JAIPURIA INSTITUTE OF MANAGEMENT (LUCKNOW)

Project Report On

HR In t !t "e#$
S%&' tte( )* +

R!" Pr!t!p S n,M!n!,e'ent Tr! nee. J! p%r ! In#t t%te O/ M!n!,e'ent. L%c0no1

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ACKNOWLE2GEMENT
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 Mr3 P!44!" 2%&e* for acting as a mentor and as a catalyst during entire duration of my project. I also thank him for providing continuous cooperation support and expert guidance throughout my project, whenever needed. I also thank all the 2ep!rt'ent M!n!,er# 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 !" Initiatives # &hahdara, 'ew (elhi. has been done by me at $ig $a%aar in

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IN2IAN RETAIL IN2USTR5

India is the *th largest economy in the world in +urchasing +ower +arity ,+++- terms after .&/, 0hina and 1apan. In 222), India became the second fastest growing economy in the world with a growth rate of 3.24.The economy is expected to grow at 5634 per annum for the next 7 years. !owever the average income of an Indian evaluated on the basis of 8(+ per capita is 9:22 ,"s25;22-. <n this measure India figures a lowly 125 in a committee of 155 nations in the !uman (evelopment "eport ,!("- 2227 produced by .nited 'ations (evelopment +rogram ,.'(+-. <n the other extreme, India has one of the highest savings rate in the world with "s 2; of every "s 122 of its national income being saved. These extremities leaves a lot of opportunity for marketers, both Indian and international. <ne of the key growth factors has been the shift to service sector which accounts for 724 of the total 8(+. =ed 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. "etailing in India is one of the significant contributors to the India economy and accounts for )74 of the 8(+. India has a large number of retail enterprises. >ith close to 12 million retail outlets India has one of the highest retail densities in the world, but only *4 being larger than 722 s? ft in si%e. In terms of the structure, the industry is fragmented and predominantly consists of independent, owner6managed shops. The retail businesses include a variety of traditional retail formats, such as @kirana@ stores which stock basic household necessities ,including food products-, street markets6regular markets held at fixed centre retailing food and general merchandise items, street vendors6mobile retailers essentially selling perishable food items6fruits, vegetables etc and small non speciali%ed retailers. India has a large number of retail enterprises. >ith close to 12 million retail outlets India has one of the highest retail densities in the world. In terms of the structure, the industry is fragmented and predominantly consists of independent, owner6managed shops.
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Fr!,'ente( n!t%re o/ In( !n ret! 4

Aigration from unorgani%ed to organi%ed retail has been visible with economic development, in most economies.

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FOREIGN )RAN2S 6 RETAILERS PRESENT IN IN2IA

0onsumerism and brand proliferation has been another enabler for organi%ed retailing in India. Aost of the worldBs leading brands are now present in India. &ome of the well6known names that have set6up their operations in the country areC6

F%t%re Gro%p
Duture 8roup is IndiaBs leading business group that caters to the entire Indian consumption space. =ed by Ar. Eishore $iyani, the Duture 8roup operates through six verticalsC "etail, 0apital, $rands, &pace, Aedia and =ogistics C F%t%re Ret! 4 ,encompassing all lines of retail business-, F%t%re C!p t!4 ,financial products and services-, F%t%re )r!n(# ,all brands owned or managed by group companies-, F%t%re Sp!ce ,management of retail real estate-, F%t%re Lo, #t c# ,management of

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supply chain and distribution- and F%t%re Me( ! ,development and management of retail media. /part from +antaloon "etail, the groupBs presence in the retail space is complemented by group companies, Indus =eague 0lothing, which owns leading apparel brands like Indigo 'ation, &cullers and .rban Foga, and 8alaxy Gntertainment =imited that operates $owling 0o, &ports $ar, D12) and $rew $ar. The groupBs joint venture partners include Drench retailer GT/A group, .&6based stationary products retailer, &taples and .E6based =ee 0ooper. 8roup company, +lanet "etail, owns and operates the franchisee of international brands like Aarks H &pencer, 'ext, (ebenhams and 8uess in India. The groupBs Indian joint venture partners include, Aanipal !ealthcare, TalwalkarBs, $lue Doods and =iberty &hoes. Duture 0apital !oldings, the groupBs financial arm, focusses on asset management and consumer credit. It manages assets worth over 91 billion that are being invested in developing retail real estate and consumer6related brands and hotels. The group has launched a consumer credit and financial supermarket format, Duture Aoney and soon plans to offer insurance products through a joint venture with Italian insurance major, 8enerali. The group is currently developing over 72 malls and consumption centers across the country and has formed a joint venture company focusing on mall management with &ingapore6based 0apita=and, one of /siaBs largest property companies. The groupBs flagship company, +antaloon "etail ,India- =imited operates over 7 million s?uare feet through *22 stores in *2 cities. &ome of its leading retail formats include, +antaloons, $ig $a%aar, 0entral, Dood $a%aar, !ome Town, GIone, (epot, !ealth H $eauty Aalls and online retail format, futureba%aar.com. Duture 8roup companies include, Indus =eague 0lothing, that owns and retails brands like Indigo 'ation and &cullers and 8alaxy Gntertainment that manages &ports $ar, $rew $ar and $owling 0o. Duture 0apital !oldings, the groupBs financial arm, focusses on asset management and consumer credit. It manages assets worth over 91 billion that are being invested in developing retail real estate and consumer6related brands and hotels.
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The groupBs joint venture partners include Italian insurance major, 8enerali, Drench retailer GT/A group, .&6based stationary products retailer, &taples and .E6based =ee 0ooper and India6based TalwalkarBs, $lue Doods and =iberty &hoes. Duture 8roupBs vision is to, deliver Gverything, Gverywhere, Gverytime to Gvery Indian 0onsumer in the most profitable manner.# The group considers JIndian6nessB as a core value and its corporate credo is 6 "ewrite rules, "etain values. Duture# K the word which signifies optimism, growth, achievement, strength, beauty, rewards and perfection. Duture encourages us to explore areas yet unexplored, write rules yet unwrittenL create new opportunities and new successes. To strive for a glorious future brings to us our strength, our ability to learn, unlearn and re6learn, our ability to evolve. >e, in Duture 8roup, will not wait for the Duture to unfold itself but cre!te /%t%re #cen!r o# in the con#%'er #p!ce and facilitate consumption because consumption is development. Thereby, we will effect socio6economic development for our customers, employees, shareholders, associates and partners. <ur customers will not just get 1-!t they nee(, but also get them 1-ere. -o1 and 1-en they need. >e will not just post satisfactory results, we will 1r te #%cce## #tor e#. >e will not just operate efficiently in the Indian economy, we will e"o4"e it. >e will not just spot trends, we will #et tren(# by marrying our understanding of the Indian consumer to their needs of tomorrow. It is this understanding that has helped us succeed. /nd it is this that will help us succeed in the Duture. >e shall keep relearning. /nd in this process, do just one thing. Re1r te R%4e#3 Ret! n 7!4%e#3$

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Gro%p 7 # on
Duture 8roup shall deliver Gverything, Gverywhere, Gverytime for Gvery Indian 0onsumer in the most profitable manner.

Gro%p M ## on
>e 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. >e will be the trendsetters in evolving delivery formats, creating retail realty, making consumption affordable for all customer segments K for classes and for masses. >e shall infuse Indian brands with confidence and renewed ambition. >e shall be efficient, cost6 conscious and committed to ?uality in whatever we do. >e shall ensure that our positive attitude, sincerity, humility and united determination shall be the driving force to make us successful.

Core 7!4%e#
IndiannessC confidence in ourselves. =eadershipC to be a leader, both in thought and business. "espect H !umilityC to respect every individual and be humble in our conduct. IntrospectionC leading to purposeful thinking. <pennessC to be open and receptive to new ideas, knowledge and information.

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 Maluing and 'urturing "elationshipsC to build long term relationships. &implicity H +ositivityC &implicity and positivity in our thought, business and action. /daptabilityC to be flexible and adaptable, to meet challenges. DlowC to respect and understand the universal laws of nature.

M!jor M 4e#tone#
89:; 8998 899< 899= 0ompany incorporated as Aan% >ear +rivate =imited. =aunch of +antaloons trouser, IndiaBs first formal trouser brand. =aunch of $/"G, the Indian jeans brand. Initial public offer ,I+<- was made in the month of Aay. The +antaloon &hoppe K exclusive menswear store in franchisee format launched across the nation. The company starts the distribution of branded garments through multi6brand retail outlets across the nation. 1ohn Ailler K Dormal shirt brand launched. +antaloons K IndiaBs family store launched in Eolkata. $ig $a%aar, JIs se sasta aur accha kahi nahinB 6 IndiaBs first hypermarket chain launched. Dood $a%aar, the supermarket chain is launched. 0entral K J&hop, Gat, 0elebrate In The !eart <f <ur 0ityB 6 IndiaBs first seamless mall is launched in $angalore. Dashion &tation 6 the popular fashion chain is launched a== K Ja little largerB 6 exclusive stores for plus6si%e individuals is launched

899> 899; <??8 <??< <??= <??>

<??@

Duture 0apital !oldings, the companyBs financial arm launches real estate funds Eshitij and !ori%on and private e?uity fund Indivision. +lans forays into insurance and consumer credit. Aultiple retail formats including 0ollection i, Durniture $a%aar, &hoe Dactory, GIone, (epot and futureba%aar.com are

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launched across the nation. 8roup enters into joint venture agreements with GT/A 8roup and 8enerali.

)OAR2 OF 2IRECTORS
Mr3 K #-ore ) *!n . M!n!, n, 2 rector Eishore $iyani is the Aanaging (irector of +antaloon "etail ,India=imited and the 8roup 0hief Gxecutive <fficer of Duture 8roup. Mr3 Gop 0 #-!n ) *!n . W-o4et 'e 2 rector 8opikishan $iyani, is a commerce graduate and has more than twenty years of experience in the textile business. Mr3 R!0e#- ) *!n . W-o4et 'e 2 rector "akesh $iyani, is a commerce graduate and has been actively involved in category managementL retail stores operations, IT and exports. !e has been instrumental in the implementation of the various new retail formats. 1. Ar. &anjeev /garwal, <peration and 0hief <perating <fficer. 2. Ar. &hailesh !aribhakti, Independent (irector. ). Ar. & (oreswamy, Independent (irector. *. (r. ( < Eoshy, Independent (irector. 7. As. /nju +oddar, Independent (irector. :. Ar. $ala (eshpande, Independent (irector. 5. Ar. /nil !arish, Independent (irectior.

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PANTALOON RETAIL (IN2IA) LIMITE2 ,Incorporated in the "epublic of India with limited liability under the 0ompanies /ct, 1;7:<ne of IndiaBs leading organi%ed multi format retailers and are pioneers in Indian hyper market business, promoted by Eishore $iyani. +art of the Duture 8roup. Drom our beginning in 1;35, we have today evolved as one of the leading retailer and are among the pioneers in setting up a nation6wide chain of large format stores in India. >e believe that the various initiatives taken by us have played a key role in enhancing the standards of retail in the country. >e are an entrepreneur driven, professionally managed retailer focused on meeting the customer re?uirements for a large component of their spend across fashion, food, general merchandise, home in both value and lifestyle segments. >e have also entered into partnershipsNjoint ventures to expand our offerings from home to apparel to household products to durables etc. >e believe our focus on customers supported 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. >e started our operations with one store in Eolkata in 1;;:, occupying an area of 3222 s? ft. +resently we operate 127 stores, ,including franchisee stores and factory outlets- in over 27 cities spread across the country occupying an aggregate area of ),1:7,*;3 s? ft ,as on <ctober 17, 222:-. >e started our operations with a trouser brand, +antaloon. In our initial stages we had small format outlets branded +antaloon &hoppe, which were franchise operations. "eali%ing the problems associated with franchise model, we decided to have our own retail outlets. +antaloons is our first organi%ed 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. >e offer a wide variety of product range including trousers, shirts, casual wear, western and ethnic wear for women, childrenBs clothes,
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accessories and jewellery. >e provide a combination of private label and third +arty =abel. >e have introduced a uni?ue concept of Jcellular %onesB within our stores that provides the consumer with all the brands pertaining to a category, showcased together.

Dor e.g., a consumer while shopping for ladies ethnic wear would find all possible brands clustered together, making her shopping experience easy and convenient. <ur business is identifiable under two major segmentsC ,i- Malue retailing ,ii- =ife &tyle retailing

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>e believe that managing customer expectation by offering them all the re?uirements for their entire family under one roof is the key to being a successful retailer, and hence have built our business model around Jfamily focusB rather than Jindividual focusB. >e believe addressing the family attracts more customers into the store. +romotions and events are an integral part of our service offering to our customer, which helps us create a uni?ue shopping experience.

ETHICAL 7ALUES
In( !nne## +

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The core value of company is I'(I/'6'G&&. The company is developing an Indian model of retailing because India is a uni?ue country and Indian customers have a uni?ue culture and value system. ThatBs 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 shop6in6shop categories and a mix of big retailer partnering with the small6time shopkeepers.

Le!(er#- p+
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.

Re#pect+
The company respects the individual. Dor instance, employees are considered as internal customers, suppliersNvendors are treated as partners in progress. The company believes in long6term value6driven customer relationship rather than one6off deals.

2e( c!t on+

The company is dedicated to customer satisfaction. This is why it has a no6?uestions6asked exchange policy and offering products which customers need. The company follows an inverse pyramid structure of organi%ation where the $oard of (irectors are at the bottom and the customer service executive is on the top.

Se4/A2e"e4op'entC
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The company is in the continuous process of self6development 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. /s a result, the company is always in a state of learning.

Intro#pect on+
Introspection is the key corporate value. The company has passed through a number of inflection points in its short life span and emerged successful. The companyBs 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.

A//4 !te( Co'p!n e#

Ho'e So4%t on# Ret! 4 (In( !) L ' te( !ome &olutions "etail ,India- =imited ,HSRIL- offers complete retailing solutions for all products and services related to home building and home improvement. The key product categories are 0onsumer (urable H Glectronics ,0(G-, Durniture, !ome furnishing H decor, !ome improvement and !ome services. !&"I= operates retail format 0ollection6i, Durniture $a%aar, Glectronics $a%aar, !ome Town and e6 %one.
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F%t%re )r!n(# L ' te( Duture $rands =imited ,F)L- has been incorporated on 'ovember, 222: and is involved in the business of creating, developing, managing, ac?uiring and dealing in consumer6related brands and I+"s ,Intellectual +roperty "ights-.

F%t%re Me( ! (In( !) L ' te( Duture Aedia ,India- =imited ,FMIL- was incorporated as the 8roupBs media venture, aimed at creation of media properties in the ambience of consumption and thus offers active engagement to brands and consumers. DAI= offers relevant engagement through its media properties like Misual &paces, +rint, "adio, Television and /ctivation.

F%t%re Lo, #t c So4%t on# L ' te( Duture =ogistic &olutions =imited ,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 third6parties.

F%t%re AB o' Te4eco' L ' te( Duture /xiom Telecom =imited is a 1oint Menture with /xiom Telecom ==0, ./G. The 0ompany has a 724 stake in Duture /xiom Telecom =imited (FATL) which is a joint venture 0ompany with /xiom Telecom ==0, ./G. The 0ompany would be engaged in sourcing and wholesale distribution of mobile handsets, accessories and in setting up service centres for mobile handsets in India.

P!nt!4oon Foo( Pro(%ct (In( !) L ' te( +antaloon Dood +roduct ,India- =imited ,PFPIL- was incorporated with
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the object of sourcing and backward integration of food business of the 0ompany. +D+I= has sourcing and distribution bases at all key cities across the country.

F%t%re Kno14e(,e Ser" ce# L ' te( Duture Enowledge &ervices =imited ,FKSL- was incorporated on 1anuary, 2225 and is engaged in the business of business process outsourcing and knowledge process outsourcing.

F%t%re C!p t!4 Ho4( n,# L ' te( Duture 0apital !oldings =imited ,FCH- was formed to manage the financial services business of +antaloon "etail ,India- =imited and other group entities. D0! is one of the fastest growing financial services company in India, with presence in /sset /dvisory, "etail Dinancial &ervices and +roprietary "esearch. The company operates a consumer finance retail format, Duture Aoney and manages assets worth over .&9 1 $illion through Indivision, Eshitij, !ori%on and Duture !ospitality Dunds. D0! subsidiary companies include Eshitij Investment /dvisory 0ompany =td., /mbit Investment /dvisory 0ompany =td., and Indivision Investment /dvisors =td.

F%t%re Gener!4 In( ! In#%r!nce Co'p!n* L ' te( Duture 8enerali India Insurance 0ompany =imited ,FGIICL- was incorporated on <ctober )2, 222: to undertake and carry on the business of general insurance. The approval for carrying on 8eneral Insurance $usiness has been received from the Insurance "egulatory and (evelopment /uthority of India ,I"(/- on &eptember *, 2225.

F%t%re Gener!4 In( ! L /e In#%r!nce Co'p!n* L ' te(

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Duture 8enerali India =ife Insurance 0ompany =imited , FGILICL- was incorporated on <ctober )2, 222: 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 =ife Insurance $usiness has been received from the I"(/ in &eptember, 2225.

F%t%re&!C!!r In( ! L ' te( Dutureba%aar India =imited ,F)IL- is set up as the e6"etailing arm of the Duture 8roup for providing on6line shopping experience. Dutureba%aar.com was launched on 1anuary 2, 2225, and has emerged as one of the most popular online shopping portals in India. It was awarded with the $est Indian >ebsite# award, in the shopping category, by the +0 >orld Indian >ebsite /wards 3

St!p4e# F%t%re O// ce Pro(%ct# Pr "!te L ' te( &taples Duture <ffice +roducts +rivate =imited , SFOPPL- was incorporated on 1anuary, 2225 and is involved in the business of dealing in all kinds of office supplies, office e?uipments and products. &D<++= is a joint venture between the 0ompany and &taples /sia Investment =imited ,a subsidiary of &taples Inc .&/-. The companyBs first retail outlet opened in $angalore in (ecember, 2225.

MO2ERN RETAIL FORMATS

FORMAT (epartmental &tores 2EFINITION 7ALUE POSITION and

Aultiple product categories, &ervice usually lifestyle driven with choice apparelNaccessories dominating

&upermarketNconvenie Dood and household products nce stores

0onvenience

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!ypermarketsNdiscoun =arge stores in big box +rice t stores format,with volume based choice discounted prices &peciality storesNcategory killer &eamless mall Gxtensive range of products &ervice under a single category

and

/pparel, accessories, lifestyle 0onvenience, products, entertainment service and choice

WHAT IS HUMAN RESOURCE MANAGEMENTD

The effective use of people to achieve both organi%ational and individual goals The effective recruitment, selection, development, compensation, and utili%ation of human resources by organi%ations

)e/ore /e1 *e!r#

!." manager was only black box

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Their role was more closely aligned with personnel and administration functions. +otent 'ew ! " "ole "ecruiting !iring Training <rgani%ation (evelopment 0ommunication

Ne1 H R Ro4e
0oaching +olicy "ecommendation &alary and $enefits Team $uilding Gmployee "elations =eadership

HRM HAS INCREASE2 IN IMPORTANCE SINCE THE 89:?S3 WH5D

8lobali%ation 8overnment regulation

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 &tronger knowledgeNresearch base 0hanging role for labor unions 0hallenge of matching worker expectations with competitive demands

WHAT MOTI7ATES EMPLO5EESD

Deeling in# on things 8ood wages 8ood working conditions 1ob security Dull appreciation of work that is done Tactful disciplining Gmployer loyalty to employees Interesting work +romotion and growth in the organi%ation

WHAT MOTI7ATES EMPLO5EESD

"ank Deeling in# on things 8ood wages 1 8ood working conditions * 3

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1ob security 2 Dull appreciation of work that is done 7 Tactful disciplining ; Gmployer loyalty to employees 5 Interesting work +romotion and growth in the organi%ation : )

A ne1 'o(e4 o/ HRM # nee(e(

Aore strategic ,not strictly focused on day6to6day operational needsAore proactive ,less reactiveAore of a consultant to line management ,less of a bureaucratic specialistAore of a consultant to line management ,less of a bureaucratic specialistAore of an employee champion# ,less of an organi%ational cop#-

Co'petenc e# nee(e( /or HRM

+ersonal credibility $usiness mastery !" mastery 0hange mastery

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H%'!n re#o%rce# is an increasingly broadening term with which an organi%ation, or other human system describes the combination of traditionally administrative personnel functions with ac?uisition and application of skills, knowledge and experience, Gmployee "elations and resource planning at various levels. The field draws upon concepts developed in IndustrialN<rgani%ational +sychology and &ystem Theory. !uman 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 terms of Ohuman resources developmentO, and can go beyond just organi%ations 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 organi%ation that deals with hiring, firing, training, and other personnel issues, typically referred to as Phuman resources managementO.

Ke* /%nct on#

!uman resource management serves these key functionsC 1. "ecruitment H &election 2. Training and (evelopment ,+eople or <rgani%ation). +erformance Gvaluation and Aanagement *. +romotions 7. "edundancy :. Industrial and Gmployee "elations 5. "ecord keeping of all personal data. 3. 0ompensation, pensions, bonuses etc in liaison with +ayroll

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;. 0onfidential advice to internal OcustomersO in relation to problems at work 12. 0areer development

H%'!n Re#o%rce 2e"e4op'ent

In organi%ations, in terms of selection it is important to consider carrying out a thorough job analysis to determine the level of skillsNtechnical abilities, competencies, flexibility of the employee re?uired etc. /t 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 out6with the powers of the organi%ation and include issues such as current and future trends of the labor market e.g. skills, education level, government investment into industries etc. <n the other hand internal influences are easier to control, predict and monitor, for example management styles or even the organi%ational culture.

M!jor tren(#
In order to know the business environment in which any organi%ation operates, three major trends should be consideredC

(emographics K the characteristics of a populationNworkforce, for example, age, gender or social class. This type of trend may have an effect in relation to pension offerings, insurance packages etc. (iversity K the variation within the populationNworkplace. 0hanges in society now mean that a larger proportion of organi%ations are made up of @baby6boomers@ 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 make6up of society insofar as race, gender, sexual orientation, etc.

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&kills and ?ualifications K 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.

In( " (%!4 re#pon#e#

In regard to how individuals respond to the changes in a labour market the following should be understoodC

8eographical spread K how far is the job from the individualQ The distance to travel to work should be in line with the pay offered by the organi%ation and the transportation and infrastructure of the area will also be an influencing factor in deciding who will apply for a post. <ccupational structure K the norms and values of the different careers within an organi%ation. Aahoney 1;3; developed ) different types of occupational structure namely craft ,loyalty to the profession-, organi%ation career ,promotion through the firm- and unstructured ,lowerNunskilled workers who work when needed-. 8enerational difference Kdifferent age categories of employees have certain characteristics, for example their behavior and their expectations of the organi%ation.

Recr% t'ent 'et-o(#

>hile recruitment methods are wide and varied, it is important that the job is described correctly and that any personal specifications are stated. 1ob recruitment methods can be through job centres, employment agenciesNconsultants, headhunting, and localNnational newspapers. It is important that the correct media is chosen to ensure an appropriate response to the advertised post.

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>here organisations donOt 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 speciali%es in the area that the organisation re?uires.

Fr!'e1or0
!uman "esources (evelopment is a framework for the expansion of human capital within an organi%ation or ,in new approaches- a municipality, region, or nation. !uman "esources (evelopment is a combination of training and education, in a broad context of ade?uate health and employment policies, that ensures the continual improvement and growth of both the individual, the organisation, and the national human resourcefulnes. /dam &mith states, The capacities of individuals depended on their access to education#. !uman "esources (evelopment is the medium that drives the process between training and learning in a broadly fostering environment. !uman "esources (evelopment is not a defined object, but a series of organised processes, with a specific learning objective# >ithin a national context, it becoms a strategic approach to intersectoral linkages between health, education and employment.

Str%ct%re
!uman "esources (evelopment is the structure that allows for individual development, potentially satisfying the organi%ationBs, or the nationOs goals. The development of the individual will benefit both the individual, the organi%ation, or the nation and its citi%ens. In the corporate vision, the !uman "esources (evelopment framework views employees, as an asset to the enterprise whose value will be enhanced by development, Its primary focus is on growth and employee developmentRit emphasises developing individual potential and skills# !uman "esources (evelopment in this treatment can be in6room group training, tertiary or vocational courses or mentoring and coaching by senior employees with the aim for a desired outcome that will develop the individualBs performance. /t the level of a national strategy, it can be a

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broad intersectoral approach to fostering creative contributions to national productivity

Tr! n n,
/t the organi%ational level, a successful !uman "esources (evelopment program will prepare the individual to undertake a higher level of work, organi%ed learning over a given period of time, to provide the possibility of performance change# ,'adler 1;3*-. In these settings, !uman "esources (evelopment is the framework that focuses on the organi%ations competencies at the first stage, training, and then developing the employee, through education, to satisfy the organi%ations long6term needs and the individualsB career goals and employee value to their present and future employers. !uman "esources (evelopment can be defined simply as developing the most important section of any business its human resource by, attaining or upgrading the skills and attitudes of employees at all levels in order to maximise the effectiveness of the enterprise# ,Eelly 2221- S1)T. The people within an organi%ation are its human resource. !uman "esources (evelopment from a business perspective is not entirely focused on the individualBs growth and development, development occurs to enhance the organi%ationOs value, not solely for individual improvement. Individual education and development is a tool and a means to an end, not the end goal itself#. ,Glwood D. !olton II, 1ames >. Trott 1r- S1*T. 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 brain6drain they experience. In conversations with clients, sources, and candidates, one can see more and more companies seeking to change the role of their !uman "esources organi%ation from a passive compensation, benefits and compliance role to a human resources organi%ation which is a highly proactive partner playing a leadership role in helping to frame the companyBs operating strategies to meet corporate objectives. This future role of !uman "esources is currently seen in companies known for pursuing $est +ractices.#

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In these companies, the !uman "esource organi%ation is an important strategic partner in developing the goals and implementing the tactics of the firm. Through a mixed model of centrali%ed and decentrali%ed functions, the corporate !" functions are viewed as 0enters of Gxcellence,# while each &trategic $usiness .nit ,&$.- is assigned an !" generalist reporting to the business unit manager ,with a dotted line# to the head of corporate !"-. The generalist supporting the &$. must have a strong understanding of the business or functional area to be effective. In this new model of the !" organi%ation, it is vital that members develop strong consulting skills. The !" generalists, who function as consultants, must understand and appreciate the mind6set of being a strategic partner with their &$.. In addition, as consultants,# they must develop employee relations# skills to not just define problems, but to work with teams to solve them. 0orporate !" becomes a site for 0enters of Gxcellence# containing the shared services of 0ompensation, $enefits, and <rgani%ation (evelopment ,which has a much expanded role-. <ften the firm sets up a virtual# !" area to handle interactive benefits administration ,by dial6 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 high6 level commitment to change. 0ompanies which have successfully implemented organi%ational change have avoided jumping on the bandwagon# or using the current bu%%word programs ,which can seriously damage credibility-, while executing plans that are authentic and sustainable, and which have the commitment from senior management. >ith !" on board as a strategic partner, the !" department plays an important role in a &trategic $usiness 'eeds /ssessment to determine the direction of the firm ,>here are we going as a businessQ-. / gap analysis is performed to determine the difference between the core competencies currently held and the skills needed to get the firm to where it wants to be. The !" department is designed in keeping with the corporate strategy, and works closely with the &$.s to measure and develop the core
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competencies ,which may re?uire several iterations-. /long with the &$.s, !" determines how to best provide competency training and how the <rgani%ation (evelopment department ,<(- can best provide a continuous education process, e.g., 1ust in Time Training,# and mentoring. The <( function ,a 0enter of Gxcellence- is broadened greatly, as this role becomes very important in training and facilitating during an organi%ational redesign. /s part of the redesign, the core competencies for each affected position are developed and <( plays a vital role in helping employees obtain the tools and knowledge needed to meet or exceed these goals. The role of the !" !ead is also greatly expanded. This executive serves on the firmBs &trategy 0ouncil and must be very strategic 6 seeing !"Bs role as an important strategic partner with the &$.Bs. This person either reports directly to one of the top executives, or is given fre?uent access to them ,beyond membership on the &trategy 0ouncil-. /s a change agent, an important part of the !" headBs compensation package becomes incentives 6 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 organi%ation, not just the change effort in !" / strong belief in empowering employees and decentrali%ing decision6making / commitment to organi%ationalNpeople development The confidence to be a consultative business partner in !" issues ,as opposed to an employee advocate# on the one hand, or the people police# on the other The capacity to both recogni%e problems as they occur and work with others to solve them +roven experience in planning and implementing a strategic !" role +atience 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 urgencyNimportance for the change efforts.

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'o 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. Durther, any program of major changes will take several years to fully develop and implement across the firm. In undertaking change, the !uman "esources (epartment has the opportunity to become an integral part of the corporation, a driver of change, and a valuable strategic resource.

A&o%t ) , )!C!!r S-!-(!r! +

$ig ba%aar, shahdara is a biggest $ig $a%aar in the north %one.It established on 22 june,2223. Foo( )!C!!r + /ll food items, pulses, grains, fresh fruits, vegetables, (ry Druits. . 2epot + $ook shop offering novels, cassettes H 0(s, stationeries, books. One Mo& 4e + / mobile shop offering latest and affordable handsets.

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App!re4 + Dor =adies, Aens, Eids for all season. >estern, ethnic, casuals H formals GMAHo'e + Gntire range of kitchen need, .tensils, +lasticswear, !ome6 linen GMAF!#- on + /ccessories, =uggage, 8ift items F%rn t%re )!C!!r+ <ffers an entire range of !ome Durniture at affordable pricing. E4ectron c )!C!!r + <ffers the best deals in branded electronic goods.

Tot!4 E'p4o*ee#+ 8=?

S!njee"!n Te!'+
This is a team made for employees by the employees and with the employees. There are two members chosen by !" manager, who are responsible for take care of sanjeevani team. If any employee feel uncomfortable heNshe can contact to sanjeevani members. They will provide treatment and all type of facility whatever needed.

S!njee"!n 2octor+
/ doctor is available all time for the sanjevani team in store.

Prern! Te!'+
This team is also made for employees by the employees and with the employees. In this team there are two members chosen by !" manager, who are responsible for all the activities of this team. Team is made for taking suggestions from employees. <ne can give hisNher suggestions and that will be directly taken in consideration by head office.
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Jaipuria Institute Of Management, Lucknow

G%r%0oo4+
This is a classroom where employee learns new lessons of life beyond business. !onesty, kindness and dedication towards work are the things that makes a person different from others. In gurukool ,in /hmedabademployees learn all those vital lessons.

Store Le"e4 A1!r(#+

Gmployee of the month C <n the basis of each and every aspect of activity and performance every month a employee selected for this award. 0ashier of the month C 0ashing is one of the most responsible job in store. &o cashing without error, good behavior with customers and other necessary aspects make best cashier of the month.

A STORE LE7EL INITIATI7E Green Te!'+

"ecently a team is been organi%ed to check the overall paper wastage, electricity wastage and all the environment protection related activities. There are two members chosen by !" manager.

ATTRITION RATE
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. >e have now strength of 1*2 employees.

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