HRM

ASSIGNMENT -2
S U B M I T T E D B Y: -
GURNOOR KAUR
BFT/18/620
D F T- V I
 CONTENT
• History of Fabindia
• Fabindia - a unique business entity
• Some factoids about us
• What makes us a great place to work
- Alignment of ideology
- Shared ownership and Entrepreneurial workculture
- Growth from within
- Transparent
- Empowering women
 HISTORICAL PERSPECTIVE
• 1960 Fabindia Inc established
• 1976 Flagship store at Greater Kailash,
FOPL established
• 1976-1994 Single store1999-2011 Grew
from 5 stores to141 stores
• Fabindia moved from shy to aggressive
growth, all the while ensuring
profitability in spite of the near vertical
growth
FABINDIA - A UNIQUE BUSINESS ENTITY
Twin Mandate:
• A viable, profitable retail platform for products created using hand-based
processes
• The creation of skilled, craft-based sustainable jobs in the rural sector
FABINDIA BUSINESS MODEL
 SOME FACTOIDS TO UNDERSTAND
• Employee strength - 1500 +
- Fabindia Employees – 1100
- Contracted staff – 400
• An "Equal Opportunity" employer
1.78 -1 mix (Men- Women)
76% of the management are women
• Over 30% staff have been in the company over 5 years
• Ratio of HR to staff 1: 125
• GPW results were very surprising for us
SO HOW DO WE MAKE IT ALL WORK?
 THE FABINDIA CORE VALUES
• Ownership of Company goals
• Mutual Respect and Humane Approach
• Fairness in our Intent
• Honesty in all our actions
• Result Orientation
• Continuous Improvement
• Leadership by Example
 ALIGNMENT OF IDEOLOGY
• Driving business success while ensuring sustenance of craft
- Hiring to translate passion for our ethnic crafts and business ideology into
satisfying careers
- Our hiring specifications for management levels tests candidates on their
commitment to the above
- All induction and orientation processes reinforce the dual objectives of our
business model
- Demonstrated belief in organizational values is one of the key parameters
in performance assessment for senior roles
 SHARED OWNERSHIP
Approx. 70% of our employees across levels own the
company stock
- Opportunity for Wealth creation-
- Opportunity to partner in success
 ENTREPRENEURIAL WORK CULTURE

• Independent SBUS run the regions

- Decentralized
- Each store a profit center and each store manager an entrepreneur with a
P&L responsibility
• Profit sharing plans for over achievement
• COC's ensures Artisan empowerment
- Sustainable community development
PERFORMANCE AND DEVELOPMENT
FOCUS
Centres of Excellence
as drivers for service improvement and focus on continuous development
OBLIGATIONS OF A COE
SUPPORT PROVIDED TO A COE
 GROWTH FROM WITHIN
• IJP process
- Opportunities for growth from within
- Setting people up for the next role
- Considerate of individual needs – relocations
- Humane approach in application of policy decisions

• Generalist skills being made specialized

- Functional and Behavioral competencies for every position
- Biannual assessment of development needs through multisource feedback
- IDPS and PIPs for every individual up to a certain level
- Strong alignment of the L&D curriculum with the competencies
- Training budget available even during the recession
 HIGH LEVEL OF TRANSPARENCY
All employees are treated as shareholders in decision making
• Simple HR processes and policies
• Role of HR is to create disproportionate impact (1:125)
work with each employee as an individual
 EMPOWERING WOMEN

• 76% of management positions are staffed by women

• Feeling secure, safe and empowered
• Growth and leadership
 Women Intrapreneurs
 IN SUMMARY
• We value our unique business model
• We strive to align our business and employee ideologies
• We empower our stakeholders and encourage participative ownership of brand
Fabindia
• We have a strong focus on development and growth from within
• Our core culture has not seen a dilution despite changes in our environment
• Every employee feels connected, recognizes his/her role in the success story that
is Fabindia - in spite of rapid growth.