Sip Report
Sip Report
Sip Report
Priti
University Roll No. 27300912004
Submitted in partial fulfilment of the requirements of
the
Summer Internship Programme
Under Guidance of
Ms Lisa Chakraborty
Manager (HR)
Pantaloons Fashion and Retail Ltd
&
2013
Declaration
Priti
Acknowledgment
Expression of giving thanks are just a part of those feeling which are
too large for words, but shall remain as memories of wonderful
people with whom we have got the pleasure of working during the
completion of project.
The completion of any project brings with it a sense of satisfaction,
but it is never complete without thanking those people who made it
possible and whose constant support has crowned my efforts with
success. One cannot even imagine the power of the force that
guides us all and neither can we succeed without acknowledging it.
The organization which not only traines a lot of Management
Professionals but also helps to understand the working environment
of company. I am thankful to Pantaloons Fashion and Retail Ltd,
Kankurgachi Kolkata which helped me to do so.
I have this great opportunity to express my deep sense of gratitude
and whole hearted thanks to Miss. Lisa Chakraborty (HR), for her
invaluable guidance, inspiration & encouragement. It is because of
her that I could synchronize my efforts.
I have the pleasure to express my deep sense of respect and whole
hearted thanks to Dr. Bijay Bhujabal, Principal (NSHM Business
School
Durgapur)
for
his
constant
guidance,
inspiration
&
CONTENTS
Declaration
Certificates
Acknowledgement
Chapter I
Introduction
Chapter II
Retailing in India
The evolution of retail in India
Challenges to retail development in India
Chapter III
Study objective
Methodology of the Study
Chapter IV
Chapter V
Profile
Chapter VI
Pantaloons Fashion
Chapter VII
HR Audit
Approaches to HR Audit
Scope of HR Audit
Benefits of HR Audit
HR auditing done at Pantaloons
Chapter VIII
Conclusion
Bibliography
Chapter 1
Introduction
Chapter I
Introduction
Chapter II
Retailing in India
10
Chapter II
Retailing in India
for
14
to
15
percent
of
its
is
estimated
to
be
US$ 450 billion and one of the top five retail markets in
shops.
In
2010,
larger
format convenience
stores and
2011,
Indian
central
government
denied foreign
direct
single brand
majors
such as
from
the
opposition. Some
states
will
allow
foreign
in most parts of the country and form an essential part of life and
trade in various areas.
13
Other textile manufacturers who also set up their own retail chains
were Reliance which set up Vimal showrooms and garden Silk Mills
with Garden Vareli. It was but natural that with the growth of textile
retail, readymade branded apparel could not be far behind and the
next wave of organized retail in India saw the likes of Madura
garments, Arvind Mills etc set up showrooms for branded mens
wear. With the success of the branded mens wear store, the new
age departmental store arrived in India in the early nineties.
Traditional formats
1. Itinerant salesman
2.Haats
3.
Moles
4.
Mandis, etc.
Established formats
1. Kirana
2. Convenience / Department stores
3. Company / Multi brand showrooms
14
Emerging formats
1. Exclusive retail outlets
2. Hypermarkets
3. Internal retail
4. Malls / Specialty malls
5. Multiplexes
6. Rural oriented formats
7. Fast food outlets
8. Service galleries etc.
This was in a sense, the beginning of a new era for retail in India.
The fact that post liberalization, the economy had opened up and a
new large middle class with spending power had emerged, helped
shape this sector. The vast middle class market demanded value for
money products. The emergence of the modern Indian housewife,
who managed her home and work led to a demand for more
products, a better shopping ambience, more convenience and one
stop shopping. This has fuelled the growth of departmental stores,
supermarkets and other specialty stores. The concept of retail as
entertainment came to India with the advent of malls. The
development of malls is now visible not only in the major metros but
also in other parts of the country.
15
16
expansions plans.
2. The high costs of real estate
Real estate prices in some cities in India are among the highest
in the world.
for setting of
property disputes.
4. Lack of adequate infrastructure
Poor roads and the lack of a cold chain infrastructure hamper
the
existing
supermarkets
have to
invest a
17
network.
18
evasion
by
small
stores.
octroi.
In
With
many
the
19
Chapter III
20
21
Chapter III
Study objective and Methodology
Study objective
Research
Scope of study
ltd situated at
data
Sources of Data
23
Chapter IV
24
25
Chapter IV
Aditya Birla A Company Profile
26
The Group's foray into the retail sector began in December 2006
when it acquired Trinethra, the chain of stores based in south India.
May 2007 saw Aditya Birla Retail Limited (ABRL) launch their own
brand of stores called 'More.' ABRL's vision is "to consistently
provide the Indian consumer complete and differentiated shopping
experiences and be amongst India's top retailers while delivering
superior returns to all stakeholders".
Currently, there are over 513 supermarkets and 15 hypermarkets.
All the supermarkets are branded 'More.' and the hypermarkets are
branded 'More Megastore'. The company has over 9,000 employees
and
has
pan-India
presence.
More
supermarkets
are
labels in food and grocery, staples and apparel which have already
obtained a significant share of category as well as salience with the
consumer. Aditya Birla Retail Ltd was presented with the "Master
Brand Award 2012" by the World Brand Congress on 14th February
2012 in Mumbai.
The Master Brand Award is conferred upon those brands that appeal
to a large set of consumers from premium to mass while constantly
keeping in mind a consumer centric approach. Aditya Birla Retail
Limited was presented the prestigious "Retail Best Employer of the
Year" award by the global jury of the Asia Retail Congress 2012 in
Mumbai.
The Asia Retail Congress is Asia's single most important global
platform to promote world-class retail practices. These awards are
aimed at honouring the best, in the Asian retail scenario. The Asia
Retail Congress is represented by 100 countries across the world.
28
filament yarn.
The country's largest premium, branded apparel company.
Largest manufacturer of linen fabric in India.
Among the most energy-efficient fertiliser plants.
India's largest and the world's fourth-largest manufacturer of
insulators.
Birla Sun Life Insurance Co. Ltd., which is among the top five private
sector life insurance companies in India, in terms of new business
premium.
Birla Sun Life Asset Management Co. Ltd., which is the fourth largest
asset management company in India, in terms of assets under
management.
30
CHAPTER:-V
PANTALOONS COMPANY PROFILE
31
Chapter: - V
Pantaloons Company Profile
Pantaloons, Indias premium lifestyle apparel company offer chic and
trendy fashion to meet the youths ever changing needs. Pantaloons
reflect the ideology of keeping alive the newness factor through fashion
apparel and accessories that are visually appealing and fashionably
upbeat.
Since its inception, pantaloons progressed from retailing a mix of brands
to its own popular private labels, designed by the in-house design studio.
With a sharp focus on bringing the latest in fashion, the design studio
combines its prowess in design and aesthetics to present styles that keep
the consumer fashionably dressed each season.
Initially positioned as a store catering to the fashion needs of the entire
family, Pantaloons has transitioned to a fashion and lifestyle brand with an
emphasis on youth and a focus on designs that are inherently in sync with
current fashion trends. This compelling combination has helped
Pantaloons retain its place on the style radar of every consumer's
wardrobe.
Pantaloons stores have an abundance of choices across categories that
range from western to Indian wear, formal to party wear and active wear
for men, women and kids. To add to the customer's choices that reflect
style, attitude, and comfort, Pantaloons has extended its horizons to
32
Backed by the giant conglomerates, ABNL and Future Group, both the
entities will work in tandem to derive operational synergies for back-end,
supply chain and other crucial value drivers of the business.
Pantaloons Fashion and Retail Ltd is India's fastest growing premium
lifestyle
apparel
company.
With
innovative
designs,
concepts
and
products, the company brings the latest trends in fashion and clothing
styles to the apparel market.
The company offers an incredible and complete one-stop shopping
experience to its buyers through its vast collection of more than 100
prestigious brands for the discerning fashionista. The 72 aesthetically
designed stores spread across the country display a range of classy and
trendy merchandise that truly lives up to Pantaloons maxim of fresh
fashion.
A typical Pantaloons store is spread across a sprawling retail space of
about 28,000 sq. ft., comprising a brand portfolio that runs across a wide
gamut of styles that spell class. The collection includes ready-to-wear
western and ethnic apparel for men, women and kids, complemented by
an exhaustive range of accessories.
33
The womens section houses the private labels Bare Denim, Bare
Leisure, Rig, Annabelle, Honey, and Ajile in western wear, as well as the
choicest ethnic wear from RangManch, Trishaa and Akkriti. Popular brands
like Lee Cooper, Biba and W are also available.
The private labels for men in western wear include Lombard, Rig,
Bare Denim, Bare Leisure and JM Sport apart from trendy brands like
Urbana, Scullers, John Miller, and Indigo Nation. Akkriti provides a wide
selection of ethnic wear.
Kids can choose from private labels like Bare Denim, Bare Leisure,
Rig, or indulge in exclusive brands like Lee Cooper Juniors, Chalk, Pink &
Blue, and Sach in addition to international brands like Barbie and Disney.
For the ethnic look, they can opt for traditional wear from Akkriti.
Pantaloons offer much more than just apparel. Customers can shop from
an assortment of watches from renowned international brands like Tommy
Hilfiger, Esprit, Kenneth Cole, Citizen, Timex, and Titan, among other
brands.
Trendy sunglasses from Polaroid, Guess, Police, Scott, I Dee and Allen Solly
are also available. The accessories and beauty segments display an
attractive collection of ladys handbags from Lavie, Caprese, Fiorelli and
Fastrack. Also available are products from colour cosmetic brands such as
Bourjois, Chambor, Deborah, Faces, Revlon, Maybelline, and Lakme, as
well as a wide collection of exotic fragrances.
With its overwhelming repertoire of lifestyle apparel brands, Pantaloons is
focused on growth while continuing to create fresh fashion. Pantaloons are
recognised by its warm personalised service that completes the core
proposition of this trendy chain.
Bare Denim,
Bare Leisure,
Rig,
Annabelle,
34
5. Honey,
6. Ajile
7. RangManch,
8. Trishaa
9. Akkriti
10.
Lombard
11.
JM Sport
12.
Urbana,
13.
Scullers,
14.
John Miller,
15.
Indigo Nation
16.
Lee Cooper Juniors,
17.
Chalk,
18.
Pink & Blue,
19.
Sach
India.
It is countrys largest retailer by market capitalization and revenue.
It manages high number of purchase orders.
It is always updated with changing consumer preferences.
Popular brand with a high presence across India.
Highly strategic human resource management and development. It
36
CHAPTER: - VI
HUMAN RESOURCE MANAGEMENT SYSTEM AT
PANTALOONS
37
Chapter: - VI
Human Resource Management System
HRMS stands for Human Resource Management System. HRMS is used for
hiring, training, managing, evaluating and maintaining information of all
employees (Human Resource) in an organization. In some cases HRMS
software is also known as HRIS, Human Resource Information System.
With the increase in Business complexity and competition, employee
management has become increasingly more complicated and difficult.
Employees expect more from their companies and companies expect
more from employees. To achieve the maximum in each case, a proper
system is required to manage employee expectations as well as their
output.
Management of employees requires timely payroll management,
succession planning, recruitment of the right candidates, and
management of employees everyday needs like Leave approval, Expense
Claims management, and Payslip management. To enable a company to
get the maximum out of its employees, it needs to review their
performance, their attendance, and their career progression.
An HRMS Software should ideally provide all these functions to an
organization. Payroll Management is handled using the Payroll Module.
Hiring is managed through the Recruitment Module. Performance
evaluation is managed through the Performance Appraisal Module. Leave
Approval through HRMS eLeave Module and Expense Claims through
HRMS eClaims Module.
38
Employee Commitment:-
Empowering Employees:-
39
40
CHAPTER:-VII
HR AUDIT
41
Chapters:-VI
HR AUDIT
HRM includes different functions like HRP, job analysis and design,
recruitment, selection, induction, performance appraisal, safety and
health, welfare, industrial relations and many more. These functions are
performed in furtherance of certain social, functional and personal
objectives. At this stage several questions crop up, for example:
1.
2.
3.
4.
potential performance?
5. Is remuneration programme designed to motivate employees?
6. Does the HRM practice respond to individual employee needs and
aspirations?
7. Does the organisation have high quality of work life?
It is necessary to take a look at these questions. HR audit is highly useful
for this purpose. The Human Resources (HR) Audit is a process of
examining policies, procedures, documentation, systems, and practices
with respect to an organizations HR functions. The purpose of the audit is
to reveal the strengths and weaknesses in the Non-profits human
resources system, and any issues needing resolution. The audit works
best when the focus is on analysing and improving the HR function in the
organization. The audit itself is a diagnostic tool, not a prescriptive
instrument. It will help you identify what you are missing or need to
improve, but it cant tell you what you need to do to address these issues.
It is most useful when an organization is ready to act on the findings, and
42
to evolve its HR function to a level where its full potential to support the
organizations mission and objectives can be realized.
Definition
HR Audit means the systematic verification of job analysis and design,
recruitment and selection, orientation and placement, training and
development, performance appraisal and job evaluation, employee and
executive
remuneration,
motivation
and
morale,
participative
APPROACHES TO HR AUDIT
1. Comparative approaches
2. Outside authority approaches
3. Statistical approaches
43
4. Compliances approaches
5. Management by objective
44
SCOPE OF HR AUDIT
Generally, no one can measure the attitude of human being. HR audit
must cover the activities of the department and extend beyond because
employees problems are not confined to the HR department alone. So it
is very much broad in nature. It should
evaluate the personnel function, the use of its procedures by the
managers and the impact
of these activities on the employees. It covers the following HR areas:
1. Audit of all the HR function.
2. Audit of managerial compliance of personnel policies, procedures and
legal
provisions.
3. Audit of corporate strategy regarding HR planning, staffing, IRs,
remuneration and
45
other HR activities.
4. Audit of the HR climate on employee motivation, morale and job
satisfaction.
1. Audit of HR function: This involves audit of all HR activities. For each
activity,
auditor must
(i) Determine the objective of each activity,
(ii) Identify who is responsible for its performance
(iii)
Review the performance,
(iv)
Develop an action plan to correct deviation, if any
(v) Follow up the action plan.
The following criteria would help measure effectiveness of HR function.
Each statement has
not true.
1. In your company, all issues are closely related to every other
business process.
2. The HR department is represented in strategy building sessions of
top
management.
3. The performance of HR department and the organisation are linked.
4. The HR function is given more importance than other functions
5. The HR managers have sufficient powers to suggest strategic
initiative to the top management.
6. The services of HR department are equally available to everyone.
7. The HR department plans the companys manpower need
proactively.
8. The HR department links appraisal and compensation to corporate
objectives.
9. The HR department meets individuals and organisations training
needs.
10.
The HR department does not handle staff-welfare canteens,
or payrolls
management.
11.
HR department has knowledge of behavioural sciences and
industrial
psychology.
12.
The HR department gets feedback on its performance from
other employees.
13.
HR practices are audited, their costs computed and then
effectiveness
46
evaluated.
orientation
and
training,
working
condition,
better
employee
dissatisfaction.
Unavoidable
absenteeism
48
Benefits of HR Audit
The team that is responsible for the audit should represent a cross-section
of the
organizations staff, including line staff, middle and upper management
and those responsible for HR functions. It provides the various benefits to
the organization. These
are:
1. Getting the top management to think in terms of strategic and
long-term
business plans:
It may sound ironical that the HRD audit should begin with such strategic
plans, but in some cases, it has compelled the top management to think
about such plans. While some companies started thinking about them, a
few others started sharing these plans with a larger number of persons.
Since the employees cannot participate in an HRD audit without some
sharing of these plans, the audit has forced the top management to share
their plans which has resulted in increased employee involvement. In a
few cases a new system of annual planning and sharing of business plans
with the management staff have been initiated to enable them plan their
own activities and competency development programmes.
2. Clarifying the role of the HRD department and line managers in
HRD:
In almost all cases, the HRD audit has been found to draw the attention of
employees at various levels to the important role of the HRD department
in current as well as the future. Enhanced role clarity of HRD department
and HRD function and increased understanding of line managers about
their HRD role have been the uniform results of HRD audit. The degree
may vary from organization to organization depending on other factors.
3. Streamlining of other management practices:
Most often HRD audit identifies the strengths and weaknesses in the some
of the management systems existing in the organization. It also points out
to the absence of systems that can enhance human productivity and
49
utilization of the existing competency base; for example, the MIS, rules
and procedures, etc. which may have an effect on the functioning of the
employees. In a few cases an HRD audit has helped the management look
at some of these sub-systems and work procedures. Preparation of a
manual of delegation of powers, clarification of roles and responsibilities,
developing or streamlining the manuals of financial and accounting
procedures and systems, strengthening the information systems, and
sharing of information are some of the resultant activities in this direction.
4. Better recruitment policies and more professional staff:
An HRD audit points out to the competence base required. It sets the
stage and gives direction for the competency requirements of employees
at various levels and thus provides a base for recruitment policies and
procedures. In some companies, it has resulted in strengthening the
recruitment policies and procedures. As a result of HRD audit, new
recruitment and retention strategies have been worked out.
5. Changes in the styles of top management:
One of the objectives of HRD is to also create a learning organization. A
learning culture can be created only if the top managers of the company
exhibit an HRD style of management. Such a style requires an
empowering attitude, participative style of management, and an ability to
convert and use mistakes, conflicts and problems as learning
opportunities. Some of the top-level managers in India have been found to
block employee motivation and learning through coercive, autocratic and
even paternalistic styles of management. In such cases the HRD audit has
pointed out the difficulties in developing and preparing the employees for
the future. This has helped to provide subtle feedback to the top
management and to initiate a change process.
6. Improvements in HRD systems:
The HRD audit has helped most of the organisations in taking stock of the
effectiveness of their HRD systems and in designing or re-designing the
HRD systems. The most frequently changed or renewed systems include
performance appraisal, induction training, job-rotation, career planning
and promotion policies, mentoring, communication, and training.
7. More planning and more cost-effective training:
50
HRD audits have been found to raise questions about the returns on
training. One of the aspects emphasized in the HRD audit is to calculate
the investments made in training and ask questions about he returns. The
process of identifying training needs and utilization of training inputs and
learning for organisation growth and development are assessed. As direct
investments are made in training, any cost-benefit analysis draws the
attention of the top management and HRD managers to review the
training function with relative ease. One organization strengthened its
training function by introducing a new system of post-training follow-up
and dissemination of knowledge to others through seminars and action
plans. Many organisations have developed training policies and
systematized their training function. Assessment of training needs has
also become more scientific in these organisations.
8. Increased focus on human resources and human competencies:
One of the results of an HRD audit is to focus on new knowledge,
attitudes and skills required by the employees in the organization.
Comments are made about the technical, managerial, human and
conceptual competencies of the staff at various levels. This differentiation
has been found to help organisations identify and focus sharply on the
competency requirements and gaps. The audit establishes a system of
role clarity and fixing of accountabilities. This can take place through
separate role clarity exercises or through the development of an
appropriate performance appraisal system. In any case the attention of
the organization gets focused on developing the competency base of the
organization. More sensitivity is developed to the missing aspects of
competencies. For example, one organization has been found to neglect
human relations competencies of their staff, resulting in a large number of
human Problems leading to wastage of time. Some of these got
streamlined and various HRD policies also got strengthened.
9. Strengthening accountabilities through appraisal systems and
other mechanisms:
An HRD audit can give significant inputs about the existing state of the
accountabilities of employees. This gets assessed through performance
appraisals as well as through the work culture and other cultural
dimensions. A number of organisations have introduced systems of
51
52
HR AUDIT AT
PANTALOONS FASHION
AND RETAIL
SPARSH AUDIT
(HRMS)
PERONAL
DOSSAIR AUDIT
53
b) Date of Birth of employees in Sparsh :i. In this part evaluation of employees actual birth date is
been rectified with the help of
ii. Documents like PAN Card, Class X admit card, Voter ID
Card, Passport, Adhar card.
c) Father and Mothers Name in Sparsh:In this part evaluation of employees family details was
done with the help of Voter ID card, and Bank A/C
d) Address :In this basically the address was matched from
employees documents like Voter ID Cards, Ration Cards,
Electric Bill, Telephone bill, Driving licence.
e) Qualification:In this evaluation is been done with the help of
certificates provided by the Schools and colleges or any
other authorised institute.
f) Date of joining:In this the date of joining is matched with the date
mentioned in the joining report made at the time of
employees joining.
g) Contact number:In this verification of the contact number is done.
Whether the contact number genuine or not.
2. Attendance Gap Report Audit:
This is a type of audit where employees attendance is taken as key
point and according to this auditing is done. Here first of all total
number of employees are recorded then there week off and their
shift details are recorded. Then the data are audited and are tallied
whether they are correctly recorded or not whether the off days are
mentioned or not. and for example if any of the employee doesnt
have off days then the correction are made and the week off / shifts
are allocated to them.
Personal Dossier Audit:-
54
Another type of auditing done was Personal file auditing. This was done
with the help of checklist provided by the company according to the
policies.
Personal file checklist at Pantaloons
1.)
Initial joining and the checklist:In initial joining current checklist are provided by the company
to look forward and to collect the according to the checklist.
And the checklist is as follows;-
55
1) Employees life cycle:In these entire documents of an employee is recorded and audited
starting from initial joining till the exit of an employee. The file
consist of
Employees file open: - Joining docket
1.)Employee joining report
2.)Code of conduct
3.)Employees joining form
4.)Nomination & declaration form
5.)Employees Provident fund scheme
6.)Payment of Gratuity Act.
Closes with:-1.) Exit interview form
2.) Full and final statement
3.) Transfer order
56
Chapter VIII
Conclusion and Bibliography
Chapter VIII
Conclusion
The Human Resources (HR) Audit is a process of examining policies,
procedures, documentation, systems, and practices with respect to an
organizations HR functions. The purpose of the audit is to reveal the
strengths and weaknesses in the non-profits human resources system,
and any issues needing resolution. The audit works best when the focus is
on analysing and improving the HR function in the organization. The audit
itself is a diagnostic tool, not a prescriptive instrument. It will help you
identify what you are missing or need to improve, but it cant tell you what
you need to do to address these issues. It is most useful when an
organization is ready to act on the findings, and to evolve its HR function
57
Bibliography
Reference book
Human resource management and personal management K Aswathapa
58
www.hraudit.com
http://chain-stores.blogspot.in/2008/06/pantaloon-in-india.html
http://www.citeman.com/7376-evolution-of-retail-inindia.html#ixzz2avX1mKC2
http://www.citeman.com/7710-challenges-to-retail-development-inindia.html
www.adityabirlanuvo.com
www.adityabirla.com
59
1 B /nl;kjm