JAIPURIA INSTITUTE OF MANAGEMENT

(LUCKNOW)

Project Report On

“HR Initiatives”

Submitted By :

Ravi Pratap Singh

Management Trainee, 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 support 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)
terms 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 accounts 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
accounts 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 terms
of the structure, the industry is fragmented and predominantly consists of
independent, owner-managed shops.

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 terms of the
structure, the industry is fragmented and predominantly consists of
independent, owner-managed shops.

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Fragmented nature of Indian retail

Migration from unorganized to organized retail has been visible with economic
development, in most economies.

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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:-

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 (encompassing 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.

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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 joint venture partners include French retailer ETAM group, US-
based stationary products retailer, Staples and UK-based 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 joint venture partners include, Manipal Healthcare, Talwalkar’s,
Blue Foods and Liberty Shoes.

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 joint venture with Italian insurance major, Generali.

The group is currently developing over 50 malls and consumption centers

across the country and has formed a joint 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.

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The group’s joint 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.

“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

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Future Group shall deliver Everything, Everywhere, Everytime for Every Indian
Consumer in the most profitable manner.

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

1987 Company incorporated as Manz Wear Private Limited. Launch of

Pantaloons trouser, India’s first formal trouser brand.
1991 Launch of BARE, the Indian jeans brand.
1992 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.
1995 John Miller – Formal shirt brand launched.
1997 Pantaloons – India’s family store launched in Kolkata.
2001 Big Bazaar, ‘Is se sasta aur accha kahi nahin’ - India’s first
hypermarket chain launched.
2002 Food Bazaar, the supermarket chain is launched.
2004 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

2006 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 joint venture agreements with ETAM Group and
Generali.

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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/joint ventures to expand our
offerings from home to apparel to household products to durables etc. We
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. 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 trouser 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.

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 trousers, 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.

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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

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

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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 :

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 long-term value-driven customer relationship rather
than one-off deals.

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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 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 passed 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.

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Affliated Companies

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 consumer-related 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 Joint Venture with Axiom Telecom LLC, UAE.
The Company has a 50% stake in Future Axiom Telecom Limited (FATL) which is
a joint 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 dealing in all kinds of office
supplies, office equipments and products. SFOPPL is a joint 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

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 FORMAT DEFINITION VALUE POSITION
Departmental Stores Multiple product categories, Service and
usually lifestyle driven with choice
apparel/accessories dominating
Supermarket/convenien Food and household products Convenience
ce stores
Hypermarkets/discount Large stores in big box format,with Price and choice
stores volume based discounted prices
Speciality Extensive range of products under Service
stores/category killer a single category

Seamless mall Apparel, accessories, lifestyle Convenience,

products, entertainment service and
choice

WHAT IS HUMAN RESOURCE MANAGEMENT?

The effective use of people to achieve both organizational and individual goals

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The effective recruitment, selection, development, compensation, and
utilization of human resources by organizations

Before few years

H.R manager was only black box

Their role was more closely aligned with personnel and administration
functions.

 Potent
 New H R Role

 Recruiting

 Hiring

 Training

 Organization Development

 Communication

New H R Role

 Coaching
 Policy Recommendation

 Salary and Benefits

 Team Building

 Employee Relations

 Leadership

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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 expectations with competitive demands

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

Feeling “in” on things 8

Good wages 1

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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”)

Competencies needed for HRM

Personal credibility

Business mastery

HR mastery

Change mastery

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Human resources is an increasingly broadening term with which an
organization, or other human system describes the combination of traditionally
administrative 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 terms 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

2. Training and Development (People or Organization)
3. Performance Evaluation and Management

4. Promotions

5. Redundancy

6. Industrial and Employee Relations

7. Record keeping of all personal data.

8. Compensation, pensions, bonuses etc in liaison with Payroll

9. Confidential advice to internal 'customers' in relation to problems at

work

10.Career development

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Human Resource Development

In organizations, in terms 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:

 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

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 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).

 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 advertised 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

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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 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

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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 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 passive 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

Jaipuria Institute Of Management, Lucknow Page 27

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 supporting 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 members 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 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 administration (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

Jaipuria Institute Of Management, Lucknow Page 28

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.

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
membership 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 opportunity

Jaipuria Institute Of Management, Lucknow Page 29

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

Jaipuria Institute Of Management, Lucknow Page 30

GM-Home : Entire range of kitchen need, Utensils, Plasticswear, Home-linen

GM-Fashion : Accessories, Luggage, Gift items

Furniture Bazaar: Offers an entire range of Home Furniture at affordable

pricing.

Electronic Bazaar : Offers the best deals in branded electronic goods.

Total Employees: 140

Sanjeevani Team:
This is a team made for employees by the employees and with the employees.
There are two members chosen by HR manager, who are responsible for take
care of sanjeevani team. If any employee feel uncomfortable he/she can
contact to sanjeevani members. 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 members 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.

Jaipuria Institute Of Management, Lucknow Page 31

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 members chosen by HR 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. We have now strength of 140 employees.

Jaipuria Institute Of Management, Lucknow Page 32