43326700 recruitment-and-selection-summer-report

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43326700 recruitment-and-selection-summer-report

  1. 1. [Type text] Recruitment and Selection of Work Associates for the „Easyday‟ Supermarket and Hypermarket Stores At Bharti-Retail A Summer Internship Project Report Submitted in the partial fulfillment of the requirement for the award of the Master of Human Resource and Organizational Development (MHROD) Batch: 2009-2011 Submitted By: Rohit Kumar Singh, R-982/04 MHROD Semester III Under the Guidance of: Mr. Dev Mani Pandey Regional Manager, People, Bharti-Retail Submitted to Department of Commerce Faculty of Commerce and Business Delhi School of Economics University of Delhi, Delhi – 110007
  2. 2. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 2 CERTIFICATE CANDIDATE‟S DECLARATION This is to certify that the report titled “Recruitment and Selection of Work Associates for Supermarket and Hypermarket stores of Bharti-Retail” which is submitted by me in partial fulfillment of the requirement for the award of “Master of Human Resource and Organisational Development” from “Department of Commerce, Faculty of Commerce and Business, Delhi School of Economics, University of Delhi, Delhi” comprises only my original work and has not been submitted in part or full for any other degree or diploma of any university. Rohit Kumar Singh R-982/04, MHROD Semester III
  3. 3. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 3 CERTIFICATE
  4. 4. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 4 ACKNOWLEDGEMENT I wish to express my gratitude to Bharti Academy of Retail team members, especially Ms. Sailaja, Mr. Dev Mani Pandey and Mr. Deepak Mittal for their prompt and sincere guidance. They stood by me all the way and provided me additional insight and ideas with painstaking attention to details. Their comments and criticism have been valuable. I would also like to thank other team members, with whom I got a chance to work during my summer internship project. I would also like to express my special gratitude to Mr. Dheeraj Deshmukhh, my friend and colleague at Bharti Academy of Retail for helping me during internship, whenever I needed some help from him. Last but not the least, I would like to extend the gratitude and appreciation towards all my friends and family members whose help and support has been instrumental in completion of this project report. Rohit Kumar Singh MHROD, Semester III
  5. 5. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 5 CONTENTS TITLE PAGE .................................................................................................................... 1 CANDIDATE‟S DECLARATION.................................................................................. 2 CERTIFICATE................................................................................................................. 3 ACKNOWLEDGEMENT................................................................................................ 4 CONTENTS....................................................................................................................... 5 LIST OF TABLES AND FIGURES................................................................................ 8 LIST OF FIGURES...................................................................................................... 8 LIST OF TABLES ........................................................................................................ 8 1. LITERATURE REVIEW: RECRUITMENT AND SELECTION.......................... 9 1.1 RECRUITMENT.................................................................................................... 9 1.1.1 Introduction ........................................................................................................ 9 1.1.2 Meaning of Recruitment ..................................................................................... 9 1.1.3 Purpose and Importance of Recruitment.......................................................... 10 1.1.4 Steps in Recruitment......................................................................................... 11 1.1.4 (a) Identification of Job Vacancy ..................................................................... 11 1.1.4 (b) Job Description and Person Specification.................................................. 12 1.1.4 (c) Advertise the Vacancy................................................................................. 12 1.1.4 (d) Managing Response.................................................................................... 12 1.1.4 (e) Short listing of Applicants........................................................................... 13 1.1.4 (f) Arrange the Interviews................................................................................. 13 1.1.5 Sources of Recruitment..................................................................................... 13 1.1.5 (a) Internal Sources of Recruitment ................................................................. 13 1.1.5 (b) External Sources of Recruitment ................................................................ 14 1.1.6 Factors Affecting Recruitment.......................................................................... 16 1.1.6 (a ) Internal Factors ......................................................................................... 17 1.1.6 (b) External Factors ......................................................................................... 17 1.1.7 Recent trends in recruitment............................................................................. 18 1.1.8 Recruitment Strategies...................................................................................... 20 1.2. SELECTION ............................................................................................................ 22 1.2.1 Preliminary Interview....................................................................................... 22 1.2.2 Selection Test.................................................................................................... 22 1.2.3 Interview ........................................................................................................... 25 1.2.4 Reference Test................................................................................................... 27
  6. 6. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 6 1.2.5 Selection decision ............................................................................................. 28 1.2.6 Physical Examination....................................................................................... 28 1.2.7 Job Offer........................................................................................................... 29 1.2.8 Contract Of Employment.................................................................................. 29 1.2.9 Review of Hiring Process ................................................................................. 31 1.2.10 Types of Job Seekers....................................................................................... 31 2. BHARTI GROUP OVERVIEW................................................................................ 33 2.1 VISION & VALUE............................................................................................... 34 2.1.1 Vision:............................................................................................................... 34 2.1.2 Values:.............................................................................................................. 34 2.2 BHARTI GROUP COMPANIES.......................................................................... 35 2.2.2 Bharti Infratel Limited...................................................................................... 35 2.2.3 Bharti Realty Limited........................................................................................ 35 2.2.4 Beetel Teletech Limited .................................................................................... 36 2.2.5 Comviva............................................................................................................ 36 2.2.6 Jersey Airtel and Guernsey Airtel .................................................................... 37 2.2.7 Centum Learning Limited................................................................................. 37 2.2.8 Bharti Walmart................................................................................................. 37 2.2.10 Bharti AXA Life Insurance ............................................................................. 38 2.2.11 Bharti AXA General Insurance....................................................................... 38 2.2.12 Bharti AXA Investment Managers Pvt. Ltd. ................................................... 39 2.2.13 Indus Towers................................................................................................... 39 2.2.14 Field Fresh Food Pvt. Ltd. ............................................................................. 39 3. THE GLOBAL RETAIL SCENARIO ..................................................................... 40 3.1 RETAIL SECTOR IN INDIA................................................................................ 41 3.2 EVOLUTION OF RETAIL SECTOR................................................................... 44 3.3 MANAGING HUMAN RESOURCE IN RETAIL SECTOR ................................. 45 3.4 HR CHALLENGES IN RETAIL SECTOR ........................................................... 48 3.4.1 Lack of Talent:.................................................................................................. 48 3.4.2 Unavailability of Experienced Manpower........................................................ 48 3.4.3 Lack of Formal Retailing Education ................................................................ 49 3.4.4 Threat of Poaching........................................................................................... 49 3.4.5 Stressful Environment....................................................................................... 50 3.4.6 High Turnover .................................................................................................. 51 3.5 COMPLEX HUMAN RESOURCE ENVIRONMENT.......................................... 51 3.6 WOMEN IN RETAILING..................................................................................... 52 3.7 REQUIREMENT FOR CREATIVE HR PRACTICES ......................................... 53
  7. 7. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 7 3.8 RECRUITMENT CHALLENGES & EMPLOYING STRATEGY......................... 53 3.9 COMPENSATION STRATEGIES........................................................................ 54 3.10 ENGAGING AND RETAINING TALENT ......................................................... 55 3.11 CAREER ADVANCEMENT............................................................................... 56 3.12 HEALTHY MANAGEMENT PRACTICES ........................................................ 57 3.13 ETHNIC DIVERSITY MANAGEMENT............................................................. 58 3.14 FUTURE EXPECTATIONS............................................................................... 58 4. RECRUITMENT AND SELECTION OF WORK ASSOCIATES FOR “EASYDAY” STORES OF BHARTI-RETAIL LTD. ................................................ 59 4.1 STORE DEFINITION:......................................................................................... 59 4.2 RECRUITMENT & SELECTION AT BHARTI RETAIL LTD. ............................ 60 4.2.1 Eligibility .......................................................................................................... 60 4.2.2 Sections At “Easyday” Stores .......................................................................... 60 4.2.3 Categories to be Recruited as Work Associates............................................... 61 4.2.4 Recruitment and Selection process................................................................... 63 5. KEY LEARNINGS AND SUGGESTION‟S ............................................................ 66 5.1 LEARNINGS........................................................................................................ 66 5.2 SUGGESTIONS:.................................................................................................. 67 6. REFERENCES............................................................................................................ 69
  8. 8. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 8 LIST OF TABLES AND FIGURES LIST OF FIGURES FIGURE 1: AIRTEL LOGO .................................................................................................... 35 FIGURE 2: BHARTI INFRATEL LTD LOGO............................................................................ 35 FIGURE 3: BEETEL TELETECH LTD. LOGO.......................................................................... 36 FIGURE 4: COMVIVA LOGO ................................................................................................ 36 FIGURE 5: CENTUM LEARNING LOGO ................................................................................ 37 FIGURE 6: BHARTI WALMART LOGO.................................................................................. 37 FIGURE 7: EASYDAY LOGO................................................................................................. 38 FIGURE 8: BHARTI AXA LIFE INSURANCE LOGO............................................................... 38 FIGURE 9: BHARTI AXA GENERAL INSURANCE LOGO....................................................... 38 FIGURE 10: BHARTI AXA INVESTMENT MANAGERS LOGO ................................................ 39 FIGURE 11: INDUS TOWERS LOGO...................................................................................... 39 FIGURE 12: FIELD FRESH FOOD PVT. LTD. LOGO............................................................... 39 FIGURE 13: FLOWCHART SHOWING EVOLUTION OF RETAIL SECTOR.................................. 45 FIGURE 14: MANPOWER REQUISITION FORMAT FOR SMALL FORMAT “EASYDAY STORE”.62 LIST OF TABLES TABLE 1: ADVANTAGES AND DISADVANTAGES OF INTERNAL SOURCES OF RECRUITMENT..........14 TABLE 2: ADVANTAGES AND DISADVANTAGES OF EXTERNAL SOURCES OF RECRUITMENT.........16 TABLE 3 : FACTORS AFFECTING RECRUITMENT .............................................................................16
  9. 9. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 9 1. LITERATURE REVIEW: RECRUITMENT AND SELECTION 1.1 RECRUITMENT 1.1.1 Introduction People are integral part of any organization today. No organization can run without its human resources. In today‟s highly complex and competitive situation, choice of right person at the right place at right time has far reaching implications for an organization‟s functioning. An employee well selected and well placed would not only contribute to the efficient running of the organization but also offer significant potential for future replacement. Thus, hiring is an important function. The process of hiring begins with human resource planning (HRP) which helps to determine the number and type of people an organization needs. Job analysis and job design enables to specify the task and duties of jobs and qualification expected from prospective job. HRP, job analysis and job design helps to identify the kind of people required in an organization and hence hiring. It should be noted that hiring is an ongoing process and not confined to formative stages of an organization. Employees leave the organization in search of greener pastures, some retire and some die in the saddle. More importantly an enterprises grows, diversifies, take over the other units all necessitating hiring of new men and women. In fact the hiring function stops only when the organization ceases to exist. 1.1.2 Meaning of Recruitment According to Edwin B. Flippo, “Recruitment is the process of searching the candidate for employment and stimulating them to apply for jobs in the organization. (Flippo, 1984)” It is the activity which links the employer and the job seekers. According to Yoder, “Recruitment is a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient working force.”
  10. 10. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 10 “Recruitment is the development and maintenance of adequate manpower resources. It involves the creation of a pool of available labor upon whom the organization can draw when it needs additional employees.” (Beach, 1975) Thus, we can say that:  Recruitment is the activity that links the employers and the job seekers.  It is a process of finding and attracting capable applicants for employment. It begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applications from which new employees are selected.  It is the process to discover sources of manpower to meet the requirement of staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient working force.  Recruitment of candidates is the function preceding the selection, which helps create a pool of prospective employees for the organization so that the management can select the right candidate for the right job from this pool. The main objective of the recruitment process is to expedite the selection process.  Recruitment is a continuous process whereby the firm attempts to develop a pool of qualified applicants for the future human resources needs even though specific vacancies do not exist. Usually, the recruitment process starts when a manger initiates an employee requisition for a specific vacancy or an anticipated vacancy. 1.1.3 Purpose and Importance of Recruitment  Attract and encourage more and more candidates to apply in the organization.  Create a talent pool of candidates to enable the selection of best candidates for the organization.  Determine present and future requirements of the organization in conjunction with its personnel planning and job analysis activities.  Recruitment is the process which links the employers with the employees.  Increase the pool of job candidates at minimum cost.
  11. 11. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 11  Help increase the success rate of selection process by decreasing number of visibly under qualified or overqualified job applicants.  Help reduce the probability that job applicants once recruited and selected will leave the organization only after a short period of time.  Meet the organizations legal and social obligations regarding the composition of its workforce.  Begin identifying and preparing potential job applicants who will be appropriate candidates.  Increase organization and individual effectiveness of various recruiting techniques and sources for all types of job applicants 1.1.4 Steps in Recruitment The process of recruitment can be divided into following steps:  Identification of job vacancy  Job Description and person specification  Advertise the vacancy  Manage the response  Short-listing  Arranging interview 1.1.4 (a) Identification of Job Vacancy The first step in recruitment process is requisition for recruitment by planning department. The human resource department or its wing responsible for recruitment receives information about the job vacancies to be filled. The details provided to recruitment people contain information about:  Post to be filled  Number of people required  New vacancy or replacement etc.
  12. 12. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 12 1.1.4 (b) Job Description and Person Specification Once the job vacancy has been identified, it is important to understand the job for which a person is to be hired. It involves looking into the duties to be performed, the qualifications required. One has to take holistic approach during this stage, it is important that the job environment should also be taken into account. This helps in understanding the person specification in terms of behavioral attributes rather than just the technical parameters and qualifications. For example it is important to know whether the job requires cross-functional approach which requires working in teams having people from different departments and background which may be problematic for some people whereas for some it may be the best condition. 1.1.4 (c) Advertise the Vacancy Once the job vacancy has been identified and the job description and person specifications have been understood. It is important to advertise the vacancy, so as to find the job seekers with relevant skills and qualifications. This is one of the most crucial phases of recruitment where a recruiter has to strike a fine balance between the advertising costs, the legal provisions and quality sources for recruitment. The recruitment team has to identify appropriate sources of recruitment (which have been described in following text) and manage the advertisements in judicious manner. It is important for the recruitment team to comply with all legal provisions, and to build the employer‟s brand in job seekers. It is also important to advertise the desired qualification and necessary qualifications in the clearest term possible. 1.1.4 (d) Managing Response A carefully managed advertising campaign results in a large pool of applicants with desired occupational and educational qualifications. Such a large pool of applicants has to be managed for further short listing. This stage may involve scheduling of candidates or informing them about next stage of recruitment, collecting more information about applicants etc.
  13. 13. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 13 1.1.4 (e) Short listing of Applicants After receiving the applications and details about applicants, a short-listing has to be done in order to find people with most appropriate skills and qualifications required for the job and to reject any under-qualified candidate. This stage helps in saving a lot expenditure and time which is to be incurred in later stages of hiring. It also increases the chances of finding the best fit for the job. 1.1.4 (f) Arrange the Interviews The last step in recruitment involves arrangement of final interview for selection of right candidates. 1.1.5 Sources of Recruitment The sources of recruitment can be broadly classified into 2 types:  Internal sources of recruitment  External sources of recruitment 1.1.5 (a) Internal Sources of Recruitment 1. TRANSFERS: The employees are transferred from one department to another according to their efficiency and experience. 2. PROMOTIONS: The employees are promoted from one department to another with more benefits and greater responsibility based on efficiency and experience. 3. UPGRADING AND DEMOTION: Upgrading and Demotion of present employees according to their performance. 4. RETIRED AND RETRENCHED EMPLOYEES: Retired and Retrenched employees may also be recruited once again in case of shortage of qualified personnel or increase in load of work. Recruitment such people save time and costs of the organizations as the people are already aware of the organizational culture and the policies and procedures.
  14. 14. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 14 5. DEPENDANTS AND RELATIVES OF EMPLOYEES: The dependents and relatives of Deceased employees and Disabled employees are also done by many companies so that the members of the family do not become dependent on the mercy of others. 6. JOB POSTINGS: Job vacancy can also be posted on company notice board for finding a suitable candidate from within the organization. Advantages and Disadvantages of Internal Sources Of Recruitment Advantages Disadvantages  Motivated employees and Higher morale  Employees familiar with the organization  Higher probability of success  Industrial Peace  Relatively inexpensive  Training and skill enhancement  Overcoming surpluses and shortages  Reduced scope for fresh talent.  Employees may become lethargic if they are sure of time bound promotions  Spirit of competition may be hampered  Frequent transfers of employees may reduce the overall productivity of the organization.  Political infighting for promotion 1.1.5 (b) External Sources of Recruitment  PRESS ADVERTISEMENTS: Advertisements of the vacancy in newspapers and journals are a widely used source of recruitment. The main advantage of this method is that it has a wide reach.  EDUCATIONAL INSTITUTES: Various management institutes, engineering colleges, medical Colleges etc. are a good source of recruiting well qualified Table 1: Advantages and Disadvantages of internal sources of recruitment
  15. 15. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 15 executives, engineers, medical staff etc. They provide facilities for campus interviews and placements. This source is known as Campus Recruitment.  PLACEMENT AGENCIES: Several private consultancy firms perform recruitment functions on behalf of client companies by charging a fee. These agencies are particularly suitable for recruitment of executives and specialists. It is also known as RPO (Recruitment Process Outsourcing)  EMPLOYMENT EXCHANGES: Government establishes public employment exchanges throughout the country. These exchanges provide job information to job seekers and help employers in identifying suitable candidates.  LABOUR CONTRACTORS: Manual workers can be recruited through contractors who maintain close contacts with the sources of such workers. This source is used to recruit labor for construction jobs.  UNSOLICITED APPLICANTS: Many job seekers visit the office of well-known companies on their own. Such callers are considered nuisance to the daily work routine of the enterprise. But can help in creating the talent pool or the database of the probable candidates for the organization.  EMPLOYEE REFERRALS / RECOMMENDATIONS: Many organizations have structured system where the current employees of the organization can refer their friends and relatives for some position in their organization. Also, the office bearers of trade unions are often aware of the suitability of candidates. Management can inquire these leaders for suitable jobs. In some organizations these are formal agreements to give priority in recruitment to the candidates recommended by the trade union.  RECRUITMENT AT FACTORY GATE: Unskilled workers may be recruited at the factory gate these may be employed whenever a permanent worker is absent. More efficient among these may be recruited to fill permanent vacancies.  PROFESSIONAL & TRADE ASSOCATION‟S: Many associations provide placement service to its members. It consists of compiling job seeker‟s lists and providing access to members during regional or national conventions. Also, the publications of these associations carry classified advertisements from employers
  16. 16. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 16 interested in recruiting their members. These are particularly useful for attracting highly educated, experienced or skilled personnel. Also, the recruiters can zero on in specific job seekers, especially for hard-to-fill technical posts. Advantages and Disadvantages of External Sources Of Recruitment Advantages Disadvantages  Qualified Personnel  Wider Choice  Fresh Talent  Competitive Spirit  Dissatisfaction amongst existing staff  Lengthy process (Increased adjustment period)  Costly Process  Uncertain Process 1.1.6 Factors Affecting Recruitment The recruitment function of the organizations is affected and governed by a mix of various internal and external forces. The internal forces or factors are the factors that can be controlled by the organization. And the external factors are those factors which cannot be controlled by the organization. Factors Affecting Recruitment Internal External  Recruitment Policy  Human Resource Planning  Size Of The Firm  Cost  Growth And Expansion  Supply & Demand  Labour Market  Employer‟s Brand/ Goodwill  Socio - Political - Legal Environment  Competitors Table 2: Advantages and Disadvantages of external sources of recruitment Table 3 : Factors affecting recruitment
  17. 17. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 17 1.1.6 (a ) Internal Factors 1. RECRUITMENT POLICY: The recruitment policy of an organization specifies the objectives of recruitment and provides a framework for implementation of recruitment strategy. It may involve organizational system to be developed for implementing recruitment strategies and procedures by filling up vacancies with best qualified people. The recruitment policies of an organization may be affected by following factors:  Organizational Objectives  Personnel policies of the organization  Government policies on reservation  Preferred sources of recruitment  Need of the organization  Recruitment costs and financial implications 2. HUMAN RESOURCE PLANNING: Effective human resource planning helps in determining the gaps present in the existing manpower of the organization. It also helps in determining the number of employees to be recruited and what qualification they must possess. 3. SIZE OF THE FIRM: The size of the firm is an important factor in recruitment process. If the organization is planning to increase its operations and expand its business, it will think of hiring more personnel, which will handle its operations. 4. COST: Recruitment incur cost to the employer, therefore, organizations try to employ that source of recruitment which will bear a lower cost of recruitment to the organization for each candidate. 5. GROWTH AND EXPANSION: Organization will employ or think of employing more personnel if it is expanding its operations. 1.1.6 (b) External Factors 1. SUPPLY AND DEMAND: The availability of manpower both within and outside the organization is an important determinant in the recruitment process. If the company has a demand for more professionals and there is limited supply in the
  18. 18. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 18 market for the professionals demanded by the company, then the company will have to depend upon internal sources by providing them special training and development programs. 2. LABOUR MARKET: Employment conditions in the community where the organization is located will influence the recruiting efforts of the organization. If there is surplus of manpower at the time of recruitment, even informal attempts at the time of recruiting like notice boards display of the requisition or announcement in the meeting etc will attract more than enough applicants 3. EMPLOYER‟S BRAND/ GOODWILL: Image of the employer can work as a potential constraint for recruitment. An organization with positive image and goodwill as an employer finds it easier to attract and retain employees than an organization with negative image. Image of a company is based on what organization does and affected by industry. 4. POLITICAL-SOCIAL- LEGAL ENVIRONMENT: Various government regulations prohibiting discrimination in hiring and employment have direct impact on recruitment practices. For example, if Government introduces legislation for reservation in employment for scheduled castes, scheduled tribes, physically handicapped etc. it becomes an obligation for the employer. Also, trade unions play important role in recruitment. This restricts management freedom to select those individuals who it believes would be the best performers. 5. COMPETITORS: The recruitment policies of the competitors also affect the recruitment function of the organizations. To face the competition, many a times the organizations have to change their recruitment policies according to the policies being followed by the competitors. 1.1.7 Recent trends in recruitment 1. RECRUITMENT OUTSOURCING: Recruitment outsourcing has emerged as one of the preferred solution for companies. A company may draw required personnel from outsourcing firms. The
  19. 19. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 19 outsourcing firms help the organization by the initial screening of the candidates according to the needs of the organization and creating a suitable pool of talent for the final selection by the organization. Outsourcing firms develop their human resource pool by employing people for them and make available personnel to various companies as per their needs. In turn, the outsourcing firms or the intermediaries charge the organizations for their services. 2. POACHING/RAIDING “Buying talent” (rather than developing it) is the latest mantra being followed by the organizations today. Poaching means employing a competent and experienced person already working with another reputed company in the same or different industry; the organization might be a competitor in the industry. A company can attract talent from another firm by offering attractive pay packages and other terms and conditions, better than the current employer of the candidate. But it is seen as an unethical practice and not openly talked about. Indian software and the retail sector are the sectors facing the most severe brunt of poaching today. It has become a challenge for human resource managers to face and tackle poaching, as it weakens the competitive strength of the firm. 3. E-RECRUITMENT E- Recruitment is the use of technology to assist the recruitment process. Many big organizations use Internet as a source of E-Recruitment. They advertise job vacancies through worldwide web. The job seekers send their applications or curriculum vitae i.e. CV through e mail using the Internet. Alternatively job seekers place their CV‟s in worldwide web, which can be drawn by prospective employees depending upon their requirements. The two kinds of e- recruitment that an organization can use are –  Job portals i.e. posting the position with the job description and the job specification on the job portal and also searching for the suitable resumes posted on the site corresponding to the opening in the organization.  Creating a complete online recruitment/application section in the company‟s own website. Companies have added an application system to
  20. 20. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 20 in their website, where the „passive‟ job seekers can submit their resumes into the database of the organization for consideration in future, as and when the roles become available. 1.1.8 Recruitment Strategies Recruitment is of the most crucial roles of the human resource professionals. The level of performance of an organization depends on the effectiveness of its recruitment function. Organizations‟ have developed and follow recruitment strategies to hire the best talent for their organization and to utilize their resources optimally. A successful recruitment strategy should be well planned and practical to attract more and good talent to apply in the organization. For formulating an effective and successful recruitment strategy, the strategy should cover the following elements: 1. Identifying and prioritizing jobs Requirements keep arising at various levels in every organization; it is almost a never-ending process. It is impossible to fill all the positions immediately. Therefore, there is a need to identify the positions requiring immediate attention and action. To maintain the quality of the recruitment activities, it is useful to prioritize the vacancies whether to focus on all vacancies equally or focusing on key jobs first. 2. Candidates to target: The recruitment process can be effective only if the organization completely understands the requirements of the type of candidates that are required and will be beneficial for the organization. This covers the following parameters as well:  Performance level required: Different strategies are required for focusing on hiring high performers and average performers.  Experience level required: the strategy should be clear as to what is the experience level required by the organisation. The candidate‟s experience can range from being a fresher to experienced senior professionals.
  21. 21. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 21  Category of the candidate: the strategy should clearly define the target candidate. He/she can be from the same industry, different industry, unemployed, top performers of the industry etc. 3. Sources of recruitment: The strategy should define various sources (external and internal) of recruitment. Which are the sources to be used and focused for the recruitment purposes for various positions? Employee referral is one of the most effective sources of recruitment. 4. Trained recruiters The recruitment professionals conducting the interviews and the other recruitment activities should be well-trained and experienced to conduct the activities. They should also be aware of the major parameters and skills (e.g.: behavioral, technical etc.) to focus while interviewing and selecting a candidate. 5. How to evaluate the candidate The various parameters and the ways to judge them i.e. the entire recruitment process should be planned in advance. Like the rounds of technical interviews, HR interviews, written tests, psychometric tests etc.
  22. 22. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 22 1.2. SELECTION The selection process is a decision making process. This step consists of a number of activities. A candidate who fails to qualify for a particular step is not eligible for appearing for the subsequent step. Employee Selection is the process of putting right men on right job. It is a procedure of matching organizational requirements with the skills and qualifications of people. Effective selection can be done only when there is effective matching. By selecting best candidate for the required job, the organization will get quality performance of employees. Moreover, organization will face less of absenteeism and employee turnover problems. By selecting right candidate for the required job, organization will also save time and money. Proper screening of candidates takes place during selection procedure. All the potential candidates who apply for the given job are tested. The process of selection starts with preliminary interview of candidates and ends with contract of employment. Following are the steps which are generally involved in any selection process: 1.2.1 Preliminary Interview The applications received from job seekers are subjected to scrutiny, so as to eliminate unqualified applicants. This is usually followed by a preliminary interview the purpose of which is more or less the same as scrutiny of application, that is, eliminate of unqualified applicants. Scrutiny enables the HR specialists to eliminate unqualified jobseekers based on the information supplied in their application forms. Preliminary interview, on the other hand, helps reject misfits for reason, which did not appear in the application forms. Besides, preliminary interview, often called „courtesy interview‟, is a good public relation exercise. 1.2.2 Selection Test Job seekers who pass the screening and the preliminary interview are called for tests. Different types of tests may be administered, depending on the job and the company. Generally, tests are used to determine the applicant‟s ability, aptitude and personality. Following are the types of tests which may be used:
  23. 23. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 23 1. Ability test: Assists in determining how well an individual can perform tasks related to the job. An excellent illustration of this is the typing tests given to a prospective employee for secretarial job. Also called as „ACHEIVEMENT TESTS‟. It is concerned with what one has accomplished. When applicant claims to know something, an achievement test is taken to measure how well they know it. Trade tests are the most common type of achievement test given. Questions have been prepared and tested for such trades as asbestos worker, punch-press operators, electricians and machinists. There are, of course, many non- standardized achievement tests given in industries, such as typing or dictation tests for an applicant for a stenographic position. 2. Aptitude test: Aptitude tests measure whether an individual has the capacity or latent ability to learn a given job if given adequate training. The use of aptitude test is advisable when an applicant has had little or no experience along the line of the job opening. Aptitudes tests help determine a person‟s potential to learn in a given area. An example of such test is the general management aptitude tests (GMAT), which many business students take prior to gaining admission to a graduate business school programme. Aptitude test indicates the ability or fitness of an individual to engage successfully in any number of specialized activities. They cover such areas as clerical aptitude, numerical aptitude, mechanical aptitude, motor co-ordination, finger dexterity and manual dexterity. These tests help to detect positive-negative points in a person‟s sensory or intellectual ability. They focus attention on a particular type of talent such as learning or reasoning in respect of a particular field of work. They can be of three types which are as follows:  Mental or Intelligence Test: They measure the overall intellectual ability of a person and enable to know whether the person has the mental ability to deal with certain problems.  Mechanical Aptitude Test: They measure the ability of a person to learn a particular type of mechanical work. These tests helps to measure specialized technical knowledge and problem solving abilities if the
  24. 24. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 24 candidate. They are useful in selection of mechanics, maintenance workers, etc.  Psychomotor or Skill Test: They are those, which measure a person‟s ability to do a specific job. Such tests are conducted in respect of semi- skilled and repetitive jobs such as packing, testing and inspection, etc. 3. Intelligence test: This test helps to evaluate traits of intelligence. Mental ability, presence of mind (alertness), numerical ability, memory and such other aspects can be measured. The intelligence test is probably the most widely administered standardized test in industry. It is taken to judge numerical, skills, reasoning, memory and such other abilities. 4. Interest Test: This is conducted to find out likes and dislikes of candidates towards occupations, hobbies, etc. such tests indicate which occupations are more in line with a person‟s interest. It is used to measure an individual‟s activity preferences. This test is particularly useful for students considering many careers or employees deciding upon career changes. Such tests also enable the company to provide vocational guidance to the selected candidates and even to the existing employees. 5. Personality Tests: It is conducted to judge maturity, social or interpersonal skills, behaviour under stress and strain, etc. this test is very much essential on case of selection of sales force, public relation staff, etc. where personality plays an important role. 6. Projective Tests: This test requires interpretation of problems or situations. For example, a photograph or a picture can be shown to the candidates and they are asked to give their views, and opinions about the picture. 7. Graphology Test: It is designed to analyze the handwriting of individual. It has been said that an individual‟s handwriting can suggest the degree of energy, inhibition and spontaneity, as well as disclose the idiosyncrasies and elements of balance and control. For example, big letters and emphasis on capital letters
  25. 25. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 25 indicate a tendency towards domination and competitiveness. A slant to the right, moderate pressure and good legibility show leadership potential. 8. Perception Test: At times perception tests can be conducted to find out beliefs, attitudes, and mental sharpness.etc. 9. General Knowledge Test: days G.K. Tests are very common, they are used for finding general awareness of the candidates in the field of sports, politics, world affairs, current affairs. 10. Polygraph Test: Polygraph is a lie detector, which is designed to ensure accuracy of the information given in the applications. Department store, banks, treasury offices and jewellery shops, that is, those highly vulnerable to theft or swindling may find polygraph tests useful. 1.2.3 Interview The next step in the selection process is an interview. Interview is formal, in-depth conversation conducted to evaluate the applicant‟s acceptability. It is considered to be excellent selection device. It is face-to-face exchange of view, ideas and opinion between the candidates and interviewers. Basically, interview is nothing but an oral examination of candidates. Interview can be adapted to unskilled, skilled, managerial and profession employees. Interviews can be of various types depending upon the setting, number of interviewers, structuring. Some of them are as follows: 1. Non- Directive Interview: Non-directive interview or unstructured interview is designed to let the interviewee speak his mind freely. The interviewer has no formal or directive questions, but his all attention is to the candidate. He encourages the candidate to talk by a little prodding whenever he is silent e.g. “Mr. Ray, please tell us about yourself after your graduation from high school”. The idea is to give the candidate complete freedom to “sell” himself, without the encumbrances of the interviewer‟s question. But the interviewer must be of higher calibre and must guide and relate the information given by the applicant to the objective of the interview.
  26. 26. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 26 2. Stress Interview: It is designed to test the candidate and his conduct and behaviour under conditions of stress and strain. The interviewer may start with “Mr. Joseph, we do not think your qualifications and experience are adequate for this position,‟ and watch the reaction of the candidates. A good candidates will not yield, on the contrary he may substantiate why he is qualified to handle the job. This type of interview is borrowed from the Military organisation and this is very useful to test behaviour of individuals when they are faced with disagreeable and trying situations. 3. Panel Interview: A panel or interviewing board or selection committee may interview the candidate, usually in the case of supervisory and managerial positions. This type of interview pools the collective judgment and wisdom of the panel in the assessment of the candidate and also in questioning the faculties of the candidate. 4. Structured Interview: A panel or interviewing board or selection committee may interview the candidate, usually in the case of supervisory and managerial positions. This type of interview pools the collective judgment and wisdom of the panel in the assessment of the candidate and also in questioning the faculties of the candidate. 5. Unstructured Interview: It is also known as „Un-patterned‟ interview, the interview is largely unplanned and the interviewee does most of the talking. Unstructured interview is advantageous in as much as it leads to a friendly conversation between the interviewer and the interviewee and in the process, the later reveals more of his or her desire and problems. But the Unstructured interview lacks uniformity and worse, this approach may overlook key areas of the applicant‟s skills or background. It is useful when the interviewer tries to probe personal details of the candidate it analyse why they are not right for the job. 6. Mixed Interview: In practice, the interviewer while interviewing the job seekers uses a blend of structured and unstructured questions. This approach is called the Mixed Interview. The structured questions provide a base for interview whereas
  27. 27. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 27 unstructured questions permit greater insights into the unique differences between applicants. 7. Dinner Interview: These interviews may be structured, informal, or socially situated, such as in a restaurant. Decide what to eat quickly, some interviewers will ask you to order first (do not appear indecisive). Avoid potentially messy foods, such as spaghetti. Be prepared for the conversation to abruptly change from friendly chat to direct interview questions, however, do not underestimate the value of casual discussion, some employers place a great value on it. Be prepared to switch gears rapidly, from fun talk to business talk. 8. Telephonic Interview: On many occasions when it is not possible to arrange face to face interview with the candidates, telephonic interviews are used by companies. A candidate should be ready for such interview and can do following preparations. Have a copy of your resume and any points you want to remember to say nearby. If you are on your home telephone, make sure that all roommates or family members are aware of the interview (no loud stereos, barking dogs etc.). Speak a bit slower than usual. It is crucial that you convey your enthusiasm verbally, since the interviewer cannot see your face. If there are pauses, do not worry; the interviewer is likely just taking some notes. 1.2.4 Reference Test Many employers request names, addresses, and telephone numbers of references for the purpose of verifying the information and perhaps, gaining additional background information on an applicant. Although listed on the application form, references are not usually checked until an applicant has successfully reached the fourth stage of a sequential selection process. When the labour market is very tight, organisations sometimes hire applicants before checking references. Previous employers, known public figures, university professors, neighbours or friends can act as references. Previous employers are preferable because they are already aware of the applicant‟s performance. But, the problem with this reference is the tendency on the part of the previous employers to over-rate the applicant‟s performance just to get rid of the person.
  28. 28. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 28 Organisations normally seek letter of reference or telephone references. The latter is advantageous because of its accuracy and low cost. The telephone reference also has the advantage of soliciting immediate, relatively candid comments and attitude can sometimes be inferred from hesitations and inflections in speech. 1.2.5 Selection decision After obtaining information through the preceding steps, selection decision (the most critical of all the steps) must be made. The other stages in the selection process are meant for narrowing down the number of the candidates. The final decision has to be made from pool of individuals who pass the tests, interviews and reference checks. The view of the line manager is generally considered in the final selection because it is he/she who is responsible for the performance of the new employee. The supervisor is better able to evaluate the applicant's technical capabilities and is in a better position to answer the interviewee's job-related questions. Further, the supervisor's personal commitment to the success of the new employee is higher if the supervisor has played a role in the hiring decision. In fact, in a majority of firms, the supervisor has the authority to make the final hiring decision. In these cases, it is the role of the HR department to do the initial screening and to ensure that hiring does not violate laws such as Human Rights legislation or Labour legislation. This step may or may not be followed be followed by realistic job previews which involves showing the applicant(s) the job site in order to acquaint them with the work setting, commonly used equipment, and prospective co-workers . The realistic job preview is intended to prevent initial job dissatisfaction with a job by presenting a realistic view of the job. Research shows that job turnover is lower when realistic job previews are used. 1.2.6 Physical Examination After the selection decision and before the job offer is made, the candidate is required to undergo a physical fitness test. A job offer is, often, contingent upon the candidate being declared fit after the physical examination. The results of the medical fitness test are
  29. 29. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 29 recorded in a statement and are preserved in the personnel records. There are several objectives behind a physical test. Obviously, one reason for a physical test is to detect if the individual carries any infectious disease. Secondly, the test assists in determining whether an applicant is physically fit to perform the work. Thirdly, the physical examination information can be used to determine if there are certain physical capabilities, which differentiate successful and less successful employees. Fourth, medical check-up protects applicants with health defects from undertaking work that could be detrimental to them or might otherwise endanger the employer‟s property. Finally, such an examination will protect the employer from workers compensation claims that are not valid because the injuries or illness were present when the employee was hired. 1.2.7 Job Offer The next step in the selection process is job offer to those applicants who have crossed all the previous hurdles. Job offer is made through a letter of appointment. Such a letter generally contains a date by which the appointee must report on duty. The appointee must be given reasonable time for reporting. This is particularly necessary when he or she is already in employment, in which case the appointee is required to obtain a relieving certificate from the previous employer. Again, a new job may require movement to another city, which means considerable preparation, and movement of property. 1.2.8 Contract Of Employment After the job offer has been made and the candidate accepts the offer, certain documents need to be executed by the employer and the candidate. One such document is the attestation form. This form contains vital details about the candidate, which are authenticated and attested by him/her. Attestation form will be a valid record for the future reference. There is also a need for preparing a contract of employment. The basic information that should be included in a written contract of employment will vary according to the level of the job, but the following checklist sets out the typical headings: 1. Job title
  30. 30. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 30 2. Duties, including a parse such as “The employee will perform such duties and will be responsible to such a person, as the company may from time to time direct”. 3. Date when continuous employment starts and the basis for calculating service. 4. Rate of pay, allowance, overtime and shift rates, method of payments. 5. Hours of work including lunch break and overtime and shift arrangements. 6. Holiday arrangements: i. Paid holidays per year. ii. Calculation of holiday pay. iii. Qualifying period. iv. Accrual of holidays and holiday pay. v. Details of holiday year. vi. Dates when holidays can be taken. vii. Maximum holiday that can be take at any one time. viii. Carryover of holiday entitlement. ix. Public holidays. 7. Length of notice due to and from employee. 8. Grievances procedure (or reference to it). 9. Disciplinary procedure (or any reference to it). 10. Work rules (or any reference to them). 11. Arrangements for terminating employment. 12. Arrangements for union membership (if applicable). 13. Special terms relating to rights to patent‟s and designs, confidential information and restraints on trade after termination of employment. 14. Employer‟s right to vary terms of the contract subject to proper notification being given. Alternatively called “employment agreements” or simply “bonds”, contracts of employment serve many useful purposes. Such contracts seek to restrain job-hoppers, from disclosing knowledge and information that might be vital to a company‟s healthy bottom line and to prevent competitors from poaching highly valued employees. Great care is taken while drafting of contract forms. Often, services of law firms are engaged to
  31. 31. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 31 get the forms drafted and finalized. Most employers insist on agreements being signed by newly hired employees. But high turnover sectors such as software, advertising and media are more prone to use contracts. 1.2.9 Review of Hiring Process After completing the hiring, the process ought to be evaluated. Here are some considerations in the evaluation:  What about the number of initial applicants? Were there too many applicants? Too few? Does the firm need to think about changing its advertisement and recruiting to get the result desired?  What was the nature of the applicants' qualifications? Were the applicants too qualified? Not qualified enough? Perhaps the advertisement needs to be re- worded to attract more appropriate candidates. In this case, using a job description can help.  How cost-effective was the advertising? A simple way to measure is to divide the cost (not only in dollars but in your time) by either the number of total applicants or the number of applicants that you considered seriously.  Were there questions that needed to be asked but weren't?  How well did the interviewers do? One way to determine this is to ask the new employee to critique the interviewing process.  Did employment tests support or help the hiring decision? If not, maybe the firm will have to reconsider the kinds of tests it is administering. Further, the evaluation process should help the firm decide if the cost and time involved in the testing is worth it. Would you have come to the same hiring decision without testing? 1.2.10 Types of Job Seekers 1. Quid-Pro-Quo: These are the people who say that “ I can do this for you, what can you give me” These people value high responsibilities, higher risks, and
  32. 32. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 32 expect higher rewards, personal development and company profiles doesn‟t matter to them. 2. I-will-be-with-you: These people like to be with big brands. Importance is given to brands. They are not bothered about work ethic, culture mission etc. 3. I-will-do-you-what-you-want: These people are concerned about how meaningful the job is and they define meaning parameters criteria known by previous job. 4. Where-do-you-want-me-to-come: These people observe things like where is your office, what atmosphere do you offer. Career prospects and exciting projects don‟t entice them as much. It is the responsibility of the recruiter to decide what the employee might face in given job and thus take decision. A good decision will help cut down employee retention costs and future recruitment costs.
  33. 33. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 33 2. BHARTI GROUP OVERVIEW Founded in 1976, by Sunil Bharti Mittal, Bharti has grown from being a manufacturer of bicycle parts to one of the largest and most respected business groups in India. With its entrepreneurial spirit and passion to undertake business projects that are transformational in nature, Bharti has created world-class businesses in telecom, financial services, retail, and foods. Bharti started its telecom services business by launching mobile services in Delhi (India) in 1995. Since then there has been no looking back and Bharti Airtel, the group's' flagship company, has emerged as one of the top telecom companies in the world and is amongst the top five wireless operators in the world, Through its global telecom operations Bharti group has presence in 21 countries across Asia, Africa and Europe - India, Sri Lanka, Bangladesh, Jersey, Guernsey, Seychelles, Burkina Faso, Chad, Congo Brazzaville, Democratic Republic of Congo, Gabon, Ghana, Kenya, Madagascar, Malawi, Niger, Nigeria, Sierra Leone, Tanzania, Uganda, and Zambia. Over the past few years, the group has diversified into emerging business areas in the fast expanding Indian economy. With a vision to build India's finest conglomerate by 2020 the group has forayed into the retail sector by opening retail stores in multiple formats - small and medium - as well establishing large scale cash & carry stores to serve institutional customers and other retailers. The group offers a complete portfolio of financial services - life insurance, general insurance and asset management - to customers across India. Bharti also serves customers through its fresh and processed foods business. The group has growing interests in other areas such as telecom software, real estate, training and capacity building, and distribution of telecom/IT products. What sets Bharti apart from the rest is its ability to forge strong partnerships. Over the years some of biggest names in international business have partnered Bharti. Currently, Singtel, IBM, Ericsson, Nokia Siemens and Alcatel-Lucent are key partners in telecom. Walmart is Bharti's partner for its cash & carry venture. Axa Group is the partner for the financial services business and Del Monte Pacific for the processed foods division.
  34. 34. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 34 Bharti strongly believes in giving back to the society and through its philanthropic arm the Bharti Foundation it is reaching out to over 30,000 underprivileged children and youth in India. 2.1 VISION & VALUE 2.1.1 Vision: By 2020 we will build India's finest conglomerate by:  Always empowering and backing our people  Being loved and admired by our customers and -respected by our partners  Transforming millions of lives and making a positive impact on society  Being brave and unbounded in realizing our dreams 2.1.2 Values: Empowerment We respect the opinions and decisions of others. We encourage and back people to do their best Entrepreneurship We always strive to change the status quo. We Innovate with new ideas and energise with a strong passion and entrepreneurial spirit. Transparency We believe we must work with honesty, trust and the innate desire to do good. Impact Are driven by the desire to create a meaningful difference in society Flexibility We are ever willing to learn and adapt to the environment, our partners and the customer's evolving needs.
  35. 35. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 35 2.2 BHARTI GROUP COMPANIES 2.2.1 Bharti Airtel Bharti Airtel Limited is a leading emerging market telecom services provider with operations in 19 countries across Asia and Africa. The company is structured into four strategic business units - Mobile, Telemedia, Enterprise and Digital TV. The mobile business offers services across 19 countries in Asia and Africa. The Telemedia business provides broadband, IPTV and telephone services across India. The Enterprise business provides end-to-end telecom solutions to corporate customers and national and international long distance services to carriers. The Digital TV business provides DTH services across India. All these services are provided under the Airtel brand. 2.2.2 Bharti Infratel Limited Bharti Infratel Limited is amongst India's leading telecom passive infrastructure service providers. The company deploys, owns and manages telecom towers and communication structures, for various mobile operators across 18 states of India. It has a vast footprint of over 30,000+ towers and holds a 42% stake in Indus Towers Ltd - a Joint Venture between Bharti Infratel, Vodafone & Idea Cellular - that has the distinction of being the world's largest tower company. Bharti Infratel has not only pioneered the passive infrastructure space in the Indian telecom sector, but has also continued to lead the industry in developing and providing innovative solutions and setting service delivery benchmarks. 2.2.3 Bharti Realty Limited Bharti Realty Limited is a young, vibrant and dynamic realty company with expanding interests in commercial, retail and residential real estate. It has grown from strength to Figure 1: Airtel Logo Figure 2: Bharti Infratel Ltd Logo
  36. 36. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 36 strength, constructing and managing over ten top of the line facilities for Bharti group companies and third party clients. Spurred by its accomplished success and acquired expertise, Bharti Realty Limited has now forayed into developing quality commercial real estate in the central business district (CBD) areas of metropolitan cities, retail real estate in the up-market localities of metropolitan cities and in a few prominent cities of Punjab, and high end residential real estate in the Delhi NCR region, Mumbai and Bangalore. 2.2.4 Beetel Teletech Limited Beetel Teletech Limited is a sales and distribution company with focus on emerging markets of SAARC, Middle East, Africa, Latin America and is engaged into distribution & marketing of wide range of products that include Smart Phones, High quality cordless phones, Modems, Audio / video conferencing products, Free To Air Set Top Boxes, Fixed Cellular Phones & Fixed Wireless Terminals. 2.2.5 Comviva Comviva is a global player in offering mobile solutions beyond VAS. With an extensive portfolio of products and solutions that encompass content, commerce and community-related offerings, Comviva enables mobile operators to offer services that enrich users‟ lives. Comviva enhances operator efficiencies and revenue performance by adding value at every stage of the customer lifecycle – from prepaid subscription and etop-up to customer care, and from real-time promotions and loyalty management to billing solutions. Comviva has extensive expertise in delivering and managing mobile solutions Figure 3: Beetel Teletech Ltd. Logo Figure 4: Comviva Logo
  37. 37. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 37 that extend beyond VAS, powering solutions to mobile operators in more than 80 countries worldwide and reaching over 550 million subscribers globally. 2.2.6 Jersey Airtel and Guernsey Airtel Jersey Airtel and Guernsey Airtel are subsidiaries of Bharti group and offer mobile services on the islands of Jersey and Guernsey respectively in the Channel Islands (Europe). All services are offered under the Airtel-Vodafone brand under a partnership to bring a range of Vodafone global products together with other exciting services from Bharti to customers in Jersey and Guernsey. 2.2.7 Centum Learning Limited Centum Learning Limited provides end-to-end learning and skill-building solutions that enhance business performance to Bharti Group and several large corporates. Centum Learning has received the Gold Award for "Excellence in Training" at the World HRD Congress, 2010 and has been adjudged as one of the 'Top 15 Emerging Leaders in Training Outsourcing' 2009 Worldwide. Centum Learning provides industry oriented employability programmes through a network of 130 Centum Learning Centres spread across 90 cities. It has also launched a new education initiative, Centum U Institute of Management & Creative Studies. http://www.centumu.edu.in which offers UG and PG programmes in association with world renowned institutions. 2.2.8 Bharti Walmart Bharti Walmart is a B2B joint venture between Bharti Enterprises and Walmart for wholesale cash & carry and back-end supply chain management operations in India to serve small retailers, manufacturers, institutions and farmers. The Company operates Cash & Carry stores under the Best Price Modern Wholesale brand. A typical cash-and-carry store stands between Figure 5: Centum Learning Logo Figure 6: Bharti Walmart Logo
  38. 38. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 38 50,000 and 100,000 square feet and sells a wide range of fresh, frozen and chilled foods, fruits and vegetables, dry groceries, personal and home care, hotel and restaurant supplies, clothing, office supplies and other general merchandise items. 2.2.9 Bharti Retail Bharti Retail is a wholly owned subsidiary of Bharti Enterprises. The Company operates easyday neighbourhood stores and compact hypermarket stores called easyday Market. Bharti Retail provides consumers a wide range of good quality products at affordable prices. easyday stores are a one stop shop that cater to every family's day-to-day needs. Merchandise at easyday Market stores include apparels, home furnishings, appliances, mobile phones, meat shop, general merchandise, fruits and vegetables among others. 2.2.10 Bharti AXA Life Insurance Bharti AXA Life Insurance is a joint venture between Bharti and AXA Group. The company launched national operations in December 2006. Today, Bharti AXA Life has a national footprint of distributors trained to provide quality financial advice and insurance solutions to the large Indian customer base. Bharti AXA Life offers a range of innovative products and services that cater to specific insurance and wealth management needs of customers. 2.2.11 Bharti AXA General Insurance Bharti AXA General Insurance is a joint venture between Bharti Group and AXA Group. The company is one of the fastest growing in the general insurance segment and is the first in the industry to receive dual certifications of ISO 9001:2008 & 27001:2005 within the a year of launching operations. The company offers an extensive Figure 7: Easyday logo Figure 8: Bharti AXA Life Insurance Logo Figure 9: Bharti AXA General Insurance Logo
  39. 39. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 39 product range for retail, rural and commercial clients with cashless facilities in over 4000 hospitals and 1600 garages as well as 24/7 multi-modal claims registration. 2.2.12 Bharti AXA Investment Managers Pvt. Ltd. Bharti AXA Investment Managers Private Limited is a joint venture between Bharti and the AXA Group. With a presence in more than 34 locations across the country within one year of the launch, Bharti AXA Investment Managers boasts one of the largest footprints for any AMC in the country during launch. This indicates the retail focus of the AMC. With best practices brought in from world leaders in financial protection, Bharti AXA Investment Managers aim to be an aggressive player in the Indian Asset Management Industry. 2.2.13 Indus Towers Indus Towers, a JV between Vodafone Essar (42%), Bharti Group (42%) and Aditya Birla Telecom Limited (16%) and is India‟s leading mobile towers company. The company, which operates in 16 telecom circles across India, provides services to all telecom operators and other wireless service providers such as broadcasters and broadband service providers on non-discriminatory basis. 2.2.14 Field Fresh Food Pvt. Ltd. Field Fresh Foods Pvt. Ltd, a joint venture company between Bharti Enterprises and Del Monte Pacific Ltd. The company offers branded Field Fresh fruits & vegetables across India and international markets, including Europe and the Middle East. The company produces markets and distributes farm fresh products. FieldFresh Foods Pvt. Ltd aims to become one of the most trusted providers of premium quality fresh farm products, processed foods and beverages. Figure 10: Bharti AXA Investment managers Logo Figure 11: Indus Towers Logo Figure 12: Field Fresh Food Pvt. Ltd. Logo
  40. 40. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 40 3. THE GLOBAL RETAIL SCENARIO Retail has played a major role world over in increasing productivity across a wide range of consumer goods and services .The impact can be best seen in countries like U.S.A., U.K., Mexico, Thailand and more recently China. Economies of countries like Singapore, Malaysia, Hong Kong, Sri Lanka and Dubai are also heavily assisted by the retail sector. Retail is the second-largest industry in the United States both in number of establishments and number of employees. It is also one of the largest world-wide. The retail industry employs more than 22 million Americans and generates more than $3 trillion in retail sale annually. Retailing is a U.S. $7 trillion sector. Wal-Mart is the world‟s largest retailer. Already the world‟s largest employer with over 1million associates, Wal-Mart displaced oil giant Exxon Mobil as the world‟s largest Company when it posted $219 billion in sales for fiscal 2001. Wal-Mart has become the most successful retail brand in the world due its ability to leverage size, market clout, and efficiency to create market dominance. Wal-Mart heads Fortune magazine list of top 500 companies in the world. Forbes Annual List of Billionaires has the largest number (45/497) from the retail business. The top 10 players in the retail industry worldwide are as follows: 1. Walmart 2. Tesco, UK based retailer 3. Carrefour, France 4. Home Depot, USA 5. Kroger, USA 6. Costco, USA 7. Target, USA 8. Metro AG, Germany
  41. 41. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 41 3.1 RETAIL SECTOR IN INDIA The Retail Sector of Indian Economy is going through the phase of tremendous transformation. The retail sector of Indian economy is categorized into two segments such as organized retail sector and unorganized retail sector with the latter holding the larger share of the retail market. At present the organized retail sector is catching up very fast. The impact of the alterations in the format of the retail sector changed the lifestyle of the Indian consumers drastically. The evident increase in consumerist activity is colossal which has already chipped out a money making recess for the retail sector of Indian economy. With the onset of a globalized economy in India, the Indian consumer's psyche has been changed. People have become aware of the value of money. Nowadays the Indian consumers are well versed with the concepts about quality of products and services. These demands are the visible impacts of the Retail Sector of Indian Economy. Large format retail businesses dominate the retail landscape in the United States and across Europe, in terms of retail space, categories, range, brands, and volumes. Indian retail industry cannot hope to learn much by merely looking at the Western success stories in retail. Their scales of operations are very huge, the profit margins that they earn are also much higher and they operate in multiple formats like discount stores, warehouses, supermarkets, departmental stores, hyper-markets, convenience stores and specialty stores. The economy and lifestyle of the West is not in line with that of India and hence the retailing scene in India has not evolved in the same format as the West nor can we learn valuable lessons from their style of operations. In retailing, the conventional wisdom used to be, that, the critical success factor was location. But precise location no longer matters and geo-demographics are increasingly becoming irrelevant. The leading multiple chain retailers, superstores and malls create their own centers of gravity, attracting customers by car, bus, train or even by plane to wherever they are located. Since the liberalization policy of 1990, the Indian economy, and its consumers are getting whiff of the latest national & international products, with the help of print and electronic media. The social changes with the rapid economic growth due to trained personnel, fast
  42. 42. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 42 modernization, and enhanced availableness of retail space are the positive effects of liberalization. The growth factors of the retail sector of Indian economy are:  Increase in per capita income which in turn increases the household consumption  Demographical changes and improvements in the standard of living  Change in patterns of consumption and availability of low-cost consumer credit  Improvements in infrastructure and enhanced availability of retail space  Entry to various sources of financing The infrastructure of the retail sector is evolving radically. The emergence of shopping malls is going steady in the metros and there are further plans of expansion. As the count of super markets is going up much faster than rate of growth in retail sector, it is taking the lions share in food trade. The non-food sector, segments comprising apparel, accessories, fashion, and lifestyle felt the significant change with the emergence of new stores formats like convenience stores, mini marts, mini supermarkets, large supermarkets, and hyper marts. Even food retailing has became an important retail business in the national arena, with large format retail stores, establishing stores all over India. With the entry of packaged foods like MTR, ITC Aashirvaad, fast foods chains like McDonald's, KFC, beverage parlors like Nescafe, Tata Tea, Cafe Coffee and Barista, the Indian food habits has been altered. These stores have earned the reputation of being 'super saver locations'. With the arrival of the Transnational Companies (TNC), the Indian retail sector will confront the following round of alterations. At present the Foreign Direct Investments (FDI) is not encouraged in the Indian organized retail sector but once the TNC'S get in they would try to muscle out their Indian counterparts. This would be challenging for the retail sector in India. Following are the future trends of the retail sector of Indian economy:
  43. 43. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 43  The most encouraging format now would be the hyper marts  The hyper mart format would be further encouraged with the entry of the TNC's  No one single format can be assumed as there is a huge difference in cultures regionally. Demographic movements in India over the last two decades have made organized retail a necessity. The rapid growth of this industry is confirmation that the idea of organized retailing has taken root in India. The industry is today valued at around US$ 320 billion. Within the organized retail sector, food and groceries account for around 14 per cent of the total market with potential to garner an even bigger share of the market. Retail Sector is the most booming sector in the Indian economy. Some of the biggest players of the world are going to enter into the industry soon. It is on the threshold of a big revolution after the IT sector. Organized retail sector is growing manifolds this year. This sector is estimated to show 20% annual growth rate by the end of this decade. The CRISIL report says that the retail market is most fragmented in the world and only 2% of the entire retailing business is in the organized sector. There are about 300 new malls, 1500 supermarkets and 325 departmental stores being built in the cities. The retail boom will face a strong competition from the 12 million mom-and-pop stores, which are easily accessible and approachable and provide services like free home delivery and goods at credit. But buying from Malls, Supermarkets and Department stores like Subhiksha, Marks & Spencer‟s, etc gives a different feeling and the environment of pick and choose from a variety of products. A number of retail giants are exploring the market such as Reliance Retail Ltd and Walmart. The revolution is driven by large expectations where both domestic and international players will be channel through which other large stores in India are spreading themselves across the country. The Indian retail sector is the most fast moving and growing industry. It is expected to offer 50,000 jobs in the coming five years. The sector has vacancies from the entry level to senior management level. To excel in this challenging sector the candidate must have an outgoing personality to interact with customers or sellers. As it is a people-oriented
  44. 44. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 44 business, the candidate should be dynamic, versatile and should have the right attitude to be successful. The profession demands excellent command over language and spirit of working in teams. The promotions and growth entirely depends upon the skills, achievements and efforts of the candidate. There are various profiles specific to this industry such as: Staff member, Department manager, Store manager, retail manager, retail buyers, product development, merchandise planning, visual merchandise. Companies like Pantaloon Retail India Ltd. and Reliance Retail have been recruiting a lot to grow in the terms of employees and business. In 2008 the following companies were the top 10 recruiters in the retail industry: 1. Reliance Retail 2. Lilliput 3. Pantaloons Retail India Ltd 4. Shopper‟s Stop 5. Unisource group 6. Welspun retail Ltd 7. Homestore India Ltd 8. Express Retail Services 9. HAS Lifestyle Private Ltd 10. Wadhawan Food Retail (P) Ltd 3.2 EVOLUTION OF RETAIL SECTOR Today‟s retail sector as we see it now, has evolved from Weekly Markets, Village and rural fares. The rural used to be a source of entertainment and can be found even today. These markets provide all amenities to people of far flung areas and help them in getting all things needed for them. This system was more evolved in sub-urban areas where kirana stores can be found in all neighborhoods and cater to retail demands of goods. This model evolved further in the form of Government PDS (Public Distribution System)
  45. 45. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 45 stores which helped the government in reaching larger masses and in providing goods at low cost. This low cost model of PDS provided an opportunity for big businessmen with good amount of capital to invest in retail store chains which later evolved into exclusive brand outlets, supermarkets and hypermarkets which were capable of catering to all retail needs of the customer. 3.3 MANAGING HUMAN RESOURCE IN RETAIL SECTOR The impact of human resource management (HRM) policies and practices on firm performance is an important topic in the field of human resource management, industrial, and industrial and organizational psychology (Boudreau 1991, Jones & Wright 1992, Kleiner 1990). A number of texts have appeared in recent years promoting the advantages of using high involvement human resource practices (Arthur 1994, Kochan & Osterman, 1994, Levine 1995, Pfeffer 1998, Guthurie 2001) as well as on the use of High Performance Work Practices, which can improve the knowledge, skills, and abilities of a Exclusive Brand outlets, Hypermarkets and Supermarkets, Department stores and Shopping malls PDS outlets, Khadi stores, Cooperatives Government supported Availability/low costs/distribution Convenience stores, Mom-and-pop / Kirana shops Neighborhood stores/convenience, Traditional and pervasive reach Weekly Markets, Village and Rural Melas Source of entertainment,Rural and historic reach Figure 13: Flowchart Showing Evolution of Retail sector
  46. 46. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 46 firm's current and potential employees, increase their motivation, reduce shirking, and enhance retention of quality employees (Jones & Wright 1992). In the existing literature, focus on the issue that human resource management practices is developing rapidly as it helps to create a source of sustained competitive advantage, especially when they are aligned with a firm's competitive strategy (Cappelli & Singh 1992, Jackson & Schuler 1995, Wright & McMahan 1992). In India, the rapid development in this sunrise sector accelerates the need for the right kind of employees who can take care of retail operations. The success of any player in this lucrative sector depends not only on understanding target market and implementing marketing mix strategies but also on how effectively a retailer develops systems of high performance work practices including comprehensive employee recruitment and selection procedures, incentive compensation and performance management systems, and extensive employee involvement and training. An increasing body of work evaluated the links between systems of High Performance Work Practices and firm performance (Arthur 1994, Miller & Cardinal 1994, macDuffie 1995, Huselid 1995). In India, sudden and unprecedented growth in organised retailing poses a challenge to human resources development. Therefore, it would be useful to look at the dimension of human resource practices in retail industry, emerging requirements and challenges and measures to improve work atmosphere in Indian scenario. Although a few studies have initiated their efforts on analyzing HR challenges in Indian retail sector (Chella 2002, Chakraborthy 2007, Abraham & Kumudha 2007), there are gaping holes in the existing research: in particular the factors leading to the type of HR policy carried out in the Indian retail sector is largely neglected. The focus of this paper is on examining the various factors affecting human resources in Indian retail sector and accordingly suggesting measures for HR policy. Before discussing the HR challenges, it is important to specify tasks to be performed for effective retailing to occur. Some of these tasks are as follows:  Buying merchandise for retailer  Buying merchandise for retailer  Receiving merchandise and checking incoming shipments
  47. 47. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 47  Marking merchandise, inventory storage and control  Preparing merchandise and window display  Facilities maintenance, facilitating shopping  Setting Price  Customer contact, customer research and exchanging information  Customer follow-up and complaint handling  Sales forecasting and budgeting  Credit operations, billing customers  Handling receipts and financial records  Gift wrapping, delivery to customers  Repairs and alteration of merchandise, returning unsold or damaged goods  Personnel management, coordination * Source: Berman, & Evans (2006) Generally, the retail stores use organizational arrangements which may divide all retail activities into four functional areas  Merchandising  Publicity  Store and supply chain management  Accounting and control These areas are organized by line and staff employees. These employees are divided in to managerial, supervisory and working hands. In the above backdrop, let us examine HR challenges in retail sector
  48. 48. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 48 3.4 HR CHALLENGES IN RETAIL SECTOR 3.4.1 Lack of Talent: Organized retailing is highly manpower intensive. Retailing is the second largest employer in India; presently it employs about 22 million people. The present scenario depicts that there will further be a very high demand for manpower to match the scope of roll out plans of various players in the near future. It is estimated that 8 million people will be required in organized retail by 2011 (Pant 2007). This gives a clear indication of the extent of human resources required to support the growth of retailing in India. Especially, at the lower levels, there is requirement for large number of support staff as customer care associates. Moreover, due to organized retailing correlation with other industrial and service sectors, it is generating a great deal of indirect employment viz. security, electrical and mechanical maintenance, property management services, parking, sorting, packaging, etc. The sector is facing talent crunch because neither the talent required on such a large scale in the sector are available nor there is training infrastructure facility for them. 3.4.2 Unavailability of Experienced Manpower Organized retailing is an emerging sector in India; there are not many executives with long and relevant experience. KPMG report (2006) reveals that there is a skill-set gap in those manning the floors. Although, India has a huge posse of qualified human resources, who have the required education and are highly motivated to undertake the challenging tasks, still there, is more pronounced need for middle and senior level management. Managers from industries such as FMCG, Telecom, BPO, and Hospitality are able to quickly learn and adapt to the demands of retailing. Consequently, the scramble for talent hunt amongst organized retail players will be as fierce as their battle for customers. Therefore, developing strategies for creating, attracting, nurturing, retaining are required in the initial stages themselves.
  49. 49. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 49 3.4.3 Lack of Formal Retailing Education KPMG report (2006) points out that there are also competency gaps in various key areas like supply chain management, vendor development and customer relations management. There is requirement for qualified and trained manpower to look after day-to-day operations and cater to the wide spectrum of customer expectations. Therefore, it necessitates appropriate training to provide them exposure and also to equip them with progressive working methods. As there is lack of formal vocational institutes, where students can be trained for entry-level positions, most retailers in India depend on in- house training or fulfilling their training needs with small institutes. Keeping in mind the growth in the retail industry, some business schools are coming forward to pioneer courses in retail management. The Indian Retail School has a number of such short-term courses on retail management. Pantaloon has made a tie-up with several management schools to offer programs in retail management. RPG Enterprises has also set up a training institute for front line staff and store managers. Tesco runs a retail certification course with IIM-Bangalore. Reliance retail has also decided to set up its own training centers across the country. At present, it has two such centers in Mumbai and Kolkata. Training of the staff is the best investment in business and so in the retail business. The lack of formal retailing education further exacerbates the problem of recruiting. There is urgent need for management education for fraternity to fill in this vacuum. Top management institute are not showing interest because of low salary packages being offered to their students. Despite all these difficulties, the problem is required to be addressed. Proactive training strategies would become a competitive differentiator for retailers given the resource and competency shortages in India. 3.4.4 Threat of Poaching While most of these challenges are gradually being addressed by the growing organised retail segment, the shortage of experienced human capital across all levels leads to poaching problem. The gap between supply and demand is resulting in high levels of attrition, and increased costs of doing business for the industry. The growth in retail salary in India has been one of the highest among all sectors in the past two years. The
  50. 50. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 50 average yearly increment is 18-22 per cent against the all-sector average of 13-14 per cent (Saha 2007). According to VP (HR) RPG, "The biggest poachers are the BPOs. Every second youngster leaving us joins a BPO". At the same time, upcoming retail chains are poaching from multinationals and the established retail players like Shopper's Stop, Kishore Biyani's Big Bazaar and RPG Group's Spencer's for back end operations. But for front-end operations like HR and merchandise management, the target is FMCG. According to HR consultants, the biggest setback for FMCG companies has been at the middle management level. Retention of employed staff, particularly the frontline staff who constitutes 85% of a retailer's workforce is becoming a rising concern. While Pantaloon has attrition of 8.6% per annum, RPG Retail accepts that their frontline attrition rate has drastically increased to 16% from 5% last year. Subhiksha too is faced with an attrition of as much as 5-6% per month. There is growth in retail sector, with many well-established business houses like Reliance, Birla and Bharti Enterprises have drawn up ambitious plans to foray into retail and other established players like Pantaloon Retail, Shoppers' Stop, Subhiksha and Spencer's are also investing heavily in this sector. Apart from this, many global players are foraying into retailing through one or the other way. All this can lead to higher attrition or poaching problem. Battling acute attrition, retailers are throwing in plenty of incentives to retain frontline staff, reports CNBC-TV 18 3.4.5 Stressful Environment According to a survey carried out by Associated Chambers of Commerce and Industry of India (ASSOCHAM), retail sector is among the top ten segments in which the menace of stress and mental fatigue had intensified during the recent times (Tribune News Service 2007). The working pattern of retail industry requires employees to put in long hours (8- 12 hrs.) of work which generally cause fatigue and lower motivation among employees. There is lot of work pressure in particular from work overload, time pressures and deadlines, and staff shortages and turnover rates. This may lead to poor performance, absenteeism, mistakes in jobs etc. Besides this, in part-time and casual jobs in retail sector, there is job insecurity, short-and split-shifts, unpredictability of hours, low wages
  51. 51. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 51 and benefits, poor working facilities, and the need to juggle multiple jobs to earn a living wage contribute to stress and workplace problems. 3.4.6 High Turnover According to KPMG report (2006), globally, retailing is a high staff turnover industry, with even the larger retailers facing attrition rates of between 40 and 60 per cent a year. As organized retailing is at a nascent stage in India, attrition is not yet an issue at least at the middle and senior management level. However, with rapid growth in retailing, the demand for managers with good retailing experience is set to increase, hence attrition levels are expected to worsen. For front-end staff attrition rate is believed to be 25 to 50 per cent which may be due to large number of inexperienced and part-time staffs. With more and more players roll out their retail initiatives, industry experts expect that attrition will rise at the managerial level too. At lower levels some perennial issues for high employee turnover within the sector are: seasonal employment during peak trading period and the perceived lack of career opportunities. This is especially true amongst students many of whom are employed by retail organizations as undergraduates but would look for alternative employment as graduates. 3.5 COMPLEX HUMAN RESOURCE ENVIRONMENT The development of the retail sector is dependent on the availability of skilled and knowledgeable manpower broadly at two levels- managerial and associates. Although growing consumerism and availability of manpower are powering the growth of organized retail business in India but skilled human resources are woefully short in supply. Traditionally, the task content of frontline jobs has been low and segmented, requiring little skill or training. It leads to cycle of low wages, low morale, and high turnover and high customer dissatisfaction and, therefore, loss of sales. But at present the need of the hour is to hire employees with the right skill set who can take care of operational functions and also there is necessity to engage employees with the right attitude as they need to work long hours and also on holidays and festive occasions.
  52. 52. Bharti-Retail (Summer Internship Project Report) Rohit Kumar Singh, MHROD 2011 Page 52 The retail human resource environment in India is very complicated with lack of experienced and trained people, lack of sources of employment and little focus on human resource planning, compensation measurement and working conditions. In addition to this, the perception of working within retail is poor with entrenched beliefs that all roles involve long and unsocial hours, which limits the ability of employees to manage the balance between work and life. It may be business requirement to open the retail stores on holidays and festivals, but from employees' perspective that deprives them of community activities. 3.6 WOMEN IN RETAILING Retailing has made a lot of progress in career advancement for women. Women employees account for nearly 25-30% in the organized retail sector. According to Shoppers' Stop CEO Govind Shrikhande "No wonder, retail is among the few sectors where the ratio of women employees is the highest in India". Women employees are considered to be far superior in terms of service standards and interpreting consumer mood. Some of the biggest players in the organized retail turf are looking up to the fairer sex, especially when it comes to dealing with higher attrition rates. Reliance Retail, Future Group, Shoppers' Stop and RPG Retail are experimenting with a host of hiring models to improve the ratio of fairer sex in their workforce. Mukesh Ambani's Reliance has launched an initiative to encourage the spouses of employees to work in its retail venture. Accordingly, the employees' wives are being trained to take up jobs (full time, part time or on call) at Reliance Retail outlets. The Future groups plans to start stores, which will be manned entirely by women. The focus of this model is on offering flexi- career opportunities where women will be required to work for a maximum four hours a day (Economic Times 2007). Despite recent progress, women still don't get enough attention at retail firms. Retailers need to address some of the issues with regard to female employees:  Equitable remuneration  Meaningful training program  Advancement opportunities

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