A Project Report On

Human Resource Activity In Big Bazaar

A STUDY IN BIG BAZAAR SUBMITTED IN THE PARTIAL FULFILLMENT OF THE REQUIREMENT OF THE DEGREE

OF MASTER OF BUSINESS ADMINISTRATION 2009-2011

Submitted To:Mrs. Nidhi P. Pillai

Submitted By:Akanksha Goswami MBA 4th

Bhilai Business School, Chandrakuri Durg

CERTIFICATE
This is to certify that the project work done on Human Resource Activity in Big Bazaar Submitted to Bhilai Business School, Durg by Akanksha Goswami in partial fulfillment of the requirement for the award of degree Master of Business Administration is a bonafide work carried out by her under my supervision and guidance. This work has not been submitted anywhere else for any other degree/diploma. The original work was carried out during 07-05-2011 to 20-06-20111 in Big Bazaar.

DATE:

Store Manager Ashis Mohan Big Bazaar Pandri Raipur

Declaration
I, the student of Master of Business Administration, Bhilai Business School, Durg Chhattisgarh, (2009- 2011), hereby declare that this project report Human Resource Activity In Big Bazaar prepared, is my original work, which I had submitted in Big Bazaar to my guide Mr. Debasis Rath( People Office)

All the information and data given in my project are authentic to the best of my knowledge and taken from reliable sources.

Place: Bhilai

Akanksha Goswami

Acknowledgement
I would like to express my sincere gratitude to the management of the BHILAI BUSINESS SCHOOL, for their support and guidance provided during the MBA program and while doing this project. I specially thanks to Mrs. NIDHI P. PILLAI (Dean) for her perseverance and attention which she extended to us. I would like to thank my guide Mr.Debasis Rath ,Senior Executive HR and Mr. Ashis Mohan(Store karta) who helped me to complete this project. This acknowledgement is incomplete without giving special thanks to the persons who are directly or indirectly associated with the project. Last but not the least I pay my deep regard to my parents and gratitude to God, without whom I was not able to complete this project.

I do sincerely hope that my report would give value to the organization.

Akanksha Goswami

PREFACE

The project reports on the topic Human Resource Activity in Big Bazaar

This project report has prepared for the organization Big Bazaar. In which the problem in Training and Development of employees has found, and some recommendation has given on the basis of data analysis, program going on some of the executive participants & its effectiveness on non-participant executives. The purpose behind this research is to get an exposure of corporate world as well as working culture by getting associated with research .If this report proves to be fruitful to anybody/any organization by any means, I will consider my work worthwhile. This research helps in understanding practical applicability, which is a part from theoretical concept. Finally the findings, records & suggest

CONTENTS
Chapters Title Chapter- 1 Introduction
1.1 Company Profile 1.2 Big bazaar promise 1.3 Vision, mission & core values 1.4 Organization Structure 1.5 SWOT Analysis

Page No.

7 - 16

Chapter-2

Introduction to Human Resource Management

2.1 Meaning 2.2 Objective 2.3 Key functions 2.4 Recruitment and Selection 2.5 Performance Appraisal 2.6 Training and Development 17 - 47

Chapter- 3 Research Objective Chapter- 4 Research Methodology Chapter- 5 Data Analysis & Interpretation Chapter- 6 Findings & Suggestions Chapter- 7 Conclusion
7.1 The cases of satisfaction 7.2 The cases of dissatisfaction

48 49 50 53 54 66 67 70 71 74

Reference Bibliography Appendix Questionnaire

75 76 77 79

Company Profile
Pantaloon Retail (India) Limited, is Indias leading retailer that operates multiple retail formats in both the value and lifestyle segment of the Indian consumer market. Headquartered in Mumbai (Bombay), the company operates over 16 million square feet of retail space, has over 1000 stores across 73 cities in India and employs over 30,000 people. The companys leading formats include Pantaloons, a chain of fashion outlets, Big Bazaar, a uniquely Indian hypermarket chain, Food Bazaar, a supermarket chain, blends the look, touch and feel of Indian bazaars with aspects of modern retail like choice, convenience and quality and Central, a chain of seamless destination malls. Some of its other formats include Brand Factory, Blue Sky, aLL, Top 10 and Star and Sitara. Future Value Retail Limited is a wholly owned subsidiary of Pantaloon Retail (India) Limited. This entity has been created keeping in mind the growth and the current size of the companys value retail business, led by its format divisions, Big Bazaar and Food Bazaar. The company operates 148 Big Bazaar stores, 169 Food Bazaar stores, among other formats, in over 70 cities across the country, covering an operational retail space of over 6 million square feet. As a focussed entity driving the growth of the group's value retail business, Future Value Retail Limited will continue to deliver more value to its customers, supply partners, stakeholders and communities across the country and shape the growth of modern retail in India. A subsidiary company, Home Solutions Retail (India) Limited, operates Home Town, a large-format home solutions store, Collection i, selling home furniture products and eZone focused on catering to the consumer electronics segment. Pantaloon Retail is the flagship company of Future Group, a business group catering to the entire Indian consumption space.
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Future Group
Future Group, led by its founder and Group CEO, Mr. Kishore Biyani, is one of Indias leading business houses with multiple businesses spanning across the consumption space. While retail forms the core business activity of Future Group, group subsidiaries are present in consumer finance, capital, insurance, leisure and entertainment, brand development, retail real estate development, retail media and logistics. Led by its flagship enterprise, Pantaloon Retail, the group operates over 16 million square feet of retail space in 73 cities and towns and 65 rural locations across India. Headquartered in Mumbai (Bombay), Pantaloon Retail employs around 30,000 people and is listed on the Indian stock exchanges. The company follows a multi-format retail strategy that captures almost the entire consumption basket of Indian customers. In the lifestyle segment, the group operates Pantaloons, a fashion retail chain and Central, a chain of seamless malls. In the value segment, its marquee brand, Big Bazaar is a hypermarket format that combines the look, touch and feel of Indian bazaars with the choice and convenience of modern retail. The groups speciality retail formats include supermarket chain - Food Bazaar, sportswear retailer - Planet Sports, electronics retailer eZone, home improvement chain -Home Town and rural retail chain Aadhaar, among others. Future Group believes in developing strong insights on Indian consumers and building businesses based on Indian ideas, as espoused in the groups core value of Indianness. The groups corporate credo is, Rewrite rules, Retain values.
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BIG BAZAAR
Big bazaar is the companys foray into the world of hypermarket discount stores, the first of its kind in India. Price and the wide array of products are the USPs in Big Bazaar. Close to two lack products are available under one roof at prices lower by 0 to 60 per cent over the corresponding market prices. The high quality of service, good ambience, implicit guarantees and continuous discount offers have helped in changing the face of the Indian retailing industry. A leading foreign broking house compared the rush at Big Bazaar to that of a local suburban train. Big Bazaar is a chain of shopping malls in India, owned by the Pantaloon Group and which work on Wal-Mart type economies of scale. They have had considerable success in many Indian cities and small towns. Big Bazaar provides quality items but at an affordable price. It is a very innovative idea and this hypermarket has almost anything under one roof.Apparel, Footwear, Toys, Household Appliances and more. The ambience and customer care adds on to the shopping experience. Is Se Sasta Aur Accha Kahin Nahin !

THE BIG BAZAAR PROMISES:

1. MANUFACTURERS WARRANTIES ON ALL PRODUCTS: Big Bazaar promises to sell only the original products from the authorized dealers; so that all applicable products carry the original manufacturers warranty. To service any product purchased at Big Bazaar, customer can visit the authorized service centre of the manufacturer. The invoice accompanying the product is the warranty document. 2. GUARANTEED DELIVERY: Big Bazaar guarantees to deliver the exact product that has selected, without defects. In case of receiving a different product, or if the product is damaged in transit, the customer should contact it within the stipulated time period and Big Bazaar will ensure that it is replaced or refunded. 3. SECURE PAYMENT: It commits to ensure that no payment misuse happens, so we work with banks and payment gateways to ensure that your information is protected. Payments are protected both by it and by the policies of customers bank, and the chances of fraud in these channels are actually very low. Big Bazaar openly publishes its office addresses and is part of Indias largest retail company with a presence all over India so you know how to contact us in person, if required. 4. OUR SIMPLE 7-DAYS RETURN POLICY: If customer has purchased something at Future Bazaar and the product did not meet its expectations or does not fit to his needs, then it can return the product to us; no questions asked, as long as it is in its original packaging and accompanied by its invoice. We will even make the return process simple for you just contact our customer
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support and well arrange to pick up the product from your home. Alternately, you can drop it off at the nearest Big Bazaar.

5. PROMPT CUSTOMER SUPPORT: Our customer support is manned by dedicated call centre personnel, who can take decisions and resolve your problems. They are eager to solve your problems and are aware of the processes and means to handle them. In case they cannot solve the problem at their end, they will trigger the required action on your behalf or advise you the best possible method to a successful fulfillment of all your queries/issues. Be assured that when you call us, your call is being taken seriously.

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GROUP VISION:
Future Group shall deliver Everything, Everywhere, Every time 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.

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CORE VALUES:
Indianans: confidence in ourselves. Leadership: to be a leader, both in thought and business. Respect & Humility: to respect every individual and be humble. 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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Organization structure Store Manger

Asst. Store Manager

Dept. Manager

Human Resources Visual Merchandising

CSD

Marketing Manager Asst. DM

Administration

Maintenance Team Leader Housekeeping Team Member Ware House

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SWOT Analysis
STRENGTHS Through understanding of the needs of Indian consumers. Vast range of products under one roof. Benefit of being pioneer in the Indian retail industry. Superior quality goods are available at reasonable prices. Fast growing Indian middle class with reasonably good purchasing power. It has a good brand name. One stop shop for variety of products, increasing customer time and available choices. WEAKNESSES Unable to meet store opening target so far. Falling revenue per square feet. Stiff competition from traditional (unorganized sector) OPPORTUNITIES Potential rural markets. Can enter into production of various products due to its in depth understanding of customers taste and preferences Scope of expansion in smaller cities as there is a lot of opportunities. There remains a large future scope for the retail industry in India, as incomes rise and consumption increases The opportunity for widening the business all over India because Big Bazaar opens new stores in untapped market. THREATS Government Policies encouraging the unorganized sector will affect adversely the big players. High taxes in India suppress consumption

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 Smaller specialty shops and informal shops are sometimes able to avoid taxes, offering lower total prices to customers.

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Introduction To Human Resource Management

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Meaning of Human Resource Management

The total knowledge, skills, creative abilities and talents and aptitudes of an organization's workforce, as well as value, attitutes and beliefs of the individuals involved Leon C.Megginson Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. Human Resource Management is managing (planning, organizing, directing and controlling) the functions of employing, developing and compensating human resources resulting in creating and developing human relations and utilization of human resources with a view to contribute proportionately to the organizational, individual and social goals. Objectives of HRM To effective utilization of the human resources To establish and maintain an organizational structure To secure integration to the individuals and organization by reconciling individual group goals To generates maximum development of individuals groups To recognize and satisfy individual needs and group goals. To maintain high morale and better human relations To develop and maintain a quality of work life To establish and maintain productive self-respecting working relationships

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Key Functions Human Resource Planning Recruitment & Selection Performance Appraisals Training & Development Compensation & Benefits

Functions of HRM

Managerial Function

Operative Function

Planing

Employement

Directing

HR Development

Organizing

Human Relation

Controling

Compansention

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Recruitment and Selection

Recruitment - A process to discover the sources of manpower to meet the requirements of the staffing schedule and to employee effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient workforce. Activities designed to attract a qualified pool of job applicants to an organization. Selection - Choosing from a pool of applicants the person or persons who offer the greatest performance potential. Recruitment Source Internal source External source Recruitment in Big Bazaar Recruitment at big bazaar is done through following sources: A) Consultancy Services: For top level management, employees are recruited through private consultants. They are usually appointed as departmental manager. B) Walk-ins: This is the main source through which Big Bazaar recruits is employees. People seeking job usually themselves approach the HR department for job vacancy. Employees usually selected from this source are appointed at the entry level as team members. C) Employee Referrals: This is the other main source through which employees referrals are first interviewed and from their previous employer opinion is taken about their behavior and performance in the job. If they receive a positive opinion from their previous employer they are selected. D) Campus Recruitment: Young people bring new ideas and fresh enthusiasm. Therefore Big Bazaar visits some of the reputed educational institutions to hire some of the post talented and promising students as its employees.
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E) Internal source: Persons who already working in an organization constitute the internal sources. INTERNAL JOB APPLICATION

POST APPLIED FOR: ________________

Biz Unit/Zn/Off: _________________

Name: P e r s o n a l I n f o r m a t i o n Course E d u c a t i o n a l School/College Email Id: DOB: Current Role: DOJ PRIL: Emp Code:

Date of Application: Contact No: Band: Designation: HOD(Name & Contact No): PRIL Experience:

Total Experience:

Board/University

Percent age

Year of Passing

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D e t a i l s P r e P R I L

Name of Organizati on

Position Held

Yrs of exp

Responsibilities handled

E x p e r i e Why do you consider yourself suitable for the given position? n c ______________________________________________________________________ e

______________________________________________________________________ _______________________________

What are your Career Aspirations? ______________________________________________________________________ ______________________________________________________________________ _________________________________________________ --Thank You--

Selection Procedure
Interview Psychometric Tests 5 days training

ion

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Performance Appraisal
Performance appraisal is a method of evaluating the behavior of employees in the work spot, normally including both the quantitative and qualitative aspects of job performance. Performance appraisal is the process by which an employees contribution to the organization during a specific period of time is assessed C.D. Fisher Performance Appraisal at Big Bazaar Performance appraisal at Big Bazaar generally passes from two stages: Confirmation Appraisal Annual Performance Appraisal

Annual Performance & Development

I. Background: An effective Performance Management System serves as a key enabler to drive a performance oriented culture in an organization. In this direction, the Policy on Annual Performance & Development Review aims to provide basic understanding and a framework for effectively conducting a fair and objective Performance Appraisal which will help link performance to rewards and capturing the performance gap areas/ developmental needs to drive people capability development in the organization. II. Objective: To facilitate an effective annual stock taking of performance against the set targets of the employees and recognize superior performance. To serve as a tool to help identify performance gaps and thereby take
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appropriate measures to address these gaps through development interventions for the employee. III. Scope & Eligibility: Employees who are on the regular rolls of the Company only will be part of the review. All Employees in Bands 1 to 4 in Store Operations who have joined the organization on or before 30th Sep are eligible for the review (eg. Those joined before 30.9.10 is eligible for the Appraisals for 10-11) The concerned employee should be confirmed as on 31-Mar 2011. All employees under temporary/part time/contract / flexi manning scheme will not be a part of the review Employees, who are members of the Groups PRISM Store Karta Talent-pipeline Program, shall also be apprised & rated as per this policy. IV. Review Period: The Performance review period for the Store employees is April 1 to March 31
st st

V. Cases of Mid Year Transfer: In case of role change/ transfer during the appraisal year, the appraiser with whom the employee has spent 6 months or more will be responsible for appraising the employee with inputs from the other reporting managers [where less than 6 months was served] concerned. VI. Appraisal Forms: There are 4 sets of different Appraisal forms which are to be used for the Store Appraisals: (A) Band1: Team Member/Team Leader/Support (B) Band 2 & 3: ADM/DM/ASM/Support (C) Band 2 & 3: Store In charge (D) Band 4: Store Managers
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VII. Assessment Criteria & Weight age: The overall Performance Assessment will be done on following three criteria each carrying a weight age depending on the Bands: VII.1. Key Result Areas (KRA): KRAs are a set of performance parameters/measures/targets for the employee set during the performance year. To ensure alignment of the KRAs to the vision, strategy and ABP of the organization, they should be set in line with the four objectives of the Balance Score Card format: Financial: KRAs should be set based on financial measures like revenue growth, profit margins, costs etc. Customer: KRAs should be set based on the Value proposition that will be applied to satisfy customers. E.g. Customer Satisfaction, Conversion rates etc. Internal Processes: KRAs should take into account processes that create and deliver customer value proposition e.g. Statutory Compliance, Process Compliance, process efficiency etc. Learning & Growth: Employees are the main repository of knowledge in an organization and hence the most critical resources. Initiatives taken towards people development are vital and should be a part of KRAs. E.g. Developing people thru Training, grooming, People Engagement/Satisfaction, Productivity etc The employees in Band 1 / Front-end Staff are not required to use the BSC format. They will be assessed using another format with only KRAs, weight ages & targets as its components. Each KRA has a weight age assigned to it & sum of all KRAs is equal to 100. The weighted score for each KRA is arrived at by multiplying the assigned Weight age & Rating. The final KRA score = the sum of weighted scores for all KRAs.
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VII.2. Competencies: A Competency is a combination of applied skills, knowledge and behaviors that is important for the successful performance in a specific role. The appraisal form clearly defines each competency and the Appraiser is required to relate to the extent the employee demonstrated behaviors on the job in relation to the competency, while rating them. The total Competency score is the Average score of all competency ratings. VII.3.Value Orientation: Our shared Values are critical for our growth & Success and therefore all employees need to demonstrate positive behaviors reinforcing them. Appraiser needs to assess the appraise on the orientation to each of the 9 Core values of the Company. The total Value Orientation score is the Average score of all Value orientation ratings. The applicability & weight age of the above assessment criteria will be as per following: Band Band 1 BSC / KRA's Competen Value cies Orientatio n Not 15% Applicable 15% 15% 25% 15% 15% 15%

85%

Band 2 Band 3 Band 4 VIII. Rating Scale:

70% 70% 60%

The rating as per the Assessment criteria will be done on the following scale: VIII.1. For Rating Scale employees in 3 2 1 band 1: In line with
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our core value of Simplicity it has been decided to have a 3 Point Rating scale for band 1. Assessment Criteria KRA

Value Orientation

Significantly Exceeds Expectations Always

Meets Expectations Frequently

Below Expectations Rarely

VIII.2. For employees in band 2, 3 & 4: The assessment will be done on a 5 Point Rating scale Assessment Criteria KRA Competencies Value Orientation Rating Scale 5 4 3 2 1 Outstanding Excellent Good Need Under improvement performer Always _ Frequ _ Rarely ently

IX. Respondent Matrix: The Appraisals will be done through a three tier Approach: Assessment by Self Assessment by Reporting Manager Assessment by Reviewer In case of SM including Store In charge Assessment by Zonal Head will also be done.

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X. Appraisal Process: The Appraisal process is divided into 3 Stages as enlisted under: X.1.Pre-Appraisal: a. Performance Planning: The performance expectations and targets communicated to the appraise as per the KRA format at the beginning of the appraisal year shall form the basis of the appraisal process. KRA setting is the starting point of the Performance Management Exercise and should be undertaken as under: Employee should draft KRAs based on the ABP, Targets & Objectives The reporting Manager should discuss & review these KRAs with the employee A set of KRAs should be defined and weight ages assigned to each KRA b. Appraiser & Appraise Preparedness: The People Office in the respective locations shall be responsible for training and orienting the Appraises & Assessors on the PMS process. Every Store/Zone will have a Help Desk to facilitate resolution of Appraisal Policy & Process related queries during the period of Appraisal. Queries/concerns on Appraisals only (not on promotions/increment rates etc.) can be directed to the Help Desk Representative. c. Self Assessment (Band2 & above only): Self Appraisal is intended to give an opportunity to the Appraisee to assess his/her own performance /achievements with respect to the KRAs, Value Orientation & Competencies. A Self Assessment should be done as per prescribed rating scale. All information pertaining to performance, achievements & learnings, Training Needs should be furnished in the appraisal form.

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X.2.Appraisal Discussions: a. Performance Assessment: The Appraiser should have a detailed discussion with the Appraisee on various aspects covered in the Self Appraisal and should provide feedback based on actual data and examples which the Appraisee would be able to relate to. The performance rating is to be provided as per applicable Assessment criteria & rating scale. The total performance score after completion of performance rating as per prescribed Assessment criteria & rating scale will be forwarded to the reviewer. The Reviewer should go through the assessment and give his consent/recommend correction in the Ratings/Overall Assessment, as the case may be, based on data. The Zonal Head (if applicable) should go through the assessment and give his consent/revise the Ratings/Overall Assessment, as the case may be, based on data. The highest assessor/respondents Overall Ratings are to be considered for Vitality Curve Input and should not be rounded off. b. Development Review: Areas of Training & Development in terms of Functional/behavioral Skills are also to be identified & recommended along with suitable mode of learning. c. Potential Assessment: The Appraiser & Reviewer should also assess the Appraisee on his potential for the following: Preparedness of the Appraise for larger assignments considering timelines. Promotion, if any, should be based on individuals readiness for the role as well as availability of suitable vacancies. Adequate justifications in terms of enhanced and changed responsibilities / role etc are also to be furnished.

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 Promotion to Store Karta roles shall not be effected through the PMS route & will be only through the PRISM Store Karta Talent-pipeline Program. Note: In case of Store Staff who are members of the Groups PRISM Store Karta Talent-pipeline Program, following guidelines are to be adhered: Appraisal & performance rating as per the regular PMS process applicable to others is to be considered for PRISM participants [including application of increment amounts]. Promotion to Store Karta roles shall not be effected through the PMS route. In special cases where the PRISM participant is below the minimum grade of DM, up-gradation to the next immediate grade is mandatory. PRISM participants can be considered for promotion to non-Store Karta ASM positions in BB Cut-Ins or equivalents [E.g. ASMFashion@BB or ASM-Food] There will be no promotion on any other grounds for PRISM participants vide the appraisal process and their career progression will be managed through the PRISM program. X.3.Post Appraisal Discussions: a. Vitality Curve (VC) Administration: The Overall Ratings of the highest Assessor/Respondent are to be considered for administering the Vitality Curve. The Performance Ratings are final only after the Vitality Curve is decided for each category of employee. These ratings will be treated as Final and form the basis on which Annual Increments will be decided. The VC guidelines based on the levels of store performance along with exact percentage distribution of employees at each of the Rating Levels will be communicated separately in the guidelines to be issued by the HO.
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b. Increments/ Promotion: Guidelines for Increments will be issued by the HO and may differ across concepts/ businesses based on concept/ business performance and performance rating of the employee. Promotions based on recommendations, if any, are to be considered based on the individuals readiness for the role as well as availability of suitable vacancies. c. Performance Improvement Program (PIP): In case of consistent non-performance for a period of 3 months, the employee will be put on the Performance Improvement Program (PIP). The PIP aims at improving performance of the employee through formal training, on-the-job training and other methods. Following this the employees performance is reviewed by a committee which would make a decision on further course of action. XI. General guidelines: All guidelines/instructions enumerated in the policy including those in the Appraisal Forms, Appraiser Guide, and Appraise Guide are to be followed during the Appraisal Process. Relaxation to any of the conditions laid down in the policy will be allowed only with the approval of Head HR. The Policy can be revised /altered as per need from time to time. Decision on any issue/conflict arising out of the policy will rest with the Head HR. The Policy comes into effect from Appraisal year 10-11 (1 March 2011).
st

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Meaning of Training
Training is the act of increasing the knowledge and skill of an employee for doing a particular job. Training is a short-term education process and utilizing a systematic and organized procedure by which employees learn technical knowledge and skills for a definite purpose. Training improves, changes moulds the employees knowledge, skill, behavior, aptitude, and attitude towards the requirement of the job and organization. Thus training bridges the difference between job requirement and employees present specifications.

Definition
The organized procedure by which people learn knowledge and/or skills for a definite purpose Dale s.Beach

Meaning of Development
More future oriented and more concerned with education than is training. Management Development activities attempt to instill sound reasoning processes to enhance ones ability to understand and interpret knowledge. It focuses on the personal growth & on Analytical, Conceptual Human skill.

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Methods Training

On the job Methods Job rotation Coaching Job instruction Training through Step by step Committee Assignments Internship Training

Off the job Methods Vestibule training Role Playing Lecture methods Conference or Discussion Programmed Instruction Audio- visual Methods Computer-based Training and E- Learning

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Types of Training Provided By Big Bazaar

Customer happiness including selling skills. Communication skills. Cashiering Product training. Gurukul Analytical skill. Value internalization for all employees. Store Guru. Supervisory skills. Analytical kills and commercial acumen. Analytical skill and decision making. Interpersonal skill and effectiveness. Innovation and disruptive thinking.

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Customer Happiness including Selling Skills Band 1/2 Overview Helps them to internalize the importance of customer is GOD and understand that customer delight is all about going the Extra Mile and creating unexpected delight. Provides them with techniques and strategies to help them to drive sales by understanding and responding to customer needs. What They Will Learn? Who is there customer? Customer touch points (Moments of Truth) Impact of behavior on service Elements of service Customer Buying Behavior Sales Process (Open to Close)

Why Should They Attend? At the end of the workshop, they will get a clear understanding of the concept of customer delight and how to ensure the same at all times through pro-active behavior and closing a sale based on customer requirements Duration 3 days .

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Band 1 Program (TL): Communication Skills Overview Equips them with skills to improve their verbal and non-verbal communication and highlights barriers to communication. What they will learn? How do they communicate? Non-verbal communication: Body language The communication process Barriers to communication Listening/ Probing Positive language Effective written communication Giving clear instructions Feedback

Why Should They Attend? At the end of the workshop, they will be able to understand the importance of verbal and non-verbal communication and how to eliminate barriers. How to give clear instructions and feedback techniques

Duration 2 days .

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Band 1 Program: Cashiering (Old & New POS) Overview Equips them to understand the entire cashiering process with an emphasis on providing customer delight. What They Will Learn? Accepting merchandise, scanning and billing Troubleshooting Updating offers and promotions Back-end cash handling Cash retention standards Cash till management

Why should they Attend? At the end of the workshop, they will be to handle the cashiering equipment efficiently and adhere to the standard cashiering processes resulting in customer delight. Duration 2 days

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Band 1 Program: Product Training - Level 2 Overview Specific level 2 Product Training Including basics of VM and Product Handling and Display for the following categories Apparel Food General Merchandise Electronics Home

What they will learn? Product Handling Display Basics Stacking Norms Why Should They Attend? At the end of the workshop, they will have complete knowledge of products USPs and the standard handling and display techniques. Duration 3 days

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Band 1 Programme: Gurukul Overview Gurukul will help them to develop self confidence and belief in their self through a series of activities focusing on stress management and confidence building What They Will Learn? Building openness and awakening dreams Personal effectiveness Overcoming obstacles Understanding others Positive attitude Turning dreams into reality Celebrating potential Managing time effectively Stress management

Why Should They Attend? At the end of the workshop, they are ready to face challenging situations more confidently and learn to work effectively with others Duration 3 days

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Band 1 Programme: Analytical Skills (DSR Interpretation) Overview Equips them in gathering, analyzing and processing relevant information; identifying the root cause(s) or source(s) of the problem in order to generate alternative solutions or responses; determining how well they are supported by the information. Helps participants understand the implications of cost and improve the quality of their decision making.

What They Will Learn? Analyzing commercial data using the following process Understanding and analyzing the situation Evaluating alternatives Making a decision Monitoring and evaluating the outcome

Why Should They Attend? At the end of the workshop, they will be able to interpret commercial data in an organized fashion and make use of various tools for analysis and action planning Duration 2 days

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Value Internalization for All Employees Overview Value Internalization is a workshop designed to introduce the Values, Beliefs and Culture that form the corner stone of Future Group. During the workshop, they are introduced to the concept of retailing which is the core business of Future Group. What They Will Learn? Preamble Introduction to retail Future Retail Organization values. Belief Behavior Business Retail is Religion (Customer is Bhagvan) Change KARTA

Why Should They Attend? At the end of the workshop, they will be able to imbibe and uphold organizational beliefs and culture. It would also help them to understand their belief and behavior in relation to People, Products, Customers and Process. Duration 1.5 days + 0.5 (For store management team only)

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Band 2 Programme: Store Guru Overview Covers the various aspects of facilitation skills. Introduces the Vikram and Vetal methodology of training .Helps them to gain an understanding of the factors that contribute to a successful training program. What They Will Learn? Importance of Icebreakers Expectation Mapping Vikram and Vetal Training methodology Storytelling as a training tool Pre-Training During Training Post Training

Why Should They Attend? At the end of the workshop, they will be able to conduct training sessions effectively. They will be able to successfully build knowledge levels of the participants keeping in view the shop floor perspective and operational requirements. Duration 3 days

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Band 2 Programme: Supervisory Skills Overview Helps them to make the transition into efficient and effective supervisors and equips you with all the skills required to not just manage people but also harness potential.

What They Will Learn? Communication skills Clear instructions Coaching for performance Micro and macro-vision Delegation Conflict management Feedback Managing stress: Self and team Time management

Why They Should Attend? The programme will help them to develop their ability to supervise a team by encompassing the following skills: Team management. Delegation and effective feedback Help them understand the keys to effective planning, prioritizing and building productive relationships with other work groups Duration 3 days

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Band 2 Programme: Analytical Skills & Commercial Acumen Overview Equips them in gathering, analyzing and processing relevant information; identifying the root cause(s) or source(s) of the problem in order to generate alternative solutions or responses; determining how well they are supported by the information. Helps participants understand the implications of cost and improve the quality of their decision making.

What They Will Learn? Analyzing commercial data using the following process: Understanding and analyzing the situation Evaluating alternatives Making a decision Monitoring and evaluating the outcome

Why Should They Attend? At the end of the workshop, they will be able to interpret commercial data in an organized fashion and make use of various tools for analysis and action planning Duration 2 days

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Band 2, 3 & 4 Programme: Interpersonal Skills and Group Effectiveness Overview This workshop will help them to develop insights into their personality, how it can be perceived by others and also how other people feel, think and act. What They Will Learn? Johari window Communication style grid Listening and barriers to listening Non-verbal communication Communicating assertively Constructive feedback Team communication skills

Why Should They Attend? At the end of the workshop, they will be able to a get a better understanding of self which in turn will help them to relate with their team and co-workers effectively Duration 2 days

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Band 3 Programme: Analytical Skills and Decision Making Overview Enables them to tackle decision making in a methodical and analytical manner. It also deals with the EQ (emotional intelligence) element in decision making that takes into account the human aspect, long-term consideration and the understanding of emotions as a powerful tool in decision-making.

What They Will Learn? The analytical and decision making process What is the need Understanding and analyzing the situation Balancing facts with feelings Evaluating/identifying alternative Optimizing versus satisfying Monitoring and evaluating the outcome

Why Should They Attend? This session will help them to develop their analytical skills and also strengthen your decision- making ability. Duration 2 days

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Band 4 Programme: Innovation and Disruptive Thinking Overview To stimulate new ways of thinking so as to create a constant stream of fresh and original ideas. What They Will Learn? Understand and utilise the 'process' of creativity Mind mapping Blending Right and Left Brain Thinking Lateral Thinking

Why Should They Attend? This session will help them to understand and utilize the 'process' of creativity and learn tools like mind mapping. They will be able to look at a situation creatively and come up with out of the box solutions. Duration 2 days

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Research Objective

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Research Objective
To know human resource functions of Big Bazaar. To know training methods used in Big Bazaar. Determining and evaluating the effectiveness of the training methods.. To know training and development can help store to achieve its target. To know the performance appraisal system of Big Bazaar. To know the recruitment and selection procedure of Big Bazaar. To know benefits provided to employees.

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Research Methodology

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Research Methodology
The study is based on personal decision, interview schedules, documentary observation; the data has been collected from the executives of the organization and through the published sources. The study is based on the outcomes of personal interviews and documentary observation. But the extreme care has been taken to involve the constructive suggestion from the executives. The success of research basically depends upon the method, which is adopted to solve the research problem i.e. A. To collect desired information and data in a systematic manner. B. Appropriate selection of method is necessary.

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Method of collection Questionnaire:Questionnaire I have prepared consists of a number of questions printed or typed in definite order on a form. Questionnaire is filled by respondents who are expected to read & understand the questions & write down the reply in the space meant for purpose in questionnaire itself. Questionnaire contains simple & straight forward questions for the respondents.

Survey:Survey I have done is concerned with describing, recording, analyzing & interpreting conditions that either existed or exist. Surveys are example of field research.

Sample Unit:Sample size I have taken is the representative unit of the population. It is feasible to cover entire population so; the sample size taken 58.

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Source of Data

Primary Data: Direct Personal Interview with my project guide at Big Bazaar Direct Oral Investigation, survey reports and other concerned employees at Big Bazaar. Secondary Data: Published data about Future Group through newspapers, magazines, journals and books. Company information from Future group official website.

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Data Analysis & Interpretation

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DATA ANALYSIS & INTERPRETATION

1. Do you like your job and your organization where you work?

Employees

Yes No

Interpretation In the survey of 55 samples all employees like their job and there organization.

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2. Did you get induction from company?

Employees

Yes No

INTERPRETATION: In the survey of 55 samples out of which 49% of the employees get induction by the company.

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3. Are you aware of performance appraisal of the company?

Yes No

INTERPRETATION In survey of 55 samples 89% of employees are aware of performance appraisal of the company.

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4. If you get an opportunity would you like to change your section?

Employee

Yes No

INTERPRETATION In survey of 55 samples 67% of the employee doesnt want to change their section.

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5. Did you get salary at right time?

Employees

Yes No

INTERPRETATION In survey of 55 samples 100% employees said that they get salary at right time.

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6. Do you think your grievance are properly handled and redressed?

Employees

Yes No

INTERPRETATION In survey of 55 samples 89% of the employees said that their grievance are properly handled and redressed.

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7. Are aware of training program of the organization?

Employees

Yes NO

INTERPRETATION In survey of 55 samples 83% of the employees know the training program of the organization.

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8. Did you get any motivation from training program?

Employees

Yes No

INTERPRETATION In survey of 55 samples 90% of employees said that they get motivation from company training and development program.

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9. Are you aware of your salary structure?

Employees

Yes No

INTERPRETATION In survey of 55 samples 81% of the employees know the salary structure of the company.

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10. Are you getting any career development program by your company?

Employees

No Yes

INTERPRETATION In survey of 55 samples 92% said they get career development program by company.

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11.

Did you get any incentive when you achieve target?

Yes No

INTERPRETATION In survey of 55 samples 96% of the employees said they get incentive when they achieve target.

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12. Do you feel performance appraisal is motivating factor for you?

Employees

Yes

No

Interpretation In survey of 55 samples 87% of the employees said that they get motivation from performance appraisal.

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Findings & Suggestions

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SWOT Analysis
Strength Employee is considering as biggest asset of the company. Regular training program. Salary is provided at right time. Good atmosphere to work. Policy followed by the company is very good. Company is very strict about is policy. Weakness Training is provided to each employee but not in regular basis. Employee get bore by doing same kind of work. Salary is less and working hour is more. Lack of motivating factor.

Opportunities Targeting more employees for development. Career progression by Shiskha, seekho, PRISM More training program for employees. Increase the standard of manpower.

Threats Many competitors are there. Employee resists change by company policy.

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Findings
After Data Analysis & Interpretation, I find that: 100% of the employees like their job and organization. 89% of the employees are aware of performance appraisal of the company. 67% of the employee doesnt want to change their section. 100% of the employee said that they get salary at right time. 89% of the employee said their grievance are properly handled and redressed. 83% of the employees are aware of the training program of the Organization. 90% of the employee said that get motivation from the training. 81% of the employees are aware of their salary structure. 92% said they are getting career development program by their company. 96% of the employees said they get incentive when they achieve their target. 87% of the employees said they get motivation from performance appraisal. Apart from this my finds are: Department manager and team member daily try to achieve their target. Employees are happy with atmosphere of the Big Bazaar. Employees like the work environment of the company.

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Suggestions
Company should more focus on the training program of the employees. Training should be provided in every quarterly to each employee. Training provided by the store Guru should be more motivational. Employees performance improvement should be judge after training program. Employees section should keep on changing. Quality of manpower should increase. In store training should be provided by trained trainer. Induction should be given every employee.

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Conclusion

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Conclusion
Future Group promises a glowing future for itself and the countrys development in order to improve the benefit and the standard of living of the people of the state and the country. The company is reaching out to all the sections of the society as it is creating a hypermarket where not only the rich people shop but also the middle and the lower class customer come to enjoy the whole shopping experience. After 45 days of vocational training I came to the conclusion that the employees of the future group are satisfied with their training and dissatisfied in few other areas.

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The Cases of satisfaction are

Employees are satisfied with the training and development program. Employees are satisfied with their work environment. Employees are satisfied with the facilities there provided at the time of training.

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The Cases of dissatisfaction are Employees feel that job they do is repetitive. Work pressure is more. Working Hour is more.

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BIBLIOGRAPHY & WEBLIOGRAPHY

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BIBLIOGRAPHY & WEBLIOGRAPHY

BIBLIOGRAPHY Essentials of Human Resource Management And industrial Relation: Training and Development of Employees: A.Noe WEBLIOGRAPHY www.citehr.com www.futuregroup.com www.futurebytes.com www.managementparadise.com P.Subba Rao Raymond

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ANNEXURE

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QUESTIONNAIRE
1. Name:________________________________________ 2. Phone no:__________________________________________ 3. Email:_______________________________________________ 4. Address:______________________________________________ 5. Gender: Female Male

6. Designation & Band: ____________________________________ 7. Experience in future group: ______ Years ______ Months 8. Do you like your job and your organization where you work? i) Yes ii) No

9. Did you get induction from company? i) Yes ii) No

10. Are you aware of performance appraisal of the company? i) Yes ii) No

11. If you get an opportunity would you like to change your section? i) Yes ii) No

12. Did you get salary at right time? i) Yes ii) No

13. Do you think your grievance are properly handled and redressed? i) Yes ii) No

14. Are aware of training program of the organization? i) Yes ii) No

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15. Did you get any motivation from training program? i) Yes ii) No

16. Are you aware of your salary structure? i) Yes ii) No

17. Are you getting any career development program by your company? i) Yes ii) No

18. Did you get any incentive when you achieve target? i) Yes ii) No

19. Do you feel performance appraisal is motivating factor for you? i) Yes ii) No

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