Group Number- Nairirti Sharma -p44091

Nishi Gupta - p44092

Pavatharani k - p44094
Pradhan P- p44095
Shivaji Prasad Chavan - p44096
C. Venkat- P43012
PART 1
Q1

Job Summary
• The Manager, Exhibitions is responsible for planning, organizing, and executing all
exhibitions and sales events for Gramshree.
• This includes coordinating with artisans, ensuring product quality, managing logistics,
promoting events through various channels, and overseeing sales operations during
exhibitions.
• Strong project management skills are required.
• Ability to lead and supervise a team .
• Works closely with design, marketing, and sales departments.
• Involves product development, quality control, customer relations, and compliances
Job Duties & Responsibilities
• Creating & implementing sales tactics
• Juggle between daily shop activities like visual merchandising and inventory control
• Liaise with the design team on a frequent basis
• Establish a two-way communication channel with customers and design team
Desired Qualifications
• A Bachelor’s degree in Business (desired but not mandatory)
• Three year work experience is preferred in the similar domain
• Team player with good interpersonal skills
• Has knowledge of inventory management and sales forecasting
• Technical know how of software for inventory management & POS
Job Advertisement
• Gramshree is looking for a motivated and experienced retail store manager to manage our
upcoming retail stores in Delhi, Mumbai, and Bangalore.
• Our retail shop supports local artisans and offers our consumers distinctive, high-quality
handcrafted products according to the latest design trends.
JOB ANALYSIS
1. Identification of the job.
In this case – Manager, Exhibitions

2. Collection of Job Information. In this case through:

• Observing the daily task
• Company’s Organizational structure
• Interviews with employees in similar roles
3. Determination of Job tasks.
• Planning and Executing exhibitions
• Managing budget
• Supervising staff
• Coordination with vendors and Partners
4. Identification of Job Competencies. In this case:
• Project Management
• Budgeting
• Team Leadership, etc.
5. Writing the Job Description based on the steps 2-4Validate the job analysis by sharing
the job description with the incumbent or other stakeholders to ensure that it accurately
reflects the requirements of the job.
Group Number- Nairirti Sharma -p44091
Nishi Gupta - p44092
Pavatharani k - p44094
Pradhan P- p44095
Shivaji Prasad Chavan - p44096
C. Venkat- P43012
Q2 Recruitment Strategy for store manager

Job Advertisement for Store Managers at Gramshree:

Join Gramshree: Empowering Artisans, Embracing Sustainability
Gramshree, a groundbreaking nonprofit organization committed to empowering women artisans in
Gujarat, is in search of enthusiastic and motivated Store Managers to oversee our retail operations in
Delhi, Mumbai, and Bangalore. As a Store Manager, you'll be instrumental in expanding Gramshree's
retail footprint and showcasing the exceptional craftsmanship of our artisans.
Responsibilities:

Oversee day-to-day operations of the retail store to ensure a seamless customer experience
Develop and execute effective merchandising and sales strategies to boost revenue
Lead and nurture a high-performing team, fostering a collaborative and customer-focused
environment
Work closely with the design team to curate product offerings aligned with local market trends and
customer preferences
Analyze sales data and customer feedback to identify areas for enhancement and innovation
Contribute to the overall growth and prosperity of Gramshree's retail operations

Requirements:

 Bachelor's degree in retail management, marketing, or a related field

 Minimum of 3-5 years of relevant experience in retail store management or similar roles
 Proven track record of meeting sales targets and driving business growth
 Exceptional interpersonal and communication skills, with the ability to forge strong
relationships with customers and team members
 Genuine appreciation for design, craftsmanship, and the local cultural milieu
 Solid analytical and problem-solving abilities, with a data-driven approach to decision-
making
 Passion for Gramshree's mission of empowering artisans and fostering sustainable livelihoods

At Gramshree, we cultivate an inclusive and supportive workplace culture where employees are
valued like family. We offer competitive compensation, avenues for professional development, and
the opportunity to effect positive change in artisans' lives and their communities.
If you're eager to contribute to our mission of empowering artisans and championing sustainable
livelihoods, apply now and become part of Gramshree's journey.
To apply, kindly send your resume and a cover letter outlining your relevant experience and
enthusiasm for the role to mail

PART 2
Q1

Selection process
screening the 125 applications based on minimum qualification of job
experienced preferred

Testing
cognitive ability test
Job specification test
Group Number- Nairirti Sharma -p44091
Nishi Gupta - p44092
Pavatharani k - p44094
Pradhan P- p44095
Shivaji Prasad Chavan - p44096
C. Venkat- P43012
Personality assessment

Initial interviews
Structured behavioural interview- candidates fit
Open ended questions to asses communication skills

Panel interview with senior member from management team and HR

Job question and situation
Candidates’ alignment with Vales of Gramshree

Reference and Background check

Background check to check candidates’ employment history and Qualifications
Reference from previous employers

Job offer and acceptance

New store manger can be Introduced to the organisation culture and values
Trained to ensure his successful in new role

Q2
Induction Programme for Kamlesh

Weeks 1 and 2:

 Overview of the company: its goals, history, vision, mission, core principles, and ways it
differs from Fabindia.
 Organizational Structure(Heirarchy): Get to know important staff members and comprehend
communication routes and report lines.
 Work Style and Culture: Gramshree workstyle transparent, cooperative, and socially
conscious work environment.
 Goods and Services: Comprehensive knowledge of Gramshree's product categories, sourcing
procedures, and dedication to fair trade.
 Clients: Gramshree's intended market, their requirements, and their purchasing patterns in
contrast to Fabindia's

Weeks 3 and 4

 Mapping Expertise: Determine which areas (such as vendor relationships and product
development) within Gramshree Kamlesh's expertise in the craft sector can be directly applied
to.
 Training & Development: Determine what areas (such as particular software utilized at
Gramshree) Kamlesh might benefit from more training.

 Knowledge Sharing: Motivate Kamlesh to impart his knowledge to colleagues by organizing

seminars or lectures on particular craft areas.
Weeks 5 and 6
 Performance Assessment & Objectives: Clearly define performance expectations and goals
that are in line with Gramshree's and Kamlesh's ambitions.
Group Number- Nairirti Sharma -p44091
Nishi Gupta - p44092
Pavatharani k - p44094
Pradhan P- p44095
Shivaji Prasad Chavan - p44096
C. Venkat- P43012
 Networking & Relationship Building: Arrange for meetings with important stakeholders
(vendors, event planners, craftsmen) in the department of exhibition.
 Feedback and Assistance: Arrange frequent check-ins with Kamlesh to resolve any issues,
provide clarification, and guarantee a smooth transition into the team.

PART 3
Q1
To make the performance appraisal form more robust and appropriate, the following changes
can be proposed:

Introduction of Role-Specific Competencies:

Instead of generic skills, the appraisal form should include competencies specific to the role of
Exhibition Manager.
These competencies could include Exhibition Planning and Execution, Vendor Management, Cost
Optimization, Quality Control, and Artisan Engagement.

Alignment with Organizational Values:

The appraisal form should include a section to evaluate the employee's alignment with Gramshree's
values, such as artisan empowerment, sustainable livelihoods, and holistic development.

Stakeholder Feedback:

Incorporate a 360-degree feedback mechanism, where inputs are gathered from various stakeholders,
including artisans, design team members, customers, and other relevant parties.
This will provide a comprehensive view of the employee's performance from multiple perspectives.

Measurable Performance Indicators:

Define clear and measurable performance indicators for each competency or goal, making the
evaluation more objective and data-driven.
These indicators could be related to metrics such as exhibition revenue, cost savings, customer
satisfaction, or artisan engagement levels.

Self-Assessment and Development Plan:

Include a self-assessment section where the employee can reflect on their strengths, areas for
improvement, and development goals.
Encourage the formulation of a development plan to address identified areas for growth.

Q2
For the role of Exhibition Manager at Gramshree, I would recommend that the performance
appraisal be conducted by a panel comprising the following members:

Director
Cluster Coordinator
Senior Artisan Representative
Group Number- Nairirti Sharma -p44091
Nishi Gupta - p44092
Pavatharani k - p44094
Pradhan P- p44095
Shivaji Prasad Chavan - p44096
C. Venkat- P43012
The rationale behind this panel composition is as follows:

Director:
The Director has an overarching view of the organization's goals, values, and strategic direction. Their
involvement in the appraisal process ensures that the Exhibition Manager's performance is evaluated
in alignment with Gramshree's mission and long-term objectives.
Cluster Coordinator:
The Cluster Coordinator is responsible for overseeing the work of multiple self-help groups and
leaders, including the Exhibition Manager. They have a direct understanding of the Exhibition
Manager's day-to-day operations, challenges, and interactions with artisans and other stakeholders.
Their input would provide valuable insights into the Exhibition Manager's performance from an
operational perspective.
Senior Artisan Representative:
Artisan engagement and empowerment are at the core of Gramshree's values. Including a Senior
Artisan Representative in the appraisal panel would ensure that the Exhibition Manager's performance
is evaluated from the perspective of the artisans themselves. This representative can provide feedback
on the Exhibition Manager's ability to understand and cater to the needs of the artisans, foster a
positive working relationship, and contribute to their overall development.

By involving these key stakeholders, the performance appraisal process for the Exhibition Manager
would incorporate diverse perspectives and ensure a holistic evaluation. The Director brings a
strategic viewpoint, the Cluster Coordinator provides an operational lens, and the Senior Artisan
Representative represents the artisan community, which is at the heart of Gramshree's mission.
This panel composition aligns with Gramshree's values of inclusivity, stakeholder engagement, and
promoting sustainable livelihoods for artisans. It also ensures that the Exhibition Manager's
performance is assessed not only based on operational metrics but also on their ability to uphold
Gramshree's ethos and positively impact the artisan community.

Q3 Staffing factors that could contribute to customer complaints about product quality and lack
of uniform pricing at Gramshree's retail stores:

a. Lack of understanding of Gramshree's mission and values: The retail store managers may not have
a deep understanding of Gramshree's commitment to empowering artisans, promoting sustainable
livelihoods, and preserving traditional craftsmanship. This disconnect could lead to decisions that
prioritize profitability over quality and consistency.
b. Insufficient knowledge of products and artisan skills: The store managers may lack adequate
knowledge about the products, the artisanal techniques used, and the stories behind each piece. This
could result in poor communication with customers, leading to dissatisfaction and complaints.
c. Limited customer service skills and cultural sensitivity: Retail store managers may not have
received proper training in customer service, communication, and understanding the cultural nuances
of different customer segments. This could contribute to a subpar shopping experience and
complaints.
d. Misalignment with Gramshree's pricing strategy: The store managers may not be fully aligned with
Gramshree's pricing philosophy, which considers factors beyond just profitability, such as artisan
empowerment and sustainable practices. This could lead to inconsistent pricing across stores.
Group Number- Nairirti Sharma -p44091
Nishi Gupta - p44092
Pavatharani k - p44094
Pradhan P- p44095
Shivaji Prasad Chavan - p44096
C. Venkat- P43012
e. Inadequate onboarding and training: If the onboarding and training process for the retail store
managers was insufficient, they may lack the necessary knowledge and skills to effectively manage
the stores and uphold Gramshree's standards.

Q4 Assessing whether it is a training problem:

To determine if the customer complaints about product quality and pricing are indeed a training issue,
you can follow these steps:
a. Conduct customer surveys and focus groups: Gather feedback from customers across the different
retail locations. Identify specific areas of concern related to product quality, pricing, and overall
shopping experience.
b. Observe store operations and customer interactions: Have trained observers visit the retail stores
and observe the store managers' interactions with customers, their product knowledge, and their
adherence to Gramshree's standards and protocols.
c. Evaluate the store managers' knowledge and skills: Conduct assessments or simulations to evaluate
the store managers' knowledge of Gramshree's products, pricing strategies, customer service skills,
and cultural sensitivity.
d. Analyze customer complaint data: Examine the pattern and frequency of customer complaints
across different stores and identify any common themes or areas of concern.
e. Review the existing training program: Evaluate the comprehensiveness and effectiveness of the
current training program for retail store managers. Identify gaps or areas that may require additional
emphasis or resources.
f. Conduct focus groups or interviews with store managers: Gather insights from the store managers
themselves. Understand their perspectives, challenges, and areas where they feel additional training or
support is needed.
If the data collected from these various sources consistently points to gaps in knowledge, skills, or
adherence to Gramshree's standards, it is likely a training problem. In that case, revising the training
program, providing additional resources, and implementing ongoing coaching and support for the
retail store managers would be recommended.
However, if the issues persist even after comprehensive training, it may indicate deeper problems,
such as misalignment with Gramshree's values, organizational culture, or staffing challenges, which
would require a broader intervention strategy
Group Number- Nairirti Sharma -p44091
Nishi Gupta - p44092
Pavatharani k - p44094
Pradhan P- p44095
Shivaji Prasad Chavan - p44096
C. Venkat- P43012