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HRM Final
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Submitted To:-
Submitted By:-
Group Number-09
Charmi Shah-07
Jinit Tanna-08
Khushbu Agrawat-32
Heeral Upadhyay-40
Sushil Sahu-45
Prachi Dave-67
Acknowledgement
I would like to express my sincere gratitude to the
management of the DURGADEVI SARAF INSTITUTE OF
MANAGEMENT STUDIES, for their support and guidance
provided during the MBA program and while doing this
project. I specially thanks to Mr. ABHISHEK SETH for his
perseverance and attention which she extended to us.
This acknowledgement is incomplete without giving
special thanks to the persons who are directly or
indirectly associated with the project.
Last but not the least I pay my deep regard to my
parents and gratitude to God, without whom I was not
able to complete this project.
GROUP NUMBER09
CONTENTS
Sr.
No
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Title
Page No.
Big Bazaar
The Big Bazaar Promises
Organizational Structure
Meaning of HRM
Functions of HRM
Recruitment and Selection
Selection Procedure
Performance Appraisal
Annual Performance and
Development
Appraisal Process
Training and Development
Method of Training
Types of Training
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BIG BAZAAR
Big bazaar is the companys foray into the world of hypermarket discount stores, the
first of its kind in India. Price and the wide array of products are the USPs in Big
Bazaar. Close to two lack products are available under one roof at prices lower by 0
to 60 per cent over the corresponding market prices. The high quality of service,
good ambience, implicit guarantees and continuous discount offers have helped in
changing the face of the Indian retailing industry. A leading foreign broking house
compared the rush at Big Bazaar to that of a local suburban train.
Big Bazaar is a chain of shopping malls in India, owned by the Pantaloon Group and
which work on Wal-Mart type economies of scale. They have had considerable
success in many Indian cities and small towns. Big Bazaar provides quality items but
at an affordable price. It is a very innovative idea and this hypermarket has almost
anything under one roof.Apparel, Footwear, Toys, Household Appliances and
more.
The ambience and customer care adds on to the shopping experience.
2. GUARANTEED DELIVERY:
Big Bazaar guarantees to deliver the exact product that has selected, without
defects. In case of receiving a different product, or if the product is damaged in
transit, the customer should contact it within the stipulated time period and Big
Bazaar will ensure that it is replaced or refunded.
3. SECURE PAYMENT:
It commits to ensure that no payment misuse happens, so we work with banks and
payment gateways to ensure that your information is protected. Payments are
protected both by it and by the policies of customers bank, and the chances of fraud
in these channels are actually very low. Big Bazaar openly publishes its office
addresses and is part of Indias largest retail company with a presence all over India
so you know how to contact us in person, if required.
you the best possible method to a successful fulfillment of all your queries/issues.
Be assured that when you call us, your call is being taken seriously.
Organization structure
Store Manger
Asst. Store
Manager
Human
Resources
Dept.
Manager
CSD
Visual
Merchandising
Administratio
n
Marketing Manager
Asst. DM
Maintenance
Team
Leader
Housekeepin
g
Team Member
Ware House
Objectives of HRM
To effective utilization of the human resources
To establish and maintain an organizational structure
To secure integration to the individuals and organization by reconciling
individual group goals
To generates maximum development of individuals groups
To recognize and satisfy individual needs and group goals.
To maintain high morale and better human relations
To develop and maintain a quality of work life
To establish and maintain productive self-respecting working relationships
Key Functions
Functions of HRM
Operative
Function
Managerial Function
Planing
Employement
Directing
HR
Development
Organizing
Human
Relation
Controling
Compansenti
on
Recruitment Source
Internal source
External source
Name:
P
e
r
s
o
n
a
l
Date of Application:
Contact No:
Email Id:
DOB:
Band:
Current Role:
Designation:
DOJ PRIL:
Emp Code:
Total Experience:
PRIL Experience:
Course
Board/University
I
n
f
o
r
m
a
t
i
o
n
School/College
E
d
u
c
a
t
i
o
n
a
l
D
e
10
Percent
age
Year of Passing
t
a
i
l
s
P
r
e
P
R
I
L
Name of
Organizati
on
Position
Held
Years of experience
Responsibilities handled
E
x
p
e
r
Selection Procedure
Interview
Psychometric Tests
5 days training
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Performance Appraisal
Performance appraisal is a method of evaluating the behavior of employees in the
work spot, normally including both the quantitative and qualitative aspects of job
performance.
Performance appraisal is the process by which an employees contribution to the
organization during a specific period of time is assessed
C.D. Fisher
II. Objective:
To facilitate an effective annual stock taking of performance against the set targets of
the employees and recognize superior performance. To serve as a tool to help
identify performance gaps and thereby take appropriate measures to address these
gaps through development interventions for the employee.
Employees who are on the regular rolls of the Company only will be part of the
review. All Employees in Bands 1 to 4 in Store Operations who have joined the
organization on or before 30th Sep are eligible for the review (eg. Those joined
before 30.9.10 is eligible for the Appraisals for 10-11).The concerned employee
should be confirmed as on 31-Mar 2011. All employees under temporary/part
time/contract / flexi manning scheme will not be a part of the review Employees, who
are members of the Groups PRISM Store Karta Talent-pipeline Program, shall also
be appraised & rated as per this policy.
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and ABP of the organization, they should be set in line with the four objectives of the
Balance Score Card format:
Financial: KRAs should be set based on financial measures like revenue growth,
profit margins, costs etc.
Customer: KRAs should be set based on the Value proposition that will be applied
to satisfy customers. E.g. Customer Satisfaction, Conversion rates etc.
Internal Processes: KRAs should take into account processes that create and
deliver customer value proposition e.g. Statutory Compliance, Process Compliance,
process efficiency etc.
VII.2. Competencies:
A Competency is a combination of applied skills, knowledge and behaviors that is
important for the successful performance in a specific role. The appraisal form
clearly defines each competency and the Appraiser is required to relate to the extent
the employee demonstrated behaviors on the job in relation to the competency, while
rating them. The total Competency score is the Average score of all competency
ratings.
VII.3.Value Orientation:
Our shared Values are critical for our growth & Success and therefore all employees
need to demonstrate positive behaviors reinforcing them. Appraiser needs to assess
the appraise on the orientation to each of the 9 Core values of the Company. The
total Value Orientation score is the Average score of all Value orientation ratings.
The applicability & weight age of the
BSC /
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Competenci
Value
KRA's
es
Orientation
Band 1
85%
Not
Applicable
15%
Band 2
70%
15%
15%
Band 3
70%
15%
15%
Band 4
60%
25%
15%
5
Outstanding
Always
Rating Scale
4
3
Excellent
Good
_
Frequ
ently
2
Need
improvement
_
1
Under performer
Rarely
X. Appraisal Process:
The Appraisal process is divided into 3 Stages as enlisted under:
X.1.Pre-Appraisal:
a. Performance Planning:
The performance expectations and targets communicated to the appraise as per the
KRA format at the beginning of the appraisal year shall form the basis of the
appraisal process. KRA setting is the starting point of the Performance Management
Exercise and should be undertaken as under: Employee should draft KRAs based
on the ABP, Targets & Objectives The reporting Manager should discuss & review
these KRAs with the employee A set of KRAs should be defined and weight ages
assigned to each KRA
X.2.Appraisal Discussions:
a. Performance Assessment:
The Appraiser should have a detailed discussion with the Appraisee on various
aspects covered in the Self-Appraisal and should provide feedback based on actual
data and examples which the Appraisee would be able to relate to. The performance
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rating is to be provided as per applicable Assessment criteria & rating scale. The
total performance score after completion of performance rating as per prescribed
Assessment criteria & rating scale will be forwarded to the reviewer. The Reviewer
should go through the assessment and give his consent/recommend correction in
the Ratings/Overall Assessment, as the case may be, based on data. The Zonal
Head (if applicable) should go through the assessment and give his consent/revise
the Ratings/Overall Assessment, as the case may be, based on data. The highest
assessor/respondents Overall Ratings are to be considered for Vitality Curve Input
and should not be rounded off.
b. Development Review:
Areas of Training & Development in terms of Functional/behavioral Skills are also to
be identified & recommended along with suitable mode of learning.
c. Potential Assessment:
The Appraiser & Reviewer should also assess the Appraisee on his potential for the
following:
Preparedness of the Appraise for larger assignments considering timelines.
Promotion, if any, should be based on individuals readiness for the role as
well as availability of suitable vacancies. Adequate justifications in terms of
enhanced and changed responsibilities / role etc are also to be furnished.
Promotion to Store Karta roles shall not be effected through the PMS route &
will be only through the PRISM Store Karta Talent-pipeline Program.
Note: In case of Store Staff who are members of the Groups PRISM Store Karta
Talent-pipeline Program, following guidelines are to be adhered:
Appraisal & performance rating as per the regular PMS process applicable to others
is to be considered for PRISM participants [including application of increment
amounts].
Promotion to Store Karta roles shall not be effected through the PMS route.
In special cases where the PRISM participant is below the minimum grade of DM,
up-gradation to the next immediate grade is mandatory.
PRISM participants can be considered for promotion to non-Store Karta ASM
positions in BB Cut-Ins or equivalents [E.g. ASM-Fashion@BB or ASM-Food]
There will be no promotion on any other grounds for PRISM participants vide the
appraisal process and their career progression will be managed through the PRISM
program.
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b. Increments/ Promotion:
Guidelines for Increments will be issued by the HO and may differ across
concepts/businesses based on concept/ business performance and performance
rating of the employee. Promotions based on recommendations, if any, are to be
considered based on the individuals readiness for the role as well as availability of
suitable vacancies.
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Training
Training is the act of increasing the knowledge and skill of an employee for doing a
particular job. Training is a short-term education process and utilizing a systematic
and organized procedure by which employees learn technical knowledge and skills
for a definite purpose. Training improves, changes molds the employees knowledge,
skill, behavior, aptitude, and attitude towards the requirement of the job and
organization. Thus training bridges the difference between job requirement and
employees present specifications.
Definition
The organized procedure by which people learn knowledge and/or skills for a
definite purpose
Dale s.Beach
Meaning of Development
More future oriented and more concerned with education than is training.
Management Development activities attempt to instill sound reasoning processes to
enhance ones ability to understand and interpret knowledge.
It focuses on the personal growth & on Analytical, Conceptual Human skill.
Methods
Training
Job rotation
Vestibule training
Coaching
Role Playing
Job instruction
Lecture methods
Conference or Discussion
Committee Assignments
Programmed Instruction
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Internship Training
Duration:- 3 days.
Duration:- 2 days
.
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Apparel
Food
General Merchandise
Electronics
Home
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25
Preamble
Introduction to retail
Future Retail
Organization values.
Belief
Behavior
Business
Retail is Religion (Customer is Bhagvan)
Change
KARTA
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Importance of Icebreakers
Expectation Mapping
Vikram and Vetal Training methodology
Storytelling as a training tool
Pre-Training
During Training
Post Training
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Communication skills
Clear instructions
Coaching for performance
Micro and macro-vision
Delegation
Conflict management
Feedback
Managing stress: Self and team
Time management
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29
Johari window
Communication style grid
Listening and barriers to listening
Non-verbal communication
Communicating assertively
Constructive feedback
Team communication skills
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CONCLUSION
Big Bazar a part of future group is a hypermarket offering a huge array of goods of
good quality for all at affordable prices. Big Bazar with over 140 outlets in f=different
part of India is present in both the metro cities as well as in small towns.
They can improve customer satisfaction by providing home delivery services.
We can conclude that Big Bazar has one of the major retail industry in India.
Working environment is good and also the various facilities is provided to increase
the customer satisfaction.
There exists a healthy and a strong relationship between the employees and the
management staff of the Big Bazar.
The employees accept their responsibility wholeheartedly and perform the service in
well manner that satisfied the customer.
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BIBLIOGRAPHY
Essentials of Human Resource Management
And industrial Relation:
Training and Development of Employees:
WEBLIOGRAPHY
www.citehr.com
www.futuregroup.com
www.futurebytes.com
www.managementparadise.com
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P.Subba Rao
Raymond A.Noe