How Greggs Adapts HR Strategies for Success in Canada’s Business Environment
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Introduction: Greggs UK Global HRM Strategy for Expansion Into the Canadian Market
Greggs, a well-known bakery brand in the United Kingdom, is widely acknowledged for its freshly prepared meals and convenient, fast-food options. The enterprise had its inception as a modest bakery located in Tyneside in 1939. Over time, it has expanded to include over 2,000 retail establishments across the United Kingdom, thereby achieving the distinction of being a widely acknowledged national entity. The organisation has instituted diverse endeavours with the objective of diminishing waste, ethically procuring materials, and endorsing local communities (Wehrmeyer, 2017). These initiatives have received favourable feedback. The objective of this particular case study is to conduct an analysis of the worldwide human resource management and change strategies that were put into place by Greggs in order to facilitate its expansion and growth within the global market, considering the case country Canada.
Figure 1: Greggs, UK
Analyze the national culture of the new target country
The Canadian global project model encompasses multiple dimensions that are employed to analyse the national culture. Several factors are at play, such as the emphasis on individualism, a focus on market-oriented performance, the potential for future growth and expansion, and a rising desire for goods and services that prioritise human needs. The potential impact of divergent national cultures between Canada and the United Kingdom on the human resource strategies and practises of Greggs UK in Canada is a noteworthy consideration (Fu, et.al. 2017).
According to the cultural research conducted by Hofstede Insights in 2021, Canada and Brazil display contrasting standings in terms of individualism and collectivism. The aforementioned discovery implies that Canadian workers place greater importance on individual accomplishments and accountability as opposed to group solidarity or loyalty. Within the Canadian context, there exists a notable emphasis on meritocracy and equitable competition, which could potentially impact the recruitment and advancement procedures implemented by organisations. However, there is presently a growing demand for human-centric goods and services in Canada, including eco-friendly business practices and healthier food options. The opportunity mentioned above enables Greggs UK to utilise its well-established reputation for exceptional quality and innovation, while also catering to diverse regional tastes and preferences (Webb, et.al 2021).It is advisable for Greggs UK to adopt strong human resource policies and procedures that enhance individual performance and cultivate a collaborative and team-oriented culture to effectively manage the cultural differences between the UK and Canada.
1. The academic development of HRM
Figure 2: Functional areas of HRM
The domain of human resource management has experienced substantial changes in contemporary times, particularly concerning the difficulties of upholding fair commercial policies in the global marketplace. The examination of the academic progression of HRM and the impact of cultural norms and values on HR policies and procedures are crucial considerations for Greggs UK to deliberate upon in its pursuit of expansion in Canada.
According to a study conducted by ThiHoa et al. (2021), cultural norms and attitudes have a significant impact on HR strategies and practices in both Brazil and the UK. To ensure effective international business partnerships, it is crucial for Greggs UK to possess a thorough comprehension of the cultural norms and principles that exist within Canada. Mariappanadar's (2019) article delves into the significance of Human Resources (HR) in fostering inter-country collaborations. The argument put forth by the author posits that HR professionals must possess a thorough understanding of the unique cultural characteristics of each nation in order to develop HR strategies that are in line with the organization's objectives and goals. The evolution of Human Resource Management (HRM) in academia has incorporated a focus on cross-cultural management and the importance of cultural competence within the HR field. To ensure that HR strategies and practices are customised to meet the needs of a diverse workforce, it is imperative for HR specialists at Greggs UK to possess an understanding of the regional cultural variations in Canada (Sukanti, et.al 2021).
2. The role of HRM in sustainable and changing strategic development
In the contemporary corporate environment, the formulation and sustenance of organisational strategy require a crucial evaluation of human resource management (HRM), which is indispensable for accomplishing triumph in both local and international markets. Establishing effective human resource strategies is crucial for Greggs UK to achieve sustained and incremental strategic expansion (Ghoddusi, Moghaddam, and Wirl, 2022). Human Resource Management (HRM) has the potential to augment the prosperity of an organisation by means of recruiting and selecting proficient personnel, in addition to offering effective employee development and training programmes.
The Department of Human Resource Management (HRM) is accountable for ensuring compliance with all relevant local labour laws and regulations in Canada. The field of Human Resource Management (HRM) has the potential to assist organisations in upholding and enhancing their Corporate Social Responsibility (CSR) by fostering ethical conduct among their employees. In order to successfully enter a new market and adhere to local legal and regulatory mandates while upholding corporate social responsibility, an organisation must devise and execute effective tactics that foster sustainable and flexible strategic expansion, as demonstrated by the case of Greggs UK's foray into the Canadian market (Palalic, et.al. 2022).
3. Evaluate a range of International HRM practices and procedures
In the context of expanding their business operations into Canada, it is imperative for Greggs UK to assess and implement appropriate international human resource management practices and protocols that align with the cultural norms prevailing in Canada. The presence of a heterogeneous and multi-ethnic populace in Canada presents unique prospects and complexities for the domain of Human Resource Management. The implementation of Human Resource Management tactics that promote diversity and inclusivity in the organisational context is a crucial factor that demands considerable consideration for Greggs UK (Mariappanadar, 2019).
Organisations that adopt these principles are more likely to achieve success in the Canadian market, as a result of Canada's steadfast dedication to diversity and inclusivity. The implementation of training and development programs for employees at Greggs UK in Canada is regarded as a critical human resource management practice.
Investing in staff training and development has the potential to yield various benefits, such as heightened productivity and job satisfaction. These outcomes can be attributed to the presence of a highly educated and skilled workforce within the country (Kumar, 2019).
4. The effect of organizational and national culture on the management of human resources
The efficiency of H.R. practices that take into account the cultural values of other nations determines the organization's overall success. To achieve sustainable organisational development, the study advises us to examine and understand how organisational cultural elements affect the HRM process (Webb, McQuaid, and Webster, 2021).
The following information provides an understanding of how organisational and country cultures affect organisational management:
Organisational cultures must influence a company's performance in terms of sustainable growth and development, and human resource management (HRM) is crucial to the management process's effective operation.
National cultures contribute to the development of successful organisational norms and regulations (Edwards and Rees, 2017).
Through enhancing HRM practices and ensuring sustainable development within an organisation, analysing the impact of both countries' cultural characteristics aids in boosting the performance of the organisations (Sukanti, 2021). The goals and objectives of the organisation must be reflected in the HR strategies.
Critical Evaluation of potential recruitment strategies
The objective of the current investigation is to assess feasible approaches for recruitment that may be utilised to efficiently recognise proficient candidates for the domain of international human resource management in Canada (Barmeyer, Bausch, and Moncayo, 2019).
The utilisation of online job portals has gained widespread popularity among employers as a means of disseminating job vacancies to a broader and more heterogeneous audience of prospective applicants. Notable illustrations of such online platforms comprise LinkedIn, Glassdoor, indeed, and Monster.
The utilisation of online portals can assist enterprises in the process of screening resumes and refining their search to identify candidates who possess the necessary qualifications (Rosa, 2019).
Organisations can employ social media marketing as a means to advertise job openings and broaden their outreach.The utilisation of prevalent social media platforms, such as Twitter, Facebook, and Instagram, can facilitate the attainment of this objective.
One strategy for attracting potential candidates involves utilising social media platforms to exhibit the identity, values, and principles of the organisation
Engaging in campus recruitment activities, such as attending job fairs, setting up booths, and conducting on-campus interviews at universities and colleges, can potentially enable the company to discover suitable candidates for employment (Chams, and García-Blandón, 2019).
Critical Assessment of How Senior Staff Should Manage the Change
Setting up new HR strategies and Practices in the new market of Canada, the case company Greggs UK needs attentive planning and strong management practices (Balogun et al.,2016). One relevant change model that would be used by senior staff will be the three stages of Lewin’s Change Management Model.
Figure 3: Lewin’s Change Management Model
Unfreezing: The first stage stresses preparing a new framework by considering the present situations of the organization with references to setting up new HR strategies and management practices in Canada (Cummings et al. 2016).
Changing: This step would allow the senior staff to implement and execute the new changes within the organisation, having Canadian local employees for the smooth and effective execution of the new HR strategies and practices (Collings, et.al 2018).
Refreezing: The last step emphasises that new H.R. strategies and practices must be sustained to achieve long-term growth in the international market. Therefore, senior staff must ensure that things will happen as per the new HR Strategies and Practices (Cheng and Hackett, 2021).
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Conclusion
To summarise, it is evident that the national culture plays a substantial role in shaping the human resource strategies and practices that are essential for the effective implementation of global business activities.
A comprehensive understanding of the cultural norms and values of both nations is imperative for Greggs UK as it embarks on its internationalisation endeavours, with Canada being a pivotal market.
Through strict adherence to these guidelines reflected in this report, Greggs UK can effectively establish a robust global human resource and change framework in Canada, while upholding corporate social responsibility and complying with local labour laws and regulations.
References
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