Post on 23-Oct-2014
transcript
PREFACE
The success of any business entity solely depends on how
effectively does it utilise its resources. The topic is:
“TRAINING AND DEVELOPMENT OF EMPLOYEES AT
PANTALOON RETAIL (INDIA)LTD.”
Although I have tried my level best to prepare this report
an error free report every effort has been made to offer the
most authenticate position with accuracy. If there is any
error or any mistake in collecting the data, please ignore it.
I am thankful to my H.O.D. Dr. Suman Yadav who always
extended her helping Hands and cooperation whenever I
needed. I would also like to thank all the faculty member of
M.B.A., BIET , Jhansi for their valuable guidance
encouragement in the preparation of this project report.
ACKNOWLEDGEMENT
I hereby offer my sincere and profound thanks to Ms.
Anshul Shukla, HR Manager at Pantaloon Rave-3, Kanpur,
U.P. who guides me throughout the project including
analysis and presentation of the same. Without her
guidance I would not been able to complete my project
work successfully.
I, at this very outset, thanks all those who directly or
indirectly helped me in the completion of my project and
encourage me in moments of my despair.
Finally, last but certainly not the least, I acknowledge my
deep gratitude to all the person concerned.
Ekta Dohrey
DECLARATION
I hereby declare that the project report entitled
“TRAINING AND DEVELOPMENT OF EMPLOYEES AT
PANTALOON RETAIL (INDIA) LTD.” is an authentic work
done by me.
The project was undertaken as a part of the course
curriculum of Mater of Business Administration (HR) to
BUNDELKHAND INSTITUTE OF ENGINEERING &
TECHNOLOGY, JHANSI. This has not been submitted to
any other examination body earlier.
EKTA DOHREY
ROLL NO.: 1004370019
TABLE OF
CONTENT
CONTENT
PAGE NO.
1. INTRODUCTION Industry background
Consumerism
Introduction of Indian retail king
2. COMPANY PROFILE
3. HUMAN RESOURCE OF THE COMPNY
4. TRAINING AND DEVELOPMENT
Approach of training and development Objective
Types
5. TRAINING AND DEVELOPMENT IN COMPANY
6. RESEARCH METHODOLOGY
7. ANALYSIS AND FINDINGS
8. RECOMMENDATIONS
9. CONCLUSION
10.APPENDIX
11.BIBLIOGRAPHY
INTRODUCTION
INDUSTRY BACKGROUND
India, like Britain, is a nation of shopkeepers. With over 12
million retail outlets, India probably has the highest density
of retail outlets in the world, with one for approximately
every 90 persons; little wonder that the country is the ninth-
largest retail market in the world, with estimated annual
retail sales of around USD215 billion in 2005 (Rs 960,000
crore). At the same time, the share of organised trade in
this enormous market is currently very small. It is estimated
at just USD8 billion (Rs 35,000 crore) in 2005, up from
USD6.25 billion (Rs 28,000 crore) in 2004. This accounts for
less than 4 per cent of the total retail trade in the country
AN UNDERDEVELOPED RETAIL MARKET
Organised trade in India is very underdeveloped when
compared with other emerging markets in Asia, Latin
America and Eastern Europe.
The Indian and Chinese markets are comparable in many
aspects:
Both countries are not homogeneous. They comprise many
markets within a single country, with significantly varying
cultures and customer preferences across regions.
There is a significant rural population in both countries,
which has much lower purchasing power compared to the
urban population.
Both countries are geographically very large and unevenly
developed, adding a significant distribution and logistics
dimension to the retail trade.
Consumers in both countries are highly value conscious.
Between 1996 and 2003, the organised retail market in
China more than doubled. We estimate that the Indian retail
market is today at the same inflection point as China was in
the mid-1990s. Consequently, considering a similar per
capita GDP and roughly similar rates of economic growth,
the Indian organised retail market has the potential for
exponential growth over the next decade.
CONSUMERISM: THE NEW WAV E
Growing consumerism would be a key driver for organised
retail in India. Several demographic indicators show
favourable trends for the growth of organised trade:
Rapid income growth: consumers have a greater ability to
spend.
Increasing urbanization: larger urban populations that
value convenience, coupled with the higher propensity of
the urban consumer to spend.
Growing young population: growth of the post-
liberalization maturing population, with the attitude and
willingness to spend.
Spend now vs. save earlier: consumers are willing to
borrow for present consumption.
THE SIZE OF THE OPPURTUNITY
Research done by the Tata Strategic Management Group
(TSMG) indicates that over the next 10 years, the total
retail market in India is likely to grow at a compounded
annual growth rate (CAGR) of 5.5 per cent (at constant
prices) to USD374 billion (Rs 16,77,000 crore) in 2015. The
organised retail market is expected to grow much faster, at
a CAGR of 21.8 per cent to USD55 billion (Rs 246,000
crore) in the same time frame, garnering around 15 per
cent of overall retail sales. Based on our projections, the top
five organised retail categories by 2015 would be food,
grocery and general merchandise; apparel; durables; food
service; and home improvement. (Table 1) Organised retail
market in India (Rs crore)
Retailers inspired by the Wal-Mart story of growth in small
town America are tempted to focus on smaller towns and
villages in India. However, a careful analysis of the town
strata-wise population, population growth, migration trends
and consumer spend analysis reveals a very different
picture for India.
As per our estimates, the share of the 35 towns with a
present population of greater than 1 million in India's total
population would grow much faster than their smaller
counterparts, from 10.2 per cent today to reach 14.4 per
cent by 2025. Simultaneously, the share of these towns in
the overall retail market would grow from 21 per cent today
to 40 per cent by 2025.
Within these top 35 towns, an estimated 70 to 80 per cent
of retail trade could be in the organised sector. This is
similar to the experience in China, where in cities like
Shanghai and Beijing, the organised sector accounts for 70
to 80 per cent of overall retail trade in certain categories.
Retailers should therefore focus on the top 37 towns in the
next decade, as the opportunity in smaller towns and rural
India would be smaller and more fragmented, compared to
the larger towns. Organised retail market in India
There are a few key trends that one observes in
international markets
TREND1: CONVINENCE STORES AND
HYPERMARKETS ARE GAINING PROMINENCE
These are driven by a consumer need for convenience and
lower prices / higher value in mass categories, while the
big box category killer stores are gaining importance in the
specialty retail categories. While supermarkets may
emerge at the initial stages of retail market development,
in the long term they are unable to match the consumer
value proposition of convenience stores and hypermarkets.
TREND2: PRIVATE LABEL BRANDS BECOME
IMPORTANT
Private labels today account for 17 per cent of global retail
sales, with the highest share of 23 per cent in Europe and
the lowest share of 4 per cent in Asia. M+M Planet Retail
data shows that private label penetration varies from 25
per cent to 95 per cent among some of the largest retailers
in the world. Growing acceptance among consumers,
increasing price competition, the need for differentiation
among retailers and the ability to offer higher margins are
the key factors contributing to the growth of private labels.
Private labels provide the retailer an ability to offer a
significant price advantage to consumers, their prices
being 16 to 32 per cent lower than manufacturers' brands.
IMPLICATIONS OF INDIAN RETAILER
Global trends have important implications for Indian
retailers. The Indian consumer is very value conscious;
willing to spend money in most cases, but constantly cost
conscious, evaluating every rupee spent. It is therefore
imperative for retailers to offer a price advantage through
sourcing and operational efficiency, as well as a strong
private label programme to attract customers. Existing and
new entrants need to achieve scale quickly to drive
efficiencies in procurement, supply chain and marketing.
Else, they risk being marginalised by larger players.
Real estate and human resources will be the critical drivers
to build scale. While there are a few hundred malls under
various stages of development across the country at
present, retailers will also need to think out of the box to
ensure the availability of real estate. This may include
acquiring and developing the real estate themselves, rather
than wait for mall development. Given the rising demand
for retail real estate, retailers will need to take a long-term
view on rentals and look at alternative options like
ownership or very long leases. Retailers that invest in
training will be able to ensure the availability of quality
manpower in a rapidly growing market.
In conclusion, the retail market in India offers an
opportunity for a large player to build a Rs 40,000-crore
retail business spanning multiple categories by 2015 (at
current prices). Compared to this, the revenue of the
largest Indian retailer, Pantaloon, grossed only Rs 1,085
crore in 2005. Little wonder that large domestic business
houses and international retailers have expressed a keen
interest to enter the retail sector in India. To capitalise on
the opportunity, however, players need to be aggressive in
outlook and build scale quickly.
INTRODUCTION OF INDIAN RETAIL
KING
MEET INDIA'S KING OF RETAIL
MR. KISHORE BIYANI
Unlike most people, Kishore Biyani makes no bones about
his simplicity. He's the man you're most likely to ignore at
the Pantaloon or Big Bazaar store, as he stands in a corner
observing the way you shop. But make no mistake; what he
may lack in sartorial style, he more than makes up through
his observation powers.
You'll never catch him in a tie and jacket. He isn't a stickler
for large cars, and has just graduated from driving a Honda
City to a Honda Accord, though he's just as content driving
around in a junior manager's Maruti 800.
He is a strict vegetarian, and is currently off cheese and
fried foods, but will otherwise eat anything that is green.
Pantaloon's Kishore Biyani has become India's largest
retailer, but still has several aces up his John Miller
shirtsleeves.
In India's chaotic markets, Kishore Biyani is the
unchallenged king of retail. He has the knack of catching
rivals off-guard and striking where it hurts most.
Biyani's victory isn't unexpected. India's own Sam Walton
(the legendary promoter of Walmart) is quick to seize any
advantage. Which is why the denim manufacturer who quit
the trade because "it wasn't creative enough" commands
over 1.3 million sq ft of retail space.
But even size hasn't made a difference to Biyani's vaulting
ambitions and he's on an even faster trajectory of growth.
He's booked over 4.5 million sq ft of space across the
country, and will utilise 3 million sq ft by this year's end in
23 Indian cities.
He will invest over Rs 200 crore (Rs 2 billion) to make this
dream a reality. Says R S Roy, editorial director of the
magazine Retail, which tracks the industry closely: "Mall
developers have him in mind before they start constructing.
His presence ensures footfalls and a premium for the mall."
Two years ago, no one took Kishore Biyani seriously. His
company, Pantaloon Retail, was seen as a one-man show.
Biyani himself was regarded as unpredictable, and not a
long-term bet. Today, he is the biggest retailer in India. In
two years, Kishore Biyani has bounced back to become
India's largest retailer.
MILESTONES TO SUCCESS:
1987 - Company incorporated as Manz Wear Private
Limited. Launch of Pantaloons trouser, India’s first
formal trouser brand.
1991 - Launch of BARE, the Indian jeans brand.
1992 - Initial public offer (IPO) was made in the month of May.
1994-The Pantaloon Shoppe – exclusive menswear
store in franchisee format launched across the nation.
The company starts the distribution of branded
garments through multi-brand retail outlets across the
nation.
1995 - John Miller – Formal shirt brand launched.
1997 - Pantaloons – India’s family store launched in Kolkata.
2001 - Big Bazaar, ‘Is se sasta aur accha kahi nahin’ - India’s first hypermarket chain launched.
2002 - Food Bazaar, the supermarket chain is launched.
2004 - Central – ‘Shop, Eat, Celebrate in the Heart of
Our City’ - India’s first seamless mall is launched in
Bangalore.
2005 – Fashion Station – the popular fashion chain is
launched ALL – ‘a little larger’ – exclusive stores for
plus-size individuals is launched.
2006 - Future Capital Holdings, the company’s
financial arm launches real estate funds Kshitij and
Horizon and private equity fund Indivision. Plans
forays into insurance and consumer credit. Multiple
retail formats including Collection I, Furniture Bazaar,
Shoe Factory, EZone.
2007- Pantaloon Retail wins the International Retailer
of the Year award at US-based National Retail
Federation convention in New York, and Emerging
Retailer of the Year award at the World Retail
Congress held in Barcelona.
2008- the big bazaar crosses the 100-store mark,
marking one of the fastest expansion of the
hypermarket format anywhere in the world.
2009- Pantaloon Retail celebrates its first Shopping
Festival across all retail formats in key Indian cities
COMPANY
PROFILE
Pantaloon Retail (India) Limited, is India’s leading retailer
that operates multiple retail formats in both the value and
lifestyle segment of the Indian consumer marker.
Headquartered in Mumbai (Bombay), the company
operates over 5 million square feet of retail space, has over
350 stores across 40 cities in India and employs over
18,000 people.
The company’s 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, Depot, Shoe Factory,
Brand Factory, Blue Sky, Fashion Station, aLL, Top 10,
mBazaar and Star and Sitara. The company also operates
an online portal, futurebazaar.com.
A subsidiary company, Home Solutions Retail (India)
Limited, operates Home Town, a large-format home
solutions store, Collection i.e. selling home furniture
products and E-Zone 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.
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:
operates through six verticals: Retail, Capital, Brands,
Space, Media and Logistics.
Apart from Pantaloon Retail, the group’s presence in the
retail space is complemented by group companies, Indus
League Clothing, which owns leading apparel brands like
Indigo Nation, Scullers and Urban Yoga, and Galaxy
Entertainment Limited that operates Bowling Co, Sports
Bar, F123 and Brew Bar.
The group’s joint venture partners include French retailer
ETAM group, US-based stationary products retailer,
Staples and UK-based Lee Cooper. Group Company, Planet
Retail, owns and operates the franchisee of international
brands like Marks & Spencer, Next, Debenhams and Guess
in India. The group’s Indian joint venture partners include,
Manipal Healthcare, Talwalkar’s, Blue Foods and Liberty
Shoes.
Future Capital Holdings, the group’s financial arm, focuses
on asset management and consumer credit. It manages
assets worth over $1 billion that are being invested in
developing retail real estate and consumer-related brands
and hotels. The group has launched a consumer credit and
financial supermarket format, Future Money and soon
plans to offer insurance products through a joint venture
with Italian insurance major, Generali.
The group is currently developing over 50 malls and
consumption centers across the country and has formed a
joint venture company focusing on mall management with
Singapore-based CapitaLand, one of Asia’s largest property
companies .
Future Group’s vision is to, “deliver Everything,
Everywhere, Every time 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.
Company’s vision:
Future Group shall deliver Everything, Everywhere,
Everytime for Every Indian. Consumer in the most
profitable manner.
Company’s Mission:
We shall infuse Indian brands with confidence and renewed
ambition. We shall be efficient, cost- conscious and
committed to quality in whatever we do. We shall ensure
that our positive attitude, sincerity, humility and united
determination shall be the driving force to make us
successful.
Core value:
Indianness: confidence in ourselves. Leadership: to be a leader, both in thought and business. Respect & Humility: to respect every individual and be
humble in our conduct. Introspection: leading to purposeful thinking. Openness: to be open and receptive to new ideas,
knowledge and information. Valuing and Nurturing Relationships: to build long
term relationships. Simplicity & Positivity: Simplicity and positivity in our
thought, business and action. Adaptability: to be flexible and adaptable, to meet
challenges. Flow: to respect and understand the universal laws of
nature.
With a focus on today’s youth, Pantaloons offers trendy and hip fashion that defines their hopes and aspirations. Our stores reflect our ideology: Fresh Feeling, Fresh Attitude, Fresh Fashion. We offer fresh collections that are visually stimulating thanks to appealing interiors and attractive product display.The first Pantaloons opened in Gariahat in 1997. Over the years it has undergone several transitions. When it was first launched, this store mostly sold external brands. Gradually, it started retailing a mix of external brands and its own recently-introduced private brands. Initially positioned as a family store, it finally veered towards becoming a fashion store with an emphasis on 'youth' and clear focus on ‘fresh fashion’.Pantaloons stores have a wide variety of categories like casual wear, ethnic wear, formal wear, party wear and sports wear for Men, Women and Kids.The fashion store extends to almost all major cities across the country. Pantaloons has established its presence with stores not just in the metros, but also in smaller towns.
PARTNER COMPANIES OF
PANTALOON
1. Home Solutions Retail (India) Ltd: Home Solutions
Retail (India) Ltd. (HSRIL) leads the groups foray in
the home improvement and consumer electronics
retailing segment. It caters to home management
requirements and products, including furnishings and
textiles, furniture, consumer electronics, home
electronics and home services. It operates retail
formats like Home Town, Furniture Bazaar, Collection
I, E-Zone, and Electronics Bazaar.
2. Future Capital Holdings: Future Capital is the
financial arm of the group and is involved in asset
management (both private equity and real estate
funds) with plans to get into other financial services
including insurance, credit and other consumer
related financial services. Its associate companies are
Kshitij Investment Advisory Co. Ltd., Indivision
Investment Advisers Ltd., and Ambit Investment
Advisory Co. Ltd.
3. Indus league clothing Ltd.: The group owns a
majority stake in Indus League Clothing Ltd., one of
the leading apparel manufacturers and marketers in
India. Some of its leading brands include Indigo
Nation, Scullers, Urbana, Urban Yoga and Jealous.
4. Galaxy Entertainment Corporate Ltd: The group
owns a stake in Galaxy Entertainment Corporate Ltd.
that operates chains like Bowling Company, Sports
Bar and Brew Bar.
JOINT VENTURES COMPANIES
1. Planet Retail Holdings Ltd.: The group is a joint
venture partner in Planet Retail Holdings Ltd., which
operates sports, lifestyle and leisure retail chain. It
also owns the franchisee and distribution rights of
brands like Marks & Spencer, Guess, Debenhams and
Puma in India.
2. Footmart Retail: Footmart Retail is a joint venture
with Liberty Shoes and is engaged in the retailing of
footwear products in India.
3. Capital Land Retail India: The group is a joint
venture partner in CapitaLand Retail India, along with
Singapore-based CapitaLand Limited. The company
provides retail management services to retail
properties owned or managed by various group
companies and investment funds.
LINE OF BUSINESS
1. E-TELLING:
Futurebazaar.com offers the widest range of products at ‘lowest prices – everyday!’
Having pioneered the retailing business in India, PRIL has
now decided to revolutionize the consumer e-commerce
business in India. It intends to provide customers with a
streamlined, efficient and world class personalized
shopping experience, which will be supported with the
best technology platform.
Buying products is a 3 step simple process. All one has to
do is Search, Register and Buy. Here you can expect a
shopping experience akin to shopping at an actual bazaar
but with added simplicity & everyday low prices and an
assurance of 'your product' will be delivered within 7 days
of purchase.
We are proud to inform you that Future Bazaar has been
named as the Best Indian Website 2007 in the Shopping
category by PC World.
Future Bazaar won the top spot after beating other
established players like Rediff, Indiatimes, Sify, ebay,
Indiaplaza, Chennai Bazaar and India Mall. The award
was presented to Future Bazaar for its "decent, no-
nonsense approach, while providing a good shopping
experience".
2. Food:
Brew Bar : The Brew Bar is a classy and refined; yet
reasonable an egalitarian a bar with loads of
bonhomie.
Café Bollywood : Indian street food but with assurance
of highest levels of hygiene and quality.
Chamosa : Chamosa is a branded chain, which sell the
local Indian snack combination of tea and samosas.
Food Bazaar : Life is all about good taste and food
bazaar aims to ensure the same. With the low prices, a
wide selection of products and guaranteed freshness,
you are bound to find it irresistible.
Sports Bar : A bistro focused on the world of sport, the
Sports Bar is complimented with an unrivalled
ambience.
3. Fashion:
ALL : Shop big and shop for big, coz fashion just got a
little larger! Fashion for plus size people.
Big Bazaar : If value for money is what drives your
purchase; there can be no better place for you other
than Big Bazaar.
Blue sky : Accessories like never before....get the best
in sunglasses and watches at your kind of prices.
Central : A showcase, seamless mall for all your needs.
Located in the heart of your city, Central invites you to
Shop, Eat, and Celebrate.
Fashion station : Fashion Station takes fashion a notch
higher in the value segment... for the ones who have
an eye for it.
Giny & Jony : Gini and Jony is a lifestyle brand with a
radical approach to kids’ fashion. The brand caters to
an age group of 2 to 16 years, that is uber chic, style
conscious and stresses on a “head to toe” fashion
concept.
Navaras : Navaras is a fine 22 carat pure gold and
diamond jewellery brand, retailed from Big Bazaar
stores.
Lee Cooper : Regarded as a brand that is fun to wear
and be associated with, Lee Cooper offers the entire
range of lifestyle products in fashions category for
young men and ladies.
Pantaloons : Today a leader in fashion... Promises
Fresh Fashion for the young and trendy.
Top 10 : Top 10 is based on the concept of the ever
popular countdown shows, where the trendiest styles
get ranked from 1 to 10; the highest selling item gets
the highest ranking!
BOARD OF DIRECTORS
MANAGING DIRECTOR: Mr. Kishore Biyani is the
Managing Director of Pantaloon Retail (India) Limited
and the Group Chief Executive Officer of Future
Group.
WHOLE TIME DIRECTOR:
o Mr. Gopikishan Biyani.
o Mr. Rakesh Biyani.
NON- WHOLE TIME DIRECTOR:
o Mr. Ved Prakash Arya
INDEPENDENT DIRECTORS:
o Mr. Shailesh Haribhakti.
o Mr. S Doreswamy.
o Dr. D O Koshy.
o Ms. Anju Poddar.
o Ms. Bala Deshpande.
o Mr. Anil Harish.
TERMS OF REFERENCE
The time period given for the tie-ups for
the Green Card Customer Loyalty
Program, Denim Exchange and EOSS i.e.
End of Season Sale was a short span of
time i.e. Just 20 Days.
The marketing activity was restricted to
Pune region only.
There was no monetary stipulation for
the Project only traveling allowances
were given.
We were asked to present the findings on
the Excel sheet or on the word.
HUMAN RESOURCE OF THE COMPANY
Human resource is a term used to describe the
individuals who make up the workforce of an organization,
although it is also applied in labor economics to, for
example, business sectors or even whole nations. Human
resources is also the name of the function within an
organization charged with the overall responsibility for
implementing strategies and policies relating to the
management of individuals.
The importance of good quality manpower is most crucial
for the pantaloon than for any other industry because retail
sector remains labor intensive as it is very interactive
business. Retailer are therefore required to perform the
basic functions like buying, displaying and merchandising
and most importantly the various functions of customer
services compassionately.
The primary objective of human resource management is to
enhance employees productivity. This can be done by
increasing the sales generated per employee or reducing
labor cost. The task of hrm in pantaloon is however
complex and challenging.
Some of the golden rules that are required for creating an
effective HRD policy are as follows:
Hire the best people, globally
Manage your team with a light hand
Set the goals and give your people complete freedom
to achieve them
Provide all the infrastructure they need
Make them accountable for their performance
Eliminate politics from the work place
Punish lack of efforts, not failure
Share ownership in profits
Build a basic office, but ensure that people have fun
working unit
Keep the team together
INTRODUCTION OF TRAINING AND
DEVELOPMENT PROGRAMME
TRAINING AND DEVELOPMENT is a subsystem of an organization. It ensures that randomness is reduced and learning or behavioral change takes place in structured format.
TRADITIONAL AND MODERN APPROACH OF TRAINING AND DEVELOPMENT
Traditional Approach – Most of the organizations before never used to believe in training. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching. But now the scenario seems to be changing.
The modern approach of training and development is that Indian Organizations have realized the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results.
TRAINING AND DEVELOPMENT OBJECTIVES
The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal.
Individual Objectives – help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization.
Organizational Objectives – assist the organization with its primary objective by bringing individual effectiveness.
Functional Objectives – maintain the department’s contribution at a level suitable to the organization’s needs.
Societal Objectives – ensure that an organization is ethically and socially responsible to the needs and
challenges of the society.
TYPES OF TRAINING
ON THE JOB TRAINING
The development of a manager's abilities can take place on the job. The four techniques for on the job development are:
COACHING: Coaching is one of the training methods, which is considered as a corrective method for inadequate performance.
This method best suits for the people at the top because if we see on emotional front, when a person reaches the top, he gets lonely and it becomes difficult to find someone to talk to. It helps in finding out the executive’s specific developmental needs. The needs can be identified through 60 degree performance reviews
MENTORING : Mentoring is an ongoing relationship that is developed between a senior and junior employee. Mentoring provides guidance and clear understanding of how the organization goes to achieve its vision and mission to the junior employee.
JOB ROTATION : This is suitable for young new-comers from the universities and colleges enabling them to learn by doing. It consist of systematic and co-ordinated efforts to transfer an executive from job to job and plant to plant.
JOB INSTRUCTION TECHNIQUE (JIT) : Job Instruction Technique (JIT) uses a strategy with focus on knowledge (factual and procedural), skills and attitudes development.
OFF THE JOB TRAINING
There are many management development techniques that an employee can take in off the job. The few popular methods are:
SENSITIVITY TRAINING : Sensitivity training is about making people understand about themselves and others reasonably, which is done by developing in them social sensitivity and behavioral flexibility.
TRANSACTIONAL ANALYSIS : Transactional Analysis provides trainees with a realistic and useful method for
analyzing and understanding the behavior of others. In every social interaction, there is a motivation provided by one person and a reaction to that motivation given by another person. This motivation reaction relationship between two persons is a transaction.
STRAIGHT LECTURES/ LECTURES : This method is used to create understanding of a topic or to influence behavior, attitudes through lecture. A lecture can be in printed or oral form. Lecture is telling someone about something. Lecture is given to enhance the knowledge of listener or to give him the theoretical aspect of a topic.
SIMULATION EXERCISES : Games and Simulations are structured and sometimes unstructured, that are usually played for enjoyment sometimes are used for training purposes as an educational tool. Training games and simulations are different from work as they are designed to reproduce or simulate events, circumstances, processes that take place in trainees’ job
TRAINING AND DEVELOPMENT IN PANTALOON RETAIL (INDIA) LTD.
Some of the training programs that are given in the PANTALOON are:
Sales Training: Sales Training Guide; a practice-based tool providing learners with a content framework identifying core skills and knowledge deemed necessary to effectively "communicate and work well with others; solve problems and keep up with change".
On-the-Job Training: On-the-job training focuses on the acquisition of skills within the work environment generally under normal working conditions. Through on-the-job training, workers acquire both general skills that they can transfer from one job to another and specific skills that are unique to a particular job.
Seminars: Seminar is a form of academic instruction either at a university or offered by a commercial or professional organization.
Workshop: Workshop is a brief intensive course a seminar or a series of meeting emphasizing interaction and exchange of information among a usually small number of participants.
PANTALOON is growing in dynamic ways and are looking for people who will enable us to continue our success. We are looking for people who are passionate, adaptable, self-motivated, team players and who reflect our ideology - "Rewrite rules. Retain values".If you share our passion for success, we invite you to be a part of an amazing success story by taking up exciting growth opportunities with us.Future Group is an equal-opportunity employer. We encourage people to join us from all walks of life. To this end, we have implemented numerous training programs that provide our employees avenues for advancement. Our unflagging efforts have ensured that over 80 percent of our
people have been positively impacted. This has helped us identify and nurture Future leaders and bringing fresh energy and perspective to the business.
In potential employees, we value
Future Group looks to employee expertise to combine and sustain business and community growth. We are fully committed to India’s socio-economic development and seek the same values in those looking to be part of the Future Group family.
Empowering People
Future Group’s diverse people initiatives are aimed to attract, motivate and empower our employees in many ways.These include: Shishya An initiative that provides an opportunity to develop and enhance skills and knowledge through various educational and learning programs.
Seekho An initiative, aimed at encouraging employees who are consistent performers to fast-track their career growth by completing their higher education (MBA) in the retail domain.
Happiness Index ProgramA priority initiative aimed towards building a culture of employee-level conversations to achieve happiness through sensitivity and empowerment.
Vidyarambh‘The festival of learning at our stores’ is aimed at building a culture of a knowledge-led organization.
L.E.A.POur Leadership Excellence Advancement Program identifies and develops an individual’s leadership potential.
Idea BoardUnlike a "suggestion box", the Idea Board is an open forum that offers a platform for employees to voice their ideas openly.
GENISISFuture Group’s Management Trainee Program aims to develop trainees into future leaders at the company through on-the-job training, project work and functional implementation.
RESEARCH METHODOLOGY
Research in common parlance refers to a search for knowledge. Once can also define research asa scientific and systematic search for pertinent information on a specific topic. In fact, research is an art of scientific investigation.Research is an academic activity and as such the term should be used in a technical sense.
The purpose of research is to discover answers to questions through the application of scientificprocedures. The main aim of research is to find out the truth which is hidden and which has not been discovered as yet.
Research steps:
1. Study about organization
2. Setting of objectives
3. Questionnaire
4. Main study
5. Tabulation
6. Analysis
7. Findings
8. Conclusion
9. Suggestion and recommendations
DATA COLLECTION: The required data for the project has
collected from primary data. Primary data is a fresh data
collected from employees and having discussion and
interaction with employees.
SAMPLING PROCESS :
Sampling unit- Employees of the organization.
Duration- 1 month (2011)
Types of sampling- type of sampling used in this survey
were simple random sampling. In this method, sampling
unit chosen randomly from the total employee at all level in
the orgnisation.
RESEARCH INSTRUMENT:
Questionnaire- it refers to a device for securing answer to a
formally arranged list of questions by using a term, which
the respondent fill in himself.
ANALYSIS AND FINDINGS
Data collected through various manual and information
obtained through questionnaire reveals the following major
analysis and findings regarding the training effectiveness.
Level 1 (Reaction)
completed participant feedback questionnaire informal comments from participants focus group sessions with participants
Level 2 (Learning)
pre- and post-test scores on-the-job assessments
supervisor reports
Level 3 (Behavior)
completed self-assessment questionnaire on-the-job observation reports from customers, peers and participant’s
manager
Level 4 (Results)
financial reports quality inspections interview with sales manager
RECOMMENDATIONS
Develop the content of management programmes in consultation with staff, including business strategy and career planning.
Identify and support staff with potential for progression to the highest levels and support them through active succession planning.
Incorporate career development into appraisal processes by including discussions on aspirations and exploring barriers.
Use leadership and senior managers programmes as a feeder to a succession planning programme
Set up development programmes covering career planning, workshops, partnering with a senior level mentor, and coaching sessions
Encourage staff at all levels to pursue career enhancing qualifications
Consider development programmes for non-managerial women and men.
CONCLUSIONS
This study provides me with an opportunity to explore in the field of Human Resources.This study also provides the feedback of people involved in the Training and development process Apart from that it would provide me a great deal of exposure to interact with the high profile managers of the company. This study concludes that’s trainind and development has following advantages:
· Increased productivity.
· Reduced employee turnover.
· Increased efficiency resulting in financial gains.
· Decreased need for supervision.
TRAINING AND DEVELOPMENT PROGRAM
(QUESTIONNAIRE)
Dear Sir/Madam,I am doing study on Employees Training & Development. I would request you tokindly spare some time to fill up this questionnaire.
Thank you very much for your cooperation.
Name:
____________________________________________________
Position:
____________________________________________________
Department:
____________________________________________________
Please explain your job duties
________________________________________________________________________
________________________________________________________________________
What are your goals and objectives?
________________________________________________________________________
________________________________________________________________________
What skills set you apart from your colleagues?
________________________________________________________________________
________________________________________________________________________
Q1. Has your company organizes a training and development programme?. Yes. NoQ2. If your organisation identifies the training needs for the employees?. Yes. NoQ3. On an average, how much time did it used to take for training and developmentprogramme?. One Month. Two Month. Three MonthQ4. How much training programs has been made in the past one year?. One. Two. ThreeQ5. Do you have any training programs in the coming financial year?. Yes. NoQ6. Do your top management take feed back?. Yes. NoQ7. What do you think the training programs will be run in future?. Yes
. NoQ8. Do employee development programs raise unrealistic expectations about promotions?. Yes. NoQ 9. Do the Executive Director engage development activities for him/herself?. Yes. NoQ10. Do you feel trust in your supervisors?. Yes. NoQ11. Do the practice's supervisors use positive attitude with employees?. Yes. NoQ12. Does the practice have a consistent, timely and fair method for evaluating individualperformance?. Yes. NoQ13. Do you feel, you are being paid fairly?. Yes. NoQ14. Does your practice's equipment (everything from computers to scales) work properly?. Yes. NoQ15. Does your company use a specific training process?. Yes. NoQ16. Do you require a high degree of technical knowledge for your job?. Yes. NoQ17. Are office conditions comfortable?. Yes. No
Q18. Do you satisfy with organizational training and development programmme?. Yes
. No
Do you recognize any need for further training and development in the following areas? (Please tick where applicable)
Job coaching __
Delegated tasks __
Recruitment procedures __
Presentation assignments __
Internal training programs __
Seminars and other external training programs __
BIBLIOGRAPHY
The art of retailing by A.J. Lamba Aswathappa, K., Human Resource Personal
Management
WEBSITES SEARCH:
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