1

CONTENTS
Chapters Title Page No.
Chapter- 1 Introduction
1.1 Company Profile
1.2 Big bazaar promise
1.3 Vision, mission & core values
1.4 Organization Structure
1.5 SWOT Analysis



7 - 16


Chapter-2 Introduction to Human
Resource Management
2.1 Meaning
2.2 Objective
2.3 Key functions
2.4 Recruitment and Selection
2.5 Performance Appraisal
2.6 Training and Development




17 - 47


Chapter- 3 Research Objective
48 49
Chapter- 4 Research Methodology
50 53
Chapter- 5 Data Analysis & Interpretation
54 66
Chapter- 6 Findings & Suggestions
67 70
Chapter- 7 Conclusion
7.1 The cases of satisfaction
7.2 The cases of dissatisfaction

71 74
Reference
Bibliography

75 76
Appendix
Questionnaire

77 79


2


Company Profile
Pantaloon Retail (India) Limited, is Indias leading retailer that
operates multiple retail formats in both the value and lifestyle
segment of the Indian consumer market. Headquartered in Mumbai
(Bombay), the company operates over 16 million square feet of retail
space, has over 1000 stores across 73 cities in India and employs
over 30,000 people.
The companys leading formats include Pantaloons, a chain of
fashion outlets, Big Bazaar, a uniquely Indian hypermarket chain,
Food Bazaar, a supermarket chain, blends the look, touch and feel of
Indian bazaars with aspects of modern retail like choice, convenience
and quality and Central, a chain of seamless destination malls. Some
of its other formats include Brand Factory, Blue Sky, aLL, Top 10 and
Star and Sitara.
Future Value Retail Limited is a wholly owned subsidiary of Pantaloon
Retail (India) Limited. This entity has been created keeping in mind
the growth and the current size of the companys value retail
business, led by its format divisions, Big Bazaar and Food Bazaar.

The company operates 148 Big Bazaar stores, 169 Food
Bazaar stores, among other formats, in over 70 cities across the
country, covering an operational retail space of over 6 million square
feet. As a focussed entity driving the growth of the group's value retail
business, Future Value Retail Limited will continue to deliver more
value to its customers, supply partners, stakeholders and
communities across the country and shape the growth of modern
retail in India.
A subsidiary company, Home Solutions Retail (India) Limited,
operates Home Town, a large-format home solutions store, Collection
i, selling home furniture products and eZone focused on catering to
the consumer electronics segment. Pantaloon Retail is the flagship

3

company of Future Group, a business group catering to the entire
Indian consumption space.

Future Group
Future Group, led by its founder and Group CEO, Mr. Kishore Biyani,
is one of Indias leading business houses with multiple businesses
spanning across the consumption space. While retail forms the core
business activity of Future Group, group subsidiaries are present in
consumer finance, capital, insurance, leisure and entertainment,
brand development, retail real estate development, retail media and
logistics.

Led by its flagship enterprise, Pantaloon Retail, the group operates
over 16 million square feet of retail space in 73 cities and towns and
65 rural locations across India. Headquartered in Mumbai (Bombay),
Pantaloon Retail employs around 30,000 people and is listed on the
Indian stock exchanges. The company follows a multi-format retail
strategy that captures almost the entire consumption basket of Indian
customers. In the lifestyle segment, the group operates Pantaloons, a
fashion retail chain and Central, a chain of seamless malls. In the
value segment, its marquee brand, Big Bazaar is a hypermarket
format that combines the look, touch and feel of Indian bazaars with
the choice and convenience of modern retail.

The groups speciality retail formats include supermarket chain - Food
Bazaar, sportswear retailer - Planet Sports, electronics retailer -
eZone, home improvement chain -Home Town and rural retail chain -
Aadhaar, among others.
Future Group believes in developing strong insights on Indian
consumers and building businesses based on Indian ideas, as

4

espoused in the groups core value of Indianness. The groups
corporate credo is, Rewrite rules, Retain values.
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.
Is Se Sasta Aur Accha Kahin Nahin !

5

THE BIG BAZAAR PROMISES:

1. MANUFACTURERS WARRANTIES ON ALL PRODUCTS:
Big Bazaar promises to sell only the original products from the
authorized dealers; so that all applicable products carry the original
manufacturers warranty. To service any product purchased at Big
Bazaar, customer can visit the authorized service centre of the
manufacturer. The invoice accompanying the product is the warranty
document.
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.
4. OUR SIMPLE 7-DAYS RETURN POLICY:
If customer has purchased something at Future Bazaar and the
product did not meet its expectations or does not fit to his needs, then
it can return the product to us; no questions asked, as long as it is in
its original packaging and accompanied by its invoice. We will even
make the return process simple for you just contact our customer

6

support and well arrange to pick up the product from your home.
Alternately, you can drop it off at the nearest Big Bazaar.

5. PROMPT CUSTOMER SUPPORT:
Our customer support is manned by dedicated call centre personnel,
who can take decisions and resolve your problems. They are eager
to solve your problems and are aware of the processes and means to
handle them. In case they cannot solve the problem at their end,
they will trigger the required action on your behalf or advise 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.














7

GROUP VISION:

Future Group shall deliver Everything, Everywhere, Every time for
Every Indian Consumer in the most profitable manner.
GROUP MISSION:
We share the vision and belief that our customers and stakeholders
shall be served only by creating and executing future scenarios in the
consumption space leading to economic development.
We will be the trendsetters in evolving delivery formats, creating retail
realty, making consumption affordable for all customer segments
for classes and for masses.
We shall infuse Indian brands with confidence and renewed ambition.
We shall be efficient, cost- conscious and committed to quality in
whatever we do.
We shall ensure that our positive attitude, sincerity, humility and
united determination shall be the driving force to make us successful.










8

CORE VALUES:
Indianans: confidence in ourselves.
Leadership: to be a leader, both in thought and business.
Respect & Humility: to respect every individual and be humble.
Introspection: leading to purposeful thinking.
Openness: to be open and receptive to new ideas, knowledge and
information.
Valuing and Nurturing Relationships: to build long term
relationships.
Simplicity & Positivity: Simplicity and positivity in our thought,
business and action.
Adaptability: to be flexible and adaptable, to meet challenges.
Flow: to respect and understand the universal laws of nature.



9

Organization structure




















Store Manger
Asst. Store Manager
Dept. Manager
Human Resources
Visual Merchandising
Marketing Manager
Administration
CSD
Asst. DM
Team Leader
Team Member
Maintenance
Housekeeping
Ware House

10

SWOT Analysis
STRENGTHS
Through understanding of the needs of Indian consumers.
Vast range of products under one roof.
Benefit of being pioneer in the Indian retail industry.
Superior quality goods are available at reasonable prices.
Fast growing Indian middle class with reasonably good
purchasing power.
It has a good brand name.
One stop shop for variety of products, increasing customer time
and available choices.
WEAKNESSES
Unable to meet store opening target so far.
Falling revenue per square feet.
Stiff competition from traditional (unorganized sector)
OPPORTUNITIES
Potential rural markets.
Can enter into production of various products due to its in depth
understanding of customers taste and preferences
Scope of expansion in smaller cities as there is a lot of
opportunities.
There remains a large future scope for the retail industry in
India, as incomes rise and consumption increases
The opportunity for widening the business all over India
because Big Bazaar opens new stores in untapped market.
THREATS
Government Policies encouraging the unorganized sector will
affect adversely the big players.
High taxes in India suppress consumption

11

Smaller specialty shops and informal shops are sometimes able
to avoid taxes, offering lower total prices to customers.









12



Introduction
To Human
Resource
Management





13

Meaning of Human Resource Management
The total knowledge, skills, creative abilities and talents and
aptitudes of an organization's workforce, as well as value, attitutes
and beliefs of the individuals involved Leon C.Megginson
Human Resource Management (HRM) is the function within an
organization that focuses on recruitment of, management of, and
providing direction for the people who work in the organization
Human Resource Management is the organizational function that
deals with issues related to people such as compensation, hiring,
performance management, organization development, safety,
wellness, benefits, employee motivation, communication,
administration, and training. Human Resource Management is
managing (planning, organizing, directing and controlling) the
functions of employing, developing and compensating human
resources resulting in creating and developing human relations and
utilization of human resources with a view to contribute
proportionately to the organizational, individual and social goals.
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




14

Key Functions
Human Resource Planning
Recruitment & Selection
Performance Appraisals
Training & Development
Compensation & Benefits
Functions of HRM

Managerial Function
Planing
Directing
Organizing
Controling
Operative Function
Employement
HR Development
Human Relation
Compansention

15

Recruitment and Selection
Recruitment - A process to discover the sources of manpower to
meet the requirements of the staffing schedule and to employee
effective measures for attracting that manpower in adequate numbers
to facilitate effective selection of an efficient workforce. Activities
designed to attract a qualified pool of job applicants to an
organization.
Selection - Choosing from a pool of applicants the person or persons
who offer the greatest performance potential.
Recruitment Source
Internal source
External source
Recruitment in Big Bazaar
Recruitment at big bazaar is done through following sources:
A) Consultancy Services: For top level management, employees
are recruited through private consultants. They are usually
appointed as departmental manager.
B) Walk-ins: This is the main source through which Big Bazaar
recruits is employees. People seeking job usually themselves
approach the HR department for job vacancy. Employees
usually selected from this source are appointed at the entry
level as team members.
C) Employee Referrals: This is the other main source through
which employees referrals are first interviewed and from their
previous employer opinion is taken about their behavior and
performance in the job. If they receive a positive opinion from
their previous employer they are selected.
D) Campus Recruitment: Young people bring new ideas and
fresh enthusiasm. Therefore Big Bazaar visits some of the
reputed educational institutions to hire some of the post
talented and promising students as its employees.

16

E) Internal source: Persons who already working in an
organization constitute the internal sources.

INTERNAL JOB APPLICATION

POST APPLIED FOR: ________________ Biz Unit/Zn/Off: _________________


P
e
r
s
o
n
a
l

I
n
f
o
r
m
a
t
i
o
n
Name: Date of Application:
Email Id:

Contact No:
DOB:

Band:
Current Role: Designation:
DOJ PRIL: Emp Code: HOD(Name & Contact No):
Total Experience:

PRIL Experience:








E
d
u
c
a
t
i
o
n
a
l
Course School/College Board/University Percent
age
Year of Passing



17


D
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t
a
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s



P
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e

P
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E
x
p
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i
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e
Name of
Organizati
on
















ion
Position
Held
Yrs of exp
Responsibilities handled

Why do you consider yourself suitable for the given position?
______________________________________________________________________
______________________________________________________________________
_______________________________

What are your Career Aspirations?
______________________________________________________________________
______________________________________________________________________
_________________________________________________
--Thank You--

Selection Procedure
Interview
Psychometric Tests
5 days training

18

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
Performance Appraisal at Big Bazaar
Performance appraisal at Big Bazaar generally passes from two
stages:
Confirmation Appraisal
Annual Performance Appraisal
Annual Performance & Development

I. Background:
An effective Performance Management System serves as a key
enabler to drive a performance oriented culture in an organization. In
this direction, the Policy on Annual Performance & Development
Review aims to provide basic understanding and a framework for
effectively conducting a fair and objective Performance Appraisal
which will help link performance to rewards and capturing the
performance gap areas/ developmental needs to drive people
capability development in the organization.
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

19

appropriate measures to address these gaps through development
interventions for the employee.
III. Scope & Eligibility:
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 apprised & rated as per this policy.
IV. Review Period:
The Performance review period for the Store employees is April 1
st
to
March 31
st

V. Cases of Mid Year Transfer:
In case of role change/ transfer during the appraisal year, the
appraiser with whom the employee has spent 6 months or more will
be responsible for appraising the employee with inputs from the other
reporting managers [where less than 6 months was served]
concerned.
VI. Appraisal Forms:
There are 4 sets of different Appraisal forms which are to be used for
the Store Appraisals:
(A) Band1: Team Member/Team Leader/Support
(B) Band 2 & 3: ADM/DM/ASM/Support
(C) Band 2 & 3: Store In charge
(D) Band 4: Store Managers

20

VII. Assessment Criteria & Weight age:
The overall Performance Assessment will be done on following three
criteria each carrying a weight age depending on the Bands:
VII.1. Key Result Areas (KRA):
KRAs are a set of performance parameters/measures/targets for the
employee set during the performance year. To ensure alignment of
the KRAs to the vision, strategy 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.
Learning & Growth: Employees are the main repository of
knowledge in an organization and hence the most critical resources.
Initiatives taken towards people development are vital and should be
a part of KRAs. E.g. Developing people thru Training, grooming,
People Engagement/Satisfaction, Productivity etc
The employees in Band 1 / Front-end Staff are not required to use the
BSC format. They will be assessed using another format with only
KRAs, weight ages & targets as its components.
Each KRA has a weight age assigned to it & sum of all KRAs is equal
to 100. The weighted score for each KRA is arrived at by multiplying
the assigned Weight age & Rating.
The final KRA score = the sum of weighted scores for all KRAs.

21

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 above assessment
criteria will be as per following:
Band
BSC /
KRA's
Competen
cies
Value
Orientatio
n
Band 1 85% Not
Applicable
15%
Band 2 70% 15% 15%
Band 3 70% 15% 15%
Band 4 60% 25% 15%
VIII. Rating Scale:

The rating as per the Assessment criteria will be done on the
following scale:
VIII.1. For
employees in
band 1: In line with
Rating Scale
3 2 1

22

our core value of
Simplicity it has
been decided to
have a 3 Point
Rating scale for
band 1.
Assessment
Criteria
KRA Significantly
Exceeds
Expectations
Meets
Expectations
Below
Expectations
Value Orientation Always Frequently Rarely


VIII.2. For employees in band 2, 3 & 4: The assessment will be
done on a 5 Point Rating scale
Assessment
Criteria

Rating Scale
KRA 5 4 3 2 1
Competencies Outstanding Excellent Good Need
improvement
Under
performer
Value
Orientation
Always _ Frequ
ently
_ Rarely

IX. Respondent Matrix:
The Appraisals will be done through a three tier Approach:
Assessment by Self
Assessment by Reporting Manager
Assessment by Reviewer
In case of SM including Store In charge Assessment by Zonal Head
will also be done.


23

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
b. Appraiser & Appraise Preparedness:
The People Office in the respective locations shall be responsible for
training and orienting the Appraises & Assessors on the PMS
process. Every Store/Zone will have a Help Desk to facilitate
resolution of Appraisal Policy & Process related queries during the
period of Appraisal. Queries/concerns on Appraisals only (not on
promotions/increment rates etc.) can be directed to the Help Desk
Representative.
c. Self Assessment (Band2 & above only):
Self Appraisal is intended to give an opportunity to the Appraisee to
assess his/her own performance /achievements with respect to the
KRAs, Value Orientation & Competencies. A Self Assessment should
be done as per prescribed rating scale. All information pertaining to
performance, achievements & learnings, Training Needs should be
furnished in the appraisal form.



24

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 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.

25

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.
X.3.Post Appraisal Discussions:
a. Vitality Curve (VC) Administration:
The Overall Ratings of the highest Assessor/Respondent are to be
considered for administering the Vitality Curve. The Performance
Ratings are final only after the Vitality Curve is decided for each
category of employee. These ratings will be treated as Final and form
the basis on which Annual Increments will be decided. The VC
guidelines based on the levels of store performance along with exact
percentage distribution of employees at each of the Rating Levels will
be communicated separately in the guidelines to be issued by the
HO.

26

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.
c. Performance Improvement Program (PIP):
In case of consistent non-performance for a period of 3 months, the
employee will be put on the Performance Improvement Program
(PIP). The PIP aims at improving performance of the employee
through formal training, on-the-job training and other methods.
Following this the employees performance is reviewed by a
committee which would make a decision on further course of action.
XI. General guidelines:
All guidelines/instructions enumerated in the policy including those in
the Appraisal Forms, Appraiser Guide, and Appraise Guide are to be
followed during the Appraisal Process. Relaxation to any of the
conditions laid down in the policy will be allowed only with the
approval of Head HR. The Policy can be revised /altered as per need
from time to time. Decision on any issue/conflict arising out of the
policy will rest with the Head HR. The Policy comes into effect from
Appraisal year 10-11 (1
st
March 2011).






27

Meaning of 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 moulds 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.







28

Methods
Training


On the job Methods Off the job Methods
Job rotation Vestibule training
Coaching Role Playing
Job instruction Lecture methods
Training through Step by step Conference or Discussion
Committee Assignments Programmed Instruction
Internship Training Audio- visual Methods
Computer-based Training and
E- Learning



29

Types of Training Provided By Big Bazaar
Customer happiness including selling skills.
Communication skills.
Cashiering
Product training.
Gurukul
Analytical skill.
Value internalization for all employees.
Store Guru.
Supervisory skills.
Analytical kills and commercial acumen.
Analytical skill and decision making.
Interpersonal skill and effectiveness.
Innovation and disruptive thinking.














30

Customer Happiness including Selling Skills Band 1/2
Overview
Helps them to internalize the importance of customer is GOD and
understand that customer delight is all about going the Extra Mile
and creating unexpected delight. Provides them with techniques and
strategies to help them to drive sales by understanding and
responding to customer needs.
What They Will Learn?
Who is there customer?
Customer touch points (Moments of Truth)
Impact of behavior on service
Elements of service
Customer Buying Behavior
Sales Process (Open to Close)

Why Should They Attend?
At the end of the workshop, they will get a clear understanding of the
concept of customer delight and how to ensure the same at all times
through pro-active behavior and closing a sale based on customer
requirements
Duration
3 days
.



31

Band 1 Program (TL): Communication Skills
Overview
Equips them with skills to improve their verbal and non-verbal
communication and highlights barriers to communication.
What they will learn?
How do they communicate?
Non-verbal communication: Body language
The communication process
Barriers to communication
Listening/ Probing
Positive language
Effective written communication
Giving clear instructions
Feedback

Why Should They Attend?
At the end of the workshop, they will be able to understand the
importance of verbal and non-verbal communication and how to
eliminate barriers. How to give clear instructions and feedback
techniques

Duration
2 days
.



32

Band 1 Program: Cashiering (Old & New POS)
Overview
Equips them to understand the entire cashiering process with an
emphasis on providing customer delight.
What They Will Learn?
Accepting merchandise, scanning and billing
Troubleshooting
Updating offers and promotions
Back-end cash handling
Cash retention standards
Cash till management

Why should they Attend?
At the end of the workshop, they will be to handle the cashiering
equipment efficiently and adhere to the standard cashiering
processes resulting in customer delight.
Duration
2 days



33

Band 1 Program: Product Training - Level 2
Overview
Specific level 2 Product Training Including basics of VM and Product
Handling and Display for the following categories
Apparel
Food
General Merchandise
Electronics
Home
What they will learn?
Product Handling
Display Basics
Stacking Norms
Why Should They Attend?
At the end of the workshop, they will have complete knowledge of
products USPs and the standard handling and display techniques.
Duration
3 days




34

Band 1 Programme: Gurukul
Overview
Gurukul will help them to develop self confidence and belief in their
self through a series of activities focusing on stress management and
confidence building
What They Will Learn?
Building openness and awakening dreams
Personal effectiveness
Overcoming obstacles
Understanding others
Positive attitude
Turning dreams into reality
Celebrating potential
Managing time effectively
Stress management

Why Should They Attend?
At the end of the workshop, they are ready to face challenging
situations more confidently and learn to work effectively with others
Duration
3 days




35

Band 1 Programme: Analytical Skills (DSR Interpretation)
Overview
Equips them in gathering, analyzing and processing relevant
information; identifying the root cause(s) or source(s) of the problem
in order to generate alternative solutions or responses; determining
how well they are supported by the information. Helps participants
understand the implications of cost and improve the quality of their
decision making.

What They Will Learn?
Analyzing commercial data using the following process
Understanding and analyzing the situation
Evaluating alternatives
Making a decision
Monitoring and evaluating the outcome

Why Should They Attend?
At the end of the workshop, they will be able to interpret commercial
data in an organized fashion and make use of various tools for
analysis and action planning
Duration
2 days



36

Value Internalization for All Employees
Overview
Value Internalization is a workshop designed to introduce the Values,
Beliefs and Culture that form the corner stone of Future Group.
During the workshop, they are introduced to the concept of retailing
which is the core business of Future Group.
What They Will Learn?
Preamble
Introduction to retail
Future Retail
Organization values.
Belief
Behavior
Business
Retail is Religion (Customer is Bhagvan)
Change
KARTA
Why Should They Attend?
At the end of the workshop, they will be able to imbibe and uphold
organizational beliefs and culture. It would also help them to
understand their belief and behavior in relation to People, Products,
Customers and Process.
Duration
1.5 days + 0.5 (For store management team only)





37

Band 2 Programme: Store Guru
Overview
Covers the various aspects of facilitation skills. Introduces the Vikram
and Vetal methodology of training .Helps them to gain an
understanding of the factors that contribute to a successful training
program.
What They Will Learn?
Importance of Icebreakers
Expectation Mapping
Vikram and Vetal Training methodology
Storytelling as a training tool
Pre-Training
During Training
Post Training

Why Should They Attend?
At the end of the workshop, they will be able to conduct training
sessions effectively. They will be able to successfully build knowledge
levels of the participants keeping in view the shop floor perspective
and operational requirements.
Duration
3 days



38

Band 2 Programme: Supervisory Skills
Overview
Helps them to make the transition into efficient and effective
supervisors and equips you with all the skills required to not just
manage people but also harness potential.

What They Will Learn?
Communication skills
Clear instructions
Coaching for performance
Micro and macro-vision
Delegation
Conflict management
Feedback
Managing stress: Self and team
Time management

Why They Should Attend?
The programme will help them to develop their ability to supervise a
team by encompassing the following skills:
Team management.
Delegation and effective feedback
Help them understand the keys to effective planning, prioritizing and
building productive relationships with other work groups
Duration
3 days



39

Band 2 Programme: Analytical Skills & Commercial Acumen
Overview
Equips them in gathering, analyzing and processing relevant
information; identifying the root cause(s) or source(s) of the problem
in order to generate alternative solutions or responses; determining
how well they are supported by the information. Helps participants
understand the implications of cost and improve the quality of their
decision making.

What They Will Learn?
Analyzing commercial data using the following process:
Understanding and analyzing the situation
Evaluating alternatives
Making a decision
Monitoring and evaluating the outcome

Why Should They Attend?
At the end of the workshop, they will be able to interpret commercial
data in an organized fashion and make use of various tools for
analysis and action planning
Duration
2 days




40

Band 2, 3 & 4 Programme: Interpersonal Skills and Group
Effectiveness
Overview
This workshop will help them to develop insights into their personality,
how it can be perceived by others and also how other people feel,
think and act.
What They Will Learn?
Johari window
Communication style grid
Listening and barriers to listening
Non-verbal communication
Communicating assertively
Constructive feedback
Team communication skills
Why Should They Attend?
At the end of the workshop, they will be able to a get a better
understanding of self which in turn will help them to relate with their
team and co-workers effectively
Duration
2 days




41

Band 3 Programme: Analytical Skills and Decision Making
Overview
Enables them to tackle decision making in a methodical and
analytical manner. It also deals with the EQ (emotional intelligence)
element in decision making that takes into account the human aspect,
long-term consideration and the understanding of emotions as a
powerful tool in decision-making.

What They Will Learn?
The analytical and decision making process
What is the need
Understanding and analyzing the situation
Balancing facts with feelings
Evaluating/identifying alternative
Optimizing versus satisfying
Monitoring and evaluating the outcome
Why Should They Attend?
This session will help them to develop their analytical skills and also
strengthen your decision- making ability.
Duration
2 days



42

Band 4 Programme: Innovation and Disruptive Thinking
Overview
To stimulate new ways of thinking so as to create a constant stream
of fresh and original ideas.
What They Will Learn?
Understand and utilise the 'process' of creativity
Mind mapping
Blending Right and Left Brain Thinking
Lateral Thinking

Why Should They Attend?
This session will help them to understand and utilize the 'process' of
creativity and learn tools like mind mapping. They will be able to look
at a situation creatively and come up with out of the box solutions.
Duration
2 days




43







Research
Objective


44

Research Objective
To know human resource functions of Big Bazaar.
To know training methods used in Big Bazaar.
Determining and evaluating the effectiveness of the training
methods..
To know training and development can help store to achieve its
target.
To know the performance appraisal system of Big Bazaar.
To know the recruitment and selection procedure of Big Bazaar.
To know benefits provided to employees.




45




Research
Methodology


46

Research Methodology
The study is based on personal decision, interview schedules,
documentary observation; the data has been collected from the
executives of the organization and through the published sources.
The study is based on the outcomes of personal interviews and
documentary observation. But the extreme care has been taken to
involve the constructive suggestion from the executives. The success
of research basically depends upon the method, which is adopted to
solve the research problem i.e.
A. To collect desired information and data in a systematic manner.
B. Appropriate selection of method is necessary.



47

Method of collection
Questionnaire:-
Questionnaire I have prepared consists of a number of questions
printed or typed in definite order on a form. Questionnaire is filled by
respondents who are expected to read & understand the questions &
write down the reply in the space meant for purpose in questionnaire
itself. Questionnaire contains simple & straight forward questions for
the respondents.
Survey:-
Survey I have done is concerned with describing, recording,
analyzing & interpreting conditions that either existed or exist.
Surveys are example of field research.
Sample Unit:-
Sample size I have taken is the representative unit of the population.
It is feasible to cover entire population so; the sample size taken 58.



48

Source of Data

Primary Data:
Direct Personal Interview with my project guide at Big Bazaar
Direct Oral Investigation, survey reports and other concerned
employees at Big Bazaar.
Secondary Data:
Published data about Future Group through newspapers,
magazines, journals and books.
Company information from Future group official website.






49




Data Analysis &
Interpretation


50

DATA ANALYSIS & INTERPRETATION

1. Do you like your job and your organization where you work?


Interpretation
In the survey of 55 samples all employees like their job and there
organization.







Employees
Yes
No

51


2. Did you get induction from company?



INTERPRETATION:
In the survey of 55 samples out of which 49% of the employees get
induction by the company.





Employees
Yes
No

52

3. Are you aware of performance appraisal of the company?


INTERPRETATION
In survey of 55 samples 89% of employees are aware of performance
appraisal of the company.









Yes
No

53

4. If you get an opportunity would you like to change your
section?

INTERPRETATION
In survey of 55 samples 67% of the employee doesnt want to change
their section.



Employee
Yes
No

54

5. Did you get salary at right time?


INTERPRETATION
In survey of 55 samples 100% employees said that they get salary at
right time.



Employees
Yes
No

55

6. Do you think your grievance are properly handled and
redressed?



INTERPRETATION
In survey of 55 samples 89% of the employees said that their
grievance are properly handled and redressed.







Employees
Yes
No

56

7. Are aware of training program of the organization?



INTERPRETATION
In survey of 55 samples 83% of the employees know the training
program of the organization.


Employees
Yes
NO

57

8. Did you get any motivation from training program?


INTERPRETATION
In survey of 55 samples 90% of employees said that they get
motivation from company training and development program.




Employees
Yes
No

58

9. Are you aware of your salary structure?



INTERPRETATION
In survey of 55 samples 81% of the employees know the salary
structure of the company.







Employees
Yes
No

59

10. Are you getting any career development program by your
company?


INTERPRETATION
In survey of 55 samples 92% said they get career development
program by company.




Employees
No
Yes

60

11. Did you get any incentive when you achieve target?


INTERPRETATION
In survey of 55 samples 96% of the employees said they get
incentive when they achieve target.


Yes
No

61

12. Do you feel performance appraisal is motivating factor for
you?


Interpretation
In survey of 55 samples 87% of the employees said that they get
motivation from performance appraisal.








Employees
Yes
No

62






Findings &
Suggestions








63

SWOT Analysis


Strength Weakness

Employee is considering as
biggest asset of the company.
Regular training program.
Salary is provided at right time.
Good atmosphere to work.
Policy followed by the
company is very good.
Company is very strict about is
policy.


Training is provided to each
employee but not in regular
basis.
Employee get bore by doing
same kind of work.
Salary is less and working hour
is more.
Lack of motivating factor.
Opportunities Threats

Targeting more employees for
development.
Career progression by
Shiskha, seekho, PRISM
More training program for
employees.
Increase the standard of
manpower.

Many competitors are there.
Employee resists change by
company policy.

64

Findings
After Data Analysis & Interpretation, I find that:-
100% of the employees like their job and organization.
89% of the employees are aware of performance appraisal of
the company.
67% of the employee doesnt want to change their section.
100% of the employee said that they get salary at right time.
89% of the employee said their grievance are properly handled
and redressed.
83% of the employees are aware of the training program of the
Organization.
90% of the employee said that get motivation from the training.
81% of the employees are aware of their salary structure.
92% said they are getting career development program by their
company.
96% of the employees said they get incentive when they
achieve their target.
87% of the employees said they get motivation from
performance appraisal.

Apart from this my finds are:
Department manager and team member daily try to achieve
their target.
Employees are happy with atmosphere of the Big Bazaar.
Employees like the work environment of the company.





65

Suggestions
Company should more focus on the training program of the
employees.
Training should be provided in every quarterly to each
employee.
Training provided by the store Guru should be more
motivational.
Employees performance improvement should be judge after
training program.
Employees section should keep on changing.
Quality of manpower should increase.
In store training should be provided by trained trainer.
Induction should be given every employee.









66





Conclusion








67

Conclusion
Future Group promises a glowing future for itself and the countrys
development in order to improve the benefit and the standard of living
of the people of the state and the country. The company is reaching
out to all the sections of the society as it is creating a hypermarket
where not only the rich people shop but also the middle and the lower
class customer come to enjoy the whole shopping experience. After
45 days of vocational training I came to the conclusion that the
employees of the future group are satisfied with their training and
dissatisfied in few other areas.
















68


The Cases of satisfaction are
Employees are satisfied with the training and development
program.
Employees are satisfied with their work environment.
Employees are satisfied with the facilities there provided at the
time of training.


69

The Cases of dissatisfaction are
Employees feel that job they do is repetitive.
Work pressure is more.
Working Hour is more.



























70





BIBLIOGRAPHY
&
WEBLIOGRAPHY








71

BIBLIOGRAPHY & WEBLIOGRAPHY
BIBLIOGRAPHY
Essentials of Human Resource Management
And industrial Relation: P.Subba Rao
Training and Development of Employees: Raymond
A.Noe
WEBLIOGRAPHY
www.citehr.com
www.futuregroup.com
www.futurebytes.com
www.managementparadise.com






72







ANNEXURE






73

QUESTIONNAIRE
1. Name:________________________________________
2. Phone no:__________________________________________
3. Email:_______________________________________________
4. Address:______________________________________________
5. Gender: Female Male
6. Designation & Band: ____________________________________
7. Experience in future group: ______ Years ______ Months
8. Do you like your job and your organization where you work?
i) Yes ii) No
9. Did you get induction from company?
i) Yes ii) No
10. Are you aware of performance appraisal of the company?
i) Yes ii) No
11. If you get an opportunity would you like to change your section?
i) Yes ii) No
12. Did you get salary at right time?
i) Yes ii) No
13. Do you think your grievance are properly handled and redressed?
i) Yes ii) No
14. Are aware of training program of the organization?
i) Yes ii) No


74

15. Did you get any motivation from training program?
i) Yes ii) No
16. Are you aware of your salary structure?
i) Yes ii) No
17. Are you getting any career development program by your
company?
i) Yes ii) No
18. Did you get any incentive when you achieve target?
i) Yes ii) No
19. Do you feel performance appraisal is motivating factor for you?
i) Yes ii) No