Title - The ‘People’s CEO; Managing Human Resources strategically at

Daily Bread

Authors -
• Christo Fernandes
Faculty, Goa Institute of Management (GIM) ,
Ribander ,Pin-403006, Goa
E mail- christo@gim.ac.in

• Som Sekhar Bhattacharyya

Faculty, National Institute of Industrial Engineering (NITIE) ,
Vihar Lake, Pin-400087, Mumbai, Maharashtra
E mail- somdata@gmail.com

• Tamara Ann Falerio

Master of Business Administration Degree, Department of Management
Studies, Goa University, Goa.
E mail- tfaleiro@gmail.com

Abstract:-
This case is about the story of Mr Inam Abul, Chief Executive Officer (CEO) of Myles High
who has started a bakery products outlet in Panjim Goa, but with a difference. The
case talks about the process of setting this store and the difficulties and challenges
faced. Further the case describes how Mr of Mr Inam Abul is strategically getting and
managing the Human resource and the new challenges he faces both in the short as
well as in the long run.

“Hiring has been incredible!!... We have gone right!!”

Inam Abul
Myles High
June 5, 2009 as the pre- monsoon showers hit the state of Goa-India Inam Abul, Chief
Executive Officer (CEO) of Myles High sat in his office situated on the 7th floor overlooking
the panoramic view of the city’s business hub. Goa heralds the first rains which quenches
the thirst of the parched dry paddy fields, giving way to sprouted greenery and scenic
beauty. Goa is a tourist destination for those seeking sun, sand and sea, and the onset of
the monsoons marks the beginning of four months of “off season” when business related to
tourism slackens. While the rain poured down in torrents, Inam thought to use this time
wisely to focus on the development of building people skills to attract wide range of
customers. “We are not here to plough the market... off season is the time for reaping”
Company Background:

The tiny state of Goa for years has enthralled tourists from all over the world and is
considered as a holiday destination in India. The state blessed with opportunity has provided
ample scope for the hospitality industry to thrive and emerge as one of the major industries
in Goa.

Myles High Hotels & Towers Private Limited a 100% Goan Company owns and operates
numerous hotels and commercial properties in the state. Myles High according to Mr. Inam
is ‘miles’ ahead in setting standards in the industry through dedicated service and quality
control. The company strongly believes in setting benchmarks in the industry so as to
provide high quality service to its customers. As Inam quipped, “By striving to anticipate
customer expectations, we have to carve a unique niche for ourselves in the hospitality
1
sector of Goa.” With a customer driven approach the company accords top priority in
ensuring total customer satisfaction. According to one of the managers, the past few
months have seen an increased focus towards attaining greater heights. This is being driven
by the largest single- most strength- the employees. Myles High runs and operates different
business verticals. This has been shown in figure-1.

Figure 1: The business verticals

Myles High
Hotels and
Towers Pvt.
Ltd

Myles High
Myles High Myles High Myles High Health
Corporate Hotels and Serviced Concept
Hub Towers Apartments Pvt. Ltd

The Myles High Corporate Hub, a prestigious project of the Company in Goa, is the one-
stop-destination for corporate giants to set up their business all under one roof! Custom-
made to suit the requirements of the corporate houses; this is a first of its kind project in
Goa and is the best bet for corporate houses to set up their offices and enjoy the benefits
that come with it. Taking the additional step to find out and understand the needs of the
people, this interaction brought about a way to be unique in the market. Tailored made
products as desired by the customer like works space, ergonomics and furnishings is fine
tuned to suit the budget of each customer thereby adding value to the whole proposition.

Myles High established its name in the hospitality industry in Goa owning and operating
hotels and commercial properties. The hospitality industry boom in Goa has opened the
doors for many giants in this field of hospitality and one can notice a beeline to establish
their brand of hotels in Goa. The Myles High Hotel and Towers, realizing the potential of
growth in the hospitality industry offers a top notch hotel in Goa. The Four floor hotel with
modern amenities and state-of-the art facilities is now coming up at a village in South Goa to
cater to the vast number of national and international tourists. The basic idea behind this
business is to provide facilities which are on par with the best in the industry. “We have
made a beginning in the right direction” confidently stated Inam as he went about giving a
brief of the company.

The serviced apartments business has been the recent attraction in the last few years in
Goa, a tourist destination. Goa caters to the leisure as well as business travelers. Myles High
sees ample scope for development keeping in mind the sizeable tourist arrivals in the state.
Myles High Serviced Apartments offer well-furnished residences with all the essential in-
house facilities such as well-equipped kitchens, a gymnasium, housekeeping, laundry, in-
house pantry service and other services. Serviced apartments make one feel at home by
providing comfort and convenience and Myles High has embarked upon providing ‘a home
away from home’ to people when they visit the city on business or family holiday.

Looking to diversify in business the company decided to channel its activities into
franchising. Myles High Health Concepts Pvt. Ltd. has been working since its inception,
2
to ensure safety and quality of food products in which they specialize. It is a well known fact
that food and health are closely related. With that in mind, the company has brought out an
innovative concept to the Goan market with primary focus on quality and health aspect.
Myles High took on the initiative to start and run the food franchise ‘Daily Bread’ which was
the best step taken on their part. At Myles High the basic truth that ‘Good and healthy food
is considered to be the best way to maintain a healthy lifestyle’, is a focus well articulated in
action. Daily Bread has set up a see- through bakery and open kitchen with glass display
counter and cabinets wherein the customers can see how their order is prepared. In
addition, neither preservatives nor chemicals are used to modify the shelf life of the
products.

Under the able and dynamic leadership of their Chairman Andrew Dias of Myles High
adheres to the highest ethical standards in conducting activities with integrity, respect and
fairness. Would the help from a team of dedicated and motivated professionals help? Would
they see themselves in carrying out and executing tasks that the company has set for itself?

Daily Bread: The start of a business

Daily Bread, established in 2003, is an associate company of Britannia Industries Ltd., one of
India’s largest fast moving consumer goods (FMCG) companies. At present, it supplies
bakery products to a wide spectrum of Institutional clients and operates 36 outlets spread
across Bangalore, Mysore and Mumbai. Myles High, grabbed the opportunity to take the
franchise of this reputed company and pre- eminent brand in the bakery sector in India, and
has now become the Master Franchise of Daily Bread. This move has been beneficial for
the Company to create a strong foothold in bakery sector in Goa. The franchise business is a
proven concept of a ready business with minimum investments and minimum risks. The
Daily bread franchise in Goa offers a high return on investments to the franchisee. It
provides an opportunity to take up an already established brand. Daily Bread / Daily Brew /
Deluca’s, in addition to selling innovative products introduced by the Company every now
and then. Table 1 shows the product list of the vast array of food items available at Daily
Bread. It accords top priority to hygiene and quality control in all the product range. CEO
Inam Abul self-assuredly articulated: “We are following a simple policy of dealing with only
those products known for their quality and hygiene. It is this policy which prompted us to
take the dealership of Daily Bread as a franchise.”

Specializing in Hospitality Management with requisite qualifications and experience, Inam is

an extrovert, open to change and reliable. With excellent people skills and positive attitude,
the motivation, commitment and hard work he projects makes him a CEO with a difference.

Inam previously worked 11 years in the United Kingdom and was back in India in the year
2006. Settled in Bangalore at that time, he approached Andrew. Andrew, a visionary wanted
to set up a state of the art bakery, and Inam was keen on taking it on. Introspecting on his
growth plans and interest, he always knew there was no place that would provide better
opportunity than Goa. The Goan market he felt was a diversified one. Both foreign and
domestic tourists love the place and frequently visit during the months of September to
May. Many businesses in the hospitality sector start off but the approach followed by them is
very different to the one Inam believes and adopts. These businesses work on the principle
of first starting then work around their market to be targeted thus charging varying rates for
their service. Inam truly believes in looking at the basic customer first and then build around
that, and sees no need in charging a premium.

The Goan culture is very easy going and relaxed. A native of West Bengal (India), Inam
found surprising comparisons between the two states. The comforting feeling of these
similarities helped make a decision as to where he finally wanted to settle. Goa was always
the home for him and this feeling made him come back to Goa, India in June 2008.

3
Andrew Dias worked for a royal family in Bahrain, UAE. The time spent over there helped
him in making good savings. With time and money in hand, he bought land and property in
Goa, the first investment being made on a property where now stands the building -Myles
High Hotels and Towers. Located in the capital city of Panjim amongst the hustle and bustle,
no other place deemed more suitable and profitable. At the project stage itself, Andrew was
approached by people who were keen to purchase office space. He visualized Myles High
buzzing with business activity. He had a strong desire to use the resource available and
direct it towards measurable results and then plough it back in a society where he considers
himself at home. Hence he decided not to sell the property but instead work in a direction of
getting to lead a business hub. Andrew was looking for the right person, an individual who
would direct the business along with his people. Andrew therefore forfeited selling his
property for expanding his business into the hospitality sector.

Inam with his experience in franchising was earlier a business advisor for Andrew. Andrew
realized that Inam had all the skills to move a team effortlessly. Inam was the right choice!
When Inam talked over the business proposition with Andrew the deal was clinched and for
Inam it was dream come true for Inam. He always wanted to start a business of his own from
nothing and take it forward with the right team.

Bracing for the journey ahead, Inam was faced with critical decisions that had to be made.
What are the plans? How much financial aid is required? How do I set my goals and target,
Recruit the right people, set up processes and procedures? Well, at the end of it, all that
Inam could think of was “Build a self sufficient business”. This according to him was the
focus and he moved towards this direction.

Having being employed with United Pizza Restaurant, Bangalore- India, as the Country Sales
and Franchising Manager he gained skills in all aspects of franchising right from module
development to networking in the market.

Setting ground

Inam’s journey is akin to a ship sailing through the wide open sea with him at the helm. He
needed people to handle the operations. His journey ended when he dropped anchor by
using his franchising skills to start the business of bakery products. He realized that FMCG
dealt heavily with people’s attitude and customer relations. However since the business was
just in the initial stage, it was noticed that Inam took small measurable steps while selecting
the right people for the right job. The teething problems slowly began to diminish as people
fell in place doing their jobs as directed by the management of Myles High. As one of the
first employee recalls:

“When I came to Daily Bread, I did not know whether I would survive in this Industry.
We were totally new in the set up and I was anxious about the other players. But
when I began working in this place there was one man who gave me the full support
and confidence and that is Mr. Inam Abul who at every step of my career at Daily
Bread, has given me the love of my work and the passion of Human relations.”

Every step taken by Inam has led the entire team to develop soft skills thereby making them
customer focused, approachable, hardworking and willing to learn. Every individual that has
been recruited may not be brilliant, but each one certainly is a team player. And so, the
entire team at Daily bread is a mix of different diverse cultural individuals who work towards
the baking and making of Daily Bread- an experience to savour.

Daily Bread operates as the master franchise and also makes and sells the products to
Institutional clients in Goa. In marketing the operation of daily bread, Inam was meticulous
in locating the right radio channel to penetrate the market. “The strategy was to carve a
niche rather than reach out to the larger population” said Inam. Radio indigo 91.9 fm was a
4
clear road to reaching out to the people of their target market. Tackling a one level market
was the right move. The mid size market segment of Goa was the ideal match following
suitable prices. A marketing plan from city to city differs. What Daily Bread uses in
Bangalore cannot be used in Goa. To penetrate the Goan market, one has to know who
forms the ideal customers. Approaching people who are open to ideas seemed sensible
rather than everyone. The success to the Goan market is when two important factors are in
favor to the people-“affordability and accessibility”. Although time was well spent
understanding the Goan customers and their needs, relationship building was the leap
forward. Every Goan has an intimate affinity and love for bread. Hence every Goan would
never be tired of eating bread and standing by it. However within the global scenario of
business, the Daily bread concept is a niche separating and differentiating it from the
traditional bread seller. Hence, apart from affordability and accessibility the success of this
business was customer relations.

The master mind behind an efficient and effective system, Inam is versatile. Open to
criticism, he always welcomes new ideas which can be implemented to the smooth
functioning of the system. “Our vision is to deliver consistent and top notch quality service
with a professional touch. Setting benchmarks and strictly adhering to these standards is
our mission!”

With a wide customer base timely delivery, good quality, and customer satisfaction is what
he believes are the key factors for running a business successfully. The company is founded
on the principles of basic knowledge of harnessing human potential and equality. Reflecting
on the understanding that good service and adherence to standard quality are the key
factors to achieve high levels of performance, and gain wide acceptance, the determination
on Inam’s face was sufficient to say it all. This combined with other equally important factors
like years of experience in the field, dedication to provide exceptional service in the industry
and attention to minute details have propelled the company to kick off with success. A man
with skills and abilities in Hotel and Restaurant management with the added skill of opening
and setting up experience, no one could even begin to doubt the wonders being created by
him in his work. And with a knack in training, development and manpower management,
one could only expect to see joy at workplace within employees like never before.

Inam steps forward

A man of virtue and compassion, Inam looked at business from two sides, the customer and
his people. One of the benefits of taking a business from scratch is the ability to mould just
about anything and everything in a manner appropriate. Building people is what Inam
strongly put forth in the organization. The activities undertaken at Daily Bread are purely
from the people’s perspective. The recruitment philosophy followed by Inam is on getting
not necessarily the best from the industry but more importantly the fresh minds! One could
express surprise towards his take on the recruitment, but how every great decision as an
equally stunned logic behind it, the same goes here. Inam believes that a company would
perform better not because it has the best, but because it has those employees that are
more open to learning and delivering thus bringing out the best in them. He adds on to say:”
It gives them the position to innovate and learn from experience.”

The recruitment policy at Daily Bread is managed through the process of Chronological In-
depth Structured Interviews (CIDS). As the name states, the potential candidate is
interviewed on the basic of their background at school and work place. This interview is
based in a structured and systematic style to capture not only skills and talent but to also
find out the response patterns of the candidate. The results delivered by the CIDS interview
means longer tenure for the person hired, consistency in work place, and a steady
incremental improvement and more over keeping loyal and happy customers. This has
offered him large benefits with high retention rate. In fact, Inam states “Since the inception

5
of Daily Bread, only two employees have left the organization due to job opportunity
overseas”.

The retention policy at daily bread is based on performance and incentives. Apart from just
grading an employee on his performance, every employee is constantly observed and
mentored to the process of feedback. In order to manage this entire process Inam has
appointed a people centric in-house manager who draws the same thread of philosophy as
the chairman and CEO of Myles High. In fact, the extension of Inam is seen through the work
of Mathias who has made every possible move to mentor his entire team of employees at
the production as well as the customer- relationship level.

The practicality of Inam can be well brought to notice by his ways and initiatives in
developing his people. In the best way possible Inam says: “I can’t give my staff
Ambassador Car parts and ask them to build a Mercedes.” Inam believes in creating
benchmarks as it will bring out the best in the working of the people. Once a sustainable
system is created there is no looking back. “Every two steps I take... I have to stop and
gather my thought… but then I have to move forward and I have to make my people move
with me… ”

The company provides initial and on- going training and support to its people. Emphasizing
on team work, a feeling of togetherness and openness is instilled among all the employees
at different levels. On the Job training is mostly done so that one learns from his mistakes. It
also offers well organized marketing and operational support at all times.

The employees at daily Bread are natured and developed at every step of their way. Inam
believes that with a flat organization in place (Exhibit 3), the people approach is at a
comfortable level and the relation built out of it results in good performance by the
employees which in turns reflects on the overall performance of the Company. Inam has
introduced an appraisal system and believes that great success lies behind this system.
(Refer to Exhibit 4, 5 and 6) Understanding the people forms the base and once the base is
firmly set only then can one build something sustainable.

Human Intervention and in perfection of delivery

The entire service delivery depends on the visiting customer and the outside customer.
Exhibit 7 shows the service cycle of Daily Bread. All the orders that are received from the
clients (Table 2) are received daily from 6pm to 8pm. Orders received are then formulated
and compiled by the outbound manager who is the one point contact of this business. This
enables centralization of decision making leading to pro active decision making and minor
changes in the entire service delivery cycle. The production is divided into four departments
namely a) Fillings (Sandwiches), b) Indian snacks, c) Patisserie (cakes, pastries and cookies)
and d) Bakery items.

Once the orders have been compiled, the outbound manager breaks down the entire
requirement and divides it among the production departments. A team of three bakers and
two patisseries work in the night shift and keep the entire production available for dispatch
at 3.59am. At 4 am the outbound manger enters the production department and divides the
entire order based on clients and location of delivery. Required delivery challans are then
prepared and handed to the delivery boys by 6am. Two drivers are assigned to look after the
delivery, namely in the North and South of Goa and the delivery of all products completes
exactly at 10.30 am. Should there be any cause of damage the products are returned to the
production unit and the necessary adjustments are made in the following days billing cycle.
The above cycle is based on team work that makes instant decisions in the absence of the
CEO.

Culture: A day at Daily Bread

6
The focal culture at the daily bread is that of a big family. The work culture is one of great
freedom, flexibility and learning. All the boys working in this unit come in from different
walks of life and also have a diverse culture which adds to the challenges at the work place.

The philosophy of Daily Bread lies solely in grooming, training and mentoring the staff in
expected standards of hospitality by the in- house manager. In short the in house manager
is seen across as a big brother. The role of the in house manager is one that takes care of
the overall functioning of the unit but specifically pays attention to the training needs of the
staff in dealing with every customer’s need.

The philosophy of the people’s CEO connects with an experiential evidence of harnessing
human potential as a strategy to retain and expand business. Inam felt the innate desire to
extend his people philosophy by getting in the right people. He felt that the business would
run smoothly only if the people were rightly directed and cared for. In a quick decision Inam
recounts his experience sitting in the Myles High Lounge where he saw Mathias dealing with
a critical customer problem. Inam was completely impressed with the approach of Mathias
that he suggested to him to join immediately the Daily Bread team at the Myles High
Corporate office. “In making decisions about people you need to blink your eye and see the
truth in action “said Inam. Hence from then on, Mathias has been the extension to the
philosophy and mind map of Inam.

Mathias narrates the perspective of a family feel within the work culture. “I treat all my boys
equally and there is no room for bias and prejudice” says Matthias. The Daily Bread unit
functions like a team with its head held high with lots of confidence and support generated
by the unit manager. There is an instance wherein one of the boys responded coldly to the
customer without any intention. The customer therefore reacted negatively and shouted at
the boy. The in house manager rushed to the scene and calmed the customer by talking to
him politely. On seeing this, the boy was amazed at the impact of the approach of the in
house manager on the customer. As a natural reaction the boy understood the situation and
offered to apologize. This incident narrates Mathias, helped the boy learn how to deal with a
customer and how to trouble shoot in times of crisis.

“I keep a briefing every day. If they are not confident the boys are told to observe
me…watch what I do and I give them the space to adjust and be comfortable with it.
This way they can learn new ways of dealing with people.”

Regular feedback is given to the boys. As one manager said “As Inam is with me, I am with
them. If I am doing something wrong, I should be open to correction and similarly if I have
done something good, I would like to get acknowledged for it. If I want it, my boys should
also want it. This way they learn and grow and the work improves….”

People who visit Daily Bread feel like they are at home requesting for a sandwich and
sipping on a hot coffee in their living room. In fact the entire experience is like that of being
at home but with an expanded hospitality and comfort. This is the basic culture for the
inside customer as well as for the outside customer. One employee and one customer
together remarked “This is a family with a difference…it does not allow for insensitivities.” In
short it is a professional family with a touch of home.

Path way to the future

Inam hopes to move in steps rather than leaps, but is apprehensive and cautious. He
hurriedly ran to the car in the pouring rain and slowly wound his way out onto the highway
where he got caught up in traffic jam. As he waited for the congestion to ease he reflected
on the future of the company and the plans that lay ahead. The company plans on opening a

7
 10000 sq ft state of the art bakery unit in Kundiam Industrial Estate, Goa and 20 outlets in
next five years. It also intends on opening 10 wholesale bakery production units and 200
retail outlets in the top 10 metros in India including Goa, over the next 3 years. He needed
to focus on the strategic plan specially regarding HR in the days ahead to get these projects
rolling.

Table 1: Daily Bread Product List Breakfast & Tea

Stone Baked Artisan Special Savouries
Style Breads Cookies - Ginger Chip Vegetable Money Bag
Hi teas breads and Jam Filled / Sugar Veg. Puff
French brioches Cinnamon donut
Masala Loaf Kheema Samosa
Milk and honey plait Banana Walnut / Marble
Panini Herb & Pesto Paneer Crossant
Chocolate brioche Slice
San Francisco Sourdough Apple Danish
Welsh fruit loaf Cookies - Chocó Chip / Oat
Loaf Cheese & Mushroom
Almond and raisin brioche meal Raisin
Parisian baguette Danish
Italian bell pepper and herb Chocolate Donut Shangai Chicken
toscanne loaf Assorted breads Fruit Cake Slice croissant
Ciabatta - black olives Pizza base Raisin & Walnut Danish Chicken Danish pizza
Focaccia onion and Mumbai Butter pav Chocolate Croissants Chicken masala Danish
sundried tomatoes Mumbai whole wheat pao Cinnamon Twists
Buns flavoured Cheese Straws Parisian and Viennese
Country style health Submarine rolls / Hotdog Chocolate twists pastries
breads rolls Cinnamon Bagels Belgian Pralines and
Healthy whole wheat bread Burger buns Onion Bagels Truffles
Spinach loaf Buns plain Croissants Plain Apple Crumble
German root baguette Methi, Aijwain and haldi loaf Donut Chocó (eggless) /Apple Pie
Muesli sliced bread Curry leaves and mustard Chocó chip muffin Black Forest Slice
Multigrain loaf Muffin plain Strawberry
seeds loaf
German Sour rye loaf Cookies Chocó chip Mocha
Cheese and garlic loaf
High fibre fruitti fit loaf Ginger chip cookies Fresh Fruit and cream
Bread crumbs Pastry
Oatmeal cookies
European sandwich Luxury European Cakes Mille Feuille - Lychee
breads Quiche & Slice (one Kg) (Eggless)
English premium butter Chicken 65 Pie Pineapple Fresh Cream Chocolate Charlotte
bread Veg. Country Style Quiche – Gateaux Classic Opera
Milk sandwich loaf Slice Black Forest Gateaux Dutch Truffle
Brown sandwich loaf Season's Sensation (Fresh Socher Torte
White sandwich bread Rosemary Chicken Quiche - fruit & Cream) Tiramisu in Chocolate
Brown sandwich bread Dutch truffle Tort
Slice
French village sliced bread Fruitta Tiramisu
Mediterranean sliced bread Blueberry Cheese Cake

Table 2: Daily Bread Clientele (Goa)

New Institutional Client

Sunflower Restaurant Existing Institutional

Client
Ginger Tree
Toastz
Marigold Hotel
Cravings
Suncity Resort
Salmon Fresh
Foodland
Café Coffee Day
Delhi Darbar
Lemon Tree 8
Moti Mahal
Exhibit-1 Interiors: Seating and food display

The Daily Bread Franchise in

Panjim, Goa

----------------------------------------------------------------------------------------------------------------
----------------------

9
Exhibit-2, Myles High Corporate Hub: Office of CEO Inam Abul

10
 Unit Chef Front
Manage Office
r
Productio
Out
n Head
Bound
l
era Manager
Gen ger
a
Myles High Man
Lounge
Maintenan
Exhibit 3: Meet the Myles High Team

ce Financial
se Daily Bread
In-Hou Controller
er

11
Manag

Exhibit 4: Employee Evaluation Form

Inam Abul Andrew Diaz

Board of Directors CEO Chairman

Overseas and manages general
operations and staffing, sales
and marketing.
 NAME OF THE EMPLOYEE: ______________________________________________________________
DESIGNATION: __________________________
PERIOD OF EVALUATION: ___________ TO __________
DATE OF EVALUATION: _______________________

CORE PERFORMANCE RATING SCALE COMMENTS

COMPETENCIES
BELOW AVERAGE MEETS EXPECTATION EXCEEDS EXPECTATION

JOB KNOWLEDGE 1. 2. 3. 4. 5.

PRODUCTIVITY 1. 2. 3. 4. 5.

TEAM WORK 1. 2. 3. 4. 5.

QUALITY OF WORK 1. 2. 3. 4. 5.

COMPLETES TASK ON TIME 1. 2. 3. 4. 5.

FLEXIBILITY 1. 2. 3. 4. 5.

LEADERSHIP SKILLS 1. 2. 3. 4. 5.

PROBLEM SOLVING 1. 2. 3. 4. 5.

GUEST/ CUSTOMER 1. 2. 3. 4. 5.
RELATIONS

CREATIVITY 1. 2. 3. 4. 5.

DEPENDABILITY 1. 2. 3. 4. 5.

ATTENDANCE 1. 2. 3. 4. 5.

INITIATIVE 1. 2. 3. 4. 5.

ETHICAL CONDUCT 1. 2. 3. 4. 5.

CO- OPERATION 1. 2. 3. 4. 5.

COMMUNICATION 1. 2. 3. 4. 5.

Signature of Evaluator Signature of HRD Signature of HOD

Exhibit 5: CIDS Interview worksheet

CIDS Interview

Work History Form:

12
 1. Employer Starting date:_____________________

Ending date:_____________________

2. Type of business: _______________________________________________________________________

3. Designation/ Title held:_________________________________________________________________

4. Starting salary: ________________________________________________________________________

Salary till date of leaving: _______________________________________________________________

5. Expectations: __________________________________________________________________________

6. Responsibilities/ Accountabilities: ______________________________________________________

7. Major challenges faced:_________________________________________________________________

8. Accomplishments:_____________________________________________________________________

9. Failures/ Mistakes: _____________________________________________________________________

10. Most enjoyable moments: ______________________________________________________________

11. Least enjoyable moments: ______________________________________________________________

12. Talent: _______________________________________________________________________________

13. Reason for leaving: ____________________________________________________________________

Threaten of Reference Check (TORC)

1. Supervisor name and designation: _______________________________________________________

2. Where now/ permission to contact: _______________________________________________________

3. Last appraisal of supervisor: (date)

• His/ her strengths: ____________________________________________________________

• His/ her shortcomings: ________________________________________________________

4. Best guess as to what he/she really felt at that time were your-

• Strengths: ___________________________________________________________________

• Week points: ________________________________________________________________

5. Overall performance rating: ____________________________________________________________

13
Exhibit 6: Self Appraisal

SELF APPRAISAL

Department: D.O.B:
Employee Name: D.O.J:
Designation:
Period of Appraisal:
Appraiser Name and Designation:
Objective: This appraisal is to facilitate a formal discussion between Employee and appraiser concentrating on performance since last appraisal/ Date of your joining, achievement

of key objectives, agreeing future key objectives, identifying future training needs and career aspirations. Note: You can use extra paper to write your comments

Employee Comments:

1. List the major activities, tasks and objectives set by yourself and your team lead over the last year.

2. Specify what you feel you have met or exceeded the above targets and reasons why. What % would you give to yourself?

3. Specify job requirements, above targets you have not met and the reasons?

4. Mention specific areas you are excellent and the contribution is 100%.

5. In what specific areas/ skills would you like to improve your job performance?

6. What are the additional roles you can take up and how can you justify that?

7. What job/ skills- related goals would you like to accomplish in the next 3 months?

Goals Target Date Remark

Employee signature: ___________________ Appraiser Signature: ____________________ Date: ____________

HR Department: _______________

14
 Night
One point Production
Client Orders
production
contract- (Chef) Delivery
Orders packed/
order (Order time
Bills

Exhibit 7: Client Servicing

6pm- 8pm compilation broken
prepared
down) 6am

Sandwich Indian Patisserie Bakery

Fillings snacks North Goa South Goa

15
Delivery
completion
10.30am
 References –
1)- Interview and interaction with the owner
2)- Interview and interaction with the and employees
3)- Interview with select customers
4)- Unpublished Company documents
5)- Company circulars and internal reports

16