ABFRL INDIA

ALIGNMENT OF HR STRATEGY AT
Full Name
For all purpose
2022 June 9

2
COMPANY OVERVIEW
Created in 2015 as a result of consolidation of Aditya Birla Group's fashion and
lifestyle companies, ABFRL is a part of the Aditya Birla conglomerate, operating in
fashion, lifestyle, apparel and clothing retail. With over 10,000 employees
operating across 32 countries, the company has more than 3468 stores, and has had
37.2 million customers.
BRANDS UNDER ABFRL

3
VISION STATEMENT
"To passionately satisfy Indian consumer needs in fashion, style and value, across
wearing occasions in Apparel and Accessories through strong brands and high-quality
consumer experience with the ultimate purpose of delivering superior value to all
our stakeholders."
MISSION STATEMENT
"To deliver superior value to our customers, shareholders, employees and society at
large"
VALUES
Speed
Seamlessness
Passion
Commitment
Integrity

Strength
Weakness
First mover advantage
Market Leadership Position
High margins
Talent management
Diverse Revenue models
Track record of innovation
Loyalty among suppliers is low
High turnover of employees
Imitable business model
High cost of replacing existing experts
Low investments into Aditya Birla Fashion's customer oriented services
Niche markets and local monopolies
Opportunity
Threat
Accelerated technological innovations and advances
Increasing customer base in lower segments
Lower inflation rate
Lowering of the cost of new product launches
Local Collaboration
Customer preferences are fast changing
Saturation in urban market and stagnation in the rural markets
Changing demographics
Competitors catching up with the product development
Competitive pressures
Growing technological expertise
Trade Relation between US and China
SWOT Analysis

4
ORGANIZATIONAL STRUCTURE

EXISTING PRACTICES
5
Recruitment & Selection
Sharp focus on talent harnessing and development
Well-defined processes like Young Talent Program to hire across domains from
premier institutes
Learning & Development
1. ABG Gyan Uday (common portal)
2. ABFRL University
Performance Evaluation
Skip Level review (Boss' boss will review the work)
Immediate manager is though involved in the rating process
Bell curve

Compensation & Benefit

Target Based pay (Sales & Store Reps)

360 degree appraisal

It permits managers to raise questions over leadership styles, managerial ability
and also personal traits. After the feedback, each senior manager had to submit a 6
page letter mentioning the areas of improvement and their expectations
Arresting attrition
happiness at work
provides opportunities to connect with each other on a regular basis. Incentive
programs for store employees in place.
events are designed to make employees and family feel a part of the group
best employer celebrations and the Sawan Mela are organised
CURRENT HR POLICIES
6
WFH vs Office
Pre covid, the norm was a 9 hour shift, 5 days a week for corporate. Now, working
in the office is based as per requirement and team.
Store employees, however, have the same 6 day working week, no change observed
Leadership roles are held by people who came in through leadership program. 3 ways
of filling vacancies, internal, program and external market. Corporate has high
growth and there's a significant flexibility in switching roles

Launching new Brands and Re-energising the Existing Ones- earlier, primary business
was mens formals, now two pronged strategy: acquiring new brands for womens wear
and athleisure

Building a Robust and Agile Supply Chain with Innovative Marketing- shift from two-
trade model to monthly collection schedule, allowing cmpany to reposnd faster to
changes in trends

Omni-Channel- strengthening relationships with several ecommerce players to provide

consumers with an integrated shopping experience

Harnessing the Small town Opportunity- focus on developing local entrepreneurship

in Tier 2, Tier 3 cities to rapidly scale up

Digital Transformation- launch of mobile apps and digitizing pre-production supply

chain processes
BUSINESS STRATEGY
6

6
Alignment of mission vision with HR strategy
The alignment looks pretty high. ABFRL's recent expansion spree also means that
hiring is on a high. The digital transformation can be leveraged to improve
internal HR practices of the company through the following :
OUR OBSERVATIONS
Hiring through the Young talent program enables innovation in the organisation and
strengthens its business strategy to launch new brands that cater to a younger
audience.
Well-defined hiring processes through premier institutes provide a pool of multi-
skilled candidates who can be selected per the changing requirements of digital
transformation.
Online platforms can be used not just at the customer end but also for performance
management and learning & development initiatives for the employees.
Digital employee data and performance management helps regulate the target-based
compensation system of the company.

RECOMMENDED HR STRATEGY FOR THE FUTURE

5
Challenges faced

Building an all-round sustainable workforce while focusing on key long-term trends

(digital transformation and ESG)
Fixing and measuring KPIs amidst the hybrid work model
Shifting to a work culture driven by data
Responsible data handling
Future Strategy

Upskilling and Empowering People

Digital Integration of AR & IoT
Hiring digital natives
Using Data Analytics for enhancing employee performance and operations

THANK YOU
Aman Rathore- 2101147
Dhruvi Bhagat- 2101156
Kalpana S- 2101230
Sreenandini Prasad J- 2101186
Srishti Verma- 2101122
Sujanitha R- 2101188