SummerProjectReport_v14 (1)

7/27/2019 SummerProjectReport_v14 (1)

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1st

July, 2012

Submitted By:

Surbhi Gupta

UH11052

PGDM HRM II

XIMB

MADURA FASHION

&LIFESTYLESUMMER INTERNSHIP PROJECT REPORT


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Acknowledgement

I take this opportunity to thank Madura Fashion & Lifestyle (MFL) for providing me an opportunity

work there for two months as a Summer Trainee. The two months spent here provided me with lots oflearning experiences which otherwise would not have been possible. The internship provided me a great

platform to put theory into practice.

I thank my mentor Mrs. Sirisha Bhamidipati for all the guidance and motivation which paved way for

the success of the projects. Her expert guidance and support helped me a lot in successful completion of

the projects.

I thank Mr. Paras Kaushik, Retail Head, for his guidance. I also thank the entire team, the employees

and other summer trainees who made my stay at MFL a fruitful one.

I would like to thank my college XIMB, for providing me a wonderful opportunity to work with oneof the most coveted organizations.

Surbhi Gupta

XIMB


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Table of Contents

Executive Summary ....................................................................................................................................... 5

1. Project 1: Workforce Planning Automation .......................................................................................... 6

1.1 Introduction ........................................................................................................................................ 6

1.2 Conceptual Framework ....................................................................................................................... 6

1.3 Process Diagram ................................................................................................................................ 10

1.4 User Guide ........................................................................................................................................ 11

1.5 Conclusion and Suggestions .............................................................................................................. 14

2. Project 2: Designing a Shift Roster .......................................................................................................... 15

2.1 Introduction ...................................................................................................................................... 15

2.2 Sources .............................................................................................................................................. 15

2.3 Challenges ......................................................................................................................................... 20

2.4 Proposed Model Shift Roster ......................................................................................................... 20

2.5 Conclusion and Suggestions .............................................................................................................. 23

3. Other Projects ..................................................................................................................................... 24

3.1 CTC (Cost to Company) Module .................................................................................................. 24

3.2 Transfer Module ......................................................................................................................... 25

4. Conclusion ........................................................................................................................................... 27

5. Key Learnings ...................................................................................................................................... 27

Glossary ....................................................................................................................................................... 28

Appendix ..................................................................................................................................................... 29


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List of Figures

Figure 1 : Methodology ................................................................................................................................. 7

Figure 2 : Process Diagram .......................................................................................................................... 10

Figure 3 - Screen 1: HRIS - Sampoorna .......................................................... Error! Bookmark not defined.

Figure 4 : Norm Screen for WFP Module .................................................................................................... 11

Figure 5 : WFP generation screen ............................................................................................................... 12

Figure 6 : Store Visit Analysis ...................................................................................................................... 19

Figure 7 : Shift Design: Cyclic Process ......................................................................................................... 21

Figure 8 : Shift Roster .................................................................................................................................. 22

Figure 9 : CTC Module ................................................................................................................................. 24

Figure 10: Transfer Module Process Flow ................................................................................................... 25


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Executive Summary

Madura Fashion & Lifestyle, a division of Aditya Birla Nuvo Ltd, is one of Indias fastest growing

branded apparel companies and a premium lifestyle player in the retail sector. The companys brand

portfolio includes product lines that range from affordable and mass-market to luxurious, high-end style

and cater to every age group, from children and youth to men and women. Madura Fashion & Lifestyle

is defined by its brands Louis Philippe(LP), Van Heusen (VH), Allen Solly (AS), Peter England(PE) and

People that personify style, attitude, luxury and comfort.

The first project is on Workforce Planning Automation in HRIS. This module helped in having a control

on excess hiring thus enabling the organization to have the right number of staff in all the stores. This

helped in optimizing the cost as well.

The second project focused on designing a shift roster for the store employees. This will help in

regulating the working hours of the employees as per the labor laws and store operating procedures.

Other projects emphasized on improvisation of the HRIS to ensure smooth execution of all the

processes. Various small modules like CTC automation, Transfer Process, help files, user interface etc

help in saving time and effort enabling smooth execution of HR processes.


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1.Project 1: Workforce Planning Automation1.1 Introduction

Design & Develop Workforce Planning (WFP) Module on Sampoorna Study Existing WFP Model - Workforce projection & planning for the retail

channel

Alignment with Recruitment Module* Workforce defined as the main selling staff in store CCA and Sr. CCA

1.2 Conceptual Framework

Data required / Input:

From SAP database :o Saleso Number of billso Store Area (Sq. ft.)o Store codeo Periodicity of data : scheduler to update data on a daily basis

Budgeted Data : 3 months data to be used for calculation From Sampoorna

o Existing manpower details HR input/Admin input

o Norms Area , Sales Value , Number of Bills


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o Percentage Weightage for each normo Minimum Staff requirement

Figure 1 : Methodology

Process Logic:

Step1: Data is taken from SAP / budgeted data and input is provided to HRIS database.

Step2: Parameters for calculation of workforce required are put in the user interface. These

parameters include the norms such as Area, Sales Value, Number of Bills and minimum staff

requirement.

Step3: The user can select the Brand and channel for which the workforce planning report needs to

be generated. The report can also be filtered on the basis of Store Code.

Step4: Calculate the manpower requirement (count) using the workforce planning calculator as per

the norms of Area, Value and Volume

Step5: Calculate the Variance i.e. excess or inadequate manpower in each store.

Step6: Integrate the workforce planning tool with the recruitment module. When the RM raises Job

Requisition form (JRF) for manpower requirement in a particular store,


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i. Validation: variance will be verified in the system.ii. In case of excess manpower, system will not allow the RM to raise the JRF for that

store. Message will be displayed JRF cannot be raised as the store has adequate

manpower.

iii. In case of inadequate manpower, he should be able to raise the JRF.iv. In case of Recruitment in Progress

For e.g. suppose in a particular store, available manpower is 5 and 1 recruitment is

in the pipeline and the Optimal number for that store is 6. The system will throw

him an error message showing that Recruitment is in progress for n number of

CCA/Sr. CCA for the JRF number.

Workforce Planning Calculation:

The norms and their weightages are defined brand wise and channel wise, as mentioned in the table

below:

Brand Channel Norms Value of Norms Weightage (%)

AS EBO Area (Sq. ft.) 295.83 20%

Value (Rs. Lacs ) 4.00 40%

Volume 164.36 40%

Minimum Staff 2 NA

ES EBO Area (Sq. ft.) 388.58 20%


Volume 407.97 40%

Minimum Staff 2 NA

LP EBO Area (Sq. ft.) 251.56 20%


Volume 137.02 40%

Minimum Staff 3 NA

PE EBO Area (Sq. ft.) 338.69 20%


Volume 163.05 40%

Minimum Staff 2 NA

PF EBO Area (Sq. ft.) 455.99 30%


Volume 280.21 35%

Minimum Staff 3 NA

VH EBO Area (Sq. ft.) 321.89 20%


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Volume 153.25 40%

Minimum Staff 3 NA

Example: Calculation Logic

Store Details:

Area (Sq. Ft.) Value (Rs. Lacs per

month)

Volume (No. of bills per

month)

2281 42 1140

Norms:

Area Norm Value Norm Volume Norm

450 5.336 150

Workforce Count:

Formulae Count

Count Area Area of Store

= ------------------------

Area Norm

= 2281/450 = 5.07

Count ValueSales Value ( Rs. Lakh per month)

= -----------------------------------------

Value Norm

= 42 / 5.336 = 7.87

Count Volume Number of bills ( per month )

= -----------------------------------------

Volume Norm

= 1140 / 150 = 7.61

Weightage:

Area Value Volume

20% 40% 40%

Selling staff Count


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= (Count Area * Area Weightage) + (Count Value * Value Weightage) + (Count Volume * Volume

Weightage)

= (5.07 * 20 %) + (7.87 * 40%) + (7.61 * 40%) = 7.20

Output:

o WFP Reporto Linkage with Recruitment Module*Offline decision: Options to Redeploy or Retrench excess manpower

Exceptional cases: Flag will be there where JRFs can be raised for exceptional cases.

1.3 Process Diagram

Figure 2 : Process Diagram


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1.4 User Guide

Screen 1 : HRIS

Screen 2: Norm Screen

Steps:

1) Select Brand and channel from the Drop down2) The Parameters for each brand will be:

a. Number of Billsb. Sales Volumec. Store Aread. Number of Staff

3) Input the value corresponding to each parameter. These values will be the Norms which havebeen decided for each brand. Input the Values and Weightage for each brand.

4) If the parameter is to be considered for WFP calculation, Select Consider as Yes else No.5) Input remarks, if any

Figure 3 : Norm Screen for WFP Module


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Screen 3: WFP generation ScreenSteps:

1) Select the Brand2) Select the year for which you want to see the manpower3) Select the calendar month4) Select the Store if you want to filter the results5) Generate will generate the WFP report as per the current values in the system6) Get Details will display the report generated in the system

Figure 4 : WFP generation screen


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1.5 Conclusion and Suggestions

The benefits of automating workforce planning on HRIS are:

Optimizing Cost Right Number of Staff in the stores Currently there is no check on the Recruitment module and n numbers of Job

Requisition forms are being raised. Now:

The Output Screen will enable us to figure the existing manpower Control manpower hiring through JRF Screen

In future this module can be extended to incorporate the following functionalities:

Temporary Staffing: As of now we are not considering the temporary staff recruited bythe stores during peak and festive seasons. In future, we can include the functionality to

allow hiring for temporary staff through the Workforce Planning Module.

Graduate Retail Intern Program (GRIP)* Norms can be changed in the future as per the brands


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2. Project 2: Designing a Shift Roster

2.1 Introduction

The purpose of this project is to address the following issues:

How do we follow the Shops & Establishment Act without increasing the head countat the various stores?

If we follow the Shops & Establishment Act, do we need an additional staff? Can we design a Shift Roster for the same which can be implemented in stores

throughout India?

2.2 Sources

1) Shops & Establishment Act (Karnataka)

The following clauses of the Shops & Establishment Act (Karnataka) applicable for this

project:

Daily and weekly hourso No employee in any establishment shall be required or allowed to work for

more than nine hours on any day and forty-eight hours in any week.

o Over time shall not exceed 10 hours in any day except day of stock-takingand preparation of accounts

o Total number ofovertime hours does not exceed 50 hours in a period of 3continuous months.

Extra wages for overtime worko Where an employee works in any establishment for more than 9 hours in

any day or for more than 48 hours in any week, for such overtime work he is

entitled to wages at twice the rate of normal wages.

Interval for Resto The periods of work of an employee in an establishment each day shall be

so fixed that no period shall exceed five hours and that no such person shall

work for more than five hours before he has had an interval of rest at least

one hour.


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Period of worko means the time during which an employee is at the disposal of the employer

Spread overo The periods of work of an employee in an establishment shall be so fixed

that, inclusive of his interval of rest, they shall not spread over more than 12

hours in any day

Wages definition (Payment of Wages Act)o "wages" means all remuneration (whether by way of salary, allowances or

otherwise) expressed in terms of money or capable of being so expressed

which would, if the terms of employment, express or implied, were fulfilled,

be payable to a person employed in respect of his employment or of work

done in such employment, and includes--

(a) Any remuneration payable under any award or settlement between the parties

or order of a Court;

(b) Any remuneration to which the person employed is entitled in respect of

overtime work or holidays or any leave period;

(c) Any additional remuneration payable under the terms of employment (whether

called a bonus or by any other name);

(d) Any sum which by reason of the termination of employment of the person

employed is payable under any law, contract or instrument which provides for the

payment of such sum, whether with or without deductions, but does not provide for

the time within which the payment is to be made;

(e) Any sum to which the person employed is entitled under any scheme framed

under any law for the time being in force; but does not include--

(1) any bonus (whether under a scheme of profit sharing or otherwise) which does

not form part of the remuneration payable under the terms of employment or

which is not payable under any award or settlement between the parties or order of

a Court;

(2) the value of any house-accommodation, or of the supply of light, water, medical

attendance or other amenity or of any service excluded from the computation of

wages by a general or special order of the State Government;


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(3) Any contribution paid by the employer to any pension or provident fund, and the

interest which may have accrued thereon;

(4) Any travelling allowance or the value of any travelling concession;

(5) Any sum paid to the employed person to defray special expenses entailed on him

by the nature of his employment; or

(6) Any gratuity payable on the termination of employment in cases other than

those specified in sub-clause (d).]

2) Store Standard Operating Procedures

Store Opening & Closing :o The store will be opened and closed by:

Store Staff

Security Guard (if available)o The store opening should be done 45- 30 minutes before the customer timingso The person who has closed the store previous night should be avoided to depute as

store opening executive.

o Staff is not allowed to enter the store premises more than 30 minutes before theirdue time (unless they have prior written approval from the store manager for the

same)

o The women CCAs should be relieved before 8:00/8:30 PM on all days as per thelocal regulations. In the event of any delay, the paid conveyance should be provided.

o Breaks: The employees shall be entitled for breaks as per the local S&E act and laborlaw. A minimum number of staff has to be maintained on the floor to take care of

the customer traffic.

o Each Store staff will work for not more than 6 days in a week and will get a day off.

3) Existing Scenario/Trend

Store Timingso 11:00 AM to 10:30 PM , or 11:30 AM to 11:00 PM


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Total : 11.5 hours everydayo 9:30 AM to 9:30 PM , or 9:30 AM to 10:00 PM

Total : 12/12.5 hours everyday Assumptions

o Peak hours are the evening hourso Store timings are more or less same for all the stores i.e. high street , mall &

geographical locations

Store Visit

a. Stores Coveredi. Bangalore: Commercial Street (C.S.) AS, LP , VH

1. Store timings 9:30 am to 9:30 pm / 10:00 pmii. Bangalore: Indira nagar LP , VH , PF Grandeiii. Bangalore: Kormangala LP

b. Key Findingsi. Stores are following a shift/duty roster designed by SM/ASM

ii. All have shift timings , weekly offs , lunch timings etc. decided bySM/ASM

iii. They are managing the staff as per the peak hours and give thembreaks accordingly

iv. 60-70% staff availability is maintained at a time in the storeData Analysis:

AS (C.S.) Store Staff = 5 ( 4 CCA + 1SM)o

Morning Shift - 9.30 am - 8.00 pm

o Afternoon Shift- 11.30 am to closeo General Shift - 10.30 am to 9.30 pm


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o Current Scenario : Lunch 45 min (Weekdays) , 30 min(Weekends) and Tea 10 min

o Possible break: Lunch 1hr : 1pm to 4 pm , Tea break 11 to 11:30

and 4:30 to 5pm , Snacks : 6:30 to 8:30pm

VH (C.S.) Store Staff = 7 ( 6 CCA + 1SM) Following one shift: They make sure 3+ staff is there at a time in the

store

7:30 to 8 , no customers , so break can be given at that time Possible break timings:

o Half an hour tea break between 12 noon to 1 pmo 1 hour lunch break between 1:30 to 4:30 pmo Half an hour tea/snack break between 5:30 pm to 6:30/7

pm

Graphical Analysis

Figure 5 : Store Visit Analysis


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2.3 Challenges

Recording of break timings not doneo How to capture total number of working hours of a CCA

The present method is manual and data can be manipulated easily Biometric / Punching machines to be used for attendance recording

o The shifts may vary from store to store depending on the trend and peak-non peak hours of a particular location

Shifts are easier to implement This can be left to the discretion of SM/ASMo Project briefing and store count is done in the morning

They prefer closing shift to start early so that all the staff can bebriefed by the SM/ASM.

o Half an hour break is too long during peak hourso When Staff is less (e.g. 4o CCA, given weekly off during weekdays only, except during exceptional

cases where they might get an off on weekends

o There should be at least 2 store employees in each store during peak hourso Women CCAs should be allocated morning or afternoon shifts only.o The person who has closed the store previous night should be avoided to

depute as store opening executive:


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If the person had a C shift the previous day, he cannot be allocatedA shift the next day

*N= No. of employees at store including SM

Shift Roster

There can be three shifts for the store staff:

Timings DurationShift A Opening Shift 10:30 am to 8:30

pm8WH + 2Hrs Break

Shift B General Shift 12:30 pm to 10:00pm

8WH + 1.5HrsBreak

Shift C Closing Shift 1:30 pm to 10:30pm

8WH + 1Hr Break

Store Timings: 11:00 AM to 10:30 PM WO: Weekly off WH : Working hours Day 1 to Day 5 : Weekdays Day 6 and Day 7 : Weekends

Cyclic Process:

After n weeks:SMs schedule will be replaced by CCA 4s schedule or CCA 2s schedule will be replaced

by CCA 1s schedule and so on. n can be left at the discretion on SM/ASM.This cycle will continue

every n week.

Figure 6 : Shift Design: Cyclic Process


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Case: 5 Store Employees (1SM + 4 CCA)

In case there are 5 employees in the store, the shift roster can be as follows:

Possible changes in the Roster:o Weekdays : No B shift required ( At the discretion of the SM/ASM )o Weekends : Introduce 1 B shift ( At the discretion of the SM/ASM )o On Friday: Can replace 1 A shift by B shift as on Friday requirement of CCA in the

evening is more than in the morning.

Figure 7 : Shift Roster

SM

CCA 1

CCA 2CCA 3

CCA 4


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2.5 Conclusion and Suggestions

We can follow the Shops & Establishment Act without increasing the head count at the variousstores.

If we follow the Shops & Establishment Act, we do not need an additional staff. We can design a Shift Roster for the same which can implemented in stores throughout India.

o The break timings in the Roster can be customized as per the store requirements ( i.e.peak / non-peak hours )

o The 3 shifts can be decided by the SM/ASM as per the store requirements.


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3.Other Projects3.1CTC (Cost to Company) Module

The aim of the project is too automate the process of CTC calculation in HRIS. Currently all the

components are calculated in an excel sheet and then manually input in the system. Through

this process, all the components of CTC will be calculated by the system.

Figure 8 : CTC Module

The steps for calculating CTC are:

Step 1:Select the Grade of the employee

Step 2: Input the fixed CTC per annum

Step 3: Calculate the basic salary and other allowances using the formulae.

Formulae Table

S.No. Name Formula Minimum

Value check1 Fixed CTC per month Fixed CTC per annum / 12 NA

2 Basic Salary per month 35% of Fixed CTC per month 6600

3 Supplementary

Allowance

Fixed CTC-

(Basic+HRA+Conv+food+med+lta+pf+grat)

NA

4 HRA 50% of Basic NA


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5 Conveyance 800 Fixed

6 Food 1100 Fixed

7 G_cash Basic + Supplementary Allowance + HRA +

Conveyance

16500

8 Medical

Reimbursement

833 Fixed as per

grade9 LTA Basic/12 NA

10 PF 12% of Basic NA

11 Gratuity 4.81 % of Basic NA

12 Fixed Component G_cash+Medical

reimbursement+LTA+PF+Gratuity

NA

Step 4: Display all the components of the salary in the report.

3.2Transfer ModuleTransfer (Movement of Talent) Policy implementation in HRIS Sampoorna

Figure 9: Transfer Module Process Flow


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The steps for moving and transferring retail employees from one store to another are:

Step 1:

ARM raises a transfer request (TR) for transfer of an employee.

ARM will be able to raise the Transfer request only after considering information about allexisting requirements at various locations (Workforce Planning Model).

The multi line will have the field to input the number of transfers required. (Similar to number ofvacancies in JRF).

The system will check the manpower requirement at that store for which transfer request hasbeen raised. It will match the number of transfers for that particular Transfer request form with

the Workforce Planning output.

If the store already has optimal manpower, ARM will get the Message The store already hasadequate manpower of n SM/ASM/CCA/Sr.CCA, and he will not be allowed to raise TR.

Step 2:The transfer request goes to the RM for approval. The RM will approve or deny the request.

Window Period: 5 working days

A reminder mail will be sent to the RM on the 4th

working day after which the Transfer request

will be closed in the system.

Step 3:After being approved by the RM it goes to the Regional HR.


Step 4:Then it goes to Sirisha (National HR Ops head) for Authorization.


If it is not authorized within 2 working days, system should auto authorize the transfer request.

Step 5:After authorization, Regional HR will process the transfer. The transfer letters will be released

and sent to Corporate MIS Executive, the candidate and the ARMs.

Step 6: Close the transfer request.


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4.ConclusionThe first project focused on Workforce Planning Automation in HRIS. This module helped in having a

control on excess hiring thus enabling the organization to have the right number of staff in all the

stores. This helped in optimizing the cost as well. This module had been successfully implemented in

the HRIS and linked with the recruitment module.

The second project focused on designing a shift roster for the store employees. This will help in

regulating the working hours of the employees as per the labor laws and store operating

procedures.

Other projects emphasized on improvisation of the HRIS to ensure smooth execution of all the

processes. Various small modules like CTC automation, Transfer Process, help files, user interface

etc help in saving time and effort enabling smooth execution of HR processes.

5.Key LearningsIt has been a great learning experience working in the retail industry and understanding the

business processes. The key Learnings can be listed below:

Retail HR Operations Workforce Planning Model Recruitment management for Retail Apparel / Retail Industry Store Operations HR Information Systems Employee Life Cycle Processes Application of IT Solutions to improve HR process execution Policy drafting Labor Law Compliance


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Glossary

The abbreviations used in the report are:

1. HRIS : Human Resource Information System2. WFP : Workforce Planning3. ARM : Area Retail Manager4. RM: Regional Manager5. SM : Store Manager6. ASM : Assistant Store Manager7. CCA : Customer Care Associate8. Sr. CCA : Senior Customer Care Associate9. AS : Allen Solly10.PE : Peter England11.VH : Van Heusen12.LP : Louis Philippe


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Appendix

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