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Project Report On


Submitted By :

Ravi Pratap Singh

Management Trainee, Jaipuria Institute
Of Management, Lucknow

Jaipuria Institute Of Management, Lucknow Page 1


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

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

Jaipuria Institute Of Management, Lucknow Page 2


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.

Jaipuria Institute Of Management, Lucknow Page 3


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

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

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.

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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.

Fragmented nature of Indian retail

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



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:-

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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.

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.

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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

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,

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

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.

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“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
• 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

Future Group shall deliver Everything, Everywhere, Everytime for

Every Indian Consumer in the most profitable manner.

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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
• 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
• 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
1 Company incorporated as Manz Wear Private Limited.
987 Launch of Pantaloons trouser, India’s first formal
trouser brand.
1991 Launch of BARE, the Indian jeans brand.
1 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.
1 John Miller – Formal shirt brand launched.
1997 Pantaloons – India’s family store launched in Kolkata.
2 Big Bazaar, ‘Is se sasta aur accha kahi nahin’ - India’s
001 first hypermarket chain launched.
2002 Food Bazaar, the supermarket chain is launched.
2 Central – ‘Shop, Eat, Celebrate In The Heart Of Our
004 City’ - India’s first seamless mall is launched in
2005 Fashion Station - the popular fashion chain is launched

aLL – ‘a little larger’ - exclusive stores for plus-size

individuals is launched

2 Future Capital Holdings, the company’s financial arm

006 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 are launched across the nation.

Group enters into joint venture agreements with ETAM

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Group and Generali.


Mr. Kishore Biyani, Managing Director

Kishore Biyani is the Managing Director of Pantaloon Retail

(India) Limited and the Group Chief Executive Officer of Future

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

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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(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.

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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.

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

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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 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.

Indianness :

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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


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.


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


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

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inverse pyramid structure of organization where the Board of
Directors are at the bottom and the customer service executive
is on the top.


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 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

Affliated Companies

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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. 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

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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.



Departmental Multiple product categories, Service and
Stores usually lifestyle driven with choice
Supermarket/conve Food and household Convenience
nience stores products
Hypermarkets/disco Large stores in big box Price and
unt stores format,with volume based choice
discounted prices
Speciality Extensive range of products Service
stores/category under a single category
Seamless mall Apparel, accessories, Convenience,
lifestyle products, service and
entertainment choice

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

The effective recruitment, selection, development,

compensation, and utilization of human resources by

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

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• Team Building
• Employee Relations
• Leadership


1980S. WHY?
• Globalization
• Government regulation
• Stronger knowledge/research base
• Changing role for labor unions
• Challenge of matching worker expectations with
competitive demands


• 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



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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


A new model of HRM is needed

More strategic (not strictly focused on day-to-day operational

More proactive (less reactive)

More of a consultant to line management (less of a bureaucratic


More of a consultant to line management (less of a bureaucratic


More of an “employee champion” (less of an organizational


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Competencies needed for HRM
Personal credibility

Business mastery

HR mastery

Change mastery

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

Key functions

Human resource management serves these key functions:

1. Recruitment & Selection

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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
9. Confidential advice to internal 'customers' in relation to
problems at work
10.Career development

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:

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 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 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).

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 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 party, typically a recruitment or hr
consultancy that specializes in the area that the organisation

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

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strategic approach to intersectoral linkages between health,
education and employment.


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


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

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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
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

Jaipuria Institute Of Management, Lucknow Page 30

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
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.

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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


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

Jaipuria Institute Of Management, Lucknow Page 32

opportunity 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


Apparel : For Ladies, Mens, Kids for all season. Western,

ethnic, casuals & formals

Jaipuria Institute Of Management, Lucknow Page 33

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 34

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

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.


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


Jaipuria Institute Of Management, Lucknow Page 35

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

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