A

Project Report
On

Human Resource Activity

In Big Bazaar

Submitted To:-

Submitted By:-

Mr. Abhishek Seth

Group Number-09
Charmi Shah-07
Jinit Tanna-08
Khushbu Agrawat-32
Heeral Upadhyay-40
Sushil Sahu-45
Prachi Dave-67

Durgadevi Saraf Institute of

Management Studies

Acknowledgement
I would like to express my sincere gratitude to the
management of the DURGADEVI SARAF INSTITUTE OF
MANAGEMENT STUDIES, for their support and guidance
provided during the MBA program and while doing this
project. I specially thanks to Mr. ABHISHEK SETH for his
perseverance and attention which she extended to us.
This acknowledgement is incomplete without giving
special thanks to the persons who are directly or
indirectly associated with the project.
Last but not the least I pay my deep regard to my
parents and gratitude to God, without whom I was not
able to complete this project.

GROUP NUMBER09

CONTENTS
Sr.
No
1
2
3
4
5
6
7
8
9
10
11
12
13

Title

Page No.

Big Bazaar
The Big Bazaar Promises
Organizational Structure
Meaning of HRM
Functions of HRM
Recruitment and Selection
Selection Procedure
Performance Appraisal
Annual Performance and
Development
Appraisal Process
Training and Development
Method of Training
Types of Training

4
5
6
7
8
9
11
12
12

16
18
19
20

BIG BAZAAR
Big bazaar is the companys foray into the world of hypermarket discount stores, the
first of its kind in India. Price and the wide array of products are the USPs in Big
Bazaar. Close to two lack products are available under one roof at prices lower by 0
to 60 per cent over the corresponding market prices. The high quality of service,
good ambience, implicit guarantees and continuous discount offers have helped in
changing the face of the Indian retailing industry. A leading foreign broking house
compared the rush at Big Bazaar to that of a local suburban train.
Big Bazaar is a chain of shopping malls in India, owned by the Pantaloon Group and
which work on Wal-Mart type economies of scale. They have had considerable
success in many Indian cities and small towns. Big Bazaar provides quality items but
at an affordable price. It is a very innovative idea and this hypermarket has almost
anything under one roof.Apparel, Footwear, Toys, Household Appliances and
more.
The ambience and customer care adds on to the shopping experience.

Is Se Sasta Aur Accha Kahin Nahin!

THE BIG BAZAAR PROMISES:

1. MANUFACTURERS WARRANTIES ON ALL PRODUCTS:
Big Bazaar promises to sell only the original products from the authorized dealers; so
that all applicable products carry the original manufacturers warranty. To service
any product purchased at Big Bazaar, customer can visit the authorized service
center of the manufacturer. The invoice accompanying the product is the warranty
document.

2. GUARANTEED DELIVERY:
Big Bazaar guarantees to deliver the exact product that has selected, without
defects. In case of receiving a different product, or if the product is damaged in
transit, the customer should contact it within the stipulated time period and Big
Bazaar will ensure that it is replaced or refunded.

3. SECURE PAYMENT:
It commits to ensure that no payment misuse happens, so we work with banks and
payment gateways to ensure that your information is protected. Payments are
protected both by it and by the policies of customers bank, and the chances of fraud
in these channels are actually very low. Big Bazaar openly publishes its office
addresses and is part of Indias largest retail company with a presence all over India
so you know how to contact us in person, if required.

4. OUR SIMPLE 7-DAYS RETURN POLICY:

If customer has purchased something at Future Bazaar and the product did not meet
its expectations or does not fit to his needs, then it can return the product to us; no
questions asked, as long as it is in its original packaging and accompanied by its
invoice. We will even make the return process simple for you just contact our
customer support and well arrange to pick up the product from your home.
Alternately, you can drop it off at the nearest Big Bazaar.

5. PROMPT CUSTOMER SUPPORT:

Our customer support is manned by dedicated call centre personnel, who can take
decisions and resolve your problems. They are eager to solve your problems and
are aware of the processes and means to handle them. In case they cannot solve
the problem at their end, they will trigger the required action on your behalf or advise
5

you the best possible method to a successful fulfillment of all your queries/issues.
Be assured that when you call us, your call is being taken seriously.

Organization structure
Store Manger

Asst. Store
Manager

Human
Resources

Dept.
Manager

CSD

Visual
Merchandising
Administratio
n

Marketing Manager
Asst. DM

Maintenance
Team
Leader

Housekeepin
g

Team Member

Ware House

Meaning of Human Resource Management

The total knowledge, skills, creative abilities and talents and aptitudes of an
organization's workforce, as well as value, attitudes and beliefs of the individuals
involved Leon C.Megginson
Human Resource Management (HRM) is the function within an organization that
focuses on recruitment of, management of, and providing direction for the people
who work in the organization. Human Resource Management is the organizational
function that deals with issues related to people such as compensation, hiring,
performance management, organization development, safety, wellness, benefits,
employee motivation, communication, administration, and training. Human Resource
Management is managing (planning, organizing, directing and controlling) the
functions of employing, developing and compensating human resources resulting in
creating and developing human relations and utilization of human resources with a
view to contribute proportionately to the organizational, individual and social goals.

Objectives of HRM
To effective utilization of the human resources
To establish and maintain an organizational structure
To secure integration to the individuals and organization by reconciling
individual group goals
To generates maximum development of individuals groups
To recognize and satisfy individual needs and group goals.
To maintain high morale and better human relations
To develop and maintain a quality of work life
To establish and maintain productive self-respecting working relationships

Key Functions

Human Resource Planning

Recruitment & Selection
Performance Appraisals
Training & Development
Compensation & Benefits

Functions of HRM

Operative
Function

Managerial Function

Planing

Employement

Directing

HR
Development

Organizing

Human
Relation

Controling

Compansenti
on

Recruitment and Selection

Recruitment - A process to discover the sources of manpower to meet the
requirements of the staffing schedule and to employee effective measures for
attracting that manpower in adequate numbers to facilitate effective selection of an
efficient workforce. Activities designed to attract a qualified pool of job applicants to
an organization.
Selection - Choosing from a pool of applicants the person or persons who offer the
greatest performance potential.

Recruitment Source
Internal source
External source

Recruitment in Big Bazaar

Recruitment at big bazaar is done through following sources:
A) Consultancy Services: For top level management, employees are
recruited through private consultants. They are usually appointed as
departmental manager.
B) Walk-ins: This is the main source through which Big Bazaar recruits is
employees. People seeking job usually themselves approach the HR
department for job vacancy. Employees usually selected from this source are
appointed at the entry level as team members.
C) Employee Referrals: This is the other main source through which
employees referrals are first interviewed and from their previous employer
opinion is taken about their behavior and performance in the job. If they
receive a positive opinion from their previous employer they are selected.
D) Campus Recruitment: Young people bring new ideas and fresh
enthusiasm. Therefore Big Bazaar visits some of the reputed educational
institutions to hire some of the post talented and promising students as its
employees.
E) Internal source: Persons who already working in an organization
constitute the internal sources.

INTERNAL JOB APPLICATION

POST APPLIED FOR: ________________

Name:
P
e
r
s
o
n
a
l

Biz Unit/Zn/Off: _________________

Date of Application:
Contact No:

Email Id:
DOB:

Band:

Current Role:

Designation:

DOJ PRIL:

Emp Code:

HOD(Name & Contact No):

Total Experience:

PRIL Experience:

Course

Board/University

I
n
f
o
r
m
a
t
i
o
n
School/College

E
d
u
c
a
t
i
o
n
a
l
D
e

10

Percent
age

Year of Passing

t
a
i
l
s
P
r
e
P
R
I
L

Name of
Organizati
on

Position
Held

Years of experience

Responsibilities handled

E
x
p
e
r

Why do you consider yourself suitable for the given position?

_________________________________________________________________________
_________________________________________________________________________
_________________________

What are your Career Aspirations?

_________________________________________________________________________
_________________________________________________________________________
___________________________________________
--Thank You-

Selection Procedure
Interview
Psychometric Tests
5 days training

11

Performance Appraisal
Performance appraisal is a method of evaluating the behavior of employees in the
work spot, normally including both the quantitative and qualitative aspects of job
performance.
Performance appraisal is the process by which an employees contribution to the
organization during a specific period of time is assessed
C.D. Fisher

Performance Appraisal at Big Bazaar

Performance appraisal at Big Bazaar generally passes from two stages:
Confirmation Appraisal
Annual Performance Appraisal

Annual Performance & Development

I. Background:
An effective Performance Management System serves as a key enabler to drive a
performance oriented culture in an organization. In this direction, the Policy on
Annual Performance & Development Review aims to provide basic understanding
and a framework for effectively conducting a fair and objective Performance
Appraisal which will help link performance to rewards and capturing the performance
gap areas/ developmental needs to drive people capability development in the
organization.

II. Objective:
To facilitate an effective annual stock taking of performance against the set targets of
the employees and recognize superior performance. To serve as a tool to help
identify performance gaps and thereby take appropriate measures to address these
gaps through development interventions for the employee.

III. Scope & Eligibility:

12

Employees who are on the regular rolls of the Company only will be part of the
review. All Employees in Bands 1 to 4 in Store Operations who have joined the
organization on or before 30th Sep are eligible for the review (eg. Those joined
before 30.9.10 is eligible for the Appraisals for 10-11).The concerned employee
should be confirmed as on 31-Mar 2011. All employees under temporary/part
time/contract / flexi manning scheme will not be a part of the review Employees, who
are members of the Groups PRISM Store Karta Talent-pipeline Program, shall also
be appraised & rated as per this policy.

IV. Review Period:

The Performance review period for the Store employees is April 1 st to March 31st

V. Cases of Mid-Year Transfer:

In case of role change/ transfer during the appraisal year, the appraiser with whom
the employee has spent 6 months or more will be responsible for appraising the
employee with inputs from the other reporting managers [where less than 6 months
was served] concerned.

VI. Appraisal Forms:

There are 4 sets of different Appraisal forms which are to be used for the Store
Appraisals:
(A) Band1: Team Member/Team Leader/Support
(B) Band 2 & 3: ADM/DM/ASM/Support
(C) Band 2 & 3: Store In charge
(D) Band 4: Store Managers

VII. Assessment Criteria & Weight age:

The overall Performance Assessment will be done on following three criteria each
carrying a weight age depending on the Bands:

VII.1. Key Result Areas (KRA):

KRAs are a set of performance parameters/measures/targets for the employee set
during the performance year. To ensure alignment of the KRAs to the vision, strategy

13

and ABP of the organization, they should be set in line with the four objectives of the
Balance Score Card format:

Financial: KRAs should be set based on financial measures like revenue growth,
profit margins, costs etc.

Customer: KRAs should be set based on the Value proposition that will be applied
to satisfy customers. E.g. Customer Satisfaction, Conversion rates etc.

Internal Processes: KRAs should take into account processes that create and
deliver customer value proposition e.g. Statutory Compliance, Process Compliance,
process efficiency etc.

Learning & Growth: Employees are the main repository of knowledge in an

organization and hence the most critical resources. Initiatives taken towards people
development are vital and should be a part of KRAs. E.g. Developing people thru
Training, grooming, People Engagement/Satisfaction, Productivity etc
The employees in Band 1 / Front-end Staff are not required to use the BSC format.
They will be assessed using another format with only KRAs, weight ages & targets
as its components.
Each KRA has a weight age assigned to it & sum of all KRAs is equal to 100. The
weighted score for each KRA is arrived at by multiplying the assigned Weight age &
Rating.
The final KRA score = the sum of weighted scores for all KRAs.

VII.2. Competencies:
A Competency is a combination of applied skills, knowledge and behaviors that is
important for the successful performance in a specific role. The appraisal form
clearly defines each competency and the Appraiser is required to relate to the extent
the employee demonstrated behaviors on the job in relation to the competency, while
rating them. The total Competency score is the Average score of all competency
ratings.

VII.3.Value Orientation:
Our shared Values are critical for our growth & Success and therefore all employees
need to demonstrate positive behaviors reinforcing them. Appraiser needs to assess
the appraise on the orientation to each of the 9 Core values of the Company. The
total Value Orientation score is the Average score of all Value orientation ratings.
The applicability & weight age of the

BSC /
14

Competenci

Value

above assessment criteria will be as

per following: Band

KRA's

es

Orientation

Band 1

85%

Not
Applicable

15%

Band 2

70%

15%

15%

Band 3

70%

15%

15%

Band 4

60%

25%

15%

VIII. Rating Scale:

The rating as per the Assessment criteria will be done on the following scale:
VIII.1. For employees
Rating Scale
in band 1: In line with
3
2
1
our core value of
Simplicity it has been
decided to have a 3
Point Rating scale
for band 1.
Assessment Criteria
KRA
Significantly
Meets
Below
Exceeds
Expectations
Expectations
Expectations
Value Orientation
Always
Frequently
Rarely

VIII.2. For employees in band 2, 3 & 4: The assessment will be done

on a 5 Point Rating scale
Assessment
Criteria
KRA
Competencies
Value Orientation

5
Outstanding
Always

Rating Scale
4
3
Excellent
Good
_

Frequ
ently

IX. Respondent Matrix:

The Appraisals will be done through a three tier Approach:
Assessment by Self
15

2
Need
improvement
_

1
Under performer
Rarely

 Assessment by Reporting Manager

Assessment by Reviewer
In case of SM including Store In charge Assessment by Zonal Head will also be
done.

X. Appraisal Process:
The Appraisal process is divided into 3 Stages as enlisted under:

X.1.Pre-Appraisal:
a. Performance Planning:
The performance expectations and targets communicated to the appraise as per the
KRA format at the beginning of the appraisal year shall form the basis of the
appraisal process. KRA setting is the starting point of the Performance Management
Exercise and should be undertaken as under: Employee should draft KRAs based
on the ABP, Targets & Objectives The reporting Manager should discuss & review
these KRAs with the employee A set of KRAs should be defined and weight ages
assigned to each KRA

b. Appraiser & Appraise Preparedness:

The People Office in the respective locations shall be responsible for training and
orienting the Appraises & Assessors on the PMS process. Every Store/Zone will
have a Help Desk to facilitate resolution of Appraisal Policy & Process related
queries during the period of Appraisal. Queries/concerns on Appraisals only (not on
promotions/increment rates etc.) can be directed to the Help Desk Representative.

c. Self-Assessment (Band2 & above only):

Self-Appraisal is intended to give an opportunity to the Appraisee to assess his/her
own performance /achievements with respect to the KRAs, Value Orientation &
Competencies. A Self-Assessment should be done as per prescribed rating scale. All
information pertaining to performance, achievements & learnings, Training Needs
should be furnished in the appraisal form.

X.2.Appraisal Discussions:
a. Performance Assessment:
The Appraiser should have a detailed discussion with the Appraisee on various
aspects covered in the Self-Appraisal and should provide feedback based on actual
data and examples which the Appraisee would be able to relate to. The performance
16

rating is to be provided as per applicable Assessment criteria & rating scale. The
total performance score after completion of performance rating as per prescribed
Assessment criteria & rating scale will be forwarded to the reviewer. The Reviewer
should go through the assessment and give his consent/recommend correction in
the Ratings/Overall Assessment, as the case may be, based on data. The Zonal
Head (if applicable) should go through the assessment and give his consent/revise
the Ratings/Overall Assessment, as the case may be, based on data. The highest
assessor/respondents Overall Ratings are to be considered for Vitality Curve Input
and should not be rounded off.

b. Development Review:
Areas of Training & Development in terms of Functional/behavioral Skills are also to
be identified & recommended along with suitable mode of learning.

c. Potential Assessment:
The Appraiser & Reviewer should also assess the Appraisee on his potential for the
following:
Preparedness of the Appraise for larger assignments considering timelines.
Promotion, if any, should be based on individuals readiness for the role as
well as availability of suitable vacancies. Adequate justifications in terms of
enhanced and changed responsibilities / role etc are also to be furnished.
Promotion to Store Karta roles shall not be effected through the PMS route &
will be only through the PRISM Store Karta Talent-pipeline Program.
Note: In case of Store Staff who are members of the Groups PRISM Store Karta
Talent-pipeline Program, following guidelines are to be adhered:
Appraisal & performance rating as per the regular PMS process applicable to others
is to be considered for PRISM participants [including application of increment
amounts].
Promotion to Store Karta roles shall not be effected through the PMS route.
In special cases where the PRISM participant is below the minimum grade of DM,
up-gradation to the next immediate grade is mandatory.
PRISM participants can be considered for promotion to non-Store Karta ASM
positions in BB Cut-Ins or equivalents [E.g. ASM-Fashion@BB or ASM-Food]
There will be no promotion on any other grounds for PRISM participants vide the
appraisal process and their career progression will be managed through the PRISM
program.

17

X.3.Post Appraisal Discussions:

a. Vitality Curve (VC) Administration:
The Overall Ratings of the highest Assessor/Respondent are to be considered for
administering the Vitality Curve. The Performance Ratings are final only after the
Vitality Curve is decided for each category of employee. These ratings will be treated
as Final and form the basis on which Annual Increments will be decided. The VC
guidelines based on the levels of store performance along with exact percentage
distribution of employees at each of the Rating Levels will be communicated
separately in the guidelines to be issued by the HO.

b. Increments/ Promotion:
Guidelines for Increments will be issued by the HO and may differ across
concepts/businesses based on concept/ business performance and performance
rating of the employee. Promotions based on recommendations, if any, are to be
considered based on the individuals readiness for the role as well as availability of
suitable vacancies.

c. Performance Improvement Program (PIP):

In case of consistent non-performance for a period of 3 months, the employee will be
put on the Performance Improvement Program (PIP). The PIP aims at improving
performance of the employee through formal training, on-the-job training and other
methods.
Following this the employees performance is reviewed by a committee which would
make a decision on further course of action.

XI. General guidelines:

All guidelines/instructions enumerated in the policy including those in the Appraisal
Forms, Appraiser Guide, and Appraise Guide are to be followed during the Appraisal
Process. Relaxation to any of the conditions laid down in the policy will be allowed
only with the approval of Head HR. The Policy can be revised /altered as per need
from time to time. Decision on any issue/conflict arising out of the policy will rest with
the Head HR. The Policy comes into effect from Appraisal year 10-11 (1 st March
2011).

18

Training
Training is the act of increasing the knowledge and skill of an employee for doing a
particular job. Training is a short-term education process and utilizing a systematic
and organized procedure by which employees learn technical knowledge and skills
for a definite purpose. Training improves, changes molds the employees knowledge,
skill, behavior, aptitude, and attitude towards the requirement of the job and
organization. Thus training bridges the difference between job requirement and
employees present specifications.

Definition
The organized procedure by which people learn knowledge and/or skills for a
definite purpose
Dale s.Beach

Meaning of Development
More future oriented and more concerned with education than is training.
Management Development activities attempt to instill sound reasoning processes to
enhance ones ability to understand and interpret knowledge.
It focuses on the personal growth & on Analytical, Conceptual Human skill.

Methods
Training

On the job Methods

Off the job Methods

Job rotation

Vestibule training

Coaching

Role Playing

Job instruction

Lecture methods

Training through Step by step

Conference or Discussion

Committee Assignments

Programmed Instruction
19

Internship Training

Audio- visual Methods

Computer-based Training and
E- Learning

Types of Training Provided By Big Bazaar

Customer happiness including selling skills.

Communication skills.
Cashiering
Product training.
Gurukul
Analytical skill.
Value internalization for all employees.
Store Guru.
Supervisory skills.
Analytical kills and commercial acumen.
Analytical skill and decision making.
Interpersonal skill and effectiveness.
Innovation and disruptive thinking.

Customer Happiness including Selling Skills Band 1/2

Overview
Helps them to internalize the importance of customer is GOD and understand that
customer delight is all about going the Extra Mile and creating unexpected delight.
Provides them with techniques and strategies to help them to drive sales by
understanding and responding to customer needs.

What They Will Learn?

Who is there customer?

Customer touch points (Moments of Truth)
Impact of behavior on service
Elements of service
Customer Buying Behavior
Sales Process (Open to Close)

Why Should They Attend?

At the end of the workshop, they will get a clear understanding of the concept of
customer delight and how to ensure the same at all times through pro-active
behavior and closing a sale based on customer requirements
20

Duration:- 3 days.

Band 1 Program (TL): Communication Skills

Overview
Equips them with skills to improve their verbal and non-verbal
communication and highlights barriers to communication.
What they will learn?

How do they communicate?

Non-verbal communication: Body language
The communication process
Barriers to communication
Listening/ Probing
Positive language
Effective written communication
Giving clear instructions
Feedback

Why Should They Attend?

At the end of the workshop, they will be able to understand the
importance of verbal and non-verbal communication and how to
eliminate barriers. How to give clear instructions and feedback
techniques

Duration:- 2 days
.

21

Band 1 Program: Cashiering (Old & New POS)

Overview
Equips them to understand the entire cashiering process with an
emphasis on providing customer delight.
What They Will Learn?

Accepting merchandise, scanning and billing

Troubleshooting
Updating offers and promotions
Back-end cash handling
Cash retention standards
Cash till management

Why should they Attend?

At the end of the workshop, they will be to handle the cashiering
equipment efficiently and adhere to the standard cashiering processes
resulting in customer delight.
Duration:-2 days

22

Band 1 Program: Product Training - Level 2

Overview
Specific level 2 Product Training Including basics of VM and Product
Handling and Display for the following categories

Apparel
Food
General Merchandise
Electronics
Home

What they will learn?

Product Handling
Display Basics
Stacking Norms
Why Should They Attend?
At the end of the workshop, they will have complete knowledge of
products USPs and the standard handling and display techniques.
Duration:-3 days

23

Band 1 Programme: Gurukul

Overview
Gurukul will help them to develop self confidence and belief in their self
through a series of activities focusing on stress management and
confidence building
What They Will Learn?

Building openness and awakening dreams

Personal effectiveness
Overcoming obstacles
Understanding others
Positive attitude
Turning dreams into reality
Celebrating potential
Managing time effectively
Stress management

Why Should They Attend?

At the end of the workshop, they are ready to face challenging situations
more confidently and learn to work effectively with others
Duration:-3 days

24

Band 1 Programme: Analytical Skills (DSR Interpretation)

Overview
Equips them in gathering, analyzing and processing relevant
information; identifying the root cause(s) or source(s) of the problem in
order to generate alternative solutions or responses; determining how
well they are supported by the information. Helps participants
understand the implications of cost and improve the quality of their
decision making.

What They Will Learn?

Analyzing commercial data using the following process

Understanding and analyzing the situation
Evaluating alternatives
Making a decision
Monitoring and evaluating the outcome

Why Should They Attend?

At the end of the workshop, they will be able to interpret commercial data
in an organized fashion and make use of various tools for analysis and
action planning
Duration:-2 days

25

Value Internalization for All Employees

Overview
Value Internalization is a workshop designed to introduce the Values,
Beliefs and Culture that form the corner stone of Future Group. During
the workshop, they are introduced to the concept of retailing which is the
core business of Future Group.
What They Will Learn?

Preamble
Introduction to retail
Future Retail
Organization values.
Belief
Behavior
Business
Retail is Religion (Customer is Bhagvan)
Change
KARTA

Why Should They Attend?

At the end of the workshop, they will be able to imbibe and uphold
organizational beliefs and culture. It would also help them to understand
their belief and behavior in relation to People, Products, Customers and
Process.
Duration:-1.5 days + 0.5 (For store management team only)

26

Band 2 Programme: Store Guru

Overview
Covers the various aspects of facilitation skills. Introduces the Vikram
and Vetal methodology of training .Helps them to gain an understanding
of the factors that contribute to a successful training program.
What They Will Learn?

Importance of Icebreakers
Expectation Mapping
Vikram and Vetal Training methodology
Storytelling as a training tool
Pre-Training
During Training
Post Training

Why Should They Attend?

At the end of the workshop, they will be able to conduct training sessions
effectively. They will be able to successfully build knowledge levels of the
participants keeping in view the shop floor perspective and operational
requirements.
Duration:-3 days

27

Band 2 Programme: Supervisory Skills

Overview
Helps them to make the transition into efficient and effective supervisors
and equips you with all the skills required to not just manage people but
also harness potential.

What They Will Learn?

Communication skills
Clear instructions
Coaching for performance
Micro and macro-vision
Delegation
Conflict management
Feedback
Managing stress: Self and team
Time management

Why They Should Attend?

The programme will help them to develop their ability to supervise a
team by encompassing the following skills:
Team management.
Delegation and effective feedback
Help them understand the keys to effective planning, prioritizing and
building productive relationships with other work groups
Duration:-3 days

28

Band 2 Programme: Analytical Skills & Commercial Acumen

Overview
Equips them in gathering, analyzing and processing relevant
information; identifying the root cause(s) or source(s) of the problem in
order to generate alternative solutions or responses; determining how
well they are supported by the information. Helps participants
understand the implications of cost and improve the quality of their
decision making.

What They Will Learn?

Analyzing commercial data using the following process:

Understanding and analyzing the situation
Evaluating alternatives
Making a decision
Monitoring and evaluating the outcome

Why Should They Attend?

At the end of the workshop, they will be able to interpret commercial data
in an organized fashion and make use of various tools for analysis and
action planning
Duration:-2 days

29

Band 2, 3 & 4 Programme: Interpersonal Skills and Group

Effectiveness
Overview
This workshop will help them to develop insights into their personality,
how it can be perceived by others and also how other people feel, think
and act.
What They Will Learn?

Johari window
Communication style grid
Listening and barriers to listening
Non-verbal communication
Communicating assertively
Constructive feedback
Team communication skills

Why Should They Attend?

At the end of the workshop, they will be able to a get a better
understanding of self which in turn will help them to relate with their team
and co-workers effectively
Duration:-2 days

30

Band 3 Programme: Analytical Skills and Decision Making

Overview
Enables them to tackle decision making in a methodical and analytical
manner. It also deals with the EQ (emotional intelligence) element in
decision making that takes into account the human aspect, long-term
consideration and the understanding of emotions as a powerful tool in
decision-making.

What They Will Learn?

The analytical and decision making process

What is the need
Understanding and analyzing the situation
Balancing facts with feelings
Evaluating/identifying alternative
Optimizing versus satisfying
Monitoring and evaluating the outcome

Why Should They Attend?

This session will help them to develop their analytical skills and also
strengthen your decision- making ability.
Duration:-2 days

31

Band 4 Programme: Innovation and Disruptive Thinking

Overview
To stimulate new ways of thinking so as to create a constant stream of
fresh and original ideas.
What They Will Learn?

Understand and utilise the 'process' of creativity

Mind mapping
Blending Right and Left Brain Thinking
Lateral Thinking

Why Should They Attend?

This session will help them to understand and utilize the 'process' of
creativity and learn tools like mind mapping. They will be able to look at
a situation creatively and come up with out of the box solutions.
Duration:-2 day

CONCLUSION
Big Bazar a part of future group is a hypermarket offering a huge array of goods of
good quality for all at affordable prices. Big Bazar with over 140 outlets in f=different
part of India is present in both the metro cities as well as in small towns.
They can improve customer satisfaction by providing home delivery services.
We can conclude that Big Bazar has one of the major retail industry in India.
Working environment is good and also the various facilities is provided to increase
the customer satisfaction.
There exists a healthy and a strong relationship between the employees and the
management staff of the Big Bazar.
The employees accept their responsibility wholeheartedly and perform the service in
well manner that satisfied the customer.

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BIBLIOGRAPHY
Essentials of Human Resource Management
And industrial Relation:
Training and Development of Employees:

WEBLIOGRAPHY
www.citehr.com
www.futuregroup.com
www.futurebytes.com
www.managementparadise.com

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P.Subba Rao
Raymond A.Noe