Experts urge M&S to rethink people policy

The call came after last week’s announcement of a wide-ranging management shake-up designed to address falling sales, which included the immediate departure of HR director, Jean Tomlin.

Pre-tax profits for the six months to 2 October fell to £292.7m, down from £325m a year ago, while like-for-like UK sales Ð which ignore new store openings Ð fell by 4 per cent.

HR consultant Paul Kearns, who has worked with M&S in the past, said: “I have never seen the HR team get to grips with the issues that are affecting the company. HR has never been seen as a contributor for change.”

Kearns, who stressed that his comments were not a direct criticism of Tomlin but of the general culture at M&S, said some of the major problems at the retailer could be addressed by HR Ð something he suggests chief executive Stuart Rose may not grasp.

“Rose is a classic example of a chief executive who has no understanding about strategic HR. You can turn a business around by cutting costs, but the likes of M&S need HR-driven change,” he said.

Other observers were more optimistic about the prospects for M&S, citing the decision to replace Tomlin with former Arcadia HR director Keith Cameron Ð who comes out of retirement to take the role Ð as a good move.

“Having somebody like Cameron on board means HR is going to be far more central than ever before,” an industry source said.

The source, who has worked with former M&S HR professionals, said morale in HR in previous years had been at rock bottom at times, but backed Cameron to turn things around.

“He’s one of the most self-effacing senior HR guys I know. M&S will be all the better for him being there,” he said.

However, a spokeswoman for Marks & Spencer said: “HR matters have always been incredibly important to us and that fact has not changed. We dispute any claims to the contrary.”