Contents

Introduction.....................................................................................................2
Analysis of the diversity strategy....................................................................2
Importance to workforce...............................................................................2
Importance to business.................................................................................3
Importance to customers..............................................................................3
Evaluation of implementation and monitoring process...................................4
Conclusion.......................................................................................................5
References.......................................................................................................6
References from Books.................................................................................6
References from Academic Articles...............................................................6
Bibliography.....................................................................................................7

Case Study 2: Using diversity and inclusion at Tesco to provide better service
Introduction
Tesco is a large retailer in the United Kingdom having almost 3,000 stores in big and large cities.
They employ a huge workforce and earned around 42 billion pounds. Tesco provides services of
banking, insurance and telecommunication. Its core purpose is to create value for their customers
to earn their loyalty. Furthermore, they believe that their success depends on happy and satisfied
customers and hardworking employee, that is why, they put these two groups of people as first
priority. And because of the fact that UK is a diverse society, Tesco aims at employing a diverse
workforce which can represent the diverse customer base and can deal with their customers
accordingly. Moreover, Tesco operates in a competitive environment where products, stores,
stores and customers buying behavior changes very rapidly, so a diverse workforce is required to
handle with the customers and fulfill their needs and wants arising from different backgrounds.
Analysis of the diversity strategy
Its important to device a diversity strategy at Tesco because UK has a diverse population, people
from many different backgrounds and ethnicity resides there so everyone is welcomed to apply
for a job in Tesco and join the workforce because it brings unique talents and experiences.
Management at Tesco considers this diversity as its strength and believes that if any one of the
two; diversity and talent are ignored, the company wont be successful. Both equally determine
the success of the company.
Importance to workforce
Tesco recognizes their strengths, invests in them and help them reach their goals. They are
treated fairly irrespective of their background. Furthermore, there are laws within the company

that do not allow discrimination on the basis of age, gender, race, color or disability. Moreover,
every employee is the part of framework for talent. It helps develop future career plans for the
workers. Number of network for employees, like, Women in Business and Tesco Asian Network,
work for the benefit of the workers. Diversity partners like opportunity now offers support for
gender equality in the business. Equal treatment of genders especially females as they are mostly
the target of discrimination and are under-represented.
Importance to business
The diversity strategy makes Tesco recruit people from the widest talent pool, eventually
bringing in the most talented and efficient worker for a specific job. Framework for talent is
used for find and develop talent for the future and talent plans for the business. The diversity
partners that Tesco works with helps to build and improve its diversity strategy. One example is
EFD (Employers Forum on Disability). It helps encourage disable people to join Tesco. The
diversity strategy is communicated throughout the business to ensure that all the objectives and
targets are met. Additionally, this strategy opens up new avenues of opportunity and ideas that
might arise from different ethnicities and cultural backgrounds (Bergen, Soper & Parnell, 2005).
This helps Tesco to compete in a highly competitive market.
Importance to customers
As the employees at Tesco represent the same diversity as the customer base, they are
successfully able to understand the customers, easily communicate with them and fulfill their
demands and predict their future needs. This makes it easy for the customers to deal with Tesco
and achieve customer satisfaction.
Evaluation of implementation and monitoring process

Tesco has found out ways to incorporate diversity into their workplaces without causing major
changes to the way the company operates. Incorporating diversity practices in a workplace
includes recruiting from diverse talent pools to make the company open to employees from
various backgrounds. This has its own advantages and disadvantages. Diverse workforce opens
up new avenues of opportunity and ideas that might arise from different ethnicities and cultural
backgrounds (Govendo, 2005). This helps Tesco to compete in a highly competitive market.
Furthermore, as UK is a diverse community, the diverse workforce easily handles the diverse
customer base because the workers belong to the same background as the customers. But, a
diverse workforce can bring in many complications as well. Many conflicts and disagreements
can arise as workers belong to different races (Saji, 2004). Furthermore, the management may
find it hard to communicate with the employees because of fact that they have different
ideologies and cultural beliefs. Finding a common ground on matters relating to employees may
be complicated and time consuming. Moreover, employing a diverse workforce also means that
employing people from all age groups; Young and old. Due to the massive age difference, the
views can differ and the young and the old employees may not work well together. They need to
be monitored and supervised keenly (Kuron, 2012). Furthermore, the existence and assistance of
the diversity partners need to be evaluated on a regular basis, carrying costs. Although, these
partners many bring in benefits to the employees but they might interfere in the operations of the
company and create costs and other problems. At Tesco, the degree to which human resource
theory and practice have incorporated issues of diversity management is reviewed, the managers
scrutinize the effectiveness of these practices and suggest approaches for modifying human
resource systems to support a managing diversity strategy (Estlund, 2003). If this diverse human

resource policies are not monitored and reviewed regularly, they might pose a threat to the
company and may result in high employee turnover (Netto & Sohal, 1999).
Conclusion
Tesco operates in a society that is diverse, that is why, the managers at Tesco have opted to
employ a diverse workforce to understand and efficient serve the diverse customer base. To
manage this diverse workforce, Tesco has a properly planned human resource policies and with
the help of diversity partners, it manages and caters its workforce and customers. Diversity and
Inclusion has bought Tesco great advantages of creativity, new ideas, innovation, opportunity and
satisfied customers. But it is very crucial for the company to implement and monitor this strategy
regularly so that maximum benefits can be taken and negatives could be reduced through
corrective measures (Jackson, 1993).

References
References from Books
Estlund, C. (2003). Working Together: How Workplace Bonds Strengthen a Diverse Democracy.
Oxford University Press
Jackson, S.E. (1993). Diversity in the Workplace: Human Resources Initiatives. Reprint edition.
The Guilford Press
References from Academic Articles
Bergen, C.W.V., Soper, B. and Parnell, J.P. (2005). Workforce diversity and organizational
performance. Equal Opportunities International, 24(3/4), 1-16
Govendo, J.A. (2005). Workforce, diversity and corporate creativity. Handbook of Business
Strategy, 6(1), 213-218
Kuron, L.K.J. (2012). Managing an Age Diverse Workforce. Equality, Diversity and Inclusion:
An International Journal, 31(7), 690-691
Netto, B.D. and Sohal, A.S. (1999). Human resource practices and workforce diversity: an
empirical assessment. International Journal of Manpower, 20(8), 530-547
Saji, B.S. (2004). Workforce diversity, temporal dimensions and team performance. Cross
Cultural Management: An International Journal, 11(4), 40-59

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