A Study on Effectiveness of Training and Development for Future Group Employees in Big Bazaar at Future Group (Zonal Office), Kolkata Summer Training Report Submitted In partial fulfillment of the requirements for the award of the degree Of MASTER OF BUSINESS ADMINISTRATION
Submitted by Neha Kumari Admission No. 2013MB0035
UNDER THE GUIDANCE OF: Mrs. Silva Sarkar Deputy Manager (HR) Future Group, People Office, Kolkata.
DEPARTMENT OF MANAGEMENT STUDIES INDIAN SCHOOL OF MINES Dhanbad-826004
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DECLARATION I hereby declare that the Project Report entitled “A Study on EFFECTIVENESS of TRAINING AND DEVELOPMENT for Future Group Employees in Big Bazaar” submitted to the Company in partial fulfillment of the requirements for the award of Master of Business Administration is a record of original project done by me during the Summer Training under the guidance of Mrs. Silva Sarkar, Deputy Manager (HR) – Mentor at Future Group (Zonal Office)-Kolkata.
PLACE: Dhanbad DATE: 18/08/2014 SIGNATURE OF CANDIDATE
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ACKNOWLEDGEMENT It is difficult to express in words and thoughts our gratitude for the people who has helped me to complete this Project successfully. Nevertheless, an attempt is made to acknowledge a few of them, without whom, this Project would not have been completed.
I also express my thanks from the bottom of my heart to our beloved and respectful Head of Department Prof. J. K. Pattnaik for having provided me this excellent opportunity to do Summer Internship Project (SIP) at Future Group.
I am very much grateful to my Project Mentor Mrs. Silva Sarkar, Deputy Manager (HR) who not only gave me invaluable suggestion and guidance, but also a source of encouragement throughout my project work. I express my Gratuity towards the BB-Salt Lake and BB-Diamond City Store HRs for helping me in completion of my Survey and sharing their valuable experiences.
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TABLE OF CONTENTS Chapter 1.
Contents
Page No.
1.1 Introduction
8
1.2 Purpose of the Study
9
1.3 Research Methodology
10
1.4 Literature Review
10
1.4.1 Theoretical aspect of T&D
10
1.4.2 Objective of Training
12
1.4.3 Classification of Training
12
1.4.4 How to make Training Effective
15
1.4.5 Difference between T&D
15
1.4.6 Reason for Employee Training
16
1.4.7 Topics covered under T&D
16
1.4.8 Benefit of T&D
17
1.4.9 T&D process at Future Group
19
2.
2.1 About the Company
25
3.
3.1 Research Methodology
32
3.1.1 Objective of the Study
32
3.1.2 Research Design
32
3.1.3 Sampling Design
32
3.2 Data Collection Process
Method of Data Collection
33
Questionnaire Design
34
3.3 Research Hypothesis
34
3.4 Data Analysis Process
35
3.4.1 Procedure of Analysis
3.5 Limitation of the Study 4.
33
35 35
Analysis and Interpretation 5|P a ge
5.
4.1 Descriptive Analysis
36
4.2 Inferential Analysis
57
5.1 Conclusion
59
5.2 Recommendation
60
References
61
Appendix
62
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SYNOPSIS OF THE REPORT The Research project entitled “The study on effectiveness of Training and Development for Future Group Employees at Big Bazaar” is an attempt to study and analyze the Training and Development programs provided by the company to all Band employees from Band 1 to Band 4. It will help me to study the enhancement of knowledge and skills of employee to perform the job better and feedback on its effectiveness.
It also aims to understand the benefit received to the employees for undergoing the various training and development programs in Zonal as well as in-store for the better performance of the job.
The research design consists of the Descriptive research as it analyzes the effectiveness of T&D using statistical tools. The data was collected through well structured questionnaires including both open ended and closed ended (5 point Likert Scale) questions. The questionnaire is divided into two parts (Avatar Training program and Unnati Training program). About 50 employees were considered for the sample size out of 80 employees from BB-Salt Lake and BB-Diamond City in Kolkata.
In the course of the study, it was found that almost 100% of the employees are benefitted from the Training and Development Program and the entire Band 1 employees are satisfied with the Avatar and Unnati Training programs. More importantly, the Alternate Hypothesis taken in the study proves to be true, i.e. there is a significant relationship between the effectiveness in T&D and Job Performance of the workforce.
The study gives some great recommendations to create innovation in the training programs to make a competitive edge over its competitors. These ideas are mainly provided by the Band 1 employees during the Survey period. Hence, this Report provides an overall insight about the topic related to Future Group and gave great experience to me in the Human Resource Development and Human Resource Management field.
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Chapter 1 1. 1 INTRODUCTION As organizations strive to compete in the global economy, differentiation on the basis of the skills, knowledge, and motivation of their workforce takes on increasing importance. According to a recent industry report by the American Society for Training and Development (ASTD), U.S. organizations alone spend more than $126 billion annually on employee training and development (Paradise 2007). “Training” refers to a systematic approach to learning and development to improve individual, team, and organizational effectiveness (Goldstein & Ford 2002). Alternatively, development refers to activities leading to the acquisition of new knowledge or skills for purposes of personal growth. I believe that training in work organizations is an area of applied psychological research that is particularly well suited for making a clear contribution to the enhancement of human well-being and performance in organizational and work settings as well as in society in general. Training: the systematic approach to affecting individuals’ knowledge, skills, and attitudes in order to improve individual, team, and organizational effectiveness. Development: systematic efforts affecting individuals’ knowledge or skills for purposes of personal growth or future jobs and/or roles. Training is the acquisition of the technology which permits employees to perform to standard. Thus training may be defined as an experience, a discipline, or a regimen that causes people to acquire new, predetermined behaviors. Whenever employees need new behaviors, then we need a training department.
Why have a T&D department? Because to achieve desired results, organizations need to appoint employees responsible for:
Training people to do their present tasks properly.
Educating certain employees so they can assume greater responsibilities in the future.
Developing people and entire organizations for the foreseeable and Unforeseeable future. 8|P a ge
Training to facilitate both individual and organizational performance.
Identification of training needs is important from both the organizational point of view as well as from an individual's point of view. From an organization's point of view it is important because an organization has objectives that it want to achieve for the benefit of all stakeholders or members, including owners, employees, customers, suppliers, and neighbours. These objectives can be achieved only through harnessing the abilities of its people, releasing potential and maximizing opportunities for development. Therefore people must know what they need to learn in order to achieve organizational goals. Similarly if seen from an individual's point of view, people have aspirations, they want to develop and in order to learn and use new abilities, and people need appropriate opportunities, resources, and conditions. Therefore, to meet people's aspirations, the organization must provide effective and attractive learning resources and conditions. And it is also important to see that there is a suitable match between achieving organizational goals and providing attractive learning opportunities. As we know Retail Sector is an emerging concept in India where Future Group has made its place in the market. Most of the people (employees) are unaware of its working, so they face problems in carrying out their work in a most effective way. To help them and also to meet the organizational goals, Future Group has focused into its HRD and made Training and Development Department named “Future Learning and Development Centre”. In my report, I will further highlight the effectiveness of Training and Development and how it helps the employees to perform their job effectively.
1.2 PURPOSE OF THE STUDY This research guides me with an opportunity to explore in the field of Human Resources Development. This research provides the feedback of people involved in the Training and Development Programs and its process. Apart from that it would provide me a great deal of exposure to interact with the employees of the company and identify their needs and wants.
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It helps to provide insights to support future research regarding strategic guidance for organizations that are both providing and using different programs in Training and Development for the workforce in a most effective way. It will also help me to study the enhancement of knowledge and skills of employee to perform the job better and feedback on its effectiveness.
1.3 RESEARCH METHODOLOGY This report deals with Descriptive research design because it describes data and characteristics about the phenomenon being studied. According to this study investigation was conducted for some definite purpose with the help of a structural Questionnaire distributed to 50 Band 1 (TM/TL) employees using the whole census from the locations to gather Primary information as much as possible. Primary data is also collected from Live Training Programs conducted. Secondary information is collected through the company’s portal, journal, and annual report and research papers. Data Analysis is done through statistical tool using Column graphs, Pie charts, and T-test for Hypothesis testing as it is a descriptive research.
1.4 LITERATURE REVIEW 1.4.1 Theoretical aspects of Training and Development Organizations are systems designed to achieve a goal or perform a particular function such as delivering a completed product to a customer. To illustrate our point, we will use a cafeteria analogy to describe the systematic nature of organizational processes. Although the organization as a whole is a system, it is also comprised of built-in subsystems and sub-processes. The subsystems and sub-processes are designed to achieve the sub-goals that are necessary to produce the overall output. For instance, the process of delivering the receipt to the customer is a sub-process of the overall goal of the cafeteria. 10 | P a g e
To continue with our analogy, imagine yourself in line at a cafeteria. You come to the coffee urn and turn the spigot. Out comes some coffee. Presumably, when the liquid went into the machine, it was water—not coffee. When the coffee grounds were put into the machine, they weren’t in consumable, drinkable form. The water and the coffee are the material “inputs” to the system called a coffee machine; the “output” is drinkable coffee. But someone had to add the water and the coffee grounds. This person is also an input. The organizational processes are another component of the organizational systems. Processes represent the series of planned steps involved as an organization progresses toward its final output. The work performed within the system and subsystems transforms the inputs into outputs. The ability to recognize the systems and subsystems of an organization is an important element in all training and development activities. Training and development exists to promote individual and organizational excellence by providing opportunities to develop workplace skills. The design and implementation of effecting training interventions cannot be accomplished without first identifying the various processes operating within the system. The Human Resource Development (HRD) or Training and Development Department are a familiar subgroup in most organizations because the people of any organization are like the water put into the coffee machine: for their output to be acceptable, they must change from what they were when they reported for work. At that time, they neither knew what a proper output looked like nor were they familiar with the technology by which to achieve it. They must be prepared—trained—to do their jobs. It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviours to enhance the performance of employees. Training also helps a person cultivate appropriate and desired behavior and attitude towards the work and people. Training is a process through which a person enhances and develops his efficiency, capacity and effectiveness at work by improving and updating his knowledge and understanding the relevant skills relevant to his or her job. Unless training is provided, the jobs and lives of employees in organizations are at stake.
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Training is about knowing where you stand (no matter how good or bad the current situation looks) at present, and where you will be after some point of time. Training is about the acquisition of knowledge, skills, and abilities (KSA) through professional development.
1.4.2 Objectives of Training: Preparing both the old & new employees to meet the present as well as the changing requirements of the job & the organization. Preventing obsolescence. Preparing employees for the higher-level tasks. Ensuring smooth & efficient working of the department. Ensuring economical output of the required quality. Imparting knowledge & skills for new entrants. Induction Updating Preparing for future assignments Competency development.
1.4.3 Classification of Training: There are a number of training methods available; Use of a particular method depends on the type of trainees’ viz. worker, supervisor and manager. Basically these methods can be classified into following categories:
1. Induction training: Here, training is given to newly joined employees. The main objective of this training is to give an idea to the employee about the particular work. It is concerned with orienting a new employee to a new environment.
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2. On-the-job training: Here, the individual is placed on a regular job and taught the skills necessary to perform that job. The trainee learns under the supervision and guidance of a qualified worker or instructor. It gives firsthand knowledge and experience under the actual working conditions. 3. Apprenticeship training: Apprenticeship training is normally given to artisans, electricians, plumbers and a like. The duration is mainly 6 months to 2 years; this is carried out under the guidance and intimate supervision of master craftsman, expert worker and supervisor. During training period the trainee is paid less than that of a qualified worker. 4. Job Rotation: This involves the movement of the trainee from one job to another. The trainee receives job knowledge and gains experience from his supervisor or trainer in each of the different job assignments. This method gives an opportunity to the trainee to understand the problems of employees on other jobs. 5. Coaching: The trainee is placed under a particular supervisor who functions as a coach in training the individuals. The supervisor provides feedback to the trainee on his performance and offers him some suggestions for improvements. But the trainee may not have the freedom or opportunity to express his own ideas. 6. Job Instruction: This method is also known as training through step by step. The trainer explains to the trainee the way of doing the jobs, job knowledge and skills and allows him to do the job. The trainer appraises the performance of the trainee, provides feedback information and corrects the trainee.
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7. Committee Assignments: A group of trainees are given and asked to solve an actual organizational problem. The trainees solve the problem jointly. It develops teamwork. 8. Off the job training: The trainee is separated from the job situation and his attention is focused upon learning the material related to his future job performance. Since the trainee is not distracted by job requirements, he can place his entire concentration on learning the job rather than spending his time in performing it. There is an opportunity for freedom of expression for the trainees. 9. Vestibule training: Actual work conditions are simulated in the classroom. Material, files and equipments, which are used in actual job performance, are also used in training. This type of training is commonly used for training personal for clerical and semi-skilled jobs. Theory can be related to practice in this method.
10. Role-playing: It is a method of human interactions that involves realistic behavior in imaginary situations. This method of training involves certain characters. This method is mostly used for developing inter-personal interactions and relations. 11. Lecture Method: The instructor organizes the material and gives it to a group of trainees in the form of a talk. To be effective, the lecture must motivate and create interest among the trainees. This method is direct and can be used for a large group of trainees. Costs and time involved are reduced. 12. Conference or discussion: This method involves a group of people who pose ideas, examine and share facts, ideas and data, test assumptions and draw conclusions, which contribute to the improvement of job performance. 14 | P a g e
13. Programmed instruction: The subject matter to be learned is presented in a series of carefully planned sequential units. These units are arranged from simple to more complex levels of instruction. The trainee goes through these units by answering questions or filling the blanks.
14. Internship Training: Here, the organization makes arrangements with technical institutes to get its employees duly trained in the latest theoretical knowledge and other developments relating to trade, this training is provided to the employee in such a way as to bring balance between theory and practice.
15. Professional skill training: Here, training is given to Professional staff such as Accountants, Surveyors, Auditors, and Architects etc. Organization provides this training to newly joined professionals to gain the professional qualification and it is also given to the existing professionals.
1.4.4 HOW TO MAKE TRAINING EFFECTIVE: Determine the training needs through job description, performance appraisal, potential appraisal and discussion with employees. Prepare a training calendar in discussion with the managers concerned. Define the training objectives specifically. Select the efficient faculty
1.4.5 DIFFERENCE BETWEEN TRAINING AND DEVELOPMENT
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Training
Development
1. Training is often referred to as importing specific skills. 2. The
focus
1. Development on the other hand
is
often focused at overall development of is
on
improvement
in
performance after training. 3. The impact of training be experienced and assessed by the organization. 4. Usually, administrative, supervisory and
personality. 2. 2.They focus on aspects like leadership skills, managing teams, problem solving, decision making , people skills, time management, etc.
technical workforce may be exposed to training program.
1.4.6 REASONS FOR EMPLOYEE TRAINING AND DEVELOPMENT Training and development can be initiated for a variety of reasons for an employee or group of employees, e.g.:
When a performance appraisal indicates performance improvement is needed
To "benchmark" the status of improvement so far in a performance improvement effort
As part of an overall professional development program
As part of succession planning to help an employee be eligible for a planned change in role in the organization
To "pilot", or test, the operation of a new performance management system
To train about a specific topic.
1.4.7 TOPICS COVERED UNDER EMPLOYEE TRAINING 1. Communications: The increasing diversity of today's workforce brings a wide variety of languages and customs. 2. Computer skills: Computer skills are becoming a necessity for conducting administrative and office tasks. 16 | P a g e
3. Customer service: Increased competition in today's global marketplace makes it critical that employees understand and meet the needs of customers. 4. Diversity: Diversity training usually includes explanation about how people have different perspectives and views, and includes techniques to value diversity 5. Ethics: Today's society has increasing expectations about corporate social responsibility. Also, today's diverse workforce brings a wide variety of values and morals to the workplace. 6. Human relations: The increased stresses of today's workplace can include misunderstandings and conflict. Training can people to get along in the workplace. 7. Quality initiatives: Initiatives such as Total Quality Management, Quality Circles, benchmarking, etc., require basic training about quality concepts, guidelines and standards for quality, etc. 8. Safety: Safety training is critical where working with heavy equipment , hazardous chemicals, repetitive activities, etc., but can also be useful with practical advice for avoiding assaults, etc. 9. Sexual harassment: Sexual harassment training usually includes careful description of the organization's policies about sexual harassment, especially about what are inappropriate behaviors.
1.4.8 GENERAL BENEFITS FROM TRAINING AND DEVELOPMENT There are numerous sources of online information about training and development. Several of these sites (they're listed later on in this library) suggest reasons for supervisors to conduct training among employees. These reasons include:
Increased job satisfaction and morale among employees
Increased employee motivation
Increased efficiencies in processes, resulting in financial gain
Increased capacity to adopt new technologies and methods
Increased innovation in strategies and products
Reduced employee turnover
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Enhanced company image, e.g., conducting ethics training (not a good reason for ethics training!)
Risk management, e.g., training about sexual harassment, diversity.
1.4.9 TRAINING AND DEVELOPMENT PROCESS AT FUTURE GROUP Future Group believes that the development and growth of its people is directly related to the development of its businesses. A trained employee is more confident and content and therefore more productive and performs better at work.
Types of Training
Zonal Office Training Prarambh Ex (Induction)
Avatar
In-Store Training
Unnati
Non-Avatar (like LOB, FBB Style Genie)
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1.4.9.1 AVATAR PROGRAMS (1-3 days/ program): These programs are provided to all the band of employees after the induction (Prarambh Ex) program. It consists of a series of programs carried out during the working period of an employee such as:
Band 1- Team Member (TM) (Learning Plan): 1. GYAAN YATRA (0-6 months):
Product knowledge
Cashiering for Cashiers
Sales and Customer Service Excellence
Rang De Zindagi
2. GYAAN KOSH (6-12 months)
Advanced Product Knowledge
Cashiering for Non-Cashiers.
Gurukul (Self Development)
3. GYAANODAYA (12-18 months):
Cross Category knowledge.
Customer Delight.
Inventory Management.
Band 1-Team Leader (TL) (Learning Plan): 1. UTTAM (0-6 months):
Rang De Zindagi.
Sales and Customer Service Excellence
Team Management
2. UTKRUSTHA (6-12 months):
Gurukul
Customer Resolution
Inventory and Shrinkage Management.
3. SHRESTHA (12-18 months):
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Experience in other LOB Training.
Band 2 – Department Manager (DM)/Asst. DM (Learning Plan): 1. PRATISTHAN (0-6 months):
Personal Effectiveness and Values
Store Guru
Sales and Customer Service Excellence.
2. SASTRAVIDYA (6-12months):
Operational Effectiveness
Business Analytics
People Management.
3. UDAAN (12-18 months):
Understanding P&L.
Cross-Functional Category orientation.
Orientation to Audit and Reviews.
Band 3 – Karta Mastery (Store Manager (SM)/Asst. SM) 1. KARTAVYA (0-6 months):
Business Acumen.
Karta orientation and Values.
Customer Experience Management.
2. SASTRAVIDYA (6-12 months):
Analytical and Synthesizing Skills
Performance Development
Business Presentation.
3. SARVASTRA (12-18 months):
Environment Management.
Cross functionality.
Entrepreneurship.
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1.4.9.2 UNNATI PROGRAMMES (2-3 hrs/program): These programs are conducted in the store of Big Bazaar (BB) while performing the current job. Such programs include:
Store Basics and Customer Service.
Shrinkage Management.
Maintain Grooming Standards.
KRA Understanding and Grooming the Concerned Areas.
Software Application and Products (SAP).
ESIC Understanding.
1.4.9.3 METHOD OF TRAINING DELIVERY: A range of delivery methods are offered by the Group to provide the relevant and most effective training solution in the most cost effective manner. These are as follows: 1. Classroom Trainings & Seminars – The participants/ employees congregate at one place where the training is imparted to them by the means of lectures and activities. 2. Outbound Experiential Trainings – Outbound Experiential Trainings are used to enhance the performance of the organization to achieve business goals through experiential learning. These programs usually revolve around leadership, change management, planning and organizing and team work to name a few. 3. Use of Technology‐ The use of technology for imparting knowledge to the employees is encouraged by the Group. Various technological tools, such as Web Ex, Learning Videos and Movies are utilized to provide the information & knowledge from Home Office to Zonal Offices and to various Future Group Stores and vice versa. 4. Store Guru ‐ Store Gurus are responsible to deliver training on Process Excellence and Product Knowledge in the Store and help store Karta’s to turn the store into a centre of 21 | P a g e
excellence for retail knowledge and skills, and building self sufficiency at the store level. Not only has this mode of learning extremely cost effective but also enhances employee engagement and motivation to a great extent within the environment of the store.
5. On Job Training – Some aspects of a job are best understood while actually performing it. Future group promotes the practice of Unnati – On the Job learning simultaneously while working to facilitate employees to understand and gain the knowledge skills and attitude required to perform the given task at hand in the most effective manner.
6. Coaching & Mentoring – The Group realizes the importance of achieving business goals through coaching and mentoring initiatives. The organization encourages a culture of coaching and mentoring for personal growth and professional development. Coaching and mentoring is a process that enables learning and development to impact performance positively. Various methods and styles are used in the most appropriate manner to bring out effective professional and personal development of the employees in Future Group.
7. Time Bound Learning and Growth Plan – Future Group’s employees in the stores form the backbone of its business and the group realizes the importance of training and developing them completely. Avatar ‐ A Time bound learning and growth plan for every role holder in the store is run by the Group in Future Learning and Development Centre (FLDC). This 72 month learning program is to enable a team member become a Store Karta.
1.4.9.4 How the Training Process is being carried out at Future Group? To provide training to the employees at Future Group, a systematic process is carried out by the Human Resource Department.
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Store Manager identifies the Training need of the employees in the Future Group store
Store Manager nominates such employees from their stores.
Monthly Training Calender is made in the zonal office according to the nominations from various Future Group Stores.
Zonal Office and In-Store Training takes place.
At the time of Training Program, Attendence is recorded.
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Pre Assessment Test is held before the inception of the Training Program
After the Training Program, Post Assessment Test is held to check the understanding level of the Trainees. Feedback is taken from the trainees to evaluate the effectiveness of the Training and efficiency of the Trainer. Tracking of Training Program is done just after the Training in Avatar and Unnati Tracker Sheet. Tracking Updation is done every month.
1.4.9.5 Training and Development Need Identification during Performance Appraisal
1 2 3
• Observation and Feedback provided by the Appraiser on Performance and Potential of the Appraisee. • Identifying the Lack in such Performance and Potential of the Appraisee
• Training and Development needs are assessed by the Appraiser.
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Chapter 2 2.1 About the Company: Mr. Kishore Biyani CEO, Future Group, India‘s leading retailer that operates multiple retail formats in both the value and lifestyle segment of the Indian consumer market. Headquartered in Mumbai, the company operates over 16.33 million square feet. Of retail space, has over 1000 stores across 85 cities and 60 rural locations across the country and employs over 35000 people. The company‘s leading format 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. Central is a chain of seamless destination malls. Some of its other formats include Shoe Factory, Brand Factory, Blue Sky, Fashion Station, Mobile Bazaar and Star Sitara (Beauty clinic). 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, selling home furniture products and E-Zone focused on catering to the consumer electronics segment. Future Group understands the soul of Indian consumers. As one of India‘s retail pioneers with multiple retail formats, we connect a diverse and passionate community of Indian buyers, sellers and businesses. The collective impact on business is staggering: Around 220 million customers walk into our stores each year and choose products and a service supplied by over 30,000 small, medium and large entrepreneurs and manufacturers from across India and this number is set to grow.
Group Vision: Future Group shall deliver Everything, Everywhere, Every time for Every Indian Consumer in the most profitable manner.
Group Mission: We share the vision and belief that our customers and stakeholders shall be served only by creating and executing future scenarios in the consumption space leading to economic development.
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We will be the trendsetters in evolving delivery formats, creating retail realty, making consumption affordable for all customer segments – for classes and for masses. 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
Group Core Values: 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
Key Group Companies: Retail:
Future Retail Limited
Finance:
Future Generali Life Insurance Company Limited
Future Generali (India) Insurance Company Limited Future Capital Holdings Limited Future Ventures (India) Limited Services
Future Supply Chains Limited Future Human Development Limited Future Media (India) Limited 26 | P a g e
Future Corporate Resources Limited
Future Group Companies:
Central E- Zone
Big Bazaar
HomeT own
Aadhar
Future Group Food Bazaar
Brand Factory Planet Store Navaras
KB's Fair price
Businesses: Future Group’s businesses focus on developing and operating modern retail, brands and distribution networks for the consumption sector in India. Built over more than two decades, the group’s flagship companies focus on three distinct businesses hypermarkets business operated by Future Retail Limited, an integrated lifestyle fashion business operated by Future Lifestyle Fashion Limited and an FMCG and food distribution business operated by the Future Consumer Enterprise Limited. While retail forms our core business activity, our group’s subsidiaries are present in consumer, insurance, brand development, real estate development, retail media and logistics. We have aligned our business opportunities with the broad objective of being a catalyst in India’s consumption-led growth. In line with leading retailers of the world, Future Group aspires to capture a significant portion of India’s consumption and contribute to a significant
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proportion of our GDP. As the Indian economy matures, it is upon us to lead India’s consumption story, achieving inclusive and profitable growth with sustainable value creation.
a) Retail
b) Insurance
c) Services
Retail Chains:
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MILESTONE
Big Bazaar is a hypermarket under Future Group. It caters to every need of our family. Big Bazaar scores over other stores is its value for money proposition for Indian customers. With the ever-increasing array of private labels, it has opened doors in the world of fashion and general merchandise, including home furnishings, utensils, crockery, cutlery, sports goods and much more at prices that will surprise customers.
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History of Big Bazaar: The first Big Bazaar store, with an area of about 24,000 square feet, opened on VIP Road, Kolkata in August 2001. This was followed by stores in Hyderabad, Bangalore, Mumbai and Gurgaon. The initial categories on offer were apparel, general merchandise and food. Later, several brands from categories like electronics, furniture, music, communications and books were added to the bouquet of products. Big Bazaar implemented SAP in 2005 to run its stores in the most efficient manner that technology could provide. With an increasing number of customer’s patronizing its stores, it was time for Big Bazaar to reach out to them. To pay tribute and to tell them how much they were appreciated, Big Bazaar launched a co-branded credit card. In association with ICICI bank, the Big Bazaar-ICICI Bank credit card made its first appearance in May, 2002. As an extension of its customer relationship initiatives it also launched Shakti, a credit card for housewives, in February 2006. The card was unique, for it required no proof of income. Presently there are 13 Stores of Big Bazaar in Kolkata Region and 52 Stores of Big Bazaar in East Zone.
Organizational Structure of HR Department of Future Group
Chief People Officer
Manager
Deputy Manager (Recruitment & Selection)
Deputy Manager (HRD)
Manager (Welfare)
Assitant manager
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Organizational Structure of Big Bazaar
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Chapter 3 3.1 RESEARCH METHODOLOGY Research is a systematic method of finding solutions to problems. It is essentially an investigation, a recording and an analysis of evidence for the purpose of gaining knowledge. According to Clifford woody, “research comprises of defining and redefining problem, formulating hypothesis or suggested solutions, collecting, organizing and evaluating data, reaching conclusions, testing conclusions to determine whether they fit the formulated hypothesis”.
3.1.1 OBJECTIVE OF THE STUDY To study the Training and Development Programs in Future Retail Limited (FRL) at Kolkata Region. To Examine the Effectiveness of Training and Development in the job performance of the Workforce. To Evaluate the benefit of Training and Development on Band 1 employees at FRL.
3.1.2 RESEARCH DESIGN: According to this study investigation was conducted for some definite purpose with the help of a structural Questionnaire to gather primary information as much as possible. My study deals with Descriptive Research Design. Descriptive research, also known as statistical research, describes data and characteristics about the population or phenomenon being studied. Descriptive research answers the questions who, what, where, when and how.
3.1.3 SAMPLING DESIGN: Sampling Frame: The respondents are the Band 1 (TM/TL) employees from BB-Salt Lake and BB-Diamond City.
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Sampling Method: A sample design is a finite plan for obtaining a sample from a given population. The whole census is taken as a sample for this study as those were the only respondents available in my sampling frame.
Sample Size: Number of the sampling units selected from the population is called the size of the sample. Sample of 50 respondents were obtained from the population of 80.
Sampling Procedure: The procedure adopted in the present study is probability sampling. Under this sampling design, every item of the frame has an equal chance of inclusion in the sample.
3.2 DATA COLLECTION PROCESS 3.2.1 METHODS OF DATA COLLECTION: The data was collected through Primary and secondary sources.
Primary Sources: Primary data are in the form of “raw material” to which statistical methods are applied for the purpose of analysis and interpretations. The primary sources are Interview with the employees and data collected through Questionnaire. Another Primary source of data collection is the Live Training Programs attended during the SIP Period.
Secondary Sources: Secondary data are in the form of finished products as they have already been treated statistically in some form or other. The secondary data mainly consists of data and information collected from records, company websites and also discussion with the management of the organization. Secondary data was also collected from company’s website, company’s portal, journals, magazines and books.
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3.2.2 QUESTIONNAIRE DESIGN: A well defined questionnaire that is used effectively can gather information on both overall performance of the test system as well as information on specific components of the system. It consists of both open-ended and closed-ended questions. The questions were arranged in proper order, in accordance with the relevance.
Nature of Questions Asked: The questionnaire consists of Close Ended (5 point Likert Scale Rating method) and few Open Ended Questions. The sample selected for the distribution of questionnaire was 55. Out of 55 samples, 50 employees responded to the questionnaire effectively. The questionnaire is comprised of 19 questions (Part 1-Avatar Training, Part 2-Unnati Training) which covered all the aspects of measuring “the effectiveness of training and development”.
Presentation of Data: The data are presented through Pie-charts, Column graphs and tables.
3.3 RESEARCH HYPOTHESIS A hypothesis is a preliminary or tentative explanation or postulate by the researcher of what the researcher considers the outcome of an investigation will be. It is an informed/educated guess. It indicates the expectations of the researcher regarding certain variables. It is the most specific way in which an answer to a problem can be stated. Research hypotheses are the specific testable predictions made about the independent and dependent variables in the study. Hypotheses are couched in terms of the particular independent and dependent variables that are going to be used in the study. The research hypothesis of this study is as follows: H0: There is no significant relationship between the effectiveness of Training and Development and the Job Performance of the Workforce.
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H1: There is a significant relationship between the effectiveness of Training and Development and the Job Performance of the Workforce.
3.4 DATA ANALYSIS PROCESS Data analysis is done through Statistical Tools: Pie Charts and Column Graphs. F-Test Two-Sample for Variances. T-Test: Two-Sample Assuming Unequal Variances is used for hypothesis testing and to
draw inferences.
3.4.1 Procedure for Analysis: Administering questionnaire to all the employees of Band 1.
Analyzing the Open-ended question’s responses of employees using Pie chart and Graphs and evaluating the positivity of responses.
Analyzing the Closed-ended questions through F-test and one tailed t-test to test the hypothesis and draw inferences.
3.5 LIMITATIONS OF THE STUDY: The limitations of the study are the following: 1. The data was collected through questionnaire. The response from the respondents may not be accurate. 2. The sample taken for the study was only 50 and from only two project site/Stores so the results drawn may not be accurate for all employees. 3. Another difficulty was very limited time-span of the project. 4. Lack of experience of Researcher.
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Chapter 4 ANALYSIS AND INTERPRETATION 4.1 Descriptive Statistics Analysis based on questions asked: TABLE 1: Does your Organization identify the Training needs of the employees? S NO.
PARTICULARS
NO. OF
PERCENTAGE
RESPONDENT 1.
Strongly Agree
45
90
2.
Agree
5
10
3.
Neutral
0
0
4.
Disagree
0
0
5.
Strongly Disagree
0
0
Question 1 50 45 40 35 30 25 20 15 10 5 0 Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
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Inferences: All the employees are aware that their organization identifies their Training needs. This means that almost all of them are aware of the Training and Development Programs being held for them.
TABLE 2: What are the Avatar Programs you have attended till date? S No.
Avatar Programs
No. of Respondents attended Each Programs
1
Customer Service
50
2
Prarambh Ex
49
3
Gurukul
19
4
Product Knowledge
15
5
Inventory and Shrinkage Mgmt
9
6
Team Mgmt
8
7
SOP
5
8
Retail Excellence
5
9
Cashiering for Cashier
3
10
Star program*
3
11
Passion for Fashion*
3
12
Sales and Customer Service
2
13
Cashiering for Non-Cashier
2
14
Selling Skill*
2
15
Customer Resolution
2
16
Gurukul-women special
1
17
Communication skills*
1
18
Vikas (CD)
4
19
Vridhi (CD)
2
*Non-Avatar Training Programs. CD- Career Development: Developmental Programs. 37 | P a g e
Selling Skill* 1%
Customer Resolution 1%
Cashiering for NonCashier 1%
Question 2 Vridhi (CD) 1%
Customer Service 27%
Prarambh Ex 26%
Sales and Customer Service 1% Passion for Fashion* Gurukul 2% 10% Star program* Cashiering for Vikas 2% Cashier (CD) Retail Excellence 2% 2% 3%
Gurukul-women Communication skills* special 1% 1%
Product Knowledge 8%
Inventory and Shrinkage Mgmt 5% SOP Team Mgmt 4% 3%
Inferences: The Respondents have attended 19 Avatar Training programs till date. The analysis shows that almost 49 respondents i.e., 98% of respondents have attended Prarambh Ex Training. All the 50 respondents i.e., 100% of employees have attended Customer Service Training. Rest 5-6% of respondents have attended few of the major Avatar Training Programs like Team Management, Gurukul, Inventory and Shrinkage Mgmt, Product Knowledge, Cashiering for Cashier, Retail Excellence, etc. Very few respondents have done Vikas, Vridhi – Career Progression training for the Promotional Training from TM to TL.
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TABLE 3: Are you satisfied with the above mentioned Avatar Programs? S NO.
PARTICULARS
NO. OF
PERCENTAGE
RESPONDENT 1.
Strongly Agree
40
80
2.
Agree
10
20
3.
Neutral
0
0
4.
Disagree
0
0
5.
Strongly Disagree
0
0
respondent
Question 3 45 40 35 30 25 20 15 10 5 0 Series1
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
40
10
0
0
0
Inferences: All the 50 respondents are satisfied with the above mentioned Avatar Programs. They are highly satisfied with these Programs and are ready to do any further such Training again.
TABLE 4: Are you benefitted with the Training Program? What are the benefits did you receive?
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S
Benefit
Types of Benefits Received
No. of
No.
Received
responde
(Yes/No)
nt Benefitte d/Benefit
1
Yes (50 Respondents)100%
1.1
Able to implement the Learning Procedure
50
1.2
Customer Satisfaction
45
1.3
Gain Product Knowledge, USP of Product
20
1.5
Fashion and Design Sense
5
1.6
Attending customer in an effective way
34
1.7
Leadership skills
2
1.8
Friendly nature towards customers
19
1.9
Self Development:- Self Belief, Proper Body Language, 8 Extrovert behavior, Self Confidence, Personality Development, Discipline, Values.
1.10
System knowledge, Departmental knowledge
6
1.11
Operational Process
7
1.12
Systematic working
5
1.13
Shrinkage control
10
1.14
business knowledge
2
1.15
Growth oriented, Sales knowledge
15
1.16
Dealing with customers, understood customer
25
psychology 1.17
Team Management
4
1.18
Freight in-out Knowledge
4
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Inferences: All the 50 Respondents are benefitted from the Avatar Training Program. The Benefits they received are listed in the above table. After analyzing the Questionnaire of 50 respondents, I inferred that almost 70% of respondents learned how to deal with customers and satisfy their needs. 60% of respondents received product knowledge which really helped them in their job. The Team Leaders (TL) benefitted from Training in managing their Team Members effectively. The respondents who have attended Gurukul training have learned Self development and how to develop their own Personality. They have become Growth oriented; Confident and they have a Self – Belief in them.
Table 5: Did you find any of the Avatar Programs not necessary/useful to you? Why? S No.
PARTICULARS
NO. OF
PERCENTAGE
RESPONDENT 1.
Yes
0
0
2.
No
50
100
Question 5 0%
Yes No
100%
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Inference: All the 50 respondents found all the Avatar Training Programs very useful and necessary for their job performance and Skill Development.
Table 6: Did the Avatar Training Program help you in your Job? S NO.
PARTICULARS
NO. OF
PERCENTAGE
RESPONDENT 1.
Strongly Agree
48
96
2.
Agree
2
4
3.
Neutral
0
0
4.
Disagree
0
0
5.
Strongly Disagree
0
0
Question 6 60
Respondent
50 40 30 20 10 0 Series1
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
48
2
0
0
0
Inferences: The Avatar Training program helped all the 50 respondents in their job. The trainings are very effective and taught a lot about their work which can be performed in their job.
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Table 7: Was the Trainer able to provide you sufficient information for your learning? S NO.
PARTICULARS
NO. OF
PERCENTAGE
RESPONDENT 1.
Strongly Agree
44
88
2.
Agree
6
12
3.
Neutral
0
0
4.
Disagree
0
0
5.
Strongly Disagree
0
0
Respondent
Question 7 50 45 40 35 30 25 20 15 10 5 0
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
44
6
0
0
0
Series1
Inferences: All the 50 Respondents said that the Trainer provided sufficient information for the learning. They were very friendly and cooperative during the Training Program and provided enough knowledge for the learning and working of the job to be performed. They said the trainer focused on every individual during the training session and cleared all their doubts with proper examples and real life cases.
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Table 8: According to you, Time duration given for a training period should be: S NO.
PARTICULARS
NO. OF
PERCENTAGE
RESPONDENT 1.
2-3 hours
0
0
2.
6-8 hours
0
0
3.
1-2 days
4
8
4.
2-3 days
38
76
*5.
7 days
8
16
Question 8 40 35 Respondent
30 25 20 15 10
5 0
Series1
2-3hrs
6-8hrs
1-2days
2-3days
7days
0
0
4
38
8
Inferences: 76% of the respondents said that the Avatar training period should be 2-3days. Rest 8% of the respondents said that 1-2 days training is enough for them.
*NOTE: In the above table (Table: 8), around 16% of the respondents said that they want 7 days training for the Avatar Training Program because 2-3 days is not sufficient especially for the Gurukul Program. They said Gurukul Program of 3 days is not sufficient for them so such program should be held for at most 7 days.
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Table 9: Do you need any more Training Program to be organized for you? S NO.
PARTICULARS
NO. OF
PERCENTAGE
RESPONDENT 1.
Yes
49
98
2.
No
1
2
3.
Can’t Say
0
0
Question 9 2% 0%
yes no cant say 98%
Inference: 98% of the respondents need more training to be organized for them. The respondents need more training to perform well in their job. Rest 2 % of the Respondents said there is no need of training for them, they have learned enough.
Table 10: Please suggest any more Training would you like to have from the Avatar training Program?
S No.
Avatar Training Needed
No. of 45 | P a g e
Respondent Need each Training New Product Knowledge Gurukul Fashion Techniques Display Techniques Spoken English Customer Satisfaction People Mgmt Other Departmental Knowledge Inventory and Shrinkage Mgmt Data Analysis Team Mgmt SOP Retail Excellence Self Development Customer Resolution Brand Knowledge
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
21 18 15 12 9 6 5 4 4 2 2 1 1 1 1 1
Brand Knowledge Team Mgmt Self Development Customer 1% Resolution 1% Retail 2% 1% Inventory Excellence SOP Data and 1% 1% Analysis Shrinkage 2% Mgmt Other 4% Departmental New Product Knowledge Knowledge 4% 20% People Mgmt 5%
Question 10
Customer Satisfaction 6%
Gurukul 17%
Spoken English 9% Fashion Techniques 15% Display Techniques 12%
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Inferences: The Respondents need 16 Avatar Training program to be organized for them. 48% of the respondents need Training on New Product Knowledge and Gurukul. 5-10% of the respondents need training on Customer Satisfaction, Inventory and Shrinkage Management, Design Techniques of Apparels, Gurukul, Selling Techniques and Other Departmental Knowledge. Some of the respondents even need training on Retail Excellence, People management, Team Management, Spoken English, Customer Resolution, Brand Knowledge, etc. The retail excellence training should not only explain about the topic but should also tell about the method as how to deal with it and ways to perform Excellency in retail.
Table 11: What are the Unnati Programs you have attended till date? S No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
Unnati Programs
7x7 SAP FAB 52 Store Basics and Customer service Warehouse Inward-Outward CSD SOP Cashiering HST PBP Selling Skill Sampradan Safety measures Sale page level Special Task force Sanchayen MOP
No. of respondent done each training 19 19 18 9 7 6 5 5 5 5 2 2 1 1 1 1 1
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PBP (5) 5% Store Basics and Sanchayen (1) 1% Customer service (9) 8%
Question 11 MOP (1) SOP (5) 1% 5%
Special Task force (1) 1% 7x7 (19) 18%
SAP (19) 18% FAB 52 (18) 17% Sale page level (1) 1% CSD (6) HST(5) Warehouse 6% Inward5% Outward (7) Safety measures (1) 7% 1%
Selling Skill (2) 2% Cashiering(5) 5% Sampradan (2) 2%
Inferences: The respondents have attended total 17 Unnati Programs till date. Almost 50% of the respondents have attended in store SAP training, 7x7 and FAB 52. 7-15 % of the respondents have attended Store Basics and Customer Service, Warehouse Inward-Outward training, Cashiering, CSD, HST and SOP Training. Only few of the respondents have attended Sampradan, Sale page level, Sanchayen and MOP training in store.
Table 12: Are you satisfied with the above mentioned Unnati Programs? S NO.
PARTICULARS
NO. OF
PERCENTAGE
RESPONDENT
48 | P a g e
1.
Strongly Agree
35
70
2.
Agree
13
26
3.
Neutral
0
0
4.
Disagree
2
4
5.
Strongly Disagree
0
0
Question 12 40 35 Respondent
30 25 20 15 10 5
0 Series1
Strongly Agree
Agree
35
13
Neutral
Disagree
Strongly Disagree
2
0
Inference: 48 respondents are satisfied with the Unnati Programs held in store. They regularly attend such training programs during their working days. Only 4% of the respondents are not satisfied with the Unnati programs. One of the reasons for the dissatisfaction is because they are the new recruits and have spent only a year in the company. So they have attended very less training programs.
Table 13: Are you benefitted with the Training Program? What are the benefits did you receive? S
Benefit
Types of Benefits Received
No. of
49 | P a g e
No.
Received
respondents
(Yes/No)
benefitted
Yes (42 Resp.)-
1
84%, No (8 Resp.)-16%. 1.1
Product Knowledge
45
1.2
Customer Guidance and Handling
40
1.3
System Knowledge
30
1.4
Selling Skill
30
1.5
Able to Reach Targets (Sales Growth)
17
1.6
Learned Consumer Behaviour
16
1.7
Able to fulfill the demand of customers
15
1.8
Able to control shrinkage and Damage
15
1.9
Maintenance of products
12
1.10
Inventory Control, Stock (Mis-match) Handling
8
1.11
Self Confidence
8
1.12
Managerial Skill
4
1.13
CSD, Creating alternative for customer
3
1.14
INF
2
Inferences: 42 Respondents are benefitted from the Unnati Training Program wherein rest is not benefitted. The Benefits they received are listed in the above table. After analyzing the Questionnaire of 50 respondents, I inferred that almost 80% of the respondents have gained great Product Knowledge and Brand Knowledge after attending 7x7 and FAB 52 training. Most of them also learned Selling skill to influence the customer to purchase quality products. Some of them have been able to reach their targets i.e., Sales Growth. Then respondents who have done Warehouse Inward-outward training have learned to control Damage and Shrinkage. They are also capable of handling Stock Mis-match. 50 | P a g e
NOTE: 8 respondents were not provided enough information during Unnati Training Program.
Table 14: Did you find any of the Unnati Programs not necessary/useful to you? Why? S No.
PARTICULARS
NO. OF
PERCENTAGE
RESPONDENT 1.
Yes
0
0
2.
No
50
100
Question 14 0%
Yes No
100%
Inferences: All the 50 respondents found all the Unnati Training Programs very useful and necessary for their job performance.
Table 15: Did the Unnati Training Program help you in your Job?
51 | P a g e
S NO.
PARTICULARS
NO. OF
PERCENTAGE
RESPONDENT 1.
Strongly Agree
39
78
2.
Agree
8
16
3.
Neutral
3
6
4.
Disagree
0
0
5.
Strongly Disagree
0
0
Respondent
Question 15 45 40 35 30 25 20 15 10 5 0 Series1
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
39
8
3
0
0
Inferences: 94% of the respondents said that the Unnati program really helped them in performing their job effectively.
Table 16: Was the Trainer able to provide you sufficient information for your learning? S NO.
PARTICULARS
NO. OF
PERCENTAGE
52 | P a g e
RESPONDENT 1.
Strongly Agree
46
92
2.
Agree
4
8
3.
Neutral
0
0
4.
Disagree
0
0
5.
Strongly Disagree
0
0
Respondent
Question 16 50 45 40 35 30 25 20 15 10 5 0
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
46
4
0
0
0
Series1
Inferences: All the 50 Respondents said that the Trainer provided sufficient information for the learning. They were very friendly and cooperative during the Training Program and provided enough knowledge for the learning and working of the job to be performed. They said the trainer focused on every individual during the training session and cleared all their doubts with proper examples and real life cases.
Table 17: According to you, Time duration given for a training period should be:
53 | P a g e
S NO.
PARTICULARS
NO. OF
PERCENTAGE
RESPONDENT 1.
2-3 hours
44
88
2.
6-8 hours
6
12
3.
1-2 days
0
0
4.
2-3 days
0
0
Respondent
Question 17 50 45 40 35 30 25 20 15 10 5 0 Series1
2-3hrs
6-8hrs
1-2days
2-3days
44
6
0
0
Inference: 88% of the respondents said that the Unnati training period should be of 2-3 Hours as it is used to be. Only some of the respondents need changes in the existing duration of Unnati Training Programs i.e., 6-8 Hrs.
Table 18: Do you need any other In-store Training Program to be organized for you? S NO.
PARTICULARS
NO. OF
PERCENTAGE
RESPONDENT 1.
Yes
44
100
54 | P a g e
2.
No
0
0
3.
Can’t Say
0
0
Question 18 0%
Yes No Cant Say
100%
Inference: 100% of the respondents need more training to be organized for them. The respondents need more training to perform well in their job especially in the field of handling customer and SAP.
Table 19: Please suggest any more Training would you like to have from the Unnati training Program?
S No.
Unnati Training Needed
No. of Respondents/ training
1 2 3 4 5 6 7
Fashion Related Knowledge SAP Display Techniques Features of Products (USP) FB Product Knowledge Warehouse Inward-Outward SOP
21 25 9 4 2 5 7 55 | P a g e
HST STF Regular Sparsh training
8 9 10
Regular Sparsh training 7% STF HST 2% 4%
SOP 8% Warehouse Inward-Outward 6% FB Product Knowledge 2% Features of Products (USP) 5% Display Techniques 11%
3 2 6
Question 19
Fashion Related Knowledge 25%
SAP 30%
Inference: 50% of the respondents need SAP and Fashion related knowledge in store. Almost all of the employees from the Fashion and apparel department need training on Fashion Sense and Display Techniques to attract more customers by creative displaying techniques and fashion. 5-10% of respondents said that they need training on features of products to deliver it to customer to influence them. 5-6% of respondents need Warehouse training to handle the stock mis-match.
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4.2 INFERENTIAL ANALYSIS The research hypothesis of this study is as follows: H0: There is no significant relationship between the effectiveness of Training and Development and the Job Performance of the Workforce. H1: There is a significant relationship between the effectiveness of Training and Development and the Job Performance of the Workforce. The Questionnaire items for Training and Development were selected from the observation of Training Programs attended at the Zonal office and at the stores of Big Bazaar (BB) at Salt Lake and Diamond City in a two week period. Effectiveness in Training and Development (T&D) questions was designed after analyzing the feedback from the employees whereas Job performance (JP) questions were designed from the training program attended. The number of questions for Effectiveness in Training and Development (Variable 1) is 3 asked from 50 respondents. The number of questions for Job Performance (Variable 2) is 4 asked from the same 50 respondents. All the 7 Closed-ended questions were designed using 5 point Likert scale. The selected items were reasonably enough for performance of the analysis to get the best result.
RESULT: Results from questionnaire were analyzed through Microsoft Excel – Analysis ToolPak (Data Analysis). To carry out the testing of Hypothesis using Two tail T-test, I did a F-test two sample for Variance to determine if the Variances of the two phenomenon are equal or unequal.
TABLE 20 Variable 1 (JP)
Variable 2 (T&D) 57 | P a g e
4.9
3.3
1.806122449
0.214285714
Observations
50
50
df
49
49
Mean Variance
F
8.428571429
P(F<=f) one-tail
3.43296E-12
F Critical one-tail
1.607289464
Here, the Variance of JP is higher than the Variance of T&D, i.e. 1.806 > 0.214. This also implies that the Variance of JP is not equal to the Variance of T&D. Furthermore I used T-test two samples for unequal variances.
TABLE 21
Mean Variance Observations Hypothesized Mean Difference df t Stat P(T<=t) one-tail t Critical one-tail P(T<=t) two-tail t Critical two-tail
Variable 1 (JP) 4.9 1.806122449 50 0
Variable 2 (T&D) 3.3 0.214285714 50
60 7.959493411 2.87276E-11 1.670648865 5.74552E-11 2.000297804
Now, if tStat > tCritical two tail, reject the null hypothesis. This is the case, 7.9594 > 2.0002, therefore, we reject the Null hypothesis (H0). Hence, take the Alternate hypothesis (H1), i.e. There is a significant relationship between the Effectiveness in Training and Development and the Job Performance of the workforce.
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Chapter 5 5.1 CONCLUSION: Every day, Future Group brings multiple products, opportunities and services to millions of customers in India. And these services are provided by its most valuable asset-Employees. Before Delivering such multiple products and opportunities to customers, the employees must have great knowledge about it to deliver it to its customer in a most effective manner. Hence, Training and development is one of the great methods of Future Group to enhance and develop its employees for ultimate customer satisfaction, career development and productivity of the organization. Both the Avatar and Unnati Training are carried out efficiently with knowledgeable and cooperative trainers to deliver information to its employees and make them learn the true values of providing services in Retail Sector. My recommendations to the company on T&D will help the HR department to process it in an effective way. The Positive responses of the employees itself says how beautifully and effectively the Human Resource Department carries out the Training and Development Programs. With few more alteration in T&D, the Future Group employees will be the most satisfied at workplace and perform their job effectively; also there will be a growth in their career which will ultimately increase the productivity of the organization. The two months research work in this Company taught me a lot about Human Resources and its importance in each and every Organization for its productivity. Of course, the Training and Development activities have a positive impact on the performance of individuals and teams. It always helps in improved job performance.
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5.2 RECOMMENDATION As in Big Bazaar, there are lots of new Product comes in daily, so employees should get Training on New Product Knowledge in Zonal Office as well as in store itself. The employees (TM) must get training on Customer Satisfaction, Gurukul, Selling Techniques and Other Departmental Knowledge. The employees working on Apparel and Fashion Department should be given training on Style Genie for better performance in his/her job. Also, Fashion related knowledge in store should be provided to the Fashion and apparel departmental TMs. All of the employees from the Fashion and apparel department need training on Display Techniques to attract more customers by creative displaying techniques and ultimate fashion sense. Employees (TM) should get training on features (USP) of products to deliver it to customer to influence them. Warehouse training should to given to all employees to handle the Inventory mis-match in Store. SAP related training should be provided to each and every individual to maintain the Information System at the time when the designated employee in the system is on leave/sick. The Duration of the Training session for Prarambh, Gurukul and Retail Excellence should be extended to more than 3 days or at most 7 days including store visit for the comparative analysis between BB and its competitors. The retail excellence training should not only brief about it but should also explain the methods to deal with it and ways to perform Excellency in retail. Also, the Retail Excellence (RE) Training which is of One day Training should be extended to at least Two days to learn in a descriptive way and to clear the doubts related to RE the very next day of training as it is a new topic of learning for the Team Leaders (TL). The trainers should teach the employees about better handling of customer with the help of real life Case Studies and relevant examples. Brand related information should be provided to the Band 1 employees in store to describe the comparison between different brands. 60 | P a g e
REFERENCES Aguinis. H, Kraiger. K, Benefits of Training and Development for Individual and Teams, Organizations, and Society. Annual Review of Psychology, 2009, Vol 1, 451-460. Ahmad, S., Schroeder, R.G., 2003. The impact of human resource management practices on operational performance. Journal of Operational Management 21, pg 19-43. Argon. M I B, Jimenez. D J, Valle R S. Training and Performance: The Mediating role of organizational learning. Business Research Quarterly (2014) 17, 161-165 Aswathappa (2001), Human Resource and Personnel Management, Tata McGraw Hill Publishing Co. Ltd. Farook. M, Khan. M A. Impact of Training and Feedback on Employee Performance. Far East Journal of Psychology and Business, 2011, Vol. 5 No. 1, Pg 23-31. Hayden. R: Training & Development: A Better way: Volume 52, Issue 4, Pg 2-3. Kober. M, Behavioural Changes through Training-An Exploratory Research, Goteborgs University, 2013, pg. 7-10. Laird. D, Approaches to Training and Development, Third Edition, Basic Books, 2003. Making performance work effectively: - Philip Tom: McGraw Hill Book Company: England: 1983. Mamoria. S, Rao. V.S, Personnel Management, 6th edition. Noe. R A.Trainees attribute and Attitude: Neglected influences on Training Effectiveness, Academy of Management Review, 1986, Vol 11, No. 4, Pg 736-737. Research Methodology Methods and Techniques: Kothari C. R.: Willey Easter: New Delhi. ―T.V.Rao (2006), Readings in Human Resource Development‖, Oxford&IBH Publishing co.pvt.ltd. Websites: futuregroup.in (Sparsh), futurebytes.in, Google Scholar, Slideshare.in. (31st june, 2014).
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APPENDIX QUESTIONNAIRE for FEEDBACK of EMPLOYEES on TRAINING & DEVELOPMENT PROGRAMS
Store Name:- __________________________ Designation:- __________________________ Department:- __________________________
PART (I): AVATAR PROGRAMS1. Does your Organization identify the Training needs of the employees? Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
2. What are the Avatar Programs you have attended till date?
3. Are you satisfied with the above mentioned Avatar Programs?
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
4. Are you benefitted with the Training Program? What are the benefits did you receive? _______________________________________________________________ 5. Did you find any of the Avatar Programs not necessary/useful to you? Why? _________________________________________________________________
6. Did the Avatar Training Program help you in your Job?
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Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
7. Was the Trainer able to provide you sufficient information for your learning? Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
8. According to you, Time duration given for a training period should be:
2-3 hours
6-8 hours
1-2 days
2-3 days
9. Do you need any more Training Program to be organized for you?
Yes
Can’t Say
No
10. Please suggest any more Training would you like to have from the Avatar training Program?
_________________________________________________________________
PART (II): UNNATI PROGRAMS11. What are the Unnati Programs you have attended till date?
12. Are you satisfied with the above mentioned Unnati Programs?
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
13. Are you benefitted with the Training Program? What are the benefits did you receive? 63 | P a g e
_______________________________________________________________ 14. Did you find any of the Unnati Programs not necessary/useful to you? Why? _________________________________________________________________
15. Did the Unnati Training Program help you in your Job?
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
16. Was the Trainer able to provide you sufficient information for your learning?
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
17. According to you, Time duration given for a training period should be:
2-3 hours
6-8 hours
1-2 days
2-3 days
18. Do you need any other In-store Training Program to be organized for you?
Yes
No
Can’t Say
19. Please suggest any more Training would you like to have from the Unnati training Program?
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