training and development of panaloons

8/12/2019 training and development of panaloons

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ACKNOWLEDGEM

ENT

I hereby offer my sincere and profound thanks to Ms. Anshul Shukla,

HR Manager at Pantaloon Rave-3, Kanpur, U.P. who guides me

throughout the project including analysis and presentation of the

same. Without her guidance I would not been able to complete my

project work successfully.

I, at this very outset, thanks all those who directly or indirectly helped

me in the completion of my project and encourage me in moments of

my despair.

Finally, last but certainly not the least, I acknowledge my deep

gratitude to all the person concerned.

Ekta Dohrey


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DECLARATION

I hereby declare that the project report entitled TRAINING AND

DEVELOPMENT OF EMPLOYEES ATPANTALOON RETAIL (INDIA)LTD. is an authentic work done by me.

The project was undertaken as a part of the course curriculum of

Mater of Business Administration (HR) to BUNDELKHAND

INSTITUTE OF ENGINEERING & TECHNOLOGY, JHANSI. This has

not been submitted to any other examination body earlier.

EKTA DOHREY

ROLL NO.: 1004370019


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TABLE OF

CONTENT

CONTENT PAGE NO.

1. INTRODUCTION Industry background Consumerism Introduction of Indian retail king

2. COMPANY PROFILE

3. HUMAN RESOURCE OF THE COMPNY

4. TRAINING AND DEVELOPMENT Approach of training and development Objective Types5. TRAINING AND DEVELOPMENT IN COMPANY6. RESEARCH METHODOLOGY


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7. ANALYSIS AND FINDINGS8. RECOMMENDATIONS9. CONCLUSION10.APPENDIX11.BIBLIOGRAPHY

INTRODUCTION

INDUSTRY BACKGROUND

India, like Britain, is a nation of shopkeepers. With over 12 million

retail outlets, India probably has the highest density of retail outlets in

the world, with one for approximately every 90 persons; little wonder

that the country is the ninth-largest retail market in the world, with

estimated annual retail sales of around USD215 billion in 2005 (Rs

960,000 crore). At the same time, the share of organised trade in this

enormous market is currently very small. It is estimated at just USD8

billion (Rs 35,000 crore) in 2005, up from USD6.25 billion (Rs 28,000


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crore) in 2004. This accounts for less than 4 per cent of the total retail

trade in the country

AN UNDERDEVELOPED RETAIL MARKET

Organised trade in India is very underdeveloped when compared with

other emerging markets in Asia, Latin America and Eastern Europe.

The Indian and Chinese markets are comparable in many aspects:

Both countries are not homogeneous. They comprise many markets

within a single country, with significantly varying cultures and

customer preferences across regions.

There is a significant rural population in both countries, which has

much lower purchasing power compared to the urban population.

Both countries are geographically very large and unevenly developed,

adding a significant distribution and logistics dimension to the retail

trade.

Consumers in both countries are highly value conscious.


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Between 1996 and 2003, the organised retail market in China more

than doubled. We estimate that the Indian retail market is today at the

same inflection point as China was in the mid-1990s. Consequently,

considering a similar per capita GDP and roughly similar rates of

economic growth, the Indian organised retail market has the potential

for exponential growth over the next decade.

CONSUMERISM: THE NEW WAVEGrowing consumerism would be a key driver for organised retail in

India. Several demographic indicators show favourable trends for the

growth of organised trade:

Rapid income growth: consumers have a greater ability to spend.

Increasing urbanization: larger urban populations that value

convenience, coupled with the higher propensity of the urban

consumer to spend.

Growing young population: growth of the post-liberalization

maturing population, with the attitude and willingness to spend.

Spend now vs. save earlier: consumers are willing to borrow for

present consumption.


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THE SIZE OF THE OPPURTUNITY

Research done by the Tata Strategic Management Group (TSMG)

indicates that over the next 10 years, the total retail market in India is

likely to grow at a compounded annual growth rate (CAGR) of 5.5 per

cent (at constant prices) to USD374 billion (Rs 16,77,000 crore) in 2015.

The organised retail market is expected to grow much faster, at a

CAGR of 21.8 per cent to USD55 billion (Rs 246,000 crore) in the same

time frame, garnering around 15 per cent of overall retail sales. Based

on our projections, the top five organised retail categories by 2015

would be food, grocery and general merchandise; apparel; durables;

food service; and home improvement. (Table 1) Organised retail

market in India (Rs crore)


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Retailers inspired by the Wal-Mart story of growth in small town

America are tempted to focus on smaller towns and villages in India.

However, a careful analysis of the town strata-wise population,

population growth, migration trends and consumer spend analysis

reveals a very different picture for India.

As per our estimates, the share of the 35 towns with a present

population of greater than 1 million in India's total population would

grow much faster than their smaller counterparts, from 10.2 per cent


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today to reach 14.4 per cent by 2025. Simultaneously, the share of these

towns in the overall retail market would grow from 21 per cent today to

40 per cent by 2025.

Within these top 35 towns, an estimated 70 to 80 per cent of retail

trade could be in the organised sector. This is similar to the

experience in China, where in cities like Shanghai and Beijing, the

organised sector accounts for 70 to 80 per cent of overall retail trade

in certain categories. Retailers should therefore focus on the top 37

towns in the next decade, as the opportunity in smaller towns and

rural India would be smaller and more fragmented, compared to the

larger towns. Organised retail market in India


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There are a few key trends that one observes in international markets

TREND1: CONVINENCE STORES AND HYPERMARKETS ARE

GAINING PROMINENCE

These are driven by a consumer need for convenience and lower

prices / higher value in mass categories, while the big box category

killer stores are gaining importance in the specialty retail categories.

While supermarkets may emerge at the initial stages of retail market

development, in the long term they are unable to match the consumer

value proposition of convenience stores and hypermarkets.


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TREND2: PRIVATE LABEL BRANDS BECOME IMPORTANT

Private labels today account for 17 per cent of global retail sales, with

the highest share of 23 per cent in Europe and the lowest share of 4

per cent in Asia. M+M Planet Retail data shows that private label

penetration varies from 25 per cent to 95 per cent among some of the

largest retailers in the world. Growing acceptance among consumers,

increasing price competition, the need for differentiation among

retailers and the ability to offer higher margins are the key factors

contributing to the growth of private labels. Private labels provide the

retailer an ability to offer a significant price advantage to consumers,

their prices being 16 to 32 per cent lower than manufacturers' brands.

IMPLICATIONS OF INDIAN RETAILERGlobal trends have important implications for Indian retailers. The

Indian consumer is very value conscious; willing to spend money in

most cases, but constantly cost conscious, evaluating every rupee

spent. It is therefore imperative for retailers to offer a price advantage


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through sourcing and operational efficiency, as well as a strong private

label programme to attract customers. Existing and new entrants need

to achieve scale quickly to drive efficiencies in procurement, supply

chain and marketing. Else, they risk being marginalised by larger

players.

Real estate and human resources will be the critical drivers to build

scale. While there are a few hundred malls under various stages of

development across the country at present, retailers will also need to

think out of the box to ensure the availability of real estate. This may

include acquiring and developing the real estate themselves, rather

than wait for mall development. Given the rising demand for retail

real estate, retailers will need to take a long-term view on rentals and

look at alternative options like ownership or very long leases. Retailers

that invest in training will be able to ensure the availability of quality

manpower in a rapidly growing market.

In conclusion, the retail market in India offers an opportunity for a

large player to build a Rs 40,000-crore retail business spanning

multiple categories by 2015 (at current prices). Compared to this, the

revenue of the largest Indian retailer, Pantaloon, grossed only Rs 1,085


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crore in 2005. Little wonder that large domestic business houses and

international retailers have expressed a keen interest to enter the

retail sector in India. To capitalise on the opportunity, however,

players need to be aggressive in outlook and build scale quickly.


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He is a strict vegetarian, and is currently off cheese and fried foods, but

will otherwise eat anything that is green.

Pantaloon's Kishore Biyani has become India's largest retailer, but still

has several aces up his John Miller shirtsleeves.

In India's chaotic markets, Kishore Biyani is the unchallenged king of

retail. He has the knack of catching rivals off-guard and striking where

it hurts most.

Biyani's victory isn't unexpected. India's own Sam Walton (the

legendary promoter of Walmart) is quick to seize any advantage.

Which is why the denim manufacturer who quit the trade because "it

wasn't creative enough" commands over 1.3 million sq ft of retail space.

But even size hasn't made a difference to Biyani's vaulting ambitions

and he's on an even faster trajectory of growth. He's booked over 4.5

million sq ft of space across the country, and will utilise 3 million sq ft

by this year's end in 23 Indian cities.

He will invest over Rs 200 crore (Rs 2 billion) to make this dream a

reality. Says R S Roy, editorial director of the magazine Retail, which


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tracks the industry closely: "Mall developers have him in mind before

they start constructing. His presence ensures footfalls and a premium

for the mall."

Two years ago, no one took Kishore Biyani seriously. His company,

Pantaloon Retail, was seen as a one-man show. Biyani himself was

regarded as unpredictable, and not a long-term bet. Today, he is the

biggest retailer in India. In two years, Kishore Biyani has bounced back

to become India's largest retailer.


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MILESTONES TO SUCCESS 1987 - Company incorporated as Manz Wear Private Limited.

Launch of Pantaloons trouser, Indias first formal trouser brand.

1991 - Launch of BARE, the Indian jeans brand. 1992 - Initial public offer (IPO) was made in the month of May. 1994-The Pantaloon Shoppe exclusive menswear store in

franchisee format launched across the nation. The company

starts the distribution of branded garments through multi-brand

retail outlets across the nation.

1995 - John Miller Formal shirt brand launched. 1997 - Pantaloons Indias family store launched in Kolkata. 2001 - Big Bazaar, Is se sasta aur accha kahi nahin - Indias first

hypermarket chain launched.

2002 - Food Bazaar, the supermarket chain is launched. 2004 - Central Shop, Eat, Celebrate in the Heart of Our City -

Indias first seamless mall is launched in Bangalore.

2005 Fashion Station the popular fashion chain is launchedALL a little larger exclusive stores for plus-size individuals is

launched.


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2006 - Future Capital Holdings, the companys financial armlaunches real estate funds Kshitij and Horizon and private equity

fund Indivision. Plans forays into insurance and consumer credit.

Multiple retail formats including Collection I, Furniture Bazaar,

Shoe Factory, EZone.

2007- Pantaloon Retail wins the International Retailer of theYear award at US-based National Retail Federation convention in

New York, and Emerging Retailer of the Year award at the World

Retail Congress held in Barcelona.

2008- the big bazaar crosses the 100-store mark, marking one ofthe fastest expansion of the hypermarket format anywhere in the

world.

2009- Pantaloon Retail celebrates its first Shopping Festivalacross all retail formats in key Indian cities


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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 marker. Headquartered in Mumbai

(Bombay), the company operates over 5 million square feet of retail

space, has over 350 stores across 40 cities in India and employs over

18,000 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


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quality and Central, a chain of seamless destination malls. Some of its

other formats include, Depot, Shoe Factory, Brand Factory, Blue Sky,

Fashion Station, aLL, Top 10, mBazaar and Star and Sitara. The

company also operates an online portal, futurebazaar.com.

A subsidiary company, Home Solutions Retail (India) Limited,

operates Home Town, a large-format home solutions store, Collection

i.e. selling home furniture products and E-Zone focused on catering to

the consumer electronics segment.

Pantaloon Retail is the flagship company of Future Group, a business

group catering to the entire Indian consumption space.

FUTURE GROUPFuture Group is Indias leading business group that caters to the entire

Indian consumption space. Led by Mr. Kishore Biyani, the Future

Group operates through six verticals: operates through six verticals:

Retail, Capital, Brands, Space, Media and Logistics.


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Apart from Pantaloon Retail, the groups presence in the retail space is

complemented by group companies, Indus League Clothing, which

owns leading apparel brands like Indigo Nation, Scullers and Urban

Yoga, and Galaxy Entertainment Limited that operates Bowling Co,

Sports Bar, F123 and Brew Bar.

The groups joint venture partners include French retailer ETAM

group, US-based stationary products retailer, Staples and UK-based

Lee Cooper. Group Company, Planet Retail, owns and operates the

franchisee of international brands like Marks & Spencer, Next,

Debenhams and Guess in India. The groups Indian joint venture

partners include, Manipal Healthcare, Talwalkars, Blue Foods and

Liberty Shoes.

Future Capital Holdings, the groups financial arm, focuses on asset

management and consumer credit. It manages assets worth over $1

billion that are being invested in developing retail real estate and

consumer-related brands and hotels. The group has launched a

consumer credit and financial supermarket format, Future Money and


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soon plans to offer insurance products through a joint venture with

Italian insurance major, Generali.

The group is currently developing over 50 malls and consumption

centers across the country and has formed a joint venture company

focusing on mall management with Singapore-based CapitaLand, one

of Asias largest property companies .

Future Groups vision is to, deliver Everything, Everywhere, Every

time to Every Indian Consumer in the most profitable manner. The

group considers Indian-ness as a core value and its corporate credo is

- Rewrite rules, Retain values.

ompanys visionFuture Group shall deliver Everything, Everywhere, Everytime for

Every Indian. Consumer in the most profitable manner.

ompanys Mission:


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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.

Core value:

Indianness:confidence in ourselves. Leadership:to be a leader, both in thought and business. Respect & Humility:to respect every individual and be humble in

our conduct. 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.


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With a focus on todays youth, Pantaloons offers trendy and hip

fashion that defines their hopes and aspirations. Our stores reflect ourideology: Fresh Feeling, Fresh Attitude, Fresh Fashion. We offer freshcollections that are visually stimulating thanks to appealing interiorsand attractive product display.The first Pantaloons opened in Gariahat in 1997. Over the years it hasundergone several transitions. When it was first launched, this storemostly sold external brands. Gradually, it started retailing a mix ofexternal brands and its own recently-introduced private brands.Initially positioned as a family store, it finally veered towards

becoming a fashion store with an emphasis on 'youth' and clear focuson fresh fashion.Pantaloons stores have a wide variety of categories like casual wear,ethnic wear, formal wear, party wear and sports wear for Men, Womenand Kids.The fashion store extends to almost all major cities across thecountry. Pantaloons has established its presence with stores not just inthe metros, but also in smaller towns.


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PARTNER COMPANIES OF PANTALOON

1. Home Solutions Retail (India) Ltd: Home Solutions Retail(India) Ltd. (HSRIL) leads the groups foray in the home

improvement and consumer electronics retailing segment. It

caters to home management requirements and products,

including furnishings and textiles, furniture, consumer

electronics, home electronics and home services. It operates

retail formats like Home Town, Furniture Bazaar, Collection I,

E-Zone, and Electronics Bazaar.

2. Future Capital Holdings: Future Capital is the financial arm ofthe group and is involved in asset management (both private

equity and real estate funds) with plans to get into other


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financial services including insurance, credit and other

consumer related financial services. Its associate companies are

Kshitij Investment Advisory Co. Ltd., Indivision Investment

Advisers Ltd., and Ambit Investment Advisory Co. Ltd.

3. Indus league clothing Ltd.: The group owns a majority stakein Indus League Clothing Ltd., one of the leading apparel

manufacturers and marketers in India. Some of its leading

brands include Indigo Nation, Scullers, Urbana, Urban Yoga and

Jealous.

4. Galaxy Entertainment Corporate Ltd: The group owns astake in Galaxy Entertainment Corporate Ltd. that operates

chains like Bowling Company, Sports Bar and Brew Bar.


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JOINT VENTURES COMPANIES1. Planet Retail Holdings Ltd.: The group is a joint venture

partner in Planet Retail Holdings Ltd., which operates sports,

lifestyle and leisure retail chain. It also owns the franchisee and

distribution rights of brands like Marks & Spencer, Guess,

Debenhams and Puma in India.

2. Footmart Retail: Footmart Retail is a joint venture with LibertyShoes and is engaged in the retailing of footwear products in

India.

3. Capital Land Retail India: The group is a joint venture partnerin CapitaLand Retail India, along with Singapore-based

CapitaLand Limited. The company provides retail management

services to retail properties owned or managed by various group

companies and investment funds.


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LINE OF BUSINESS1. E-TELLING:

Futurebazaar.com offers the widest range of products at lowest priceseveryday!

Having pioneered the retailing business in India, PRIL has now

decided to revolutionize the consumer e-commerce business in

India. It intends to provide customers with a streamlined, efficient

and world class personalized shopping experience, which will be

supported with the best technology platform.

Buying products is a 3 step simple process. All one has to do is

Search, Register and Buy. Here you can expect a shopping

experience akin to shopping at an actual bazaar but with added

simplicity & everyday low prices and an assurance of 'your product'

will be delivered within 7 days of purchase.


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We are proud to inform you that Future Bazaar has been named as

the Best Indian Website 2007 in the Shopping category by PC

World.

Future Bazaar won the top spot after beating other established

players like Rediff, Indiatimes, Sify, ebay, Indiaplaza, Chennai Bazaar

and India Mall. The award was presented to Future Bazaar for its

"decent, no-nonsense approach, while providing a good shopping

experience".

2. Food:

Brew Bar: The Brew Bar is a classy and refined; yet reasonable anegalitarian a bar with loads of bonhomie.

Caf Bollywood: Indian street food but with assurance of highestlevels of hygiene and quality.

Chamosa: Chamosa is a branded chain, which sell the localIndian snack combination of tea and samosas.

Food Bazaar: Life is all about good taste and food bazaar aims toensure the same. With the low prices, a wide selection of


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products and guaranteed freshness, you are bound to find it

irresistible.

Sports Bar: A bistro focused on the world of sport, the Sports Baris complimented with an unrivalled ambience.

3. Fashion:

ALL: Shop big and shop for big, coz fashion just got a littlelarger! Fashion for plus size people.

Big Bazaar: If value for money is what drives your purchase;there can be no better place for you other than Big Bazaar.

Blue sky: Accessories like never before....get the best insunglasses and watches at your kind of prices.

Central: A showcase, seamless mall for all your needs. Located inthe heart of your city, Central invites you to Shop, Eat, and

Celebrate.


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BOARD OF DIRECTORSMANAGING DIRECTOR: Mr. Kishore Biyaniis the Managing

Director of Pantaloon Retail (India) Limited and the Group

Chief Executive Officer of Future Group.

WHOLE TIME DIRECTOR:o Mr. Gopikishan Biyani.o Mr. Rakesh Biyani.

NON- WHOLE TIME DIRECTOR:o Mr. Ved Prakash Arya

INDEPENDENT DIRECTORS:

o Mr. Shailesh Haribhakti.o Mr. S Doreswamy.o Dr. D O Koshy.o Ms. Anju Poddar.o Ms. Bala Deshpande.o Mr. Anil Harish.


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TERMS OF REFERENCE The time period given for the tie-ups for the

Green Card Customer Loyalty Program, Denim

Exchange and EOSS i.e. End of Season Sale was a

short span of time i.e. Just 20 Days.

The marketing activity was restricted to Puneregion only.

There was no monetary stipulation for theProject only traveling allowances were given.

We were asked to present the findings on theExcel sheet or on the word.


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HUMAN RESOURCE OF THE COMPANYHuman resource is a term used to describe the individuals who

make up the workforce of an organization, although it is also applied

in labor economics to, for example, business sectors or even whole

nations. Human resources is also the name of the function within an

organization charged with the overall responsibility for implementing

strategies and policies relating to the management of individuals.

The importance of good quality manpower is most crucial for the

pantaloon than for any other industry because retail sector remains

labor intensive as it is very interactive business. Retailer are therefore

required to perform the basic functions like buying, displaying and

merchandising and most importantly the various functions of

customer services compassionately.

The primary objective of human resource management is to enhance

employees productivity. This can be done by increasing the sales

generated per employee or reducing labor cost. The task of hrm in

pantaloon is however complex and challenging.


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Some of the golden rules that are required for creating an effective

HRD policy are as follows:

Hire the best people, globally

Manage your team with a light hand

Set the goals and give your people complete freedom to achieve

them

Provide all the infrastructure they need

Make them accountable for their performance

Eliminate politics from the work place

Punish lack of efforts, not failure

Share ownership in profits

Build a basic office, but ensure that people have fun working

unit

Keep the team together


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INTRODUCTION OF TRAINING AND DEVELOPMENT

PROGRAMME

TRAINING AND DEVELOPMENT is a subsystem of an organization.It ensures that randomness is reduced and learning or behavioralchange takes place in structured format.

TRADITIONAL AND MODERN APPROACH OFTRAINING AND DEVELOPMENTTraditional Approach Most of the organizations before never usedto believe in training.They were holding the traditional view thatmanagers are born and not made. There were also some views that

training is a very costly affair and not worth. Organizations used tobelieve more in executive pinching. But now the scenario seems tobe changing.

The modern approach of training and development is that IndianOrganizations have realized the importance of corporate training.Training is now considered as more of retention tool than a cost.The training system in Indian Industry has been changed to create asmarter workforce and yield the best results.
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TRAINING AND DEVELOPMENT OBJECTIVESThe principal objective of training and development division is tomake sure the availability of a skilled and willing workforce to anorganization. In addition to that, there are four other objectives:Individual, Organizational, Functional, and Societal.

Individual Objectives help employees in achieving their personalgoals, which in turn, enhances the individual contribution to anorganization.

Organizational Objectives assist the organization with its primaryobjective by bringing individual effectiveness.

Functional Objectives maintain the departments contribution at alevel suitable to the organizations needs.

Societal Objectives ensure that an organization is ethically andsocially responsible to the needs and challenges of the society.
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TYPES OF TRAINING

ON THE JOB TR ININGThe development of a manager's abilities can take place on the job.The four techniques for on the job development are:

COACHING:Coaching is one of the trainingmethods, which isconsidered as a corrective method for inadequate performance.

This method best suits for the people at the top because if wesee on emotional front, when a person reaches the top, he gets lonely

and it becomes difficult to find someone to talk to. It helps in findingout the executives specific developmental needs. The needs can beidentified through 60 degree performance reviews

MENTORING: Mentoring is an ongoing relationship that isdeveloped between a senior and junior employee. Mentoringprovides guidance and clear understanding of how theorganization goes to achieve its vision and mission to the junioremployee.

JOB ROTATION:This is suitable for young new-comers from theuniversities and colleges enabling them to learn by doing. Itconsist of systematic and co-ordinated efforts to transfer anexecutive from job to job and plant to plant.

JOB INSTRUCTION TECHNIQUE (JIT): Job InstructionTechnique (JIT) uses a strategy with focus on knowledge(factual and procedural), skills and attitudes development.
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OFF THE JOB TR ININGThere are many management development techniques that an

employee can take in off the job. The few popular methods are:

SENSITIVITY TRAINING: Sensitivity training is about makingpeople understand about themselves and others reasonably,

which is done by developing in them social sensitivity andbehavioral flexibility.

TRANSACTIONAL ANALYSIS: Transactional Analysis providestrainees with a realistic and useful method for analyzing andunderstanding the behavior of others. In every social interaction,there is a motivation provided by one person and a reaction tothat motivation given by another person. This motivationreaction relationship between two persons is a transaction.

STRAIGHT LECTURES/ LECTURES: This method is used tocreate understanding of a topic or to influence behavior,attitudes through lecture. A lecture can be in printed or oralform. Lecture is telling someone about something. Lecture isgiven to enhance the knowledge of listener or to give him thetheoretical aspect of a topic.

SIMULATION EXERCISES: Games and Simulations arestructured and sometimes unstructured, that are usually playedfor enjoyment sometimes are used for training purposes as aneducational tool. Training games and simulations are differentfrom work as they are designed to reproduce or simulate events,circumstances, processes that take place in trainees job
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Empowering People

Future Groups diverse people initiatives are aimed to attract, motivate

and empower our employees in many ways.

These include:

ShishyaAn initiative that provides an opportunity to develop and enhanceskills and knowledge through various educational and learningprograms.

SeekhoAn initiative, aimed at encouraging employees who are consistentperformers to fast-track their career growth by completing their highereducation (MBA) in the retail domain.

Happiness Index ProgramA priority initiative aimed towards building a culture of employee-levelconversations to achieve happiness through sensitivity andempowerment.

VidyarambhThe festival of learning at our stores is aimed at building a culture of aknowledge-led organization.

L.E.A.POur Leadership ExcellenceAdvancement Program identifies anddevelops an individuals leadership potential.

Idea Board

Unlike a "suggestion box", the Idea Board is an open forum that offersa platform for employees to voice their ideas openly.

GENISIS


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Future Groups Management Trainee Program aims to develop traineesinto future leaders at the company through on-the-job training, project

work and functional implementation.


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RESEARCH METHODOLOGYResearch in common parlance refers to a search for knowledge. Oncecan also define research asa scientific and systematic search for pertinent information on aspecific topic. In fact, research is an art of scientific investigation.Research is an academic activity and as such the term should be usedin a technical sense.

The purpose of research is to discover answers to questions throughthe application of scientificprocedures. The main aim of research is to find out the truth which ishidden and which has not been discovered as yet.

Research steps:

1. Study about organization2. Setting of objectives3. Questionnaire4. Main study5. Tabulation6.Analysis


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7. Findings8. Conclusion9. Suggestion and recommendations

DATA COLLECTION: The required data for the project has collected

from primary data. Primary data is a fresh data collected from

employees and having discussion and interaction with employees.

SAMPLING PROCESS:

Sampling unit- Employees of the organization.

Duration- 1 month (2011)

Types of sampling- type of sampling used in this survey were simple

random sampling. In this method, sampling unit chosen randomly

from the total employee at all level in the orgnisation.


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RESEARCH INSTRUMENT:

Questionnaire- it refers to a device for securing answer to a formally

arranged list of questions by using a term, which the respondent fill in

himself.


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RECOMMENDATIONS

Develop the content of management programmes inconsultation with staff, including business strategy and career

planning.

Identify and support staff with potential for progression to thehighest levels and support them through active succession

planning.

Incorporate career development into appraisal processes byincluding discussions on aspirations and exploring barriers.

Use leadership and senior managers programmes as a feeder to asuccession planning programme

Set up development programmes covering career planning,workshops, partnering with a senior level mentor, and coaching

sessions


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Encourage staff at all levels to pursue career enhancingqualifications

Consider development programmes for non-managerial womenand men.


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CONCLUSIONS

This study provides me with an opportunity to explore in the field ofHuman Resources.This study also provides the feedback of people involved in theTraining and development process Apart from that it would provideme a great deal of exposure to interact with the high profile managersof the company.

This study concludes thats trainind and development has followingadvantages:

Increased productivity.

Reduced employee turnover.

Increased efficiency resulting in financial gains.

Decreased need for supervision.


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TRAINING AND DEVELOPMENT PROGRAM

(QUESTIONNAIRE)

Dear Sir/Madam,I am doing study on Employees Training & Development. I wouldrequest you tokindly spare some time to fill up this questionnaire.

Thank you very much for your cooperation.

Name:

____________________________________________________

Position:

____________________________________________________

Department:

____________________________________________________

Please explain your job duties

________________________________________________________________________

_____________________________________________________________

___________

What are your goals and objectives?

________________________________________________________________________


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________________________________________________________________________

What skills set you apart from your colleagues?

________________________________________________________________________

________________________________________________________________________

Q1. Has your company organizes a training and developmentprogramme?. Yes

. NoQ2. If your organisation identifies the training needs for theemployees?. Yes. NoQ3. On an average, how much time did it used to take for training anddevelopmentprogramme?. One Month

. Two Month

. Three MonthQ4. How much training programs has been made in the past one year?. One. Two. ThreeQ5. Do you have any training programs in the coming financial year?. Yes. No

Q6. Do your top management take feed back?. Yes. NoQ7. What do you think the training programs will be run in future?. Yes. No


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Q8. Do employee development programs raise unrealistic expectationsabout promotions?. Yes. No

Q 9. Do the Executive Director engage development activities forhim/herself?. Yes. NoQ10. Do you feel trust in your supervisors?. Yes. NoQ11. Do the practice's supervisors use positive attitude with employees?. Yes

. NoQ12. Does the practice have a consistent, timely and fair method forevaluating individualperformance?. Yes. NoQ13. Do you feel, you are being paid fairly?. Yes. No

Q14. Does your practice's equipment (everything from computers toscales) work properly?. Yes. NoQ15. Does your company use a specific training process?. Yes. NoQ16. Do you require a high degree of technical knowledge for your job?. Yes

. NoQ17. Are office conditions comfortable?. Yes. No


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Q18. Do you satisfy with organizational training and developmentprogrammme?. Yes

. No

Do you recognize any need for further training and development in the

following areas? (Please tick where applicable)

Job coaching __

Delegated tasks __

Recruitment procedures __

Presentation assignments __

Internal training programs __

Seminars and other external training programs __


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BIBLIOGRAPHY

The art of retailing by A.J. LambaAswathappa, K., Human Resource Personal

Management

WEBSITES SEARCH:

www.pantaloonretail.in

www.google.comwww.wiki.comwww.msn.com
http://www.pantaloonretail.in/http://www.pantaloonretail.in/http://www.pantaloonretail.in/http://www.google.com/http://www.google.com/http://www.google.com/http://www.wiki.com/http://www.wiki.com/http://www.wiki.com/http://www.msn.com/http://www.msn.com/http://www.msn.com/http://www.msn.com/http://www.wiki.com/http://www.google.com/http://www.pantaloonretail.in/


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