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JAIPURIA INSTITUTE OF MANAGEMENT (LUCKNOW)
Project Report On
“HR Initiatives” Submitted By :
Ravi Pratap Singh Of
Management Trainee, Jaipuria Institute Management, Lucknow
Jaipuria Institute Of Management, Lucknow
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ACKNOWLEDGEMENT It gives me great privilege and honour to offer thanks to all those who helped me in my project. I would like to extend my sincere thanks and gratitude to my project guide Mr. Pallav Dubey for acting as a mentor and as a catalyst during entire duration of my project. I also thank him for providing continuous cooperation and expert guidance throughout my project, whenever needed. I also thank all the Department Managers for showing keen interest in the study and for giving their valuable suggestions from time to time, as and when required and also for rendering all possible help during the time when the study was conducted. I express my cordial thanks and acknowledgements to all front hand employees for taking out time from their busy schedule and providing me with relevant information, which contributed significantly in my project analysis and increased my knowledge in a totally new sphere. It was great interacting with the customers of various frequencies and learning from their experiences.
Jaipuria Institute Of Management, Lucknow
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PREFACE
In spite of the theoretical knowledge gained through classroom study, a person is incomplete if not subject to practical exposure of real corporate world and may have to face hurdles, which will be difficult to overcome without any first hand experience of business. In this context two months summer training has been design to make the person aware of happening of the real business world .The report, entitled “HR Initiatives ” has been done by me at Big Bazaar in Shahdara, New Delhi.
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INDIAN RETAIL INDUSTRY India is the 4th largest economy in the world in Purchasing Power Parity (PPP) after USA, China and Japan. In 2003, India became the second fastest growing economy in the world with a growth rate of 8.2%.The economy is expected to grow at 7-8% per annum for the next 5 years. However the average income of an Indian evaluated on the basis of GDP per capita is $620 (Rs27900). On this measure India figures a lowly 127 in a committee of 177 nations in the Human Development Report (HDR) 2005 produced by United Nations Development Program (UNDP). On the other extreme, India has one of the highest savings rate in the world with Rs 29 of every Rs 100 of its national income being saved. These extremities leaves a lot of opportunity for marketers, both Indian and international. One of the key growth factors has been the shift to service sector which s for 50% of the total GDP. Led by services such as IT, telecommunication, healthcare and retailing, the services sector is likely to play an even more important role in the Indian economy. Retailing in India is one of the significant contributors to the India economy and s for 35% of the GDP. India has a large number of retail enterprises. With close to 12 million retail outlets India has one of the highest retail densities in the world, but only 4% being larger than 500 sq ft in size. In of the structure, the industry is fragmented and predominantly consists of independent, owner-managed shops.
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The retail businesses include a variety of traditional retail formats, such as "kirana" stores which stock basic household necessities (including food products), street markets-regular markets held at fixed centre retailing food and general merchandise items, street vendors-mobile retailers essentially selling perishable food items-fruits, vegetables etc and small non specialized retailers. India has a large number of retail enterprises. With close to 12 million retail outlets India has one of the highest retail densities in the world. In of the structure, the industry is fragmented and predominantly consists of independent, ownermanaged shops.
Fragmented nature of Indian retail
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Migration from unorganized to organized retail has been visible with economic development, in most economies.
FOREIGN BRANDS / RETAILERS PRESENT IN INDIA Consumerism and brand proliferation has been another enabler for organized retailing in India. Most of the world’s leading brands are now present in India. Some of the well-known names that have set-up their operations in the country are:-
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Future Group Future Group is India’s leading business group that caters to the entire Indian consumption space. Led by Mr. Kishore Biyani, the Future Group operates through six verticals: Retail, Capital, Brands, Space, Media and Logistics : Future Retail (encoming all lines of retail business), Future Capital (financial products and services), Future Brands (all brands owned or managed by group companies), Future Space (management of retail real estate), Future Logistics (management of supply chain and distribution) and Future Media (development and management of retail media. Apart from Pantaloon Retail, the group’s presence in the retail space is complemented by group companies, Indus League Clothing, which owns leading apparel brands like Indigo Nation, Scullers and Urban Yoga, and Galaxy Entertainment Limited that operates Bowling Co, Sports Bar, F123 and Brew Bar. The group’s t venture partners include French retailer ETAM group, US-based stationary products retailer, Staples and UKbased Lee Cooper. Group company, Planet Retail, owns and operates the franchisee of international brands like Marks & Spencer, Next, Debenhams and Guess in India. The group’s Indian t venture partners include, Manipal Healthcare, Talwalkar’s, Blue Foods and Liberty Shoes. Jaipuria Institute Of Management, Lucknow
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Future Capital Holdings, the group’s financial arm, focusses on asset management and consumer credit. It manages assets worth over $1 billion that are being invested in developing retail real estate and consumer-related brands and hotels. The group has launched a consumer credit and financial supermarket format, Future Money and soon plans to offer insurance products through a t venture with Italian insurance major, Generali. The group is currently developing over 50 malls and consumption centers across the country and has formed a t venture company focusing on mall management with Singapore-based CapitaLand, one of Asia’s largest property companies. The group’s flagship company, Pantaloon Retail (India) Limited operates over 5 million square feet through 400 stores in 40 cities. Some of its leading retail formats include, Pantaloons, Big Bazaar, Central, Food Bazaar, Home Town, EZone, Depot, Health & Beauty Malls and online retail format, futurebazaar.com. Future Group companies include, Indus League Clothing, that owns and retails brands like Indigo Nation and Scullers and Galaxy Entertainment that manages Sports Bar, Brew Bar and Bowling Co. Future Capital Holdings, the group’s financial arm, focusses on asset management and consumer credit. It manages assets worth over $1 billion that are being invested in developing retail real estate and consumer-related brands and hotels. The group’s t venture partners include Italian insurance major, Generali, French retailer ETAM group, US-based stationary products retailer, Staples and UK-based Lee Cooper and India-based Talwalkar’s, Blue Foods and Liberty Shoes. Future Group’s vision is to, “deliver Everything, Everywhere, Everytime to Every Indian Consumer in the most profitable manner.” The group considers ‘Indian-ness’ as a core value and its corporate credo is - Rewrite rules, Retain values.
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“Future” – the word which signifies optimism, growth, achievement, strength, beauty, rewards and perfection. Future encourages us to explore areas yet unexplored, write rules yet unwritten; create new opportunities and new successes. To strive for a glorious future brings to us our strength, our ability to learn, unlearn and re-learn, our ability to evolve. We, in Future Group, will not wait for the Future to unfold itself but create future scenarios in the consumer space and facilitate consumption because consumption is development. Thereby, we will effect socio-economic development for our customers, employees, shareholders, associates and partners. •
• • •
Our customers will not just get what they need, but also get them where, how and when they need. We will not just post satisfactory results, we will write success stories. We will not just operate efficiently in the Indian economy, we will evolve it. We will not just spot trends, we will set trends by marrying our understanding of the Indian consumer to their needs of tomorrow.
It is this understanding that has helped us succeed. And it is this that will help us succeed in the Future. We shall keep relearning. And in this process, do just one thing. “ Rewrite Rules. Retain Values.”
Group Vision Future Group shall deliver Everything, Everywhere, Everytime for Every Indian Consumer in the most profitable manner.
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Group Mission We share the vision and belief that our customers and stakeholders shall be served only by creating and executing future scenarios in the consumption space leading to economic development. • We will be the trendsetters in evolving delivery formats, creating retail realty, making consumption affordable for all customer segments – for classes and for masses. • We shall infuse Indian brands with confidence and renewed ambition. • We shall be efficient, cost- conscious and committed to quality in whatever we do. •
• We shall ensure that our positive attitude, sincerity, humility and united determination shall be the driving force to make us successful.
Core Values • Indianness: confidence in ourselves. • Leadership: to be a leader, both in thought and business. • Respect & Humility: to respect every individual and be humble in our conduct. • Introspection: leading to purposeful thinking. • Openness: to be open and receptive to new ideas, knowledge and information. • Valuing and Nurturing Relationships: to build long term relationships. • Simplicity & Positivity: Simplicity and positivity in our thought, business and action. • Adaptability: to be flexible and adaptable, to meet challenges. •
Flow: to respect and understand the universal laws of nature.
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Major Milestones 1 987
Company incorporated as Manz Wear Private Limited. Launch of Pantaloons tro, India’s first formal tro brand.
1991
Launch of BARE, the Indian jeans brand.
1 992
Initial public offer (IPO) was made in the month of May.
1994
The Pantaloon Shoppe – exclusive menswear store in franchisee format launched across the nation. The company starts the distribution of branded garments through multi-brand retail outlets across the nation.
1 995
John Miller – Formal shirt brand launched.
1997
Pantaloons – India’s family store launched in Kolkata.
2 001
Big Bazaar, ‘Is se sasta aur accha kahi nahin’ - India’s first hypermarket chain launched.
2002
Food Bazaar, the supermarket chain is launched.
2 004
Central – ‘Shop, Eat, Celebrate In The Heart Of Our City’ - India’s first seamless mall is launched in Bangalore.
2005
Fashion Station - the popular fashion chain is launched aLL – ‘a little larger’ - exclusive stores for plus-size individuals is launched
2 006
Future Capital Holdings, the company’s financial arm launches real estate funds Kshitij and Horizon and private equity fund Indivision. Plans forays into insurance and consumer credit. Multiple retail formats including Collection i, Furniture Bazaar, Shoe Factory, EZone, Depot and futurebazaar.com are launched across the nation. Group enters into t venture agreements with ETAM
Jaipuria Institute Of Management, Lucknow
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Group and Generali.
BOARD OF DIRECTORS Mr. Kishore Biyani, Managing Director Kishore Biyani is the Managing Director of Pantaloon Retail (India) Limited and the Group Chief Executive Officer of Future Group. Mr. Gopikishan Biyani, Wholetime Director Gopikishan Biyani, is a commerce graduate and has more than twenty years of experience in the textile business. Mr. Rakesh Biyani, Wholetime Director Rakesh Biyani, is a commerce graduate and has been actively involved in category management; retail stores operations, IT and exports. He has been instrumental in the implementation of the various new retail formats. 1. Mr. Sanjeev Agarwal, Operation and Chief Operating Officer. 2. Mr. Shailesh Haribhakti, Independent Director. 3. Mr. S Doreswamy, Independent Director. 4. Dr. D O Koshy, Independent Director. 5. Ms. Anju Poddar, Independent Director. 6. Mr. Bala Deshpande, Independent Director. 7. Mr. Anil Harish, Independent Directior.
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PANTALOON RETAIL (INDIA) LIMITED (Incorporated in the Republic of India with limited liability under the Companies Act, 1956) One of India’s leading organized multi format retailers and are pioneers in Indian hyper market business, promoted by Kishore Biyani. Part of the Future Group. From our beginning in 1987, we have today evolved as one of the leading retailer and are among the pioneers in setting up a nation-wide chain of large format stores in India. We believe that the various initiatives taken by us have played a key role in enhancing the standards of retail in the country. We are an entrepreneur driven, professionally managed retailer focused on meeting the customer requirements for a large component of their spend across fashion, food, general merchandise, home in both value and lifestyle segments. We have also entered into partnerships/t ventures to expand our offerings from home to apparel to household products to durables etc. We believe our focus on customers ed by systems and processes and a committed work force are the key factors that have contributed to our success and will help us scale up as we embark on our strategic growth plan. We started our operations with one store in Kolkata in 1996, occupying an area of 8000 sq ft. Presently we operate 125 stores, (including franchisee stores and factory outlets) in over 25 cities spread across the country occupying an aggregate area of 3,165,498 sq ft (as on October 15, 2006). We started our operations with a tro brand, Pantaloon. In our initial stages we had small format outlets branded Pantaloon Shoppe, which were franchise operations. Realizing the problems associated with franchise model, we decided to have our own retail outlets.
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Pantaloons is our first organized departmental store format targeting the Indian middle class and upper class customers across age and gender. The focus is largely on apparels and accessories and covers the entire family. We offer a wide variety of product range including tros, shirts, casual wear, western and ethnic wear for women, children’s clothes, accessories and jewellery. We provide a combination of private label and third Party Label. We have introduced a unique concept of ‘cellular zones’ within our stores that provides the consumer with all the brands pertaining to a category, showcased together.
For e.g., a consumer while shopping for ladies ethnic wear would find all possible brands clustered together, making her shopping experience easy and convenient. Our business is identifiable under two major segments: (i) Value retailing (ii) Life Style retailing
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We believe that managing customer expectation by offering them all the requirements for their entire family under one roof is the key to being a successful retailer, and hence have built our business model around ‘family focus’ rather than ‘individual focus’. We believe addressing the family attracts more customers into the store. Promotions and events are an integral part of our service offering to our customer, which helps us create a unique shopping experience.
ETHICAL VALUES Indianness :
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The core value of company is INDIAN-NESS. The company is developing an Indian model of retailing because India is a unique country and Indian customers have a unique culture and value system. That’s why the company is targeting the family as the customer rather then the individual. It offers products of Indian taste, a combination of own and shop-in-shop categories and a mix of big retailer partnering with the small-time shopkeepers.
Leadership: The company aims to be a leader and not a follower. The company has taken initiatives to achieve this leadership position by launching multiple retail formats that target all segments of society.
Respect: The company respects the individual. For instance, employees are considered as internal customers, suppliers/vendors are treated as partners in progress. The company believes in longterm value-driven customer relationship rather than one-off deals.
Dedication: The company is dedicated to customer satisfaction. This is why it has a no-questions-asked exchange policy and offering products which customers need. The company follows an
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inverse pyramid structure of organization where the Board of Directors are at the bottom and the customer service executive is on the top.
Self-Development: The company is in the continuous process of self-development through
sincere
and
hard
work
towards
understanding
customers, markets and products. The company has moved over time from apparel manufacturing to distribution to franchisee retailing to the departmental format retailing and to the hypermarket format of retailing. As a result, the company is always in a state of learning.
Introspection: Introspection is the key corporate value. The company has ed through a number of inflection points in its short life span and emerged successful. The company’s ability to introspect has helped it grow over time from the small to large and multiple formats of retailing that target all the sections of society.
Affliated Companies
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Home Solutions Retail (India) Limited Home Solutions Retail (India) Limited (HSRIL) offers complete retailing solutions for all products and services related to home building and home improvement. The key product categories are Consumer Durable & Electronics (CDE), Furniture, Home furnishing & decor, Home improvement and Home services. HSRIL operates retail format Collection-i, Furniture Bazaar, Electronics Bazaar, Home Town and e-zone.
Future Brands Limited Future Brands Limited (FBL) has been incorporated on November, 2006 and is involved in the business of creating, developing, managing, acquiring and dealing in consumerrelated brands and IPRs (Intellectual Property Rights).
Future Media (India) Limited Future Media (India) Limited (FMIL) was incorporated as the Group’s media venture, aimed at creation of media properties in the ambience of consumption and thus offers active engagement to brands and consumers. FMIL offers relevant engagement through its media properties like Visual Spaces, Print, Radio, Television and Activation.
Future Logistic Solutions Limited Future Logistic Solutions Limited (FLSL) has been incorporated as a separate entity and is involved in the business of providing logistics, transportation and warehousing services for all group companies and third-parties.
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Future Axiom Telecom Limited Future Axiom Telecom Limited is a t Venture with Axiom Telecom LLC, UAE. The Company has a 50% stake in Future Axiom Telecom Limited (FATL) which is a t venture Company with Axiom Telecom LLC, UAE. The Company would be engaged in sourcing and wholesale distribution of mobile handsets, accessories and in setting up service centres for mobile handsets in India.
Pantaloon Food Product (India) Limited Pantaloon Food Product (India) Limited (PFPIL) was incorporated with the object of sourcing and backward integration of food business of the Company. PFPIL has sourcing and distribution bases at all key cities across the country.
Future Knowledge Services Limited Future Knowledge Services Limited (FKSL) was incorporated on January, 2007 and is engaged in the business of business process outsourcing and knowledge process outsourcing.
Future Capital Holdings Limited Future Capital Holdings Limited (FCH) was formed to manage the financial services business of Pantaloon Retail (India) Limited and other group entities. FCH is one of the fastest growing financial services company in India, with presence in Asset Advisory, Retail Financial Services and Proprietary Research. The company operates a consumer finance retail format, Future Money and manages assets worth over US$ 1 Billion through Indivision, Kshitij, Horizon and Future Hospitality Funds. FCH subsidiary companies include Kshitij Investment Advisory Company Ltd., Ambit Investment Advisory Company Ltd., and Indivision Investment Advisors Ltd.
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Future Generali India Insurance Company Limited Future Generali India Insurance Company Limited (FGIICL) was incorporated on October 30, 2006 to undertake and carry on the business of general insurance. The approval for carrying on General Insurance Business has been received from the Insurance Regulatory and Development Authority of India (IRDA) on September 4, 2007.
Future Generali India Life Insurance Company Limited Future Generali India Life Insurance Company Limited (FGILICL) was incorporated on October 30, 2006 to establish and conduct the business of life insurance in India, which comprises of whole life insurance, endowment insurance, double benefit and multiple benefits insurance etc. The approval for carrying on Life Insurance Business has been received from the IRDA in September, 2007.
Futurebazaar India Limited Futurebazaar India Limited (FBIL) is set up as the e-Retailing arm of the Future Group for providing on-line shopping experience. Futurebazaar.com was launched on January 2, 2007, and has emerged as one of the most popular online shopping portals in India. It was awarded with the “Best Indian Website” award, in the shopping category, by the PC World Indian Website Awards.
Staples Future Office Products Private Limited Staples Future Office Products Private Limited (SFOPPL) was incorporated on January, 2007 and is involved in the business of
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dealing in all kinds of office supplies, office equipments and products. SFOPPL is a t venture between the Company and Staples Asia Investment Limited (a subsidiary of Staples Inc USA). The company’s first retail outlet opened in Bangalore in December, 2007.
MODERN RETAIL FORMATS FORMAT
DEFINITION
VALUE POSITION
Departmental Stores
Multiple product categories, Service usually lifestyle driven with choice apparel/accessories dominating
Supermarket/conve nience stores
Food and products
household Convenience
Hypermarkets/disco Large stores in big box Price unt stores format,with volume based choice discounted prices Speciality stores/category killer
Extensive range of products Service under a single category
Seamless mall
Apparel, lifestyle entertainment
Jaipuria Institute Of Management, Lucknow
and
and
accessories, Convenience, products, service and choice
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WHAT IS HUMAN RESOURCE MANAGEMENT? The effective use of people to achieve both organizational and individual goals The effective recruitment, compensation, and utilization organizations
selection, of human
development, resources by
Before few years H.R manager was only black box Their role was more closely aligned with personnel and istration functions. • • • • • • •
Potent New H R Role Recruiting Hiring Training Organization Development Communication
New H R Role • Coaching • Policy Recommendation • Salary and Benefits
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• Team Building • Employee Relations • Leadership
HRM HAS INCREASED IN IMPORTANCE SINCE THE 1980S. WHY? • • • • •
Globalization Government regulation Stronger knowledge/research base Changing role for labor unions Challenge of matching worker competitive demands
expectations
WHAT MOTIVATES EMPLOYEES? • • • • • • • • •
Feeling “in” on things Good wages Good working conditions Job security Full appreciation of work that is done Tactful disciplining Employer loyalty to employees Interesting work Promotion and growth in the organization
WHAT MOTIVATES EMPLOYEES? Rank
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with
Feeling “in” on things 8 Good wages 1 Good working conditions 4 Job security 2 Full appreciation of work that is done 5 Tactful disciplining 9 Employer loyalty to employees 7 Interesting work 3 Promotion and growth in the organization 6
A new model of HRM is needed More strategic (not strictly focused on day-to-day operational needs) More proactive (less reactive) More of a consultant to line management (less of a bureaucratic specialist) More of a consultant to line management (less of a bureaucratic specialist) More of an “employee champion” (less of an organizational “cop”)
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Competencies needed for HRM Personal credibility Business mastery HR mastery Change mastery
Human resources is an increasingly broadening term with which an organization, or other human system describes the combination of traditionally istrative personnel functions with acquisition and application of skills, knowledge and experience, Employee Relations and resource planning at various levels. The field draws upon concepts developed in Industrial/Organizational Psychology and System Theory. Human resources has at least two related interpretations depending on context. The original usage derives from political economyand economics, where it was traditionally called labor, one of four factors of production although this perspective is changing as a function of new and ongoing research into more strategic approaches at national levels. This first usage is used more in of 'human resources development', and can go beyond just organizations to the level of nations . The more traditional usage within corporations and businesses refers to the individuals within a firm or agency, and to the portion of the organization that deals with hiring, firing, training, and other personnel issues, typically referred to as `human resources management'.
Key functions Human resource management serves these key functions: 1. Recruitment & Selection Jaipuria Institute Of Management, Lucknow
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2. 3. 4. 5. 6. 7. 8.
Training and Development (People or Organization) Performance Evaluation and Management Promotions Redundancy Industrial and Employee Relations Record keeping of all personal data. Compensation, pensions, bonuses etc in liaison with Payroll 9. Confidential advice to internal 'customers' in relation to problems at work 10.Career development
Human Resource Development In organizations, in of selection it is important to consider carrying out a thorough job analysis to determine the level of skills/technical abilities, competencies, flexibility of the employee required etc. At this point it is important to consider both the internal and external factors that can have an effect on the recruitment of employees. The external factors are those out-with the powers of the organization and include issues such as current and future trends of the labor market e.g. skills, education level, government investment into industries etc. On the other hand internal influences are easier to control, predict and monitor, for example management styles or even the organizational culture.
Major trends In order to know the business environment in which any organization operates, three major trends should be considered:
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Demographics – the characteristics of a population/workforce, for example, age, gender or social class. This type of trend may have an effect in relation to pension offerings, insurance packages etc. Diversity – the variation within the population/workplace. Changes in society now mean that a larger proportion of organizations are made up of "baby-boomers" or older employees in comparison to thirty years ago. Traditional advocates of "workplace diversity" simply advocate an employee base that is a mirror reflection of the make-up of society insofar as race, gender, sexual orientation, etc. Skills and qualifications – as industries move from manual to a more managerial professions so does the need for more highly skilled graduates. If the market is "tight" (i.e. not enough staff for the jobs), employers will have to compete for employees by offering financial rewards, community investment, etc.
Individual responses In regard to how individuals respond to the changes in a labour market the following should be understood:
Geographical spread – how far is the job from the individual? The distance to travel to work should be in line with the pay offered by the organization and the transportation and infrastructure of the area will also be an influencing factor in deciding who will apply for a post. Occupational structure – the norms and values of the different careers within an organization. Mahoney 1989 developed 3 different types of occupational structure namely craft (loyalty to the profession), organization career (promotion through the firm) and unstructured (lower/unskilled workers who work when needed).
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Generational difference –different age categories of employees have certain characteristics, for example their behavior and their expectations of the organization.
Recruitment methods While recruitment methods are wide and varied, it is important that the job is described correctly and that any personal specifications are stated. Job recruitment methods can be through job centres, employment agencies/consultants, headhunting, and local/national newspapers. It is important that the correct media is chosen to ensure an appropriate response to the d post. Where organisations don't have the internal resource to be able to conduct an effective recruitment exercise this is where they may outsource this to a third party, typically a recruitment or hr consultancy that specializes in the area that the organisation requires.
Framework Human Resources Development is a framework for the expansion of human capital within an organization or (in new approaches) a municipality, region, or nation. Human Resources Development is a combination of training and education, in a broad context of adequate health and employment policies, that ensures the continual improvement and growth of both the individual, the organisation, and the national human resourcefulnes. Adam Smith states, “The capacities of individuals depended on their access to education”. Human Resources Development is the medium that drives the process between training and learning in a broadly fostering environment. Human Resources Development is not a defined object, but a series of organised processes, “with a specific learning objective” Within a national context, it becoms a
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strategic approach to intersectoral linkages between health, education and employment.
Structure Human Resources Development is the structure that allows for individual development, potentially satisfying the organization’s, or the nation's goals. The development of the individual will benefit both the individual, the organization, or the nation and its citizens. In the corporate vision, the Human Resources Development framework views employees, as an asset to the enterprise whose value will be enhanced by development, “Its primary focus is on growth and employee development…it emphasises developing individual potential and skills” Human Resources Development in this treatment can be in-room group training, tertiary or vocational courses or mentoring and coaching by senior employees with the aim for a desired outcome that will develop the individual’s performance. At the level of a national strategy, it can be a broad intersectoral approach to fostering creative contributions to national productivity
Training At the organizational level, a successful Human Resources Development program will prepare the individual to undertake a higher level of work, “organized learning over a given period of time, to provide the possibility of performance change” (Nadler 1984). In these settings, Human Resources Development is the framework that focuses on the organizations competencies at the first stage, training, and then developing the employee, through education, to satisfy the organizations long-term needs and the individuals’ career goals and employee value to their present and future employers. Human Resources Development can be defined simply as developing the most important section of any business its human resource by, “attaining or upgrading
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the skills and attitudes of employees at all levels in order to maximise the effectiveness of the enterprise” (Kelly 2001)[13]. The people within an organization are its human resource. Human Resources Development from a business perspective is not entirely focused on the individual’s growth and development, “development occurs to enhance the organization's value, not solely for individual improvement. Individual education and development is a tool and a means to an end, not the end goal itself”. (Elwood F. Holton II, James W. Trott Jr)[14]. The broader concept of national and more strategic attention to the development of human resources is beginning to emerge as newly independent countries face strong competition for their skilled professionals and the accompanying brain-drain they experience. In conversations with clients, sources, and candidates, one can see more and more companies seeking to change the role of their Human Resources organization from a ive compensation, benefits and compliance role to a human resources organization which is a highly proactive partner playing a leadership role in helping to frame the company’s operating strategies to meet corporate objectives. This future role of Human Resources is currently seen in companies known for pursuing “Best Practices.” In these companies, the Human Resource organization is an important strategic partner in developing the goals and implementing the tactics of the firm. Through a mixed model of centralized and decentralized functions, the corporate HR functions are viewed as “Centers of Excellence,” while each Strategic Business Unit (SBU) is assigned an HR generalist reporting to the business unit manager (with a “dotted line” to the head of corporate HR). The generalist ing the SBU must have a strong understanding of the business or functional area to be effective. In this new model of the HR organization, it is vital that develop strong consulting skills. The HR generalists, who function as consultants, must understand and appreciate the mind-set of being a strategic partner with their SBU. In Jaipuria Institute Of Management, Lucknow
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addition, as “consultants,” they must develop “employee relations” skills to not just define problems, but to work with teams to solve them. Corporate HR becomes a site for “Centers of Excellence” containing the shared services of Compensation, Benefits, and Organization Development (which has a much expanded role). Often the firm sets up a “virtual” HR area to handle interactive benefits istration (by dial-in, lobby kiosks, Intranet, or Internet) to save time and provide faster service. To be successful, proponents claim, it is vitally important to have a high-level commitment to change. Companies which have successfully implemented organizational change have avoided “jumping on the bandwagon” or using the current buzzword programs (which can seriously damage credibility), while executing plans that are authentic and sustainable, and which have the commitment from senior management. With HR on board as a strategic partner, the HR department plays an important role in a Strategic Business Needs Assessment to determine the direction of the firm (Where are we going as a business?). A gap analysis is performed to determine the difference between the core competencies currently held and the skills needed to get the firm to where it wants to be. The HR department is designed in keeping with the corporate strategy, and works closely with the SBUs to measure and develop the core competencies (which may require several iterations). Along with the SBUs, HR determines how to best provide competency training and how the Organization Development department (OD) can best provide a continuous education process, e.g., “Just in Time Training,” and mentoring. The OD function (a Center of Excellence) is broadened greatly, as this role becomes very important in training and facilitating during an organizational redesign. As part of the redesign, the core competencies for each affected position are developed and OD plays a vital role in helping employees obtain the tools and knowledge needed to meet or exceed these goals.
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The role of the HR Head is also greatly expanded. This executive serves on the firm’s Strategy Council and must be very strategic - seeing HR’s role as an important strategic partner with the SBU’s. This person either reports directly to one of the top executives, or is given frequent access to them (beyond hip on the Strategy Council). As a change agent, an important part of the HR head’s compensation package becomes incentives - based upon meeting specific objectives of change. The core competencies for the person in this role include: The ability to lead the change effort in the organization, not just the change effort in HR • A strong belief in empowering employees and decentralizing decision-making • A commitment to organizational/people development • The confidence to be a consultative business partner in HR issues (as opposed to • an “employee advocate” on the one hand, or “the people police” on the other) • The capacity to both recognize problems as they occur and work with others to • solve them • Proven experience in planning and implementing a strategic HR role • Patience to continue with a change program and handle resistance to change • The ability to obtain a commitment to a change program from the top executives, and with them, to develop a sense of urgency/importance for the change efforts. No matter how well planned, explained and executed, any new program will meet strong resistance to change (at all levels), which should be expected and not allowed to deter the process of change. Further, any program of major changes will take several years to fully develop and implement across the firm. In undertaking change, the Human Resources Department has the
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opportunity to become an integral part of the corporation, a driver of change, and a valuable strategic resource.
About Big Bazaar Shahdara : Big bazaar, shahdara is a biggest Big Bazaar in the north zone.It established on 22 june,2008. Food Bazaar : All food items, pulses, grains, fresh fruits, vegetables, Dry Fruits. . Depot : Book shop offering novels, cassettes & CDs, stationeries, books. One Mobile : A mobile shop offering latest and affordable handsets. Apparel : For Ladies, Mens, Kids for all season. Western, ethnic, casuals & formals
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GM-Home : Entire range Plasticswear, Home-linen
of
kitchen
need,
Utensils,
GM-Fashion : Accessories, Luggage, Gift items Furniture Bazaar: Offers an entire range of Home Furniture at affordable pricing. Electronic Bazaar : electronic goods.
Offers the best deals in branded
Total Employees: 140
Sanjeevani Team: This is a team made for employees by the employees and with the employees. There are two chosen by HR manager, who are responsible for take care of sanjeevani team. If any employee feel uncomfortable he/she can to sanjeevani . They will provide treatment and all type of facility whatever needed.
Sanjeevani Doctor: A doctor is available all time for the sanjevani team in store.
Prerna Team: This team is also made for employees by the employees and with the employees. In this team there are two chosen by HR manager, who are responsible for all the activities of this team. Team is made for taking suggestions from employees. One can give his/her suggestions and that will be directly taken in consideration by head office.
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Gurukool: This is a classroom where employee learns new lessons of life beyond business. Honesty, kindness and dedication towards work are the things that makes a person different from others. In gurukool (in Ahmedabad) employees learn all those vital lessons.
Store Level Awards: Employee of the month : On the basis of each and every aspect of activity and performance every month a employee selected for this award. Cashier of the month : Cashing is one of the most responsible job in store. So cashing without error, good behavior with customers and other necessary aspects make best cashier of the month.
A STORE LEVEL INITIATIVE Green Team: Recently a team is been organized to check the overall paper wastage, electricity wastage and all the environment protection related activities. There are two chosen by HR manager.
ATTRITION RATE
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In store the attrition rate is decreasing in comparison to other stores. It shows that now employees are more satisfied and feel great environment to work here. We have now strength of 140 employees.
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Project Report On
“HR Initiatives” Submitted By :
Ravi Pratap Singh Of
Management Trainee, Jaipuria Institute Management, Lucknow
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ACKNOWLEDGEMENT It gives me great privilege and honour to offer thanks to all those who helped me in my project. I would like to extend my sincere thanks and gratitude to my project guide Mr. Pallav Dubey for acting as a mentor and as a catalyst during entire duration of my project. I also thank him for providing continuous cooperation and expert guidance throughout my project, whenever needed. I also thank all the Department Managers for showing keen interest in the study and for giving their valuable suggestions from time to time, as and when required and also for rendering all possible help during the time when the study was conducted. I express my cordial thanks and acknowledgements to all front hand employees for taking out time from their busy schedule and providing me with relevant information, which contributed significantly in my project analysis and increased my knowledge in a totally new sphere. It was great interacting with the customers of various frequencies and learning from their experiences.
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PREFACE
In spite of the theoretical knowledge gained through classroom study, a person is incomplete if not subject to practical exposure of real corporate world and may have to face hurdles, which will be difficult to overcome without any first hand experience of business. In this context two months summer training has been design to make the person aware of happening of the real business world .The report, entitled “HR Initiatives ” has been done by me at Big Bazaar in Shahdara, New Delhi.
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INDIAN RETAIL INDUSTRY India is the 4th largest economy in the world in Purchasing Power Parity (PPP) after USA, China and Japan. In 2003, India became the second fastest growing economy in the world with a growth rate of 8.2%.The economy is expected to grow at 7-8% per annum for the next 5 years. However the average income of an Indian evaluated on the basis of GDP per capita is $620 (Rs27900). On this measure India figures a lowly 127 in a committee of 177 nations in the Human Development Report (HDR) 2005 produced by United Nations Development Program (UNDP). On the other extreme, India has one of the highest savings rate in the world with Rs 29 of every Rs 100 of its national income being saved. These extremities leaves a lot of opportunity for marketers, both Indian and international. One of the key growth factors has been the shift to service sector which s for 50% of the total GDP. Led by services such as IT, telecommunication, healthcare and retailing, the services sector is likely to play an even more important role in the Indian economy. Retailing in India is one of the significant contributors to the India economy and s for 35% of the GDP. India has a large number of retail enterprises. With close to 12 million retail outlets India has one of the highest retail densities in the world, but only 4% being larger than 500 sq ft in size. In of the structure, the industry is fragmented and predominantly consists of independent, owner-managed shops.
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The retail businesses include a variety of traditional retail formats, such as "kirana" stores which stock basic household necessities (including food products), street markets-regular markets held at fixed centre retailing food and general merchandise items, street vendors-mobile retailers essentially selling perishable food items-fruits, vegetables etc and small non specialized retailers. India has a large number of retail enterprises. With close to 12 million retail outlets India has one of the highest retail densities in the world. In of the structure, the industry is fragmented and predominantly consists of independent, ownermanaged shops.
Fragmented nature of Indian retail
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Migration from unorganized to organized retail has been visible with economic development, in most economies.
FOREIGN BRANDS / RETAILERS PRESENT IN INDIA Consumerism and brand proliferation has been another enabler for organized retailing in India. Most of the world’s leading brands are now present in India. Some of the well-known names that have set-up their operations in the country are:-
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Future Group Future Group is India’s leading business group that caters to the entire Indian consumption space. Led by Mr. Kishore Biyani, the Future Group operates through six verticals: Retail, Capital, Brands, Space, Media and Logistics : Future Retail (encoming all lines of retail business), Future Capital (financial products and services), Future Brands (all brands owned or managed by group companies), Future Space (management of retail real estate), Future Logistics (management of supply chain and distribution) and Future Media (development and management of retail media. Apart from Pantaloon Retail, the group’s presence in the retail space is complemented by group companies, Indus League Clothing, which owns leading apparel brands like Indigo Nation, Scullers and Urban Yoga, and Galaxy Entertainment Limited that operates Bowling Co, Sports Bar, F123 and Brew Bar. The group’s t venture partners include French retailer ETAM group, US-based stationary products retailer, Staples and UKbased Lee Cooper. Group company, Planet Retail, owns and operates the franchisee of international brands like Marks & Spencer, Next, Debenhams and Guess in India. The group’s Indian t venture partners include, Manipal Healthcare, Talwalkar’s, Blue Foods and Liberty Shoes. Jaipuria Institute Of Management, Lucknow
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Future Capital Holdings, the group’s financial arm, focusses on asset management and consumer credit. It manages assets worth over $1 billion that are being invested in developing retail real estate and consumer-related brands and hotels. The group has launched a consumer credit and financial supermarket format, Future Money and soon plans to offer insurance products through a t venture with Italian insurance major, Generali. The group is currently developing over 50 malls and consumption centers across the country and has formed a t venture company focusing on mall management with Singapore-based CapitaLand, one of Asia’s largest property companies. The group’s flagship company, Pantaloon Retail (India) Limited operates over 5 million square feet through 400 stores in 40 cities. Some of its leading retail formats include, Pantaloons, Big Bazaar, Central, Food Bazaar, Home Town, EZone, Depot, Health & Beauty Malls and online retail format, futurebazaar.com. Future Group companies include, Indus League Clothing, that owns and retails brands like Indigo Nation and Scullers and Galaxy Entertainment that manages Sports Bar, Brew Bar and Bowling Co. Future Capital Holdings, the group’s financial arm, focusses on asset management and consumer credit. It manages assets worth over $1 billion that are being invested in developing retail real estate and consumer-related brands and hotels. The group’s t venture partners include Italian insurance major, Generali, French retailer ETAM group, US-based stationary products retailer, Staples and UK-based Lee Cooper and India-based Talwalkar’s, Blue Foods and Liberty Shoes. Future Group’s vision is to, “deliver Everything, Everywhere, Everytime to Every Indian Consumer in the most profitable manner.” The group considers ‘Indian-ness’ as a core value and its corporate credo is - Rewrite rules, Retain values.
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“Future” – the word which signifies optimism, growth, achievement, strength, beauty, rewards and perfection. Future encourages us to explore areas yet unexplored, write rules yet unwritten; create new opportunities and new successes. To strive for a glorious future brings to us our strength, our ability to learn, unlearn and re-learn, our ability to evolve. We, in Future Group, will not wait for the Future to unfold itself but create future scenarios in the consumer space and facilitate consumption because consumption is development. Thereby, we will effect socio-economic development for our customers, employees, shareholders, associates and partners. •
• • •
Our customers will not just get what they need, but also get them where, how and when they need. We will not just post satisfactory results, we will write success stories. We will not just operate efficiently in the Indian economy, we will evolve it. We will not just spot trends, we will set trends by marrying our understanding of the Indian consumer to their needs of tomorrow.
It is this understanding that has helped us succeed. And it is this that will help us succeed in the Future. We shall keep relearning. And in this process, do just one thing. “ Rewrite Rules. Retain Values.”
Group Vision Future Group shall deliver Everything, Everywhere, Everytime for Every Indian Consumer in the most profitable manner.
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Group Mission We share the vision and belief that our customers and stakeholders shall be served only by creating and executing future scenarios in the consumption space leading to economic development. • We will be the trendsetters in evolving delivery formats, creating retail realty, making consumption affordable for all customer segments – for classes and for masses. • We shall infuse Indian brands with confidence and renewed ambition. • We shall be efficient, cost- conscious and committed to quality in whatever we do. •
• We shall ensure that our positive attitude, sincerity, humility and united determination shall be the driving force to make us successful.
Core Values • Indianness: confidence in ourselves. • Leadership: to be a leader, both in thought and business. • Respect & Humility: to respect every individual and be humble in our conduct. • Introspection: leading to purposeful thinking. • Openness: to be open and receptive to new ideas, knowledge and information. • Valuing and Nurturing Relationships: to build long term relationships. • Simplicity & Positivity: Simplicity and positivity in our thought, business and action. • Adaptability: to be flexible and adaptable, to meet challenges. •
Flow: to respect and understand the universal laws of nature.
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Major Milestones 1 987
Company incorporated as Manz Wear Private Limited. Launch of Pantaloons tro, India’s first formal tro brand.
1991
Launch of BARE, the Indian jeans brand.
1 992
Initial public offer (IPO) was made in the month of May.
1994
The Pantaloon Shoppe – exclusive menswear store in franchisee format launched across the nation. The company starts the distribution of branded garments through multi-brand retail outlets across the nation.
1 995
John Miller – Formal shirt brand launched.
1997
Pantaloons – India’s family store launched in Kolkata.
2 001
Big Bazaar, ‘Is se sasta aur accha kahi nahin’ - India’s first hypermarket chain launched.
2002
Food Bazaar, the supermarket chain is launched.
2 004
Central – ‘Shop, Eat, Celebrate In The Heart Of Our City’ - India’s first seamless mall is launched in Bangalore.
2005
Fashion Station - the popular fashion chain is launched aLL – ‘a little larger’ - exclusive stores for plus-size individuals is launched
2 006
Future Capital Holdings, the company’s financial arm launches real estate funds Kshitij and Horizon and private equity fund Indivision. Plans forays into insurance and consumer credit. Multiple retail formats including Collection i, Furniture Bazaar, Shoe Factory, EZone, Depot and futurebazaar.com are launched across the nation. Group enters into t venture agreements with ETAM
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Group and Generali.
BOARD OF DIRECTORS Mr. Kishore Biyani, Managing Director Kishore Biyani is the Managing Director of Pantaloon Retail (India) Limited and the Group Chief Executive Officer of Future Group. Mr. Gopikishan Biyani, Wholetime Director Gopikishan Biyani, is a commerce graduate and has more than twenty years of experience in the textile business. Mr. Rakesh Biyani, Wholetime Director Rakesh Biyani, is a commerce graduate and has been actively involved in category management; retail stores operations, IT and exports. He has been instrumental in the implementation of the various new retail formats. 1. Mr. Sanjeev Agarwal, Operation and Chief Operating Officer. 2. Mr. Shailesh Haribhakti, Independent Director. 3. Mr. S Doreswamy, Independent Director. 4. Dr. D O Koshy, Independent Director. 5. Ms. Anju Poddar, Independent Director. 6. Mr. Bala Deshpande, Independent Director. 7. Mr. Anil Harish, Independent Directior.
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PANTALOON RETAIL (INDIA) LIMITED (Incorporated in the Republic of India with limited liability under the Companies Act, 1956) One of India’s leading organized multi format retailers and are pioneers in Indian hyper market business, promoted by Kishore Biyani. Part of the Future Group. From our beginning in 1987, we have today evolved as one of the leading retailer and are among the pioneers in setting up a nation-wide chain of large format stores in India. We believe that the various initiatives taken by us have played a key role in enhancing the standards of retail in the country. We are an entrepreneur driven, professionally managed retailer focused on meeting the customer requirements for a large component of their spend across fashion, food, general merchandise, home in both value and lifestyle segments. We have also entered into partnerships/t ventures to expand our offerings from home to apparel to household products to durables etc. We believe our focus on customers ed by systems and processes and a committed work force are the key factors that have contributed to our success and will help us scale up as we embark on our strategic growth plan. We started our operations with one store in Kolkata in 1996, occupying an area of 8000 sq ft. Presently we operate 125 stores, (including franchisee stores and factory outlets) in over 25 cities spread across the country occupying an aggregate area of 3,165,498 sq ft (as on October 15, 2006). We started our operations with a tro brand, Pantaloon. In our initial stages we had small format outlets branded Pantaloon Shoppe, which were franchise operations. Realizing the problems associated with franchise model, we decided to have our own retail outlets.
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Pantaloons is our first organized departmental store format targeting the Indian middle class and upper class customers across age and gender. The focus is largely on apparels and accessories and covers the entire family. We offer a wide variety of product range including tros, shirts, casual wear, western and ethnic wear for women, children’s clothes, accessories and jewellery. We provide a combination of private label and third Party Label. We have introduced a unique concept of ‘cellular zones’ within our stores that provides the consumer with all the brands pertaining to a category, showcased together.
For e.g., a consumer while shopping for ladies ethnic wear would find all possible brands clustered together, making her shopping experience easy and convenient. Our business is identifiable under two major segments: (i) Value retailing (ii) Life Style retailing
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We believe that managing customer expectation by offering them all the requirements for their entire family under one roof is the key to being a successful retailer, and hence have built our business model around ‘family focus’ rather than ‘individual focus’. We believe addressing the family attracts more customers into the store. Promotions and events are an integral part of our service offering to our customer, which helps us create a unique shopping experience.
ETHICAL VALUES Indianness :
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The core value of company is INDIAN-NESS. The company is developing an Indian model of retailing because India is a unique country and Indian customers have a unique culture and value system. That’s why the company is targeting the family as the customer rather then the individual. It offers products of Indian taste, a combination of own and shop-in-shop categories and a mix of big retailer partnering with the small-time shopkeepers.
Leadership: The company aims to be a leader and not a follower. The company has taken initiatives to achieve this leadership position by launching multiple retail formats that target all segments of society.
Respect: The company respects the individual. For instance, employees are considered as internal customers, suppliers/vendors are treated as partners in progress. The company believes in longterm value-driven customer relationship rather than one-off deals.
Dedication: The company is dedicated to customer satisfaction. This is why it has a no-questions-asked exchange policy and offering products which customers need. The company follows an
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inverse pyramid structure of organization where the Board of Directors are at the bottom and the customer service executive is on the top.
Self-Development: The company is in the continuous process of self-development through
sincere
and
hard
work
towards
understanding
customers, markets and products. The company has moved over time from apparel manufacturing to distribution to franchisee retailing to the departmental format retailing and to the hypermarket format of retailing. As a result, the company is always in a state of learning.
Introspection: Introspection is the key corporate value. The company has ed through a number of inflection points in its short life span and emerged successful. The company’s ability to introspect has helped it grow over time from the small to large and multiple formats of retailing that target all the sections of society.
Affliated Companies
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Home Solutions Retail (India) Limited Home Solutions Retail (India) Limited (HSRIL) offers complete retailing solutions for all products and services related to home building and home improvement. The key product categories are Consumer Durable & Electronics (CDE), Furniture, Home furnishing & decor, Home improvement and Home services. HSRIL operates retail format Collection-i, Furniture Bazaar, Electronics Bazaar, Home Town and e-zone.
Future Brands Limited Future Brands Limited (FBL) has been incorporated on November, 2006 and is involved in the business of creating, developing, managing, acquiring and dealing in consumerrelated brands and IPRs (Intellectual Property Rights).
Future Media (India) Limited Future Media (India) Limited (FMIL) was incorporated as the Group’s media venture, aimed at creation of media properties in the ambience of consumption and thus offers active engagement to brands and consumers. FMIL offers relevant engagement through its media properties like Visual Spaces, Print, Radio, Television and Activation.
Future Logistic Solutions Limited Future Logistic Solutions Limited (FLSL) has been incorporated as a separate entity and is involved in the business of providing logistics, transportation and warehousing services for all group companies and third-parties.
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Future Axiom Telecom Limited Future Axiom Telecom Limited is a t Venture with Axiom Telecom LLC, UAE. The Company has a 50% stake in Future Axiom Telecom Limited (FATL) which is a t venture Company with Axiom Telecom LLC, UAE. The Company would be engaged in sourcing and wholesale distribution of mobile handsets, accessories and in setting up service centres for mobile handsets in India.
Pantaloon Food Product (India) Limited Pantaloon Food Product (India) Limited (PFPIL) was incorporated with the object of sourcing and backward integration of food business of the Company. PFPIL has sourcing and distribution bases at all key cities across the country.
Future Knowledge Services Limited Future Knowledge Services Limited (FKSL) was incorporated on January, 2007 and is engaged in the business of business process outsourcing and knowledge process outsourcing.
Future Capital Holdings Limited Future Capital Holdings Limited (FCH) was formed to manage the financial services business of Pantaloon Retail (India) Limited and other group entities. FCH is one of the fastest growing financial services company in India, with presence in Asset Advisory, Retail Financial Services and Proprietary Research. The company operates a consumer finance retail format, Future Money and manages assets worth over US$ 1 Billion through Indivision, Kshitij, Horizon and Future Hospitality Funds. FCH subsidiary companies include Kshitij Investment Advisory Company Ltd., Ambit Investment Advisory Company Ltd., and Indivision Investment Advisors Ltd.
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Future Generali India Insurance Company Limited Future Generali India Insurance Company Limited (FGIICL) was incorporated on October 30, 2006 to undertake and carry on the business of general insurance. The approval for carrying on General Insurance Business has been received from the Insurance Regulatory and Development Authority of India (IRDA) on September 4, 2007.
Future Generali India Life Insurance Company Limited Future Generali India Life Insurance Company Limited (FGILICL) was incorporated on October 30, 2006 to establish and conduct the business of life insurance in India, which comprises of whole life insurance, endowment insurance, double benefit and multiple benefits insurance etc. The approval for carrying on Life Insurance Business has been received from the IRDA in September, 2007.
Futurebazaar India Limited Futurebazaar India Limited (FBIL) is set up as the e-Retailing arm of the Future Group for providing on-line shopping experience. Futurebazaar.com was launched on January 2, 2007, and has emerged as one of the most popular online shopping portals in India. It was awarded with the “Best Indian Website” award, in the shopping category, by the PC World Indian Website Awards.
Staples Future Office Products Private Limited Staples Future Office Products Private Limited (SFOPPL) was incorporated on January, 2007 and is involved in the business of
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dealing in all kinds of office supplies, office equipments and products. SFOPPL is a t venture between the Company and Staples Asia Investment Limited (a subsidiary of Staples Inc USA). The company’s first retail outlet opened in Bangalore in December, 2007.
MODERN RETAIL FORMATS FORMAT
DEFINITION
VALUE POSITION
Departmental Stores
Multiple product categories, Service usually lifestyle driven with choice apparel/accessories dominating
Supermarket/conve nience stores
Food and products
household Convenience
Hypermarkets/disco Large stores in big box Price unt stores format,with volume based choice discounted prices Speciality stores/category killer
Extensive range of products Service under a single category
Seamless mall
Apparel, lifestyle entertainment
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and
and
accessories, Convenience, products, service and choice
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WHAT IS HUMAN RESOURCE MANAGEMENT? The effective use of people to achieve both organizational and individual goals The effective recruitment, compensation, and utilization organizations
selection, of human
development, resources by
Before few years H.R manager was only black box Their role was more closely aligned with personnel and istration functions. • • • • • • •
Potent New H R Role Recruiting Hiring Training Organization Development Communication
New H R Role • Coaching • Policy Recommendation • Salary and Benefits
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• Team Building • Employee Relations • Leadership
HRM HAS INCREASED IN IMPORTANCE SINCE THE 1980S. WHY? • • • • •
Globalization Government regulation Stronger knowledge/research base Changing role for labor unions Challenge of matching worker competitive demands
expectations
WHAT MOTIVATES EMPLOYEES? • • • • • • • • •
Feeling “in” on things Good wages Good working conditions Job security Full appreciation of work that is done Tactful disciplining Employer loyalty to employees Interesting work Promotion and growth in the organization
WHAT MOTIVATES EMPLOYEES? Rank
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with
Feeling “in” on things 8 Good wages 1 Good working conditions 4 Job security 2 Full appreciation of work that is done 5 Tactful disciplining 9 Employer loyalty to employees 7 Interesting work 3 Promotion and growth in the organization 6
A new model of HRM is needed More strategic (not strictly focused on day-to-day operational needs) More proactive (less reactive) More of a consultant to line management (less of a bureaucratic specialist) More of a consultant to line management (less of a bureaucratic specialist) More of an “employee champion” (less of an organizational “cop”)
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Competencies needed for HRM Personal credibility Business mastery HR mastery Change mastery
Human resources is an increasingly broadening term with which an organization, or other human system describes the combination of traditionally istrative personnel functions with acquisition and application of skills, knowledge and experience, Employee Relations and resource planning at various levels. The field draws upon concepts developed in Industrial/Organizational Psychology and System Theory. Human resources has at least two related interpretations depending on context. The original usage derives from political economyand economics, where it was traditionally called labor, one of four factors of production although this perspective is changing as a function of new and ongoing research into more strategic approaches at national levels. This first usage is used more in of 'human resources development', and can go beyond just organizations to the level of nations . The more traditional usage within corporations and businesses refers to the individuals within a firm or agency, and to the portion of the organization that deals with hiring, firing, training, and other personnel issues, typically referred to as `human resources management'.
Key functions Human resource management serves these key functions: 1. Recruitment & Selection Jaipuria Institute Of Management, Lucknow
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2. 3. 4. 5. 6. 7. 8.
Training and Development (People or Organization) Performance Evaluation and Management Promotions Redundancy Industrial and Employee Relations Record keeping of all personal data. Compensation, pensions, bonuses etc in liaison with Payroll 9. Confidential advice to internal 'customers' in relation to problems at work 10.Career development
Human Resource Development In organizations, in of selection it is important to consider carrying out a thorough job analysis to determine the level of skills/technical abilities, competencies, flexibility of the employee required etc. At this point it is important to consider both the internal and external factors that can have an effect on the recruitment of employees. The external factors are those out-with the powers of the organization and include issues such as current and future trends of the labor market e.g. skills, education level, government investment into industries etc. On the other hand internal influences are easier to control, predict and monitor, for example management styles or even the organizational culture.
Major trends In order to know the business environment in which any organization operates, three major trends should be considered:
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Demographics – the characteristics of a population/workforce, for example, age, gender or social class. This type of trend may have an effect in relation to pension offerings, insurance packages etc. Diversity – the variation within the population/workplace. Changes in society now mean that a larger proportion of organizations are made up of "baby-boomers" or older employees in comparison to thirty years ago. Traditional advocates of "workplace diversity" simply advocate an employee base that is a mirror reflection of the make-up of society insofar as race, gender, sexual orientation, etc. Skills and qualifications – as industries move from manual to a more managerial professions so does the need for more highly skilled graduates. If the market is "tight" (i.e. not enough staff for the jobs), employers will have to compete for employees by offering financial rewards, community investment, etc.
Individual responses In regard to how individuals respond to the changes in a labour market the following should be understood:
Geographical spread – how far is the job from the individual? The distance to travel to work should be in line with the pay offered by the organization and the transportation and infrastructure of the area will also be an influencing factor in deciding who will apply for a post. Occupational structure – the norms and values of the different careers within an organization. Mahoney 1989 developed 3 different types of occupational structure namely craft (loyalty to the profession), organization career (promotion through the firm) and unstructured (lower/unskilled workers who work when needed).
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Generational difference –different age categories of employees have certain characteristics, for example their behavior and their expectations of the organization.
Recruitment methods While recruitment methods are wide and varied, it is important that the job is described correctly and that any personal specifications are stated. Job recruitment methods can be through job centres, employment agencies/consultants, headhunting, and local/national newspapers. It is important that the correct media is chosen to ensure an appropriate response to the d post. Where organisations don't have the internal resource to be able to conduct an effective recruitment exercise this is where they may outsource this to a third party, typically a recruitment or hr consultancy that specializes in the area that the organisation requires.
Framework Human Resources Development is a framework for the expansion of human capital within an organization or (in new approaches) a municipality, region, or nation. Human Resources Development is a combination of training and education, in a broad context of adequate health and employment policies, that ensures the continual improvement and growth of both the individual, the organisation, and the national human resourcefulnes. Adam Smith states, “The capacities of individuals depended on their access to education”. Human Resources Development is the medium that drives the process between training and learning in a broadly fostering environment. Human Resources Development is not a defined object, but a series of organised processes, “with a specific learning objective” Within a national context, it becoms a
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strategic approach to intersectoral linkages between health, education and employment.
Structure Human Resources Development is the structure that allows for individual development, potentially satisfying the organization’s, or the nation's goals. The development of the individual will benefit both the individual, the organization, or the nation and its citizens. In the corporate vision, the Human Resources Development framework views employees, as an asset to the enterprise whose value will be enhanced by development, “Its primary focus is on growth and employee development…it emphasises developing individual potential and skills” Human Resources Development in this treatment can be in-room group training, tertiary or vocational courses or mentoring and coaching by senior employees with the aim for a desired outcome that will develop the individual’s performance. At the level of a national strategy, it can be a broad intersectoral approach to fostering creative contributions to national productivity
Training At the organizational level, a successful Human Resources Development program will prepare the individual to undertake a higher level of work, “organized learning over a given period of time, to provide the possibility of performance change” (Nadler 1984). In these settings, Human Resources Development is the framework that focuses on the organizations competencies at the first stage, training, and then developing the employee, through education, to satisfy the organizations long-term needs and the individuals’ career goals and employee value to their present and future employers. Human Resources Development can be defined simply as developing the most important section of any business its human resource by, “attaining or upgrading
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the skills and attitudes of employees at all levels in order to maximise the effectiveness of the enterprise” (Kelly 2001)[13]. The people within an organization are its human resource. Human Resources Development from a business perspective is not entirely focused on the individual’s growth and development, “development occurs to enhance the organization's value, not solely for individual improvement. Individual education and development is a tool and a means to an end, not the end goal itself”. (Elwood F. Holton II, James W. Trott Jr)[14]. The broader concept of national and more strategic attention to the development of human resources is beginning to emerge as newly independent countries face strong competition for their skilled professionals and the accompanying brain-drain they experience. In conversations with clients, sources, and candidates, one can see more and more companies seeking to change the role of their Human Resources organization from a ive compensation, benefits and compliance role to a human resources organization which is a highly proactive partner playing a leadership role in helping to frame the company’s operating strategies to meet corporate objectives. This future role of Human Resources is currently seen in companies known for pursuing “Best Practices.” In these companies, the Human Resource organization is an important strategic partner in developing the goals and implementing the tactics of the firm. Through a mixed model of centralized and decentralized functions, the corporate HR functions are viewed as “Centers of Excellence,” while each Strategic Business Unit (SBU) is assigned an HR generalist reporting to the business unit manager (with a “dotted line” to the head of corporate HR). The generalist ing the SBU must have a strong understanding of the business or functional area to be effective. In this new model of the HR organization, it is vital that develop strong consulting skills. The HR generalists, who function as consultants, must understand and appreciate the mind-set of being a strategic partner with their SBU. In Jaipuria Institute Of Management, Lucknow
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addition, as “consultants,” they must develop “employee relations” skills to not just define problems, but to work with teams to solve them. Corporate HR becomes a site for “Centers of Excellence” containing the shared services of Compensation, Benefits, and Organization Development (which has a much expanded role). Often the firm sets up a “virtual” HR area to handle interactive benefits istration (by dial-in, lobby kiosks, Intranet, or Internet) to save time and provide faster service. To be successful, proponents claim, it is vitally important to have a high-level commitment to change. Companies which have successfully implemented organizational change have avoided “jumping on the bandwagon” or using the current buzzword programs (which can seriously damage credibility), while executing plans that are authentic and sustainable, and which have the commitment from senior management. With HR on board as a strategic partner, the HR department plays an important role in a Strategic Business Needs Assessment to determine the direction of the firm (Where are we going as a business?). A gap analysis is performed to determine the difference between the core competencies currently held and the skills needed to get the firm to where it wants to be. The HR department is designed in keeping with the corporate strategy, and works closely with the SBUs to measure and develop the core competencies (which may require several iterations). Along with the SBUs, HR determines how to best provide competency training and how the Organization Development department (OD) can best provide a continuous education process, e.g., “Just in Time Training,” and mentoring. The OD function (a Center of Excellence) is broadened greatly, as this role becomes very important in training and facilitating during an organizational redesign. As part of the redesign, the core competencies for each affected position are developed and OD plays a vital role in helping employees obtain the tools and knowledge needed to meet or exceed these goals.
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The role of the HR Head is also greatly expanded. This executive serves on the firm’s Strategy Council and must be very strategic - seeing HR’s role as an important strategic partner with the SBU’s. This person either reports directly to one of the top executives, or is given frequent access to them (beyond hip on the Strategy Council). As a change agent, an important part of the HR head’s compensation package becomes incentives - based upon meeting specific objectives of change. The core competencies for the person in this role include: The ability to lead the change effort in the organization, not just the change effort in HR • A strong belief in empowering employees and decentralizing decision-making • A commitment to organizational/people development • The confidence to be a consultative business partner in HR issues (as opposed to • an “employee advocate” on the one hand, or “the people police” on the other) • The capacity to both recognize problems as they occur and work with others to • solve them • Proven experience in planning and implementing a strategic HR role • Patience to continue with a change program and handle resistance to change • The ability to obtain a commitment to a change program from the top executives, and with them, to develop a sense of urgency/importance for the change efforts. No matter how well planned, explained and executed, any new program will meet strong resistance to change (at all levels), which should be expected and not allowed to deter the process of change. Further, any program of major changes will take several years to fully develop and implement across the firm. In undertaking change, the Human Resources Department has the
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opportunity to become an integral part of the corporation, a driver of change, and a valuable strategic resource.
About Big Bazaar Shahdara : Big bazaar, shahdara is a biggest Big Bazaar in the north zone.It established on 22 june,2008. Food Bazaar : All food items, pulses, grains, fresh fruits, vegetables, Dry Fruits. . Depot : Book shop offering novels, cassettes & CDs, stationeries, books. One Mobile : A mobile shop offering latest and affordable handsets. Apparel : For Ladies, Mens, Kids for all season. Western, ethnic, casuals & formals
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GM-Home : Entire range Plasticswear, Home-linen
of
kitchen
need,
Utensils,
GM-Fashion : Accessories, Luggage, Gift items Furniture Bazaar: Offers an entire range of Home Furniture at affordable pricing. Electronic Bazaar : electronic goods.
Offers the best deals in branded
Total Employees: 140
Sanjeevani Team: This is a team made for employees by the employees and with the employees. There are two chosen by HR manager, who are responsible for take care of sanjeevani team. If any employee feel uncomfortable he/she can to sanjeevani . They will provide treatment and all type of facility whatever needed.
Sanjeevani Doctor: A doctor is available all time for the sanjevani team in store.
Prerna Team: This team is also made for employees by the employees and with the employees. In this team there are two chosen by HR manager, who are responsible for all the activities of this team. Team is made for taking suggestions from employees. One can give his/her suggestions and that will be directly taken in consideration by head office.
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Gurukool: This is a classroom where employee learns new lessons of life beyond business. Honesty, kindness and dedication towards work are the things that makes a person different from others. In gurukool (in Ahmedabad) employees learn all those vital lessons.
Store Level Awards: Employee of the month : On the basis of each and every aspect of activity and performance every month a employee selected for this award. Cashier of the month : Cashing is one of the most responsible job in store. So cashing without error, good behavior with customers and other necessary aspects make best cashier of the month.
A STORE LEVEL INITIATIVE Green Team: Recently a team is been organized to check the overall paper wastage, electricity wastage and all the environment protection related activities. There are two chosen by HR manager.
ATTRITION RATE
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In store the attrition rate is decreasing in comparison to other stores. It shows that now employees are more satisfied and feel great environment to work here. We have now strength of 140 employees.
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