summer training report on pantaloon-retail

7/30/2019 Summer Training Report on Pantaloon-retail

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

gratitude to all the person concerned.

Ekta Dohrey

DECLARATION

I hereby declare that the project report entitled “TRAINING AND

DEVELOPMENT OF EMPLOYEES AT PANTALOON RETAIL (INDIA)

LTD.” is an authentic work done by me.

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

Mater of Business Administration (HR) to BUNDELKHAND

INSTITUTE OF ENGINEERING & TECHNOLOGY, JHANSI. This has

not been submitted to any other examination body earlier.



EKTA DOHREY

ROLL NO.: 1004370019

TABLE OF

CONTENT

CONTENT PAGE NO.

1. INTRODUCTION Industry background

Consumerism

Introduction of Indian retail king



2. COMPANY PROFILE

3. HUMAN RESOURCE OF THE COMPNY

4. TRAINING AND DEVELOPMENT

Approach of training and development

Objective

Types

5. TRAINING AND DEVELOPMENT IN COMPANY

6. RESEARCH METHODOLOGY

7. ANALYSIS AND FINDINGS

8. RECOMMENDATIONS

9. CONCLUSION

10. APPENDIX

11. BIBLIOGRAPHY

INTRODUCTION



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

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

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

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

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

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

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

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

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

trade in the country

Organised trade in India is very underdeveloped when compared with

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

The Indian and Chinese markets are comparable in many aspects:



Growing consumerism would be a key driver for organised retail in

India. Several demographic indicators show favourable trends for the

growth of organised trade:

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

Increasing urbanization: larger urban populations that value

convenience, coupled with the higher propensity of the urban

consumer to spend.

Growing young population: growth of the post-liberalization

maturing population, with the attitude and willingness to spend.

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

present consumption.

Research done by the Tata Strategic Management Group (TSMG)



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

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

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

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

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

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

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

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

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

market in India (Rs crore)



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

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

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

population growth, migration trends and consumer spend analysis

reveals a very different picture for India.

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

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

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

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

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

40 per cent by 2025.

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

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

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

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

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



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

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

larger towns. Organised retail market in India

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

TREND1: CONVINENCE STORES AND HYPERMARKETS ARE

GAINING PROMINENCE

These are driven by a consumer need for convenience and lower

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

killer stores are gaining importance in the specialty retail categories.



While supermarkets may emerge at the initial stages of retail market

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

value proposition of convenience stores and hypermarkets.

TREND2: PRIVATE LABEL BRANDS BECOME IMPORTANT

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

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

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

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

largest retailers in the world. Growing acceptance among consumers,

increasing price competition, the need for differentiation among

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

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

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

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



Global trends have important implications for Indian retailers. The

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

most cases, but constantly cost conscious, evaluating every rupee

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

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

label programme to attract customers. Existing and new entrants need

to achieve scale quickly to drive efficiencies in procurement, supply

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

players.

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

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

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

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

include acquiring and developing the real estate themselves, rather

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

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

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

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

manpower in a rapidly growing market.



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

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

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

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

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

international retailers have expressed a keen interest to enter the

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

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



MEET INDIA'S KING OF RETAIL

MR. KISHORE BIYANI

Unlike most people, Kishore Biyani makes no bones about his

simplicity. He's the man you're most likely to ignore at the Pantaloon

or Big Bazaar store, as he stands in a corner observing the way you

shop. But make no mistake; what he may lack in sartorial style, he

more than makes up through his observation powers.



You'll never catch him in a tie and jacket. He isn't a stickler for large

cars, and has just graduated from driving a Honda City to a Honda

Accord, though he's just as content driving around in a junior

manager's Maruti 800.

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

will otherwise eat anything that is green.

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

has several aces up his John Miller shirtsleeves.

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

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

it hurts most.

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

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

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

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

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

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



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

by this year's end in 23 Indian cities.

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

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

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

they start constructing. His presence ensures footfalls and a premium

for the mall."

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

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

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

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

to become India's largest retailer.



1987 - Company incorporated as Manz Wear Private Limited.

Launch of Pantaloons trouser, India’s first formal trouser brand.

1991 - Launch of BARE, the Indian jeans brand.

1992 - Initial public offer (IPO) was made in the month of May.

1994-The Pantaloon Shoppe – exclusive menswear store in

franchisee format launched across the nation. The company

starts the distribution of branded garments through multi-brand

retail outlets across the nation.

1995 - John Miller – Formal shirt brand launched.

1997 - Pantaloons – India’s family store launched in Kolkata.

2001 - Big Bazaar, ‘Is se sasta aur accha kahi nahin’ - India’s firsthypermarket chain launched.

2002 - Food Bazaar, the supermarket chain is launched.

2004 - Central – ‘Shop, Eat, Celebrate in the Heart of Our City’ -

India’s first seamless mall is launched in Bangalore.

2005 – Fashion Station – the popular fashion chain is launched

ALL – ‘a little larger’ – exclusive stores for plus-size individuals is

launched.



2006 - Future Capital Holdings, the company’s financial arm

launches real estate funds Kshitij and Horizon and private equity

fund Indivision. Plans forays into insurance and consumer credit.

Multiple retail formats including Collection I, Furniture Bazaar,

Shoe Factory, EZone.

2007- Pantaloon Retail wins the International Retailer of the

Year award at US-based National Retail Federation convention in

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

Retail Congress held in Barcelona.

2008- the big bazaar crosses the 100-store mark, marking one of

the fastest expansion of the hypermarket format anywhere in the

world.

2009- Pantaloon Retail celebrates its first Shopping Festival

across all retail formats in key Indian cities



COMPANY

PROFILE

Pantaloon Retail (India) Limited, is India’s leading retailer that

operates multiple retail formats in both the value and lifestyle

segment of the Indian consumer marker. Headquartered in Mumbai

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

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

18,000 people.

The company’s leading formats include Pantaloons, a chain of fashion

outlets, Big Bazaar, a uniquely Indian hypermarket chain, Food

Bazaar, a supermarket chain, blends the look, touch and feel of Indian

bazaars with aspects of modern retail like choice, convenience and



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

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

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

company also operates an online portal, futurebazaar.com.

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

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

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

the consumer electronics segment.

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

group catering to the entire Indian consumption space.

Future Group is India’s leading business group that caters to the entire

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

Group operates through six verticals: operates through six verticals:

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



Apart from Pantaloon Retail, the group’s presence in the retail space is

complemented by group companies, Indus League Clothing, which

owns leading apparel brands like Indigo Nation, Scullers and Urban

Yoga, and Galaxy Entertainment Limited that operates Bowling Co,

Sports Bar, F123 and Brew Bar.

The group’s joint venture partners include French retailer ETAM

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

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

franchisee of international brands like Marks & Spencer, Next,

Debenhams and Guess in India. The group’s Indian joint venture

partners include, Manipal Healthcare, Talwalkar’s, Blue Foods and

Liberty Shoes.

Future Capital Holdings, the group’s financial arm, focuses on asset

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

billion that are being invested in developing retail real estate and

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

consumer credit and financial supermarket format, Future Money and



soon plans to offer insurance products through a joint venture with

Italian insurance major, Generali.

The group is currently developing over 50 malls and consumption

centers across the country and has formed a joint venture company

focusing on mall management with Singapore-based CapitaLand, one

of Asia’s largest property companies .

Future Group’s vision is to, “deliver Everything, Everywhere, Every

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

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

- Rewrite rules, Retain values.

Future Group shall deliver Everything, Everywhere, Everytime for

Every Indian. Consumer in the most profitable manner.



We shall infuse Indian brands with confidence and renewed ambition.

We shall be efficient, cost- conscious and committed to quality in

whatever we do. We shall ensure that our positive attitude, sincerity,

humility and united determination shall be the driving force to make

us successful.

Core value:

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

our conduct. Introspection: leading to purposeful thinking. Openness: to be open and receptive to new ideas, knowledge and

information. Valuing and Nurturing Relationships: to build long term

relationships. Simplicity & Positivity: Simplicity and positivity in our thought,

business and action. Adaptability: to be flexible and adaptable, to meet challenges. Flow: to respect and understand the universal laws of nature.



With a focus on today’s youth, Pantaloons offers trendy and hip

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

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



1. Home Solutions Retail (India) Ltd: Home Solutions Retail

(India) Ltd. (HSRIL) leads the groups foray in the home

improvement and consumer electronics retailing segment. It

caters to home management requirements and products,

including furnishings and textiles, furniture, consumer

electronics, home electronics and home services. It operates

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

E-Zone, and Electronics Bazaar.

2. Future Capital Holdings: Future Capital is the financial arm of

the group and is involved in asset management (both private

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



financial services including insurance, credit and other

consumer related financial services. Its associate companies are

Kshitij Investment Advisory Co. Ltd., Indivision Investment

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

3. Indus league clothing Ltd.: The group owns a majority stake

in Indus League Clothing Ltd., one of the leading apparel

manufacturers and marketers in India. Some of its leading

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

Jealous.

4. Galaxy Entertainment Corporate Ltd: The group owns a

stake in Galaxy Entertainment Corporate Ltd. that operates

chains like Bowling Company, Sports Bar and Brew Bar.



1. Planet Retail Holdings Ltd.: The group is a joint venture

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

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

distribution rights of brands like Marks & Spencer, Guess,

Debenhams and Puma in India.

2. Footmart Retail: Footmart Retail is a joint venture with Liberty

Shoes and is engaged in the retailing of footwear products in

India.

3. Capital Land Retail India: The group is a joint venture partner

in CapitaLand Retail India, along with Singapore-based

CapitaLand Limited. The company provides retail management

services to retail properties owned or managed by various group

companies and investment funds.



1. E-TELLING:

Futurebazaar.com offers the widest range of products at ‘lowest prices– everyday!’

Having pioneered the retailing business in India, PRIL has now

decided to revolutionize the consumer e-commerce business in

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

and world class personalized shopping experience, which will be

supported with the best technology platform.

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

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

experience akin to shopping at an actual bazaar but with added

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

will be delivered within 7 days of purchase.



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

the Best Indian Website 2007 in the Shopping category by PC

World.

Future Bazaar won the top spot after beating other established

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

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

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

experience".

2. Food:

Brew Bar: The Brew Bar is a classy and refined; yet reasonable an

egalitarian a bar with loads of bonhomie.

Café Bollywood: Indian street food but with assurance of highest

levels of hygiene and quality.

Chamosa: Chamosa is a branded chain, which sell the local

Indian snack combination of tea and samosas.

Food Bazaar: Life is all about good taste and food bazaar aims to

ensure the same. With the low prices, a wide selection of



products and guaranteed freshness, you are bound to find it

irresistible.

Sports Bar: A bistro focused on the world of sport, the Sports Bar

is complimented with an unrivalled ambience.

3. Fashion:

ALL: Shop big and shop for big, coz fashion just got a little

larger! Fashion for plus size people.

Big Bazaar: If value for money is what drives your purchase;

there can be no better place for you other than Big Bazaar.

Blue sky: Accessories like never before....get the best in

sunglasses and watches at your kind of prices.

Central: A showcase, seamless mall for all your needs. Located in

the heart of your city, Central invites you to Shop, Eat, and

Celebrate.



Fashion station: Fashion Station takes fashion a notch higher in

the value segment... for the ones who have an eye for it.

Giny & Jony: Gini and Jony is a lifestyle brand with a radical

approach to kids’ fashion. The brand caters to an age group of 2

to 16 years, that is uber chic, style conscious and stresses on a

“head to toe” fashion concept.

Navaras: Navaras is a fine 22 carat pure gold and diamond

jewellery brand, retailed from Big Bazaar stores.

Lee Cooper: Regarded as a brand that is fun to wear and be

associated with, Lee Cooper offers the entire range of lifestyle

products in fashions category for young men and ladies.

Pantaloons: Today a leader in fashion... Promises Fresh Fashion

for the young and trendy.

Top 10: Top 10 is based on the concept of the ever popular

countdown shows, where the trendiest styles get ranked from 1

to 10; the highest selling item gets the highest ranking!



MANAGING DIRECTOR : Mr. Kishore Biyani is the Managing

Director of Pantaloon Retail (India) Limited and the Group

Chief Executive Officer of Future Group.

WHOLE TIME DIRECTOR :

o Mr. Gopikishan Biyani.

o Mr. Rakesh Biyani.

NON- WHOLE TIME DIRECTOR :

o Mr. Ved Prakash Arya

INDEPENDENT DIRECTORS:

o Mr. Shailesh Haribhakti.

o Mr. S Doreswamy.

o Dr. D O Koshy.

o Ms. Anju Poddar.

o Ms. Bala Deshpande.

o Mr. Anil Harish.



The time period given for the tie-ups for the

Green Card Customer Loyalty Program, Denim

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

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

The marketing activity was restricted to Pune

region only.

There was no monetary stipulation for the

Project only traveling allowances were given.

We were asked to present the findings on the

Excel sheet or on the word.



Human resource is a term used to describe the individuals who

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

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

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

organization charged with the overall responsibility for implementing

strategies and policies relating to the management of individuals.

The importance of good quality manpower is most crucial for the

pantaloon than for any other industry because retail sector remains

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

required to perform the basic functions like buying, displaying and

merchandising and most importantly the various functions of

customer services compassionately.

The primary objective of human resource management is to enhance

employees productivity. This can be done by increasing the sales

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

pantaloon is however complex and challenging.



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

HRD policy are as follows:

Hire the best people, globally

Manage your team with a light hand

Set the goals and give your people complete freedom to achieve

them

Provide all the infrastructure they need

Make them accountable for their performance

Eliminate politics from the work place

Punish lack of efforts, not failure

Share ownership in profits

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

unit

Keep the team together



INTRODUCTION OF TRAINING AND DEVELOPMENT

PROGRAMME

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

Traditional Approach – Most of the organizations before never usedto believe in training. They were holding the traditional view thatmanagers are born and not made. There were also some views that

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

The modern approach of training and development is that IndianOrganizations have realized the importance of corporate training.Training is now considered as more of retention tool than a cost.The training system in Indian Industry has been changed to create asmarter workforce and yield the best results.

http://traininganddevelopment.naukrihub.com/training.html


http://traininganddevelopment.naukrihub.com/training-development.html






The principal objective of training and development division is tomake sure the availability of a skilled and willing workforce to anorganization. In addition to that, there are four other objectives:Individual, Organizational, Functional, and Societal.

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

Organizational Objectives – assist the organization with its primary objective by bringing individual effectiveness.

Functional Objectives – maintain the department’s contribution at alevel suitable to the organization’s needs.

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

http://traininganddevelopment.naukrihub.com/organization.html





TYPES OF TRAINING

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

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

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

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

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

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

JOB INSTRUCTION TECHNIQUE (JIT): Job InstructionTechnique (JIT) uses a strategy with focus on knowledge(factual and procedural), skills and attitudes development.

http://traininganddevelopment.naukrihub.com/methods-of-training/on-the-job-training/coaching.html




http://traininganddevelopment.naukrihub.com/methods-of-training/on-the-job-training/mentoring.html


http://traininganddevelopment.naukrihub.com/methods-of-training/on-the-job-training/job-rotation.html


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There are many management development techniques that an

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

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

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

TRANSACTIONAL ANALYSIS: Transactional Analysis provides

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

STRAIGHT LECTURES/ LECTURES: This method is used to

create understanding of a topic or to influence behavior,attitudes through lecture. A lecture can be in printed or oralform. Lecture is telling someone about something. Lecture isgiven to enhance the knowledge of listener or to give him thetheoretical aspect of a topic.

SIMULATION EXERCISES: Games and Simulations are

structured and sometimes unstructured, that are usually playedfor enjoyment sometimes are used for training purposes as aneducational tool. Training games and simulations are differentfrom work as they are designed to reproduce or simulate events,circumstances, processes that take place in trainees’ job

http://traininganddevelopment.naukrihub.com/methods-of-training/sensitivity-training.html


http://traininganddevelopment.naukrihub.com/methods-of-training/transactional-analysis.html


http://traininganddevelopment.naukrihub.com/methods-of-training/lectures.html


http://traininganddevelopment.naukrihub.com/methods-of-training/games-and-simulations/index.html








TRAINING AND DEVELOPMENT IN PANTALOONRETAIL (INDIA) LTD.

Some of the training programs that are given in the PANTALOON are:

Sales Training: Sales Training Guide; a practice-based toolproviding learners with a content framework identifying coreskills and knowledge deemed necessary to effectively "communicate and work well with others; solve problems andkeep up with change".

On-the-Job Training: On-the-job training focuses on the

acquisition of skills within the work environment generally

under normal working conditions. Through on-the-job training,

workers acquire both general skills that they can transfer from

one job to another and specific skills that are unique to a

particular job.

Seminars: Seminar is a form of academic instruction either at auniversity or offered by a commercial or professionalorganization.

Workshop: Workshop is a brief intensive course a seminar or a

series of meeting emphasizing interaction and exchange of information among a usually small number of participants.



PANTALOON is growing in dynamic ways and are looking for people who will enable us to continue our success. We are looking for people who are passionate, adaptable, self-motivated, team players and whoreflect our ideology - "Rewrite rules. Retain values".

If you share our passion for success, we invite you to be a part of anamazing success story by taking up exciting growth opportunities withus.Future Group is an equal-opportunity employer. We encourage peopleto join us from all walks of life. To this end, we have implementednumerous training programs that provide our employees avenues foradvancement. Our unflagging efforts have ensured that over 80percent of our people have been positively impacted. This has helpedus identify and nurture Future leaders and bringing fresh energy and

perspective to the business.

In potential employees, we value

Future Group looks to employee expertise to combine and sustainbusiness and community growth. We are fully committed to India’ssocio-economic development and seek the same values in thoselooking to be part of the Future Group family.



Empowering People

Future Group’s diverse people initiatives are aimed to attract, motivate

and empower our employees in many ways.

These include:

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

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

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

Vidyarambh‘The festival of learning at our stores’ is aimed at building a culture of aknowledge-led organization.

L.E.A.POur Leadership Excellence A dvancement Program identifies anddevelops an individual’s leadership potential.

Idea Board

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

GENISIS



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

work and functional implementation.



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

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

Research steps:

1. Study about organization

2. Setting of objectives

3. Questionnaire

4. Main study

5. Tabulation

6. Analysis



7. Findings

8. Conclusion

9. Suggestion and recommendations

DATA COLLECTION: The required data for the project has collected

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

employees and having discussion and interaction with employees.

SAMPLING PROCESS:

Sampling unit- Employees of the organization.

Duration- 1 month (2011)

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

random sampling. In this method, sampling unit chosen randomly

from the total employee at all level in the orgnisation.



RESEARCH INSTRUMENT:

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

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

himself.



Data collected through various manual and information obtained

through questionnaire reveals the following major analysis and

findings regarding the training effectiveness.

Level 1 (Reaction)

completed participant feedback questionnaire informal comments from participants focus group sessions with participants

Level 2 (Learning)

pre- and post-test scores

on-the-job assessments supervisor reports

Level 3 (Behavior)

completed self-assessment questionnaire on-the-job observation reports from customers, peers and participant’s manager

Level 4 (Results)

financial reports quality inspections interview with sales manager



RECOMMENDATIONS

Develop the content of management programmes in

consultation with staff, including business strategy and career

planning.

Identify and support staff with potential for progression to the

highest levels and support them through active succession

planning.

Incorporate career development into appraisal processes by

including discussions on aspirations and exploring barriers.

Use leadership and senior managers programmes as a feeder to a

succession planning programme

Set up development programmes covering career planning,

workshops, partnering with a senior level mentor, and coaching

sessions



Encourage staff at all levels to pursue career enhancing

qualifications

Consider development programmes for non-managerial women

and men.



CONCLUSIONS

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

This study concludes that’s trainind and development has followingadvantages:

· Increased productivity.

· Reduced employee turnover.

· Increased efficiency resulting in financial gains.

· Decreased need for supervision.



TRAINING AND DEVELOPMENT PROGRAM

(QUESTIONNAIRE)

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

Thank you very much for your cooperation.

Name:

____________________________________________________

Position:

____________________________________________________

Department:

____________________________________________________

Please explain your job duties

________________________________________________________________________

_____________________________________________________________

___________

What are your goals and objectives?

________________________________________________________________________



________________________________________________________________________

What skills set you apart from your colleagues?

________________________________________________________________________

________________________________________________________________________

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

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

. Two Month

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

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



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

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

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

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

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



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

. No

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

following areas? (Please tick where applicable)

Job coaching __

Delegated tasks __

Recruitment procedures __

Presentation assignments __

Internal training programs __

Seminars and other external training programs __



BIBLIOGRAPHY

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

Management

WEBSITES SEARCH:

www.pantaloonretail.in

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http://www.pantaloonretail.in/



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summer training report on pantaloon-retail

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