieved from https://www.wowcareers.com.au/page/careers/our_team/support_office/