Tesco PLC company earned revenue of 64.826 billion as on 2013 from its 6351 stores across the world. In terms of profit, it is the second-largest player and in terms of revenue, it is the third-largest after Walmart and Carrefour, who are the main competitors of the brand. For carrying out its operations, Tesco employs people both in-store oriented and nonstore oriented jobs. For the stores, it requires staff for a variety of activities like customer care staff, inventory managers, supervisors, stock takers, etc (Humby, Hunt and Phillips, 2006, p.39). For the successful distribution of products, the company needs people who are well equipped with logistic management skills. The corporate office has people performing mainly the senior management roles like Finance Management, Marketing Management, Human Resource Management, Accounts Department, Production Control, Information Technology Department and Legal Departments. Tesco aspires to make sure that all functions work in harmony to steer its business goals. In order to do that, the company has to ensure that it employs the right people inaccurate work at the correct time. To accomplish this, the company has structured a method for staffing and selecting employees for managerial as well as operational roles (Argyris and Schon, 1978, p.987). Workforce planning Tesco like every successful organization is involved in the process of planning which entails an analysis of the prospective needs of the company in terms of staff. They need to analyze how many more staff than they need, what skills they should possess and where should they be recruited from and put into operation (Hackman and Craig, 2008, p.543). It permits the company to map how these wants are to be met by indulging in recruitment and training. Tesco essentially needs to plan ahead of its inception of the work. A dynamic organization hires new employees on a daily basis for all the variety of activities that the people in the organization perform. Vacancies are created in the organization when the company opens up new stores or expands in the present location. Positions are also opened due to employee attrition in the company. They might switch jobs or retire from the company after the end of their tenure of service. When an employee of one department gets promoted to a higher rank the previous position also needs to be filled. New openings are also created when the company changes processes or adapts to new technology. This entire exercise is done for both management and nonmanagement position. The objective behind this is to understand the demand for the workforce in a particular year for various departments. The reports at the end of every quarter give an estimate of how many people would be required for the operations and accordingly Tesco manipulates the needs of staffing as per the necessity of departments (Ravasi, and Schultz, 2006,p.654). By this, the company can buy some time for planning and flexibility for meeting the demands of the employees. It helps the company in achieving the organizational goals and short terms objectives as well (Cummings, and Worley, p.67). They consider it as Talent Planning which in turn helps in motivating the people to do their work with efficiency and precision. They also encourage the staff to progress in their careers. The job descriptions for the various positions have to be free from any ambiguity and each person needs to understand his work and know his scope of action. The appraisal system which takes place annually is designed in such a manner that the people can move up their career ladder easily.