HUMAN RESOURCESMANAGEMENT

ZARA

SUBMITTED TO:

Ms. JYOTI CHANDWANI

SUBMITTED BY:

Ayush Bajaj

Razin Gajiwala

ACKNOWLEDGEMENT

When it comes to an appeal of fathomless gratitude and obligation first of all, we owe ourhead heartily to all who have been inspirational, motivating and supportive throughout theproject work, this report is the sensible team effort of all those people mentioned or notmentioned here. We express our benevolent thanks to our module instructor Ms. JYOTICHANDWANI  not only for giving excellent guidance, but also for her never endingwillingness to deliver generous research methodologies, timely attention and kind interest.

We would also love to thank the MANAGER  of ZARA, SURAT, for giving us such awonderful interview, without which the research would not have been possible.

At last we would love to thank AURO UNIVERSITY for supporting us humbly in everyway and helping us in the completion of our project report

TABLE OF CONTENTS

CHAPTER 1 : INTRODUCTION 1

OBJECTIVES OF STUDY 2LIMITATION OF STUDY 4

CHAPTER 2 : RESEARCH METHODOLOGY 5

CHAPTER 3 : THEORITICAL FRAMEWORK 7

INTRODUCTION 8RECRUITMENT 9SELECTION PROCESS 11TRAINING & DEVELOPMENT 12PERFORMANCE APPRAISAL 13

CHAPTER 4 : CONCLUSION AND RECOMMEDATION 14

CHAPTER 5 : REFRENCES 16

CHAPTER 1

INTRODUCTION

OBJECTIVES OF STUDY

Most experts view Human Resources as the most important asset of any organization.Managing an organization’s people is often the most challenging and complex task requiredof a manager. It is also the responsibility, if executed well, that permits a person to rise tothe senior level of management, or prevents a manager from rising to the senior level ifdone poorly.

The objective of this project is to learn the basic principles of strategic human resourcemanagement how an organization acquires, rewards, motivates, uses, and generallymanages its people effectively. In addition to providing a basic legal and conceptualframework for managers, the course will introduce the manager to practices and techniquesfor evaluating performance, structuring teams, coaching and mentoring people, andperforming the wide range of other people related duties of a manager in increasinglycomplex workplace.

Provided below are the description of the topic:

HR Management—The People Factor in Business andManagement

Overview of Human Resource Management and the role it plays in organizations. Reviewof the evolution of human resources as a discipline and the role of the non-HR manager inmanaging people and in implementing basic human resource practices and policies.Discussion of the course structure and overview of the subjects that will be covered.

Staffing and Training

Human resource planning and staff projections and requirements are analyzed. Employeeacquisition through strategic recruiting and selection are explored in detail. Classparticipants engage in exercises designed to introduce behavior based interviewing andother common interviewing and selection practices and techniques. Orientation and stafftraining and development programs are reviewed. External vs. internal training areexamined and students are introduced to commonly used resources for training anddeveloping personnel—including an overview of leadership development programs.

Compensation, Benefits and Performance Management Systems

Review, analysis and discussion of various compensation systems including pay forperformance and merit based systems. Comparison and evaluation of various incentivecompensation and total compensation systems. Developing a compensation philosophy andstructure will be discussed. Overview of performance evaluation systems including goalorientated systems and force ranking. Hands on exposure to performance reviews and goalsetting through interactive exercises and exposure to case studies. Introduction to bothlegally mandated and voluntary benefit systems. Current benefit trends and costs andoverview of competitive benefit practices.

Human Resources Law and Affirmative Action and EqualEmployment Policies Practices and Strategies

Comprehensive overview of key human resource related laws and legal considerations.Historical overview of the evolution of equal employment opportunity and affirmativeaction programs. Review of current practices and programs for affirmative action and forminority and women’s set aside programs. Examination of the manager’s role in anincreasingly diverse workplace. Discussion of reactive vs. proactive approaches tomanaging a diverse work environment and to avoiding discrimination and associated legaldifficulties.

Building a Principled Workplace—Ethics and Leadership

Understanding, developing and maintaining a corporate culture that supports ethicalbehavior, adherence to core values, and respect for employees—and at the same timeenhances productivity and profitability. Discussion and analysis of how to conduct businessethically in today’s environment. The role of effective corporate communications inbuilding a positive, ethical environment. Review of basic employee rights andresponsibilities and the role of the manager as communicator, role model, and leader.

LIMITATION OF STUDY

The main limitation, which we have come towards, was there is acommon HR manager of all the stores of ZARA, which is there inthe head office, situated in Gurgaon, Haryana.

We didn’t get chance to talk with the HR Manager but we had atalk with the storeowner of ZARA, Surat. And he explained us allthe proceeds of recruitment and selection of the new employees.

This isn’t limitation, but the store has also given us the applicationform that they keep in the store, and anyone can fill and apply forjob.

We cannot get much information about the recruitment andselection process because it’s all done from the head office, andthe interview is taken through Skype software, and no other personknows it.

CHAPTER 2

RESEARCH METHODOLOGY

 

RESEARCH METHODOLOGY

RESEARCH DESIGN

The study has utilized both descriptive and causal research design. The research problemsand objective posed at the beginning of the study will be answered through a descriptiveand research design. The design will focus on recruitment, selection and training policies inan organization. An Interview of HR manager was taken to obtain the data and will help torecommend and suggest if required for the workplace.

TIME AND PLACE OF SURVEY

The survey was conducted on 13th April 2015 in ZARA, Surat; our respondents were HRManager of ZARA from various sectors and knowing about their recruitment, selection andtraining policies availability in the organization in which they work in.

Population that has been studied ZARA, Surat; HR Manager

Sampling size 1

Instrument used Interview

SAMPLE SIZE

The sample size for our survey was 1-employee respondents from Surat city. Therespondent is working as employee in ZARA, Surat.

SOURCES OF DATA

The data used in the report were both primary and secondary data. The primary data wasconducted by survey and was used for analysis and interpretation whereas; the secondarydata was collected from various journals, research papers and web browsing and were usedfor literature review and theoretical framework of the topic.

SAMPLE FRAME

The survey was conducted in ZARA PVT LTD. Surat city. The area covered under oursurvey was a high level HR Manager of the store and their employees.

CHAPTER 3

THEORITICAL FRAMEWORK

INTRODUCTION

Products and ServicesA majority of Zara stores operate in large shopping centers located in major metropolitanareas or high-fashion areas of retail commerce. Zara sells clothing for men, women, andchildren. Styles include fashions for all seasons and incorporate trendy yet sensible styles.Clothing lines often include pants, jackets, shirts, blouses, dresses, skirts, and shorts. Zaraalso sells handbags, hats, and other fashion accessories. Customers may purchase items in-store or online.

More Information about ZaraThe Zara retail empire spans five continents and includes locations in nearly 75 countries.Founded in the mid-1970s, Zara originally sold knockoff replicas of high-end clothinglines. Sustained success led to the inclusion of designing, manufacturing, and disturbingcompany-made merchandise. The first Canadian Zara locations opened during the 1980s.More than 20 Zara stores operate throughout Canada, with new stores expected to open inthe near future. Over 7,000 entry-level workers and seasoned professionals work variouscapacities for Zara nationwide.World-renowned fashion retailer Zara offers exclusive and contemporary styles of clothing.Also involved in the manufacturing and sales of fashion accessories, such as handbags andfootwear, Zara primarily sells clothing for men, women, and children. Classic yet moderndesigns and reasonable prices draw thousands of annual customers. The company mainlyoperates in major cities or fashion-centric areas of densely populated countries. Zara alsodraws success from franchising.

Benefits of Working at ZaraZara offers paid training programs and avenues for career development in addition tocompetitive pay scales. Work environments include long lunches, fun and supportive jobsettings, and performance-based incentives. The international fashion chain also providesemployee benefits packages for full-time associates. Apply online to learn more about Zarawork benefits and begin the hiring process today.As an international company, employment benefits may vary by Zara location. Commonjob benefits packages include healthcare coverage, paid time off, and 401(k) retirementplans. Some stores may offer profit sharing plans, employee assistance programs, andtuition reimbursement to qualified associates. Life insurance options and generousdiscounts on Zara merchandise also stand readily available at most stores.

RECRUITMENT

Zara hires workers with deep-seeded interests in the fashion industry. The ability to talkfreely on the subject of Zara merchandise at will often sets prospective employees apartfrom other candidates. Hiring representatives also search for well-kempt, stylish, andpersonable individuals. The company imposes strict dress codes for employees and expectsassociates to carry out daily tasks with professionalism at all times. Fashion-savvy,hardworking, and personable individuals often thrive in Zara jobs. Contact a local ZaraSurat location to learn more about available job opportunities.

Zara Jobs InformationThe international fashion chain typically hires new team members between the ages of 18and 25. Minimum hiring requirements for provinces begin around 14 however; Zaragenerally looks for experienced workers to fill both entry-level jobs and professionalcareers. During the hiring process, the fashion company screens for availability and relatedjob skills in addition to experience in the industry. Common positions for hire at Zara storesinclude:

Sales Associate – Zara hires professional and customer-oriented workers to fill salesassociate jobs. Typical responsibilities include selling and upselling products, answeringquestions about products and services, and maintaining dressing rooms. Zara salesassociates also serve as cashiers and complete transactions on computerized POS systems.The fashion chain offers both part-time and full-time hours for sales associate jobs. Zaraemployees generally work on foot for long periods of time and engage customers on aconsistent basis.

Merchandise Handler – The position of Zara merchandise handler involves a great deal ofcreativity and intuition. Applicants must generally possess sound senses of style andextensive knowledge of Zara clothing lines and products. College degrees or previousexperience in the fashion industry typically benefit prospective employees in search ofmerchandise handler jobs. Common responsibilities include purchasing clothes fromdistributors and designing clothing displays and store layouts.

Management – Like most retail stores, Zara needs professional and motivated managers tomaintain operations. Careers available include assistant manager and store managerpositions. Although managerial opportunities primarily involve clerical and administrativeresponsibilities, applicants must possess strong fashion sense for employmentconsideration. Most Zara locations promote managers from within. Primary responsibilitiesinclude hiring and training new associates, delegating work, collaborating withmerchandise handlers on floor plans and clothing lines, driving sales, and supervisingentry-level employees. Zara looks to hire workers with previous managerial or fashionretail experience, college degrees, excellent leadership and communication skills, andpassion for the brand.

JOB APPLICATION FORM OF ZARA

SELECTION PROCESS

Though an international retail chain, Zara boasts a similar hiring process throughout muchof the world and for many available positions at the retail level. Zara sales associate jobsgenerally only require a single interview. Aspiring key holders and other managerial jobseekers often only sit through a single hiring session, as well. Applicants looking for workas stock associates may encounter group interviews, as opposed to traditional 1:1 interviewsused for most other positions. The Zara hiring process concludes in as little as three days.Zara interviews examine candidates for knowledge of industry trends, product lines, andretail sales and operations, in general. Conversation then moves on to personal andprofessional experiences, with interview questions probing for multitasking skills andcustomer service abilities.

Examples of Zara interview questions range from broad-based inquiries to very specificinterrogations. Specific Zara interview questions typically center on situationalcircumstances and reasonable reactions, while broader, more introductory Zara interviewquestions cover topics in terms of generalities. Broader, more general Zara interviewquestions may include, "What do you know about Zara as a company?" or "What representsgood customer service to you?" Applicants may find specific Zara interview questions inthe form of, "How would you handle a customer complaint?" or "If two customers enter thestore simultaneously and look to buy the same item, but there is only one left, how wouldyou determine who gets it?"

Previous retail experience consistently comes up during Zara job interviews. Applicantsshould highlight and discuss any previous and related experience in the retail industry,specifically the fashion retail industry, in order to gain further review for hire. Zara alsofavors workers who go above and beyond by wearing Zara fashions through all stages ofthe interview process. Due to constant interaction with customers, candidates shouldembody professional appearances. The typical length of Zara interviews runs about 30minutes, with a majority of workers receiving formal hiring offers at the conclusion of thefinal meeting.

TRAINING & DEVELOPMENT

Zara is a clothes store owned by the organization Inditex. When an employee first beginsworking for Zara they begin as either a sales assistant or as a cashier. There are threesections to Zara stores; these are Ladies-wear, Menswear and Kids-wear. Each section hasit's own managers, sales assistants and cashiers. There is also a general/store manager. Allstaff begins their training immediately on the first day they start.

Cashiers have a lot to learn, as the tills used in one Zara store are the exact same as the tillsused in all Zara stores all over the world and things are done in a strict way where thingsare checked and double checked as to avoid discrepancies. They are first introduced to thebasics of putting through a sale on the till using both cash and cards, they are trained withreal customers and not in a pretend scenario. The next step is refunds once again with cashand with cards. There is a head cashier in every store who trains the new cashiers. He or shehas a sheet to go through with the new cashier showing what should be learned and whenover the new cashier's first fourteen days of work.

Sales assistants do not work on the tills at all they are floor staff. They must learn all aboutthe garments on the shop floor, know roughly where all items are and be able to advisecustomers making purchases. They are trained by the managers of that particular sectionand by senior sales assistants. They must be fully trained in the products delivered into thestore and how to put them out onto the shop floor in a way that makes them lookpresentable and appealing. The most basic of what they first learn is simply to fold theclothes on the shop floor in the correct way.

When an employee in Zara decides they want to move up higher and train to become amanager there are a few steps they first must follow. If this employee is a cashier they mustbecome a sales assistant and learn a lot more about the shop floor and about the garmentsthan they would have known as a cashier. They must also be given a full-time 37.5-hourcontract if they have not already got one. They are then given some more responsibility andlearn about ordering and managing deliveries and transfers to different stores. The step is togo for an interview with regional managers to see if they are progressing enough. Theemployee is sent on training days in a bigger store where they learn management skills.There may be more than one of these interviews before the employee may become a'responsible'. This is a kind of assistant manager role. Notices of job vacancies within Zaraare posted for the staff to see in the canteen and staff rooms. Employees who have alreadybegun to embark on further training are the ones most likely to avail of these positions.

Zara also does training courses for staff that are already in management roles so thelearning, training and development is never over. This way they can maintain they arealways able to compete with other retailers.

Zara also do an appraisal system in which employees are interviewed by the store managerand their own department manager. This lets the manager know what stage the employee isat with their training and development and what they feel they still need to learn.

PERFORMANCE APPRAISAL

Recently Zara decided to run a competition in its store in Surat in which all of the staff hadtheir picture taken and placed on a board in the staff room. On this chart each employee wasawarded a star for completing different tasks like making sure their department was closedperfectly at the end of the day. After about four weeks the employee from each departmentwith the most stars on their chart was interviewed on why they would like to win. Anoverall winner was then chosen from the store.

The prize they won was to spend the day with a regional manager of their choice, to seewhat their day-to-day job entails. Each winner was then put into a draw to be the overallwinner in Surat and to win a store purchase discount. This was an incentive and it gave theemployees an opportunity to put their learned skills into practice. This motivated employeesto put in their best efforts.

Employees are also made aware of the store target everyday. This lets them know how theyare selling that day in comparison to that day the previous year.They also pay staff commission, which is a percentage of what the store takes in everydaythat the employee works. This helps to motivate as, the more you sell, the more you getpaid

CHAPTER 4

CONCLUSION AND RECOMMEDATION

CONCLUSION

To conclude, training and development is a key aspect of human resource management.There are many ways in which employees are trained including, education, training,learning and development. These methods include training for the present time and for thefuture. Feedback is important to let the manger know if their training is being successful ornot and allows them to improve it if needed.

Behavioral theory looks at what gets employees motivated. These include things like settinggoals, promotion, job security and incentives. Motivation is the key to performanceimprovement.

Zara has a very effective way of training staff. Sales assistants are trained quickly whereascashiers learn more over a longer period of time. This is because they have more to learn, asthey are responsible for handling all of the cash for the store. Managers are still constantlytraining and developing their skills too and receiving higher salaries rewards them.

RECOMMENDATIONS

We would recommend that Zara train cashiers a bit more quickly than they do at present assometimes in the first few months cashiers can feel they are in over their heads and willnever know everything they need to. I think the checklist sheet, which all of the Zara storesuse is a good idea as it means all cashiers are being taught the same things in the same wayand there is no variation in they way one employee does something compared to another.

The way the organization trains staff within they’re working shift hours and does not bringthem in for training out of hours is something that they do well. It means that the newemployee can be trained in real life situations, which in my opinion, is a far greater way oflearning than being taught the theory of a situation without actually witnessing it happeningfirst hand.The only time staff are brought in for training out of working hours is for health and safetytraining and this is because all staff need to be present at the one time and the empty shopfloor space is needed to demonstrate things such as lifting boxes correctly. Staffs are kept infor a short amount of time

CHAPTER 5

REFRENCES

REFRENCES

Zara Application & Career Info. 2015. Zara Application & Career Info. [ONLINE]Available at: http://www.job-applications.ca/zara-application/. [Accessed 13 April2015].

Zara Interview: Questions & Tips Online. 2015. Zara Interview: Questions & TipsOnline. [ONLINE] Available at: http://www.job-applications.com/zara-job-interview-tips/. [Accessed 13 April 2015].

Learning Training And Development At Zara Management Essay. 2015. LearningTraining And Development At Zara Management Essay. [ONLINE] Available at:http://www.ukessays.com/essays/management/learning-training-and-development-at-zara-management-essay.php. [Accessed 13 April 2015].

Human Management research paper | Sanjay Trivedi - Academia.edu. 2015.research paper | Sanjay Trivedi - Academia.edu. [ONLINE] Available at:https://www.academia.edu/4414516/Mutual_fund_research_paper. [Accessed 13April 2015].