Case Analysis:

Green-Valley Megastores
Presented By:
Akshay Sequeira
H13009

Anirban Ghosh
H13010

Anita Israni
H13011

Anjul Rajoriya
H13012

Filled with
profitable tenants
Critical Success Factors

Quality/Speed
of Service
Management

Ambience
Maintenance

Infrastructure
Management

Facility Management

Store-Level Deliverables

Keeping store space/property - Clean and Hygienic

Ensure smooth running of store infrastructure
Keeping store and parking - Safe and Secure

Inferences for PM
Contractual Staff
Monitoring/Reporting essentials
Communication/relationship
with contractor critical

Macro-Level Analysis

High Traffic

Customer
Satisfaction
(Shopper &
Tenant)

Issues in Performance Appraisal

Different life-cycle of

Lack of well-defined and measurable

expectations from employees

Location variation
Different KRA for

Different
employeeslife-cycle of
stores

Normalization across stores not

makes sense

Location variation

Problems

stores

Different KRA for

employees

Low morale of poor/average

performers

Leading to Attrition

Well-defined

Measurable

Example KRA for

Housekeeping Daily
cleaning of the washrooms,
lobbies, parking space and
common areas.

Example: Mystery
Shopping by Third Party
Vendor

Develop Standard
Operating Procedure
documents for the
processes and tasks.

Not measured on self

inputs by the assesse but
should be a input through
system generated
processes. Ex: Attendance
punching system

Tenant Feedback

Continuously Improving

Solutions

Setting and communicating the KRA and KPI

for each job employee explicitly

Continuously monitor if
the KRAs are properly
measurable and if not we
should not include it
further
Targets to improve year-onyear

KRAs, KPIs and Targets are communicated

Absolute rating
based on
well-defined
KRA & KPI

C
Performance
Feedback &
PIP

Evaluate how much employee has achieved and give a

composite score
Absolute Grading : Achieved 100% or more - Outstanding
Rating, Between 90-100 - Very Good and so on. Based on
grades we decide increments. Promotions are need based.

Supervisor gives feedback

about areas of
strengths/improvement
during the Feedback
discussion (confidential)
Appropriate trainings.

For employees who are not able

to achieve 50% of KRAs
Performance Improvement
Program to help them improve
their areas of weakness.

Solutions (contd.)

Based on above parameters we will have performance

metrics for each employee

Decision

Action Plan