Using diversity and inclusion to provide better service A Tesco case study
Page 2: Diversity and inclusion
In the UK we have a diverse society. There are people from many different backgrounds and cultures. There are also changes taking place in the number of men and women in the population.
These changes to population are called ‘demographics’. One key demographic is that an increasing number of older people are working – an ageing workforce. Tesco’s policy is to ensure that its workforce has a balance of different people. It is keen to search for talent wherever it lies. At Tesco, ‘Everyone is welcome’. Tesco recognises that every person is different and will bring unique talents and experiences to a role.
‘Difference can be our strength because talent and diversity are two sides of the same coin. To focus on one while ignoring the other is like trying to run a store with no customers – it just won’t work’.
Tesco has a particular understanding of what is meant by ‘talent’. It believes in recognising the strengths of each individual person, regardless of their background and investing in them to help reach the goals that they set for themselves – being the best they can be. There is a constant hunt for talent:
'Talent is about people and we all have a role in talent spotting, recruiting, developing, promoting, moving, rewarding and engaging them.'
Diversity, inclusion and equal opportunities are so central to the workplace that there are laws to ensure fair treatment. For example, it is against the law to make unfair choices against people on grounds of age, race, disability, gender or sexual orientation. This is called discrimination.
Tesco's diversity strategy
Tesco’s diversity strategy is central to the way it approaches recruitment, training and development and is reflected throughout the objectives of the business. In practice, that means that every role and every employee at Tesco has a place in something called the ‘framework for talent’. This framework is used to find and develop talent for the future and has three parts:
talent plans for the business
career plans for individuals
succession plans for jobs.
All colleagues set objectives and draw up personal plans for development as part of a regular review process. Every employee has the same opportunity to discuss his or her
performance and career and is given the opportunity to get on. In addition, managers and personnel teams meet regularly to talk about who is ready for a move, to meet a new challenge or help them develop. This all takes place within a regular annual cycle, so each employee’s objectives and development plans can be regularly reviewed and updated.
Tesco | Using diversity and inclusion to provide better service