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HR Issues @HomeTown
Case Study 
Page 1
HR
 
Case
 
Study
 
Home
 
Solutions
 
India
 
Limited
 
Submitted
 
By
 
:
 
Submitted
 
To:
 
Bindu
 
Rathore
 
Prof.
 
Sumit
 
Gosh
 
PGCRM
‐
01,
 
IIM,
 
Indore
 
CAF
 
No:
 
60606080399
 
Hyderabad
.
 
 
HR Issues @HomeTown
Case Study 
Page 2
ome
 
Solutions
 
Retail
 
India
 
Limited
 
(HSRIL)
 
is
 
a
 
subsidiary
 
of
 
Pantaloon
 
Retail
 
(India)
 
Limited,
 
flagship
 
company
 
of
 
the
 
Future
 
Group
 
promoted
 
 by
 
Mr.
 
Kishore
 
Biyani.
 
Home
 
Solutions
 
focuses
 
on
 
three
 
verticals
 
namely
 
Consumer
 
Electronics,
 
Furniture
 
and
 
Furnishings
 
and
 
Home
 
Improvement.
 
By
 
 building
 
the
 
 business
 
as
 
a
 
separate
 
legal
 
entity,
 
the
 
strategy
 
is
 
to
 
create
 
focus
 
and
 
 build
 
relevant
 
competencies.
 
Home
 
Solutions
 
is
 
one
 
of
 
the
 
largest
 
categories
 
of
 
specialty
 
retail
 
worldwide.
 
Home
 
Solutions
 
Retail
 
(India)
 
Ltd
 
launched
 
‘HomeTown’,
 
India’s
 
most
 
comprehensive
 
home
 
making
 
and
 
home
 
improvement
 
store,
 
at
 
Punjagutta,
 
Hyderabad
 
on
 
September
 
07,
 
2007.
 
It
 
is
 
spread
 
over
 
an
 
area
 
of
 
about
 
1,
 
83,
 
000
 
square
 
feet
 
(Built
 
up)
 ,
 
has
 
over
 
90
 
live
 
displays
 
in
 
the
 
exhibitions
 
section
 
consisting
 
of
 
55
 
living
 
room
 
settings,
 
30
 
dining
 
room
 
settings,
 
25
 
kids
 
room
 
settings,
 
30
 
 bedroom
 
settings,
 
22
 
kitchen
 
settings
 
and
 
26
 
 bathroom
 
settings
 
offer
 
consumers
 
a
 
wide
 
range
 
of
 
varieties
 
to
 
choose
 
from.
 
HomeTown
 
is
 
characterized
 
 by
 
an
 
enormous
 
staff
 
and
 
a
 
large
 
number
 
of
 
them
 
are
 
from
 
different
 
 back
 
grounds
 
 because
 
of
 
the
 
large
 
size
 
of
 
the
 
store
 
and
 
the
 
product
 
variety
 
and
 
assortment
 
it
 
offers.
 
It
 
was
 
a
 
challenge
 
for
 
HR
 
to
 
 bring
 
to
 
them
 
on
 
one
 
single
 
common
 
platform.
 
HomeTown
 
started
 
recruiting
 
in
 
 June,
 
prior
 
to
 
3
 
months
 
of
 
its
 
launch
 
in
 
Hyderabad,
 
so
 
that
 
it
 
was
 
all
 
empowered
 
to
 
serve
 
its
 
customers
 
from
 
day
 
one.
 
Until
 
a
 
few
 
months
 
ago,
 
the
 
Home
 
Town
 
in
 
organized
 
retail
 
industry
 
had
 
 been
 
attracting
 
young
 
talent.
 
However,
 
faced
 
with
 
high
 
levels
 
of
 
stress
 
and
 
the
 
lack
 
of
 
a
 
proper
 
career
 
plan,
 
many
 
young
 
professionals
 
are
 
leaving
 
it
 
.Low
 
salaries,
 
inadequate
 
practical
 
training,
 
and
 
 bad
 
work
 
conditions
 
are
 
the
 
reasons
 
for
 
the
 
high
 
rate
 
of
 
attrition.
 
A
 
very
 
rose
 
picture
 
of
 
Indian
 
 booming
 
retail
 
and
 
a
 
very
 
fast
 
growth
 
plan
 
at
 
HomeTown,
 
and
 
the
 
Brand
 
Image
 
of
 
Home
 
Town
 
helped
 
in
 
recruiting
 
highly
 
efficient
 
young
 
talent
 
pool.
 
After
 
selection
 
of
 
shortlisted
 
clients
 
for
 
predefined
 
 Job
 
Posts,
 
they
 
were
 
provided
 
Induction
 
and
 
training
 
in
 
close
 
room
 
for
 
4
‐
6
 
weeks,
 
through
 
verbal
 
presentation
 
at
 
Hyderabad.
 
The
 
Induction
 
and
 
training
 
further
 
confirmed
 
their
 
 job
 
roles
 
and
 
the
 
career
 
growth
 
path
 
in
 
Home
 
Town.
 
And
 
the
 
workforce
 
was
 
all
 
geared
 
up
 
to
 
open
 
the
 
Megastore
 
with
 
much
 
fanfare
 
and
 
publicity.
 
H
 
HR Issues @HomeTown
Case Study 
Page 3
The
 
real
 
problem
 
started
 
once,
 
the
 
customers
 
stepped
 
inside
 
the
 
store,
 
there
 
were
 
many
 
activities
 
inside
 
the
 
store
 
and
 
much
 
work
 
to
 
 be
 
handled,
 
which
 
was
 
not
 
anticipated
 
earlier,
 
and
 
this
 
required
 
competent
 
work
 
force
 
to
 
take
 
additional
 
responsibilities
 
or
 
to
 
create
 
new
 
posts
 
in
 
the
 
hierarchy
 
to
 
handle
 
this
 
additional
 
work.
 
For
 
example:
 
The
 
customer
 
care
 
executive
 
was
 
offered
 
and
 
trained
 
for
 
handling
 
customer
 
issues.
 
But
 
once
 
the
 
store
 
opened,
 
it
 
was
 
required
 
to
 
distribute
 
the
 
promotion
 
pamphlet
 
in
 
store
 
floors,
 
and
 
guide
 
customers
 
into
 
different
 
store
 
categories.
 
This
 
work
 
activity
 
was
 
really
 
very
 
offending
 
for
 
customer
 
care
 
executives
 
and
 
they
 
were
 
not
 
willing
 
to
 
do
 
this
 
work.
 
To
 
handle
 
this
 
issue
 
they
 
created
 
another
 
post
 
like
 
“home
 
guide”
 
who
 
can
 
guide
 
the
 
customers
 
in
 
Showroom
 
and
 
can
 
also
 
distribute
 
the
 
pamphlets
 
in
 
store.
 
For
 
this
 
post
 
few
 
of
 
the
 
employees
 
from
 
Customer
 
care
 
executive
 
were
 
shifted.
 
Now
 
there
 
came
 
the
 
issue
 
of
 
hierarchy
 
and
 
growth
 
plan,
 
since
 
the
 
home
 
guide
 
will
 
 be
 
promoted
 
to
 
customer
 
care
 
executive
 
after
 
6
‐
2
 
months
 
of
 
satisfactory
 
work
 
performance.
 
So
 
every
 
employee
 
felt
 
like
 
“
Over
 
promised
 
by
 
the
 
HR
 
and
 
under
 
delivered”
 
in
 
terms
 
of
 
money
 
and
 
growth
 
plan,
 
and
 
the
 
lack
 
of
 
perfect
 
job
 
description
 
and
 
overlapping
 
of
 
work
 
profiles
 
further
 
added
 
to
 
confusion
 
and
 
to
 
their
 
job
 
dissatisfaction.
 
Since
 
the
 
organized
 
retail
 
is
 
in
 
primitive
 
stage
 
in
 
India,
 
the
 
HR
 
was
 
practically
 
not
 
able
 
to
 
organize
 
and
 
fit
 
it
 
as
 
per
 
Indian
 
standards.
 
The
 
Roles
 
and
 
responsibilities
 
and
 
 jobs
 
were
 
designed
 
as
 
per
 
western
 
and
 
European
 
standards,
 
which
 
did
 
not
 
suit
 
here.
 
To
 
 boost
 
the
 
morale
 
of
 
sales
 
person
 
on
 
floor,
 
the
 
HR
 
initiated
 
very
 
good
 
sales
 
incentives,
 
planned
 
as
 
per
 
store
 
category.
 
But
 
the
 
sales
 
force
 
was
 
shifted
 
from
 
one
 
category
 
to
 
other
 
category
 
very
 
frequently,
 
whenever
 
required,
 
especially
 
during
 
weekends
 
due
 
to
 
heavy
 
customer
 
foot
 
falls.
 
Now
 
there
 
was
 
a
 
problem
 
of
 
incentive
 
bifurcation
 
for
 
an
 
employee
 
when
 
he
 
was
 
shifted
 
in
 
another
 
category.
 
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