Executive Summary: Idsg Govt. College, Chickmagalur

EXECUTIVE SUMMARY
"The art of putting the right man in right place is perhaps the first in the science of management, but the art of finding a satisfactory position for the discontented is the most difficult" -Talleyrand Recently words like attrition, retention and job switch is back with a bang as the Indian economy is booming. Indian job market is expected to grow in line with economic growth and double at Rs 2000 crore within 5 years (with 20 percent growth per annum). Retaining the star performers of the company is need of the day now. Aditya Birla Groups foray into the Retail sector began in 2006 with the acquisition of Trinethra, the South Indian based chain of stores. May 2007 saw Aditya Birla Retail launching its own brand of stores MORE. The stores are in 2 formats: Supermarkets and Hypermarkets. As on Dec 2011, 891 Supermarkets and 11 Hypermarkets are operational across the country. The report is on ORGANISATIONAL STUDY AND ATTRITION ANALYSIS AT ADITYA BIRLA RETAIL LIMITED, MORE, CHICKMAGALUR. This report is based on exhaustive analysis of ABRLs recruitment system, training structure and working environment followed by interviewing the ex-employees. The analysis explains that employees are satisfied about the work environment and teams they are working in. The main element behind the current attrition rate at ABRL is the low compensation they are offered and personal setback they face due to long working hours and no arrangement of commutation by company. Also there is lack of employee engagement which makes employee lose interest in their job. It has been suggested to have more employee engagement programs that would help employees to know the company policies and career development options. ABRL should take feedback from the employees about the facilities in ABRL and improve them to satisfy employees to possible level. Transport facilities should be provided for employees working in late shifts. If female employees have personal restriction about working in late shifts, they should be put in first shift. The theoretical knowledge gained in BBM course is used to analyze the current attrition of company and organize an employee engagement session at few of the MORE stores for front end employees. The employee engagement program went very well and helped to understand employees current state of mind and their outlook at ABRL.
IDSG GOVT. COLLEGE, CHICKMAGALUR.
INDUSTRIAL PROFILE
1.1 Introduction about the Retail Sector Retailing consists of the sale of goods or merchandise from a fixed location, such as a departmental stores, boutique or kiosk, or by post, in small or individual lots for direct consumption by the purchaser, Retailing may include subordinated services, such as delivery. Purchasers may be individuals or businesses. In commerce, a "retailer" buys goods or products in large quantities from manufacturers or importers, either directly or through a wholesaler, and then sells smaller quantities to the enduser. Retail establishments are often called shops or stores. Retailers are at the end of the supply chain. Manufacturing marketers see the process of retailing as a necessary part of their overall distribution strategy. The term "retailer" is also applied where a service provider services the needs of a large number of individuals, such as a public utility, like electric power. Shops may be on residential streets, shopping streets with few or no houses or in a shopping mall. Shopping streets may be for pedestrians only. Sometimes a shopping street has a partial or full roof to protect customers from precipitation. Online retailing, a type of electronic commerce used for business-to-consumer (B2C) transactions and mail order, are forms of non-shop retailing. Shopping generally refers to the act of buying products. Sometimes this is done to obtain necessities such as food and clothing; sometimes it is done as a recreational activity. Recreational shopping often involves window shopping (just looking, not buying) and browsing and does not always result in a purchase. Etymology Retail comes from the French word retailer, which refers to "cutting off, clip and divide" in terms of tailoring (1365). It first was recorded as a noun with the meaning of a "sale in small quantities" in 1433 (French). Its literal meaning for retail was to "cut off, shred, paring". Like the French, the word retail in both Dutch and German (detail Handel and Einzelhandel respectively), also refers to the sale of small quantities of items. Retail pricing The pricing technique used by most retailers is cost-plus pricing. This involves adding a markup amount (or percentage) to the retailer's cost. Another common technique is suggested retail pricing. This simply involves charging the amount suggested by the manufacturer and usually printed on the product, by the manufacturer. In Western countries, retail prices are often called psychological prices or odd prices. Often prices are fixed and displayed on signs or labels. Alternatively, when prices are not clearly
displayed, there can be price discrimination, where the sale price is dependent upon, who the customer is. For example, a customer may have to pay more if the seller determines that he or she is willing and/or able to. Another example would be the practice of discounting for youths or students. Transfer mechanism There are several ways in which consumers can receive goods from a retailer: Counter service, where goods are out of reach of buyers and must be obtained from the seller. This type of retail is common for small expensive items (e.g. jewelry) and controlled items like medicine and liquor. It was common before the 1900s in the United States and is more common in certain countries. Delivery (commerce); where goods are shipped directly to consumer's homes or workplaces. Mail order from a printed catalog was invented in 1744 and was common in the late 1800s and early 1900s. Ordering by telephone is now common, either from a catalog, newspaper, television advertisement or a local restaurant menu, for immediate service (especially for pizza delivery). Direct marketing, including telemarketing and television shopping channels, are also used to generate telephone orders. Online shopping started gaining significant market share in developed countries in the 2000s. Door-to-door sales; where the salesperson sometimes travels with the goods for sale. Self-service, where goods may be handled and examined prior to purchase, has become more common since the 1920s. Building types A market is a physical location where buyers and sellers converge. Usually this is done in town squares, sidewalks or designated streets and may involve the construction of temporary structures (market stalls). Markets are contrasted with shop or store trading, where a retailer has a permanent, dedicated building. Buildings for retail have changed considerably over time. Market halls were constructed in the middle Ages, which were essentially just covered marketplaces. The first shops in the modern sense used to deal with just one type of article and usually adjoined the producer (baker, tailor & cobbler). In the U.S. retailers often provided boardwalks in front of their stores to protect customers from the mud. In France in the 19th century, arcades were invented, which were streets of several different shops, roofed over. Counters, each dealing with a different kind of article, were invented; it was called a department store. One of the novelties of the department store was the introduction of fixed prices, making haggling unnecessary and browsing more enjoyable. This is commonly considered the birth of consumerism. In cities, these were multistory buildings which pioneered the escalator In the 1920s, the first supermarket opened in the United States, heralding in a new era of retail: self-service. Around the same time, the first shopping mall was constructed which
incorporated elements from both the arcade and the department store. A mall consists of several department stores linked by arcades, many of whose shops are owned by the same firm under different names. The design was perfected by the Austrian architect Victor Gruen All the stores rent their space from the mall owner. By mid-century, most of these were being developed as single enclosed, climate-controlled, projects in suburban areas. The mall has had a considerable impact on the retail structure and urban development in the United States. In addition to the enclosed malls, there are also strip malls, which are "outside" malls (in Britain they are called retail parks, these are often composed of one or more big-box stores or superstores. Physical shops are known as brick and mortar stores in the United States, when contrasting them with online stores. Many shops are part of a chain; a number of similar shops with the same name, selling the same products in different locations. The shops may be owned by one company or there may be a franchising company, which has franchising agreements with the shop owners. Sometimes online retailing replicates existing retail types, such as the online shops or virtual marketplaces used by Amazon.com Some shops sell second-hand goods which are called Second hand retail. In the case of a nonprofit shop, the public donates goods to the shop to be sold. In give-away shops goods can be taken for free. Another form is the pawnshops, in which goods are sold that were used as collateral for loans. There are also "consignment" shops, which are where a person can place an item in a store and if it sells, the person gives the shop owner a percentage of the sale price. The advantage of selling an item this Way is that the established shop gives the item exposure to more potential buyers. Discount stores Discount stores offer a wide range of products, although they mainly offer value goods, such as house wares, clothes, kitchen-wares, gifts and healthcare products. These are sold at , because many of them are either brand name or clearance products. Sales Techniques Behind the scenes at retail, there is another factor at work. Corporations and independent store owners alike are always trying to get the edge on their competitors. One way to do this is to hire a merchandising solutions company to design custom store displays that will attract more customers in a certain demographic. The nation's largest retailers spend millions every year on in-store marketing programs that correspond to seasonal and promotional changes. As products change, so will a retail landscape. Retailers may also use facing techniques to create the look of a perfectly-stocked store, even when it is not.
A destination store is one that customers will initiate a trip specifically to visit, sometimes over a large area. These stores are often used to "anchor" a shopping mall or plaza, generating foot traffic, which is capitalized upon by smaller retailer. 1.2 Evolution of Indian retail Industry Indian Retail Industry is standing at its point of inflexion, waiting for the boom to take place. The inception of the retail industry dates back to times where retail stores were found in the village fairs, Melas or in the weekly markets. These stores were highly unorganized. The maturity of the retail sector took place with the establishment of retail stores in the locality for convenience. With the government intervention the retail industry in India took a new shape. Outlets for Public Distribution System, Cooperative stores and Khadi stores were set up. These retail Stores demanded low investments for its establishment. 1.3 Growth of the Industry Growth of Retail Companies in India exhibits the boom in the retail industry in India over the years. The increase in the purchasing power of the Indian middle classes and the influx of the foreign investments has been encouraging in the Growth of Retail Companies in India. Growth of Retail Companies in India is still not yet in a matured stage with great potentials within this sector still to be explored. Apart from the retail company like Nilgiri's of Bangalore, most of the retail companies are sections of other industries that have stepped in the retail sector for a better business. The Growth of Retail Companies in India is most pronounced in the metro cities of India; however the smaller towns are also not lagging behind in this. The retail companies are not only targeting the four metros in India but also is considering the second graded upcoming cities like Ahmadabad, Baroda, Chandigarh, Coimbatore, Cochin, Ludhiana, Pune, Trivandrum, Simla, Gurgaon, and others. The South Indian zone have adopted the process of shopping in the supermarkets for their daily requirements and this has also been influencing other cities as well where many hypermarkets are coming up day to day.
1.4 Future of the industry: India retail industry is the largest industry in India, with an employment of around 8% and contributing to over 10% of the country's GDP. Retail industry in India is expected to rise 25% yearly being driven by strong income growth, changing lifestyles, and favorable demographic patterns.
It is expected that by 2016 modern retail industry in India will be worth US$ 175- 200 billion. India retail industry is one of the fastest growing industries with revenue expected in 2007 to amount US$ 320 billion and is increasing at a rate of 5% yearly. A further increase of 7-8% is expected in the industry of retail in India by growth in consumerism in urban areas, rising incomes, and a steep rise in rural consumption. It has further been predicted that the retailing industry in India will amount to US$ 21.5 billion by 2010 from the current size of US$ 7.5 billion. Shopping in India has witnessed a revolution with the change in the consumer buying behavior and the whole format of shopping also altering. Industry of retail in India which has become modern can be seen from the fact that there are multi- stored malls, huge shopping centers, and sprawling complexes which offer food, shopping, and entertainment all under the same roof. India retail industry is expanding itself most aggressively; as a result a great demand for real estate is being created. Indian retailers preferred means of expansion is to expand to other regions and to increase the number of their outlets in a city. It is expected that by 2010, India may have 600 new shopping centers. In the Indian retailing industry, food is the most dominating sector and is growing at a rate of 9% annually. The branded food industry is trying to enter the India retail industry and convert Indian consumers to branded food. Since at present 60% of the Indian grocery basket consists of non- branded items. India retail industry is progressing well and for this to continue retailers as well as the Indian government will have to make a combined effort.
COMPANY PROFILE
Type Industry Founded Founder Headquarter Area served Key people
:Private : Conglomerate : 1857 : Ghanshyam Das Birla : Mumbai, India : Worldwide : Kumar Mangalam Birla (Chairman) : metals, cements, textiles, chemical, agribusiness, carbon black, mining, wind power, insulator, telecommunications, financial services, information technology, retail, trading solutions : US$ 35 BILLION(2011) : 133,000(2011) : www.adityabirla.com
Product
Revenue EMPLOYEES Website
A) BACKGROUND AND INCEPTION OF THE COMPANY
Figure 1: Birla Family Tree
Aditya Birla Retail Limited is the retail arm of Aditya Birla Group, Indias first truly multinational corporation with revenues of USD 28 Billion Corporation. The Groups foray into the Retail sector began in 2006 with the acquisition of Trinethra, the south India based chain of stores, The Company ventured into food and grocery retail sector in May 2007 were Aditya Birla Retail launched its own brand of stores more. Over 50 per cent revenues flow from operations outside India Anchored by a workforce of 100,000 employees belonging to over 25 different nationalities. Subsequently Aditya Birla Retail Ltd. expanded its presence across the country under the brand "more." with 2 formats Supermarket & Hypermarket. B) NATURE OF THE BUSINESS CARRIED Supermarket: More. - Conveniently located in neighborhoods, more. Supermarkets cater to the daily, weekly and monthly shopping needs of consumers. The product offerings include a wide range of fresh fruits & vegetables, groceries, personal care, home care, general merchandise & a basic range of apparels. Currently, there are over 575 more supermarkets across the country.
Hypermarket: more. MEGASTORE - is a one-stop shopping destination for the entire family. Besides a large range of products across fruits & vegetables, groceries, FMCG products, more. MEGASTORE also has a strong emphasis on general merchandise, apparels & CDIT. Currently, twelve hypermarkets operate under the brand more. MEGASTORE in Mysore, Vadodara, Aurangabad, Indore, Mahadevpura & Old Madras Road (Old Chetan Talkies) in Bangalore, Mumbai, Hyderabad, Vashi, Rohini & Kirti Nagar in New Delhi &Nasik . Club more. - Our loyalty program currently has a strong membership base of over 1 million members. C) VISION, MISSION AND QUALITY POLICY Vision: "To consistently provide the Indian consumer complete and differentiated shopping experiences and be amongst India's Top retailers, while delivering superior returns to all stakeholders". Mission: To deliver superior value to our Customers, Shareholders, Employees and Society at large Values: Integrity - Honesty in every action. Ethical, transparent, truthful, upright, principled, respectful Commitment Deliver on the promise. Accountability, discipline, responsibility, results orientation ,self-confidence, reliability Passion Energized action. Intensity, innovation, transformational, fire in the belly, inspirational, deep sense of purpose Seamlessness Boundary less in letter and spirit. Team work, integration, involvement, openness, global, learning from the best, empowering. Speed One step ahead always. Response time, agile, accelerated, timelines, nimble, prompt, pro-active, and decisive.
Quality policy: ABRL is committed to assure our consumers of the quality of our products and services on a consistent basis. We keep our Consumers at the centre of everything we do and are committed to earn trust and recognition of ABRL as Indias premier retail organization. The above will be achieved by: 1) Ensuring that the products available at the stores meet our stringent specification, regulatory and statutory requirements through implementation of robust Quality Management System. 2) Ensuring that our Brands are systematically managed to make certain that the Finished Goods, Raw Materials, and Packaging Components supplied to us are safe and meet ABRL specifications and statutory requirements, and that our vendors and third party manufacturers are meeting ABRL specifications for the goods supplied. 3) Ensuring that at our processing sites and extended supply chain, the manufacturing practices and processes meet the highest standards of GHP & GMP at every stage and in every operation. 4) Implementing a rigorous, credible & efficient assessment, inspection, testing& certification system. 5) Ensuring that our employees are committed, competent, fully trained and are working in a seamless manner to meet consumer expectation. 6) Striving towards a well-organized consumer redressal system where consumer concerns are efficiently addressed, root cause identified, and corrective and preventive action are implemented. 7) Ensuring that every person at ABRL plays an essential role in our endeavor to make sure that our products are always of good quality and that we employ a systematic and innovative approach towards continuous improvement. Our devotion to Quality is fortified by our core values - Passionate about Consumers & Committed to Quality. ABRL is also committed to respecting our Corporate Social and Environmental responsibilities.
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D) PRODUCT/ SERVICE PROFILE At MORE, we are committed to deliver quality & value to our customers and have a range of private label brands as well as commercially branded products, offering - 100% satisfaction on the quality of the products & services offered more to hosts a range of private label brands across various categories that follow stringent quality norms, and are available in attractive prices and packaging. Our premium products give you the opportunity to enjoy the difference and quality that is equal to or better than the market's leading brands, but at competitive prices. We offer a wide range of assortment of over 4000 products, ranging from fresh food to beverages, grocery to household care products. Our range covers everything, from day-to-day essentials to traditional favourites, from delicious treats, to healthy alternatives to ensure the freshest supply of fruits and vegetables for you; we have built direct linkages with the farmers for daily supplies of farm fresh produce.
Our stores are built with a modern and comfortable ambience, air conditioned and with speedy automated cashiering to help you shop better. We also have friendly in-store policies on exchange and returns that help you shop with ease and comfort. Furthermore, to make your shopping experience more rewarding with us, we at more offer a membership program Club more which reinforces our commitment to consistently add value to your shopping experience, and also to thank you for choosing to be a part of more. As a Club more member, you are entitled to special benefits, besides the regular offers and promotions at more. Club more members will also have the benefit of receiving exclusive SMS alerts for special offers on our products and services. Currently Club more has over 1 million members enrolled for its loyalty program.
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E) AREA OF OPERATION- GLOBAL / NATIONAL / REGIONAL Globally: A metals powerhouse, with the worlds largest aluminum rolling company. No. 1 in Viscose staple fiber. Fourth largest producer of insulators. Fourth largest producer of carbon black. Eleventh largest producer of cement. Among the worlds top 15 BPO companies. Among the most energy efficient fertilizer plants.
Nationally: A premier branded garments player. Second largest player in viscose filament yarn. Second largest in chlor -alkali sector. Among the top five mobile telephone players. A leading player in insurance and Asset Management. Among the top three super-market chains in the Retail business.
Regional: Beyond Business - The Aditya Birla Group is:
Working in 3,700 villages, reaching out to 7 million people annually through the Aditya Birla Centre for Community Initiatives and Rural Development, spearheaded by Mrs. Rajashree Birla. Focusing on : health care, education, sustainable livelihood, infrastructure and espousing social causes Running 41 Schools and 18 Hospitals, Transcending the conventional barriers of business to send out a message that "We Care".
F) OWNERSHIP PATTERN
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It is a family business started by GD BIRLA and his grandson ADITYA BIRLA. Founder: Ghanshyam Das Birla Chairman: Mr. Kumar Mangalam Birla
Mr. Kumar Mangalam Birla (44) is the Chairman of the US$35 billion multinational Aditya Birla Group, which operates in 36 countries across six continents. Over 60 per cent of its revenues flow from its operations outside India. Mr. Birla chairs the Boards of the entire Group's major companies in India and globally. Among its clutch of companies globally feature Novelis, Columbian Chemicals, Aditya Birla Minerals, Aditya Birla Chemicals, Thai Carbon Black and Alexandria Carbon Black among others. In India, he chairs the Boards of Hindalco, Grasim, Aditya Birla Nuvo, UltraTech, Idea, Aditya Birla Financial Services and Aditya Birla Retail.
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G) COMPETITORS INFORMATION
1. RELIANCE FRESH
Reliance entered the F&G sector recently with its Reliance Fresh outlets foraying through the Hyderabad stores. First set of roll out included 11 stores all located in the same city. First day turnover was INR 2.2 million. The company is targeting at least 35 outlets in major cities. Expansion is planned and is in progress to cover immediately Delhi, Mumbai and nearby areas in the first phase. They are planning 70 cities and 784 urban towns and 6000 odd rural mandi towns to cover 100 million sqft of retail space backed by about 68 strong distribution network by year 2011.The company expects to get sales approximately of INR 1000 billion. 2. NILGIRIS It has pioneered the organized retail operation in the country started as early as 1905 in Bangalore. In 2004-05 it has about 140000 sqft retail space which has now gone up to 200000 sqft. They have mainly franchisees and a few company owned format outlets. They have pioneered franchisee model in India in F&G retail. 3. NAMDHARIS FRESH Namdgaris Fresh (NF) a sister concern of Namdhari Seeds Pvt. Ltd, a leading Seed company was started four years back with a vision to be the leader in Quality Fresh Produce following Integrated Pest Management Practices with eco friendly bioagents. Currently they have 13 outlets in Bangalore and 3 more in New Delhi. 4. FOODWORLD Dairy Farm International entered Indian market and took over Food World from Spencer as a route to dilute the shareholding in RPG group. It had a four city presence and 100 stores in 2005-06 as compared to the previous year 79 outlets. Dairy Farm now plans to set up bigger stores as well as large format stores .As per plan they would like to set up 500 outlets by year 2010. 5. SPENCERS RETAIL A RPG group company entered into F&G retail in 2001.In the year 2006-07 they had 68 stores in 17 cities with retail space of 582490 sq ft. They have both small (2000sqft) as well as large( 8000-15000 sq ft) format outlets selling both fresh products and durable item under one roof. Small format outlets sell fresh food, groceries, chilled and frozen foods.
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6. FOOD BAZAR Food Bazaar, the Pantaloon groups F&G chain, has in all 45 outlets across more than 20 cities and is located within the groups value retail format Big Bazaar. Food Bazaars value proposition selling below MRP helped in high stock turn over. It has launched private label brands of tea, salt, sugar, spice and processed foods. The turnover for the year 2003-04 was INR 1.5 billion which is expected to go up to INR 32.5 billion by year 2010.The company plans to have 110 outlets in 2007 and 250 outlets in 2010. They have over 10000 SKUs. 7. SPAR Spar (styled SPAR), trades from approximately 12500 stores in 34 countries worldwide and is the world's largest independent voluntary retail trading chain. Spar was founded in the Netherlands in 1932 by retailer Adriaan Van Well and now, through its affiliate organizations, operates through most European countries, parts of Africa, Asia and Australia. 8. BIG BAZAAR Big Bazaar is a chain of hypermarket in India. Currently there are 214 stores across 90 cities and towns in India covering around 16 million sq ft. of retail space. Big Bazaar is designed as an agglomeration of bazaars or Indian markets with clusters offering a wide range of merchandise including fashion and apparels, food products, general merchandise, furniture, electronics, books, fast food and leisure and entertainment sections. Big Bazaar is part of Future Group, which also owns the Central Hypermarket, Brand Factory, Pantaloons, eZONE, Hometown, futurebazaar.com 9. SAFAL Safal, Mother Dairys fruit and vegetable unit and the brand name for its chain of grocery shops operates at least 400 regular outlets selling fresh produce, processed foods, frozen vegetables and ice cream among other food products. The makeshift extension counters operate in the vicinity of bricks-and-mortar stores through a huband-spoke model, with the unsold material going back to the main outlet. 10. STAR Bazaar TATAs STAR BAZAAR has tied up with local and regional vendors for supplies and transportation of goods. The chain will focus largely on the metros; by year 2010, the chain hopes to have 20-25 stores across the country. The first store opened in Ahmedabad in 2004.
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H) INFRASTRUCTURAL FACILITIES 1. Telephone facility is available for every employee in office. 2. Usage of highly computerized techniques to help employee accomplish there working easily and accurately. 3. Hygienic pantry and cafeteria facilities available in office. 4. Good hygienic facility inside the office 5. A well arranged cabin for every employee. 6. Good parking facility 7. Elevators and generators 8. Water facility 9. Tight security measure for who enters and exits of the office. I) ACHIEVEMENT/ AWARD
Private Labels Awards 2011
ADITYA BIRLA RETAIL LTD. was conferred with two awards for 'PRIVATE LABELS' in a ceremony conducted by World Brand Congress powered by CMO Asia on 25th November 2011 at TajLands End, Mumbai
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Reid & Taylor Awards 2011
ADITYA BIRLA RETAIL LTD. was awarded the Reid & Taylor Award for Retail Excellence for "RETAIL BEST EMPLOYER OF THE YEAR" with MR. THOMAS VARGHESE being awarded the Prestigious RETAIL ICON AWARD by the Global Jury of Asia Retail Congress 2011. Retail Icon Award 2011
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Mr. Thomas Varghese, CEO - ABRL, has been presented with the prestigious "Retail Icon Award" at the Reid & Taylor Award for Retail Excellence by the Global Jury of Asia Retail Congress 2011. Most Admired Retailer in India for the Food & Grocery Segment
Mr. Thomas Varghese, CEO - ABRL, was honoured with the Coca-Cola Golden Spoon Award for being the "Most Admired Retailer in India, for the Food & Grocery Segment" , at the Images India Food Forum held in March 2010. Golden Spoon Award - Most Admired Food Retailer of the Year: Private label F&G brand
The Coca-Cola Golden Spoon Awards honours enterprise, innovation and achievement in the business of food. We join the industry captains to celebrate excellence in the food business at
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a glamorous ceremony that is every visitors delight, and the grand finale of Food Forum India. The awards are the benchmark of excellence that all food businesses aspire for, thus playing a vital role in the progress of the industry.
J) WORK FLOW MODEL (END TO END)
Figure 2: Work Flow Model
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K) FUTURE GROWTH AND PROEPECTS: Aditya Birla Retail Ltd (ABRL), the retail arm of the Aditya Birla Group, aims to be a $2.5 billion entity by 2017-18, a top company official said. We aim to become a $2.5 billion entity by 2017-18. The growth will be driven by opening new stores, launching private labels and closing unviable stores, among other initiatives, Aditya Birla Retails CEO Thomas Varghese said. In the next one-two years, our focus will be on consolidation and getting us to profitability. Our focus will be on profitability of the existing network rather than to grow the network, he said. ABRL expects revenue of Rs 1,450-1,500 crores this fiscal (FY10). It had closed FY09 at Rs 1,130 crore. We are targeting a growth of 25-30% in FY11, Varghese said. The company plans to open a dozen hypermarket stores every year at an investment of Rs 18 crore per store, spread across 55,000-75,000 sq ft. In 2010, its outlets will come up in places like Delhi (May), Hyderabad (June), Surat, Pune and Nasik, among others. Besides, ABRL plans to open 70-100 supermarket stores every year at an investment of nearly Rs 50-60 lakh per store, spread across 2,500-2,800 sqft pan-India, Varghese added. On the companys IPO plans, Varghese said, It is on our radar but not at this juncture. We are definitely open to an IPO but it will happen when we are closer to profitability. We are not thinking about it now. The company currently has 632 supermarkets and six hypermarkets under the brand MORE and MORE Megastore, respectively. The company also plans to close down unviable supermarket stores this fiscal, Varghese said.
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MCKINSEYS 7S FRAME WORK.

The 7-S Framework of McKinsey is a management model that describes 7 factors to organize a company in a holistic and effective way. Together these factors determine the way in which a corporation operates. Managers should take into account all seven of these factors, to be sure of successful implementation of a strategy, large or small. They're all interdependent, so if you fail to pay proper attention to one of them, this may affect all others as well. On top of that, the relative importance of each factor may vary over time.
Figure 3: 7S McKinsey model
Hard' variables: Strategy: plan leading to allocation of resources. Structure: organization reporting lines, geography, etc. Systems: formal and informal processes used.
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'Soft' variables: Staff: demographics of personnel. Style: behavior of managers when interacting with others. Skills: core competencies of the firm. Shared value: Core values of the company. 1. STRATEGY: The direction and scope of the company over the long term plans for the allocation of a firms scarce resources, over time, to reach identified goals. Strategy of ABRL ABRLs strategy is to provide all type of product to their customer including both private as well as other label product with standard rates and best quality. Their strategy is to provide complete different shopping opportunity to their customer with a high level of satisfaction. Create retail management success with expert employee motivation tools, customer service management tips, top leadership qualities, and the best advice from the most famous retail founders and CEOs in the world. In every level of management throughout your retail industry career, you will find the best information about successful retail management strategies that will help you obtain retail management success here 2. SYSTEMS: Formal and informal procedures that govern everyday activity, covering everything from management information systems, through to the systems at the point of contact with the customer (retail systems, call centre systems, online systems, etc). The procedures, processes and routines that characterize how the work should be done: financial systems; recruiting, promotion and performance appraisal systems; information systems. System of ABRL ABRL is a retail firm having over 586 stores all over India. All the stores are well furnished and managed with experienced employees. All the store progress is monitored and guided by the back end office. Each region has a back end office handling that region stores. All the stores are well connected with the back office with the help of different communication mode which help both the end to communicate all the information. It helps them to work efficiently. 3. STRUCTURE: The basic organization of the company, its departments, reporting lines, areas of expertise, and responsibility (and how they inter-relate).The way in which the organization's units relate to each other: centralized, functional divisions (top-down); decentralized; a matrix, a network, a holding, etc.
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Structure of ABRL
Diagram4: Organization Structure
4. SKILLS: The capabilities and competencies that exist within the company. Distinctive capabilities of personnel or of the organization as a whole are considered skills. Skills of ABRL: The ABRL follows the following skills: Communication skills: Communication skills are the ability to use language (receptive) and express (expressive) information. Communication skills are the set of skills that enables a person to convey information so that it is received and understood. Communication skills refer to the repertoire of behaviors that serve to convey information for the individual.
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Communication Skills is required by all staffs. It can be seen between sales people and customers, as they sell their products to customers. Executive staff communicates with the sales employee giving targets. Human skills: Human skills also referred to as human relation skills or interpersonal skills are ones ability to work effectively with others on a person-to-person basis and to build up cooperative group relations to achieve specified objectives. These skills can be seen in the organization, for maintaining good rapport with the employees. Problem-solving skills: Problem-solving skills include the ability to recognize and define problems, invent and implement solutions, and track and evaluate results. Creative thinking not only requires the ability to understand problem-solving techniques, but also to transcend logical and sequential thinking, making the leap to innovation. Unresolved problems create dysfunctional relationships in the workplace. Ultimately, they become impediments to flexibility and in dealing with strategic change in an open-ended and creative way. These skills can be seen while handling customer grievances. Hard skills: Hard skills are the technical skills required by the sales people in order to explain about the product to customers. Sales people should know their products before interacting with customers. 5. SHARED VALUES: The values and beliefs of the company. Ultimately they guide employees towards 'valued' behavior (Also called super ordinate Goals). The interconnecting center of McKinsey's model is Shared Values. ABRL stands for and believes in central beliefs and attitudes. Shared values in ABRL: Integrity Honesty in every action Ethical, transparent, truthful, upright, principled, respectful Commitment Deliver on the promise Accountability, discipline, responsibility, results orientation self confidence, reliability Passion Energized action Intensity, innovation, transformational, fire in the belly, Inspirational, deep sense of purpose Seamlessness Boundary less in letter and spirit Team work, integration, involvement, openness, global, learning from the best, empowering 24
Speed One step ahead always Response time, agile, accelerated, timelines, nimble, prompt, pro-active, decisive 6. STAFF: Staffs are personnel categories within the organization, such as engineers, sales persons, etc. Unlike traditional organizations, new leading organizations put more emphasis on hiring the best staff. They provide their staff with rigorous training and monitoring support, and give incentive for their staff to achieve professional excellence. This forms the basis of these organizations strategy and competitive advantage over their competitors. Staffs are the most essential elements of any company and especially for an advertising and media company. In Wipro InfoTech they have staffs comprising of billable and non-billable staff. Since staffs of every company become its backbone. Its necessary to consider as one of the important element. Staff of ABRL ABRL is an organization with Team of 12000 +employeesall over Karnataka. Front end 9046+ Back end - 2063 + 7. STYLE: Style is the way in which key managers behave in achieving organizational goals, that is the management style. It includes the dominant values, beliefs and norms which develop over time and become relatively enduring features of the organizational life. Style of ABRL Some branches of the same company may apply autocratic kind of leadership initiatives or democratic styles. So, style is an important component of the 7S Model. Leadership style is the manner and approach of providing direction, implementing plans, and motivating people. The three major styles of leadership are: Authoritarian or autocratic Participative or democratic Delegated or Free Reign
Although good leaders use all three styles, with one of them normally dominant, bad leaders tend to stick with one style.
Authoritarian (autocratic): This style is used when leaders tell their employees what they want done and how they want it accomplished, without getting the advice of their followers.
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Some of the appropriate conditions to use it are when you have all the information to solve the problem, you are short on time, and your employees are well motivated. Some people tend to think of this style as a vehicle for yelling, using demeaning language, and leading by threats and abusing their power. This is not the authoritarian style, rather it is an abusive, unprofessional style called bossing people around. It has no place in a leader's repertoire. The authoritarian style should normally only be used on rare occasions. If you have the time and want to gain more commitment and motivation from your employees, then you should use the participative style. Participative (democratic): This style involves the leader including one or more employees in the decision making process (determining what to do and how to do it). However, the leader maintains the final decision making authority. Using this style is not a sign of weakness; rather it is a sign of strength that your employees will respect. This is normally used when you have part of the information, and your employees have other parts. Note that a leader is not expected to know everything this is why you employ knowledgeable and skillful employees. Using this style is of mutual benefit it allows them to become part of the team and allows you to make better decisions. Smart retail uses participative leadership style. Delegated (free reign): In this style, the leader allows the employees to make the decisions. However, the leader is still responsible for the decisions that are made. This is used when employees are able to analyze the situation and determine what needs to be done and how to do it. You cannot do everything! You must set priorities and delegate certain tasks. This is not a style to use so that you can blame others when things go wrong, rather this is a style to be used when you fully trust and confidence in the people below you. Do not be afraid to use it, however, use it wisely!
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SWOT ANALYSIS
Factors Internal to Organization
Strengths
Weakness
Factors External to Organization
Opportunities
Threats
Figure 5: Swot analysis
DESCRIPTION: A SWOT analysis generates information that is helpful in matching an organization or groups goals, programs, and capacities to the social environment in which it operates. Factors internal to the firm usually can be classified as strengths (S) or weaknesses (W), and those external to the firm can be classified as opportunities (O) or threats (T). It is an instrument within strategic planning. When combined with dialogue it is a participatory process SWOT: Internal Factors Strengths Positive tangible and intangible attributes are internal to an organization. They are within the organizations control. Weakness Factors that are within an organizations control that detracts from its ability to attain the core goal. Which areas might the organization improve?
SWOT: External Factors

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Opportunities External attractive factors, that represents the reason for an organization to exist and develop. What opportunities exist in the environment, which will propel the organization? Identify them by their time frames Threats External factors, beyond an organizations control, which could place the organization mission or operation at risk. The organization may benefit by having contingency plans to address them if they should occur. Classify them by their seriousness and probability of occurrence.
STRENGTHS
WEAKNESS Policy related issues: Lack of industry status for retail. Numerous licences, permits and registration requirement farmer and retailer unfriendly APMC act. Limited consumer insight: Lack of detailed region specific customer data. Less data on spending pattern. Inadequate human resources: Lack of trained personnel at all level. Stringent employment and industry laws. Fragment approach to human resource. Underdeveloped supply chain: Underdeveloped logistics infrastructure. Absence of national cold chain networks. Lack of national distribution networks and hubs. Lack of adequate utilities. Lack of basic infrastructure like power, transport and communication creates difficulty in sustaining retail operations across the large geographical spread of the country.
Demographic favour Rising disposable income Increase in number of people in earner category. Urbanization Shopping convenience Low labour cost of skilled ones. Changing customer habits. Plastic card revolution. Greater availability of quality retail space
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OPPORTUNITIES Potential for investment. Location advantage. Sectors with high growth potential. Fastest growing formats. Rural retail. Retail franchising. E-retailing.
THREATS
Political issues. Social issues. Inflation. Competitors. Poor inventory turns and stock availability measures
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LEARNING EXPERIENCE
According to Peter Drucker, the Management Guru, management theories are not merely pen paper concepts but a blend of both theory and practices. It is very essential for a management student to gain more practical knowledge along with the theoretical understanding. Before getting exposed to the real corporate world as a professional, students may not get a chance to know how an organization works practically. As a part of curriculum if students get an opportunity to enter into different organizations, they can learn more about the various practices, work culture, management style, etc. and its relation to the management theories that they have learnt in class. The in-plant training program at Aditya Birla Retail Limited was very helpful to know the corporate culture that exists in company. By analyzing the whole structure of the company it is possible to know how theoretical concepts explained in the management books have a lively practical existence. The staff of Aditya Birla Retail Limited is open minded especially those who are in higher level. I found each and every staff to be cooperative and encouraging in helping me to get hands on experience about their work culture. As per the guidance given by my external guide he suggested to collect information with my own efforts and encouraged me to involve in various activities to get an exposure about their process, workflow and culture in Aditya Birla retail Limited. I worked with many different teams to understand their working. I learnt about their training structure and recruitment process for front staff. I closely observed their working and worked myself on recruitment sorting the mails from naukri.com, scheduling the interview, taking written tests and then sending them to HR for interview to get firsthand experience. Discussing the questionnaire with external and internal guide gave me more insight into my topic of research. I conducted activities for front end employees for encouragement, employee engagement and motivation.
INTRODUCTION
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1. GENERAL INTRODUCTION
1.1HUMAN RESOURCE MANAGEMENT: AN OVERVIEW According to D. Yoder and others It is the phase of management which deals with the effective control and use of manpower as distinguished from other sources of power. The management of human resource is viewed as a system in which participants seek to attain both individual and group goals. Its objective is to understand what has happened and is happening and to be prepared for what will happen in the area of the working relationships between the managers and the managed. HRM may be defined as the organized function of planning for human resource need and recruitment, selection, development, compensation and evaluation of performances to fill those needs. The HRM process is an ongoing function that aims to keep the organization supplied with the right person, in the right position, in the right time. The HRM process includes 5 basic activities: 1. Human resource planning. 2. Staffing. 3. Training and development. 4. Performance appraisal. 5. Compensation. 1.2 DEFINITION: ATTRTION Attrition is defined as the" reduction in the number of employees through retirement, resignation or death". Attrition, also known as employee churn, employee turnover, or employee defection, it is an Industrial term used to describe loss of employees or Man power. Attrition is pretty high in the industry these days. Attrition is a universal phenomenon and no industry is devoid of it, attrition rate in the retail industry is found to be 20.2%. Deficiencies like inability to influence employee perception of growth; not aligning employees to roles based on their individual talent, inflexibility in leadership styles, are causing conflicts at a
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very intrinsic level, resulting in knowledge employees choosing the proverbial easy way out.
1.3 BACKGROUND OF THE TOPIC

In the best of worlds, employees would love their jobs, like their co-workers, work hard for their employers, get paid well for their work, have ample chances for advancement, and flexible schedules so they could attend to personal or family needs when necessary. But then there's the real world. And in the real world, employees, do leave, either because they want more money, hate the working conditions, hate their co-workers, want a change, or because their spouse gets a dream job in another state. The high percentage of females in the workforce (constituting 30-35 percent of the total), adds to the high attrition rate. Most women leave their job either after marriage or because of social pressures caused by irregular working hours in the industry. All this translates into huge losses for the company, which invests a lot of money in training them. Many experts are of believe that all these challenges can turn out to be a real dampener in the growth of this industry. This only raises the responsibility of "finding the right candidate" and building a "conductive work environment", which will be beneficial for the organization. This study can help the management to know where the company is lagging behind and helps to improve its internal environment. The project throws light through valuable suggestion to decrease attrition level in the organization. This study can help the management to find the weaker parts of the employee feels towards the organization and also helps in converting those weaker part in to stronger by providing the optimum suggestions or solutions.
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TITLE OF THE STUDY
ATTRITION ANALYSIS AT ADITYA BIRLA RETAIL LIMITED BANGALORE 2. STATEMENT OF THE PROBLEM The current high attrition rate is increasing work load of HR department of any company to recruit employee more often and find strategies to retain them. Losing your old employees also affects productivity of company as training new employees takes time and their efficiency is lesser in beginning days of their work. This projects aim is to find the attrition reason and list out possible suggestion for ABRL. Currently ABRL is spending significant amount of resources of training and recruitment due to higher attrition rate of 30% approximately. 3. OBJECTIVES OF THE STUDY The first step in any research is deciding what we want to learn. The objectives of the project determine whom we will survey and what we will ask them. If our goals are unclear, the results will probably be unclear. Objectives are the keys to help proceed forward in any research. Primary objective To assess the key reasons why attrition occurs, since the attrition rate showed an increasing rate in the previous years. Secondary objective To identify whether the attrition is due to external or internal factor. To analysis the dissatisfaction level of employees in the organization. To study the needs of employee in the organization. To study about the needs and requirement of the company. To provide the corrective measure to the organization.
3.1 SCOPE OF THE STUDY The study is being done in the Aditya Birla Retail Limited, Bangalore The study covers all aspect of attrition and also the need of human resource development It is to check the reason for attrition Recommendation to reduce attrition rate
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4. RESEARCH METHODOLOGY A systematized study requires proper planning and implementation of the same. So, the research design includes an outline of the study, which was conducted at Aditya Birla Retail Limited, Bangalore. The design of the study contains information stating the problem, objective of the study, scope of the study, research methodology, tools and technique of data collection and limitation of the study. 4.1 SOURCE Study was done based on the data collected from both primary and secondary sources. The primary source of data collection is taking feedback from employees, through observation, consultation etc. Secondary data collection is usually browsing the existing data to find data required for subject study. 4.1.1 Primary Data: Primary data are the data that are collected directly, in other words the data collected for the first time. It may be through personal interview, questionnaire or observations etc Primary data for this project was collected with the use of questionnaire and telephonic interview with the company employees. 4.1.2 Secondary Data: Data is gathered from the books, annual report, and internet and company website, referring several books and previous project reports, referring company brochures and Journals. 4.2 RESEARCH DESIGN A research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose. The research design is the conceptual structure within which research is conducted; it constitutes the blueprint for the collection, measurement and analysis of data. The design includes an outline of what the researcher will do, from writing the hypothesis and its operational implications to the final analysis of data. Research designs can be broadly classified into three types, they are: 1. Exploratory research design 2. Descriptive research design 3. Casual research Design opted- Descriptive research design: This is a descriptive study that aims at studying the reason for attrition at Aditya Birla retail limited.
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4.3 SAMPLING METHOD All items in any field of inquiry constitute a universe or population. A complete enumeration of all items in the population is known as a census inquiry. When the field of inquiry is large, this method becomes difficult to adopt because of the resources involved. At times, this method is practically beyond the reach of ordinary researchers. Many a time it is not possible to examine every item in the population, and sometimes it is possible to obtain sufficiently accurate results by studying only a part of total population. In such cases there is no utility of census surveys. However the respondents selected should be as representative of the total population as possible in order to produce a miniature cross- section. The selected respondents constitute what is technically called a sample and the selection process is called sampling technique. The survey so conducted is known as sample survey. 4.3.1 SAMPLE DESIGN It includes questions on attrition. The question asked during the interactions is framed in such a way that it is easier for employees to answer. It does not affect their personnel values or affect the organizations image. It only calls for honest opinions. 4.4 RESEARCH MEASURING TOOL/ INSTRUMENT For the analysis of collected data the following measuring tool is used. Questionnaire Telephonic interview 4.5 THE FOLLOWING SAMPLING PARAMETERS WERE USED The respondents are employees of the ABRL. One of the units in which an aggregate is divided or regarded as divided for the purpose of sampling. Each unit is being regarded as individual and invisible when the selection is made. The definition of the unit may be made on some natural basis. The term sample unit is sometimes used in synonymous sense. 4.5.1SAMPLE UNIT: Front end employees of Aditya Birla Retail Limited. Telephonic interview was held with the help of questionnaire 4.5.2 SAMPLE SIZE: The sample size taken up for the study was 120 respondents. Call was made to all, out of which 50 employees responded to the standards. Respondents include the employees of all Karnataka more store.
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4.5.3 SAMPLE TECHNIQUES Random sampling has been adopted for the study 4.5.4 PLACE OF STUDY: Aditya Birla Retail Limited, Bangalore, Karnataka, India. 4.5.5 PERIOD OF STUDY: 6 weeks 4.6 STATISTICAL TOOLS USED FOR DATA ANALYSIS Statistical tools were used to analyze the data and to obtain the conclusion with minimum scope for error. The tools used in this research study are: Percentage analysis- A percentage is the top part of a fraction whose bottom part is 100. Percentage is a way of expressing numbers as fraction of 100 and is often denoted using the percent sign %. Column charts have been used for data interpretation. Pie charts have been used for data interpretation.
4.7 SOFTWARE USED FOR DATA ANALYSIS The software used for data analysis and representation was 1. Microsoft word 2. Microsoft excel 5. LIMITATIONS OF THE STUDY 1. The study is restricted only to Aditya Birla retail limited, Bangalore 2. The duration of the project was 10weeks which was another constraint. 3. Analysis of data collected through questionnaire is done on the assumption that the respondents have given correct information. 4. Limited time given by the candidates for conversation. 5. Respondents tried to avoid answering few questions in the questionnaire. 6. All the data given by the respondents are through telephone and may not be true. 7. Few respondents were unclear with the questions due to lack of interest. 8. There was some sought of language barrier as some of the respondents was from different states. 9. All the employees were not involved in filling the questionnaire. 10. Mindset of employee may vary depending upon their age, gender, income etc. 11. People mind set about the survey was an obstacle in acquiring complete information & positive interaction. 12. Respondents were very busy in their schedule. So it was very time taking process.
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DATA ANALYSIS AND INTREPRETATIONS
TABLE 6.1: Table showing the recruitment sources
SOURCES Walk in Reference Portal Agency/ consultancy Others (specify) TOTAL (Source: Primary Data)
NO OF RESPONDENTS 17 33 0 0 0 50
PERCENTAGE 34 66 0 0 0 100
GRAPH 6.1: Recruitment sources
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Percentage of response
70 60 50 40 30 20 10 0 Walk in 34
66
0 Reference Portal
0 Agency/ consultancy
0 Others (specify)
Recruitment Sources
Analysis: Out of the 50 respondents, 17 people came tough walk in for job and 33 people came through reference Inference: Most of the people come in company through reference and few through walk-ins i.e; through advertisement or directly coming to company. Non came through portal or consultancy
Table 6.2 : Table showing awareness of job description
AWARENESS
NO OF RESPONDENTS
PERCENTAGE
Yes
40
80
No
10
20
TOTAL
50
100 38
(Source: Primary Data) GRAPH 6.2: Awareness of job description
AWARENESS OF JD
NO 20%
YES 80%
Analysis: Out of the 50 respondents, 80% employees were aware about the job description and 20% employees were not aware of it. Inference: Majority of respondents were aware of job description Table 6.3: Table showing primary reasons for choosing ABRL
REASONS Monetary requirements
NO OF RESPONDENTS 26 2
PERCENTAGE 52
04
Career growth 42 Reputation of company 21 02 Location 01 0 Others(specify) 0
39
100 TOTAL (Source: Primary Data) 50
GRAPH 6.3: Primary reasons for choosing ABRL
60
52 42
50 40 30 20 10 0 Monetary requirements Career growth 4
Reputation of company
Location
Others(specify)
Primary reasonforchoosing ABRL Analysis: Out of the 50 respondents, 52% respondent joined ABRL for compensation, 4% respondent joined ABRL for career growth, 42% respondent joined ABRL for reputation of company, and 2% respondent joined ABRL due to location
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Inference: Majority of the respondent joined the company as they were in the need of job. Some respondents joined due to the name of the company, very few respondent joined for career growth and only one joined due to the location.
Table 6.4: Table showing best thing about ABRL
OPINION
NO OF RESPONDENTS
PERCENTAGE 0
Compensation
0 10
Career development
05 70
Work environment
35 08
Timely pay
04 12
Others(specify)
06 100
TOTAL
50
41
(Source: Primary Data)
GRAPH 6.4: Best thing about ABRL
70 70
60 50 40 30 20 10 0 Compensation Career development Work environment Timely pay Others(specify) 0 10 8 12
Best thing about ABRL
Analysis: Out of the 50 respondents, 10% respondent found that the career growth program was best at ABRL, 70% respondent found that the work environment was best at ABRL, 8% respondent found that timely pay was best at ABRL, 12% respondent found other things apart from above mention point were best at ABRL
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Inference: Majority of respondents felt that the work environment was best in the organization. Very few felt that the career development program was good and a few felt that timely pay was good. Others felt that things apart from above mention were good at ABRL.
Table 6.5: Table showing employees satisfaction level regarding the job
RESPONSE Yes
NO OF RESPONDENTS 46
PERCENTAGE 92
No TOTAL (Source: Primary Data)
04 50
08 100
GRAPH 6.5: Employees satisfaction level about the job
JOB SATISFACTION
No 8%
Yes 92%
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Analysis: Out of the 50 respondents, 92% respondent were satisfied with the job and 8 % respondent were not satisfied with their job Inference: Majority of respondent were happy with the work they use to do at ABRL. Only few respondents were not satisfied due to different reasons.
TABLE 6.6: Table showing support by team member and superior
RESPONSE Yes No TOTAL (Source: Primary Data)
NO OF RESPONDENTS 48 02 50
PERCENTAGE 96 04 100
GRAPH 6.6: Support by team member and superior
SUPPORT FROM TEAM MEMBER AND SUPERIOR

NO 4%
YES 96%
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Analysis: Out of the 50 respondents, 96% respondent had team support, 4% did not feel that they had support from their team member Inference Majority of the respondents had support from their team member and only few of them felt that they did not get the support from team member. TABLE 6.7: Table showing store managers support to perform effectively
GRAPH 6.7: Store managers support to perform effectively
MANAGER SUPPORT
NO 6%
YES 94%
Analysis:
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Out of the 50 respondents, 94%he support from respondent had support from their manager and 6% respondent did not have the support from their manager Inference: Majority had got support from their managers.
TABLE 6.8: Table showing store facility
RESPONSE
NO OF RESPONDENTS
PERCENTAGE
Very good
05
10
Good
39
78
Average
04
08
Bad
02
04
Very bad
TOTAL (Source: Primary Data)
50
100
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GRAPH 6.8: Store Facility
78
80 70 60 50 40 30 20 10 0 Very good Good Average Store Facility Bad Very bad
10
Analysis: Out of the 50 respondents, 10% of respondent found the facilities at stores very good, 78% of respondent felt facilities are good enough at work place, 8% of respondent told that facilities are average, 4% of respondent gave feedback about facilities as bad and none of the respondent felt that facilities are very bad at work place. Inference Majority of respondents said that the facility at their store was good, 5 respondents said it was very good at their store, 4 respondent said that it was average and 2 felt it was bad at their store.
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TABLE 6.9: Table showing overall work environment
RESPONSE
NO OF RESPONDENTS
PERCENTAGE
Very good
02
04
Good
43
86
Average
05
10
Bad
Very bad
50
100
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GRAPH 6.9: Overall work environment
90 80
86
70 60 50 40 30 20 10 0 Very good Good Average Over work environment Bad Very bad
10
4 0 0
Analysis: Out of the 50 respondents, 4% respondents said very for over all work environments, 86% respondents said well for over all work environments, 10% respondents felt it was average and none of them felt that the work environment was bad. Inference: Majority of respondents felt that the overall work environment was good. Only few respondents felt it was very good and other respondents felt it was average
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TABLE 6.10: Table showing work environment as the main reason for leaving the company
GRAPH 6.10: Work environment as the main reason for leaving the company
WORK ENVIRONMENT AS THE MAIN REASON FOR LEAVING ABRL

YES 0%
NO 100%
Analysis: Out of the 50 respondents, 100% respondents said that work environment was not at all the reason for leaving ABRL. Inference: All felt that work environment was good and was not the reason for leaving the ABRL.
TABLE 6.11: Table showing travelling as the main reason to leave the job
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GRAPH 6.11: Travelling as the main reason to leave the job
TRAVELLING AS MAIN REASON FOR LEAVING ABRL

YES 12%
NO 88%
Analysis: Out of the 50 respondents, 88% respondents said no to travel as the reason for leaving ABRL, 12% respondents said it was the reason for leaving ABRL Inference: Majority of the respondents said that traveling was not the reason for leaving ABRL and only few respondents left because of travelling.
TABLE 6.12: Table showing higher education as the main reason to leave ABRL
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GRAPH 6.12: Higher education as the main reason to leave ABRL
EDUCATION AS MAIN REASON FOR LEAVING ABRL

YES 20%
NO 80%
Analysis: Out of the 50 respondents, 20% respondent said yes to education as the reason for leaving ABRL and 80% respondents said no to it. Inference: Majority of respondents said that they did not leave due to education. Only few respondents said that it was the reason for leaving.
TABLE 6.13: Table showing personal problem was the main reason to leave ABRL
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GRAPH 6.13: Personal problem was the main reason to leave ABRL
PESONAL REASON FOR LEAVING ABRL

YES NO
44% 56%
Analysis: Out of the 50 respondents, 44% respondents said yes to the personal problem as a reason to leave ABRL and 56% respondents said no to it. Inference: Majority of respondents did not leave due to personal problem. Less than half respondents left because of personal problem
TABLE 6.14: Table showing different personal problem
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OPTIONS
NO OF RESPONDENTS
PERCENTAGE
Marriage
04
08
Maternity
01
02
Problem in family
05
10
Others
12
24
Not applicable
28
56
50
100
GRAPH 6.14: Different personal problem
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30% 25% % of response 20% 15% 10%
28%
12% 5% 1%
MARRIAGE MATERNITY PROBLEM IN FAMILY Personal problem OTHERS NOT APPLICABLE
4%
5% 0%
Analysis: Out of the 50 respondents, 8% left due to marriage, 2% left due to maternity, 10% left due to problem in family, 24% left due to other reasons and 56% respondent does not come in this category Inference: Majority of respondents did not leave job due to personal problems and the respondents who left due to personal problem had issues such as marriage, long working hour,and other commitments at home.
TABLE 6.15: Table showing awareness of companys career development program
RESPONSE
NO OF RESPONDENTS
PERCENTAGE
55
Yes No TOTAL (Source: Primary Data)
42 7 50
84 14 100
GRAPH 6.15: awareness of companys career development program
AWARE ABOUT CAREER DEVELOPMENT PROGRAM

NO 13%
YES 87%
Analysis: Out of the 50 respondents, 84% respondents were aware of the program and 14% respondents were not aware of it. Inference: Majority of respondents said that they were aware of the program and only few were not.
TABLE 6.16: Table showing usefulness of career program
RESPONSE
NO OF RESPONDENTS
PERCENTAGE
56
Yes No TOTAL (Source: Primary Data)
39 11 50
78 22 100
GRAPH 6.16: Was career program useful
REWARD PROGRAM UESFUL FOR CAREER

NO 22%
YES 78%
Analysis: Out of the 50 respondents, 78% respondents said yes and 22% respondents said no Inference Majority of respondents said that it was useful to them and rest said it was not.
TABLE 6.17: Table showing compensation as the main reason to leave ABRL
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GRAPH 6.17: Compensation as the main reason to leave ABRL
COMPANSATION AS MAIN REASON FOR LEAVING
NO 46%
YES 54%
Analysis: Out of the 50 respondents, 54% said to compensation as the reason for leaving and 44% said no to it Inference: Majority of respondents said that they left due to salary
TABLE 6.18: Table showing type of industry joined after resigning from ABRL
58
OPTIONS
NO OF RESPONDENTS
PERCENTAGE
SUPERMARKET(RETAIL)
15
30
HYPERMARKET(REATIL)
01
02
TELECOM
00
00
OTHERS
11
22
NOT APPLICABLE
23
46
50
100
GRAPH 6.18: Type of industry joined after ABRL
59
25 20 No of response 15 15 11 10 5 1 0 supermarket hypermarket telecom others 0
23
not applicable
Tpye of industry joined afterABRL
Analysis: Out of the 50 respondents, 30% respondents work in supermarket, 2% respondents work in hypermarket, 0 % respondents work in telecom and 22 % respondents work in other industry
Inference: Majority of employees left ABRL to join other similar industries like supermarket, hypermarket and telecom. Rest all left due to other personal commitments.
TABLE 6.19: Table showing type of job/designation currently handling after resignation from ABRL
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JOB TITLE
NOOF RESPONDENTS
PERCENTAGE
PROMOTER
01
02
DEO/CSA
03
06
CASHIER
02
04
SUPERVISIOR
08
16
NOT APPLICABLE
23
46
OTHERS
13
26
50
100
GRAPH 6.19: Type of job/designation currently handling
61
25 20 No of response 15 10 5 1 0 promoter DEO/CSA cashier supervisior 3 8
23
13
not applicable
others
new job title
Analysis: Out of the 50 respondents, 2% or respondent work as promoter, 6% or respondent work as DEO/CSA, 4% or respondent work as cashier,16% or respondent work as supervisor and 26% or respondent work on other post Inference: Most of the employees joined other companies at same designation but hike in their salary.
TABLE 6.20: Table showing salary/CTC of new job
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SALARY RANGE
NO OF RESPONDENT
PERCENTAGE
Rs.4000 to 6000
08
16
Rs.6000 to 8000
06
12
Rs. 8000 to 10000
07
14
Rs. 10000 to 12000
02
04
Rs. 12000 & above
04
08
NOT APPLICABLE
23
46
total (Source: Primary Data)
50
100
GRAPH 6.20: Salary/CTC of new job
63
50 40 30 20 10 0 Rs.4000 to 6000 Rs.6000 to 8000 Rs. 8000 to 10000 Rs. 10000 to 12000 16 12 14 4 8
46
Rs. 12000 & NOT above APPLICABLE
Emploee salary
Analysis: Out of the 50 respondents, 16% getting salary between Rs 4000 to 6000, 12% getting salary between Rs 6000 to 8000, 14% getting salary between Rs 8000 to 10000, 4% getting salary between Rs 10000 to 12000 and 8% getting salary between Rs 12000 & above
Inference: Employees have got significant hike in their salary by switching their job. Most of them have been shifted to next salary bracket in their new job.
TABLE 6.21: Table showing awareness about the various rewards and recognition program at ABRL
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GRAPH 6.21: Awareness about the various rewards and recognition program at ABRL
AWARENESS ABOUT REWADS

NO 18%
YES 82%
Analysis: Out of the 50 respondents, 82% respondents said yes and 18% respondents said no Inference: Majority of them were aware of the program and only few were not
TABLE 6.22: Knowledge about the reward program through different ways
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SOURCES Email to store
NO OF RESPONDENTS 15
PERCENTAGE 30
Team address
Telecom
Store manager
35
70
Others(specify)
50
100
GRAPH 6.22: Knowledge about the reward program through different ways
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70 70 Percentage of response 60 50 40 30 20 10 0 Email to store Team address Telecom Store manager Others(specify) Sources to know about rewards program 0 0 0 30
Analysis: Out of the 50 respondents, 30% got to know about it through email at store and 70% got to know through their manager Inference Majority of respondents got to know about rewards through their store manager.
TABLE 6.23: Table showing employee satisfaction regarding the rewards and recognition program
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GRAPH 6.23: employee satisfaction regarding the rewards and recognition program
HAPPY WITH REWADS ANS RECOGNITION

NO 24%
YES 76%
Analysis: Out of the 50 respondents, 76% said yes and 24% said no to it Inference Majority of them were happy with the rewards and only few were not.
TABLE 6.24: Table showing employee consent for re-employment
RESPONSE
NO OF RESPONDENTS
PERCENTAGE
68
Yes No May be TOTAL (Source: Primary Data)
27 10 13 50
54 20 26 100
GRAPH 5.24: Employee consent for re-employment
54 60 Percentage of response 50 40 30 20 10 0 Yes No Will you join again ABRL May be 20 26
Analysis: Out of the 50 respondents, 54% said yes, 20% said no to it and 26% said may be Inference: Majority of them said they will join if the things improve for what they left such as salary, traveling, etc. 10 respondents said they will not join and 13 respondents said they may or may not join ABRL.
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FINDINGS
1. The working environment at ABRL was found average with some challenges faced by employees. 2. Employees were aware about the rewards and career program but did not have complete knowledge of it due to which they didnt make use of it properly. There were less employee engagement programs and motivational sessions. 3. Employees had full support from their managers who helped them learn their work quickly and groomed their personality. 4. 80% of employees in ABRL are aware of job description while joining but most of them are not well versed about company policies, hence they are frustrated when they come to know about non suitable policies later in their employment period like some amount of their salary going towards long term savings which is not readily available to them. 5. 52 % of employees mostly join ABRL due monetary requirements. 6. 54% of employees leave job due to low compensation. They felt that what they use to get was not sufficient in a city like Bangalore. They switched their jobs when they got better salary for similar job mostly in same industry. 7. Few employees left due to their higher education. Employees studying part time were frustrated due to long unplanned working hours which triggered them to leave job. 8. 44% employee left due to personal commitments like marriage, health of parents or their own, travelling etc. Female employee were bothered about travelling late night after working late evening for which they were not compensated. 9. There was no transportation arranged for employees which led to lot of discomfort especially to female employees. Employees leaving after last shift at 10PM did feel insecure travelling back home using own transport arrangements. 10. Due to no surveillance cameras installed at store there were thefts and company recovered the loss from employees salary. 11. Employees felt that unplanned extended working hours was affecting their personal life for which they were not compensated.
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12. There was mismanagement at store due to store opening time being rigid but receiving goods from distribution channel varied due to which many times goods arrangement at store happened with customer being shopping at same time which created lot of chaos and made working efficiently for employees. 13. During my visit to MORE stores I found that few are not having good pantry area, employees feel uncomfortable to eat in small stock rooms. 14. There was lot of wastage of goods at store due to rats which was intimated to middle management by front employees but no action was taken. Neither the goods were sent back to DC on time nor this was escalated to higher management. 15. Higher management did not have much insight into the current condition of MOREs working; it did not take effort to find the actual status by walking through some of the stores. Middle management did not escalate many of ongoing issues which resulted in loss and closing down of stores.
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RECOMMENDATIONS
The attrition handling strategies at ABRL is in improvement process and it is facing some challenges due to increase in competition and need of employees. Some of the improvements that are suggested are: 1. There is lack of motivation in employees and awareness about various employee benefit plans. Hence it is suggested to conduct more employee engagement programs where employees can be educated about the benefits they can avail from company policies. These programs should motivate them and provide some leisure time to come out from there hectic monotonous job. There should be feedback form to understand current level of employee satisfaction and improvement possible. 2. Employees are not aware of the company policies very well which leads to dissatisfaction when they come to know about them later like deduction of PF from salary or recovery of losses/theft in store. Employees should be made aware of all policies, benefits and rewards system while there joining through induction session. 3. As most of the candidates are in financial crisis and keen on taking up job quickly they miss to understand the job description. They should be made aware of job description, company policies, facilities available and salary breakup clearly to avoid later grumble by employees. They should be educated about career growth options in ABRL to retain them longer. Employees just cant keep working as customer service associate (CSAs) for very long time at same salary, they need to educated about their career growth option to retain them like helping them get loan to study further or making them understand the promotion cycle. Most of the employee doesnt know after how many years or on what criterion they might get promotion which leads to frustration and they quit. 4. Employees quickly join ABRL kind of industries due to personal financial crisis but later they feel de-motivated and see no career growth so they want to take up higher education. Employees should be helped to get loan for higher education, may be loan from ABRL with some bond abiding them to stay for certain period of time in ABRL. This way the employee and ABRL both will be benefitted.
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5. There should be transport arrangement made for employee working in late shifts so that they feel secure while going back home. If female employees have personal restriction about working in late shifts, there should be efforts to put them in first shift. 6. There should be installation of camera in stores which will help audit employees working style. Employees problems can be sorted out easily after having clear picture of scenario from video clips captured using cameras. Employees can be guided on customer handling techniques better after observing their style of working. And the biggest issue of theft which makes employees extremely unhappy when recovery is done from their salary can be easily sorted out. Some employees do get tempted and steal items whenever there is possible opportunity, surveillance camera will help to avoid those. 7. There should be solutions found to overcome extended working hours issue. Employees should be instructed to come on time and should be left to leave work on time. Making them work extra hours without compensation make them highly frustrated. 8. There should be some solution implemented to avoid chaos which happens during receiving goods from DC and arranging them in store. Either change store time or change goods receiving time or keep extra employees to handle that. 9. During my visit to MORE stores I found that some stores are having good facilities but some are not having good pantry. All the stores should follow same standards and have good facilities. These small things make employee feel that company treat them well. 10. There is lot of wastage due to rat attacking goods in store which is not taken care. Middle manager should do floor walks and take quick actions. Good should be sent to DC at the earliest and actions should be taken care to have rat free clean store. 11. Higher management is not aware of current status of MORE stores. Higher management should get into stores to check the status when attrition is high and company is at loss. Middle management should also not keep recurring problems to themselves and should escalate or take corrective actions at the earliest.
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12. There should be modification in recruitment tests conducted. There should be aptitude/attitude test to understand candidates expectation and competency so that stable employees can be hired. 13. There should be compulsory exit interview conducted for employees leaving the organization so that there can be attrition analysis done easily.
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CONCLUSION
Attrition is major problem of companies these days due to plenty of jobs available, need of employees, insufficient facilities at company etc. Company spend lot of money to hire new employees, train them and get them adjusted in work to get optimal productivity hence keeping attrition low is very essential for company for smooth operations and excellent profits. Organizations are now considering attrition handling as important task and doing their best to retain employees. Attrition is handled by companies throughtaking feedback from employees to know their concerns periodically, they are made aware of their possible career path, employee referral programs are implemented to hire employees, reward system to encourage employees, higher management does floor walk or address company employee to make them feel they are important and assets to company. The study and the analysis of data helped me in understanding the retention strategies of the company and the employees expectation. ABRL has good facilities and employee benefit plans but employees are not adequately made aware of them. Employees need to be motivated by making them aware of benefits they can have at ABRL and possible career growth options available to them. There should be proper training given to employees and constant communication with them to make them smart employees who could deliver the best at worst condition, who are service oriented rather than money minded. Recruitment system should be enhanced to judge candidates attitude and aptitude to judge them better and choose the best out of the rest. This study throws light on understanding the organizational work culture, efforts to retain employees and the practicality in implementing each strategy. Retention strategy is essential for the company but the way they are implemented should always meet expectation of employees. Employees have to be made aware of all the facilities and benefits they can avail. Most importantly there should be communication to make employees felt that they are assets to company and there is growth for them in company.
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ANNEXURES
PERSONAL DETAILS: Designation Name Gender Educational Qualification Previous Years) Experience : : : Male : PUC : Fresher (In above 8 Female Graduate Less than 1 Post graduate 1 to 3 Other 4 to 7
Date of leaving
1. Vacancy in ABRL was known to you through Walk in Reference Portal Agency/consultancy Other(specify)
2. Were you aware of Job Description/ nature of Job before coming for the Interview? a) Yes
b) No
3. What were your primary reasons for choosing our organization? Career Growth Compensation Reputation of Location Company
Company Culture
4. What best did you find about ABRL? Compensation Work time Work Timely environment payout
Incentive
Career Other development (specify)
5. When working, were you satisfied with the job?

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a) Yes
b) No
6. In store, did you have team support/did store team helped you in settle and perform duties effectively? a) Yes b) No 7. Do you think your store manager support you enough to perform effectively? a) Yes b) No 8. How was the facility in store such as locker, rest room, drinking water, tea-coffee etc? Very good Good Average Bad Very bad
9. How was the overall work environment? / rate the overall work environment? Very good Good Average Bad Very bad
10. Was work environment was the main reason for leaving the company? a) Yes b) No 11. What was the distance from your home to store? (In km) a) 0-3 b) 4-7 c) 8-11 d) 12-15
e)16- more
12. What was the difficulty in travelling? a) Bus was not b) Too many c) Travelling frequent bus to change is expensive
d) Will not get bus in early morning/ late night
e) Other (please specify)
13. Was travelling, the main reason to leave the job? a) Yes b) No 14. Was higher education, the main reason to leave the organization? a) Yes b) No 15. Did you leave due to personal problem? a) Yes b) No
16. If yes what was the personal problem you had? a) Marriage b) Maternity c) Husband/father transfer d) Health e) Other
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17. Were you aware of companys career development program? a) Yes 18. Did you find it useful for your career? a) Yes 19. If no, what need to be added to it? a) b) c) d) 20. Why could not you take advantage of career development program? a) b) c) d) 21. Was compensation, the main reason to leave? a) Yes 22. If yes, type of industry you joined? Supermarket (Retail) Hypermarket (Retail) BPO Telecom Other(specify) b) No b) No b) No
23. Type of job/designation currently you are handling? /Offered to you? a) Promoter b)DEO C) Cashier d) Supervisor e) Others
24. Salary/CTC offered to you? Rs. 4,000 Rs. 5,000 Rs. 6,000 Rs. 7,000 Rs. 8,000 Rs. 9,000 Rs. 10,000 to 5,000 to 6,000 to 7,000 to 8,000 to 9,000 to 10,000 & above
25. Are you aware of the various rewards and recognition programs in ABRL?
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a) Yes
b) No
26. How did you come to know of these programs ABRL? Email to store Team address TM/CM by Telecom Store manager Other(specify)
27. Were you happy with these rewards and recognition program in ABRL? a) Yes b) No
28. Your views on the monetary benefits/prize money given as rewards in ABRL? Attractive motivating and Not so attractive Average and motivating Needs to relooked at be Other (specify)
29. Why rewards and recognition program failed to motivate you to continue in company? a) b) c) d)
30. If given an opportunity, will you join again? a) Yes b) No
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Executive Summary: Idsg Govt. College, Chickmagalur

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Executive Summary: Idsg Govt. College, Chickmagalur

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EXECUTIVE SUMMARY

IDSG GOVT. COLLEGE, CHICKMAGALUR.

IDSG GOVT. COLLEGE, CHICKMAGALUR.

IDSG GOVT. COLLEGE, CHICKMAGALUR.

Type Industry Founded Founder Headquarter Area served Key people

Revenue EMPLOYEES Website

IDSG GOVT. COLLEGE, CHICKMAGALUR.

A) BACKGROUND AND INCEPTION OF THE COMPANY

Figure 1: Birla Family Tree

IDSG GOVT. COLLEGE, CHICKMAGALUR.

IDSG GOVT. COLLEGE, CHICKMAGALUR.

IDSG GOVT. COLLEGE, CHICKMAGALUR.

IDSG GOVT. COLLEGE, CHICKMAGALUR.

Regional: Beyond Business - The Aditya Birla Group is:

IDSG GOVT. COLLEGE, CHICKMAGALUR.

IDSG GOVT. COLLEGE, CHICKMAGALUR.

IDSG GOVT. COLLEGE, CHICKMAGALUR.

Private Labels Awards 2011

Reid & Taylor Awards 2011

IDSG GOVT. COLLEGE, CHICKMAGALUR.

J) WORK FLOW MODEL (END TO END)

Figure 2: Work Flow Model

IDSG GOVT. COLLEGE, CHICKMAGALUR.

IDSG GOVT. COLLEGE, CHICKMAGALUR.

MCKINSEYS 7S FRAME WORK.

Figure 3: 7S McKinsey model

IDSG GOVT. COLLEGE, CHICKMAGALUR.

IDSG GOVT. COLLEGE, CHICKMAGALUR.

Diagram4: Organization Structure

IDSG GOVT. COLLEGE, CHICKMAGALUR.

IDSG GOVT. COLLEGE, CHICKMAGALUR.

IDSG GOVT. COLLEGE, CHICKMAGALUR.

IDSG GOVT. COLLEGE, CHICKMAGALUR.

Factors Internal to Organization

Factors External to Organization

Figure 5: Swot analysis

SWOT: External Factors

IDSG GOVT. COLLEGE, CHICKMAGALUR.

IDSG GOVT. COLLEGE, CHICKMAGALUR.

IDSG GOVT. COLLEGE, CHICKMAGALUR.

1.3 BACKGROUND OF THE TOPIC

IDSG GOVT. COLLEGE, CHICKMAGALUR.

TITLE OF THE STUDY

IDSG GOVT. COLLEGE, CHICKMAGALUR.

IDSG GOVT. COLLEGE, CHICKMAGALUR.

IDSG GOVT. COLLEGE, CHICKMAGALUR.

IDSG GOVT. COLLEGE, CHICKMAGALUR.

DATA ANALYSIS AND INTREPRETATIONS

TABLE 6.1: Table showing the recruitment sources

GRAPH 6.1: Recruitment sources

IDSG GOVT. COLLEGE, CHICKMAGALUR.

Table 6.2 : Table showing awareness of job description

(Source: Primary Data) GRAPH 6.2: Awareness of job description

REASONS Monetary requirements

Career growth 42 Reputation of company 21 02 Location 01 0 Others(specify) 0

IDSG GOVT. COLLEGE, CHICKMAGALUR.

100 TOTAL (Source: Primary Data) 50

GRAPH 6.3: Primary reasons for choosing ABRL

50 40 30 20 10 0 Monetary requirements Career growth 4

Table 6.4: Table showing best thing about ABRL

IDSG GOVT. COLLEGE, CHICKMAGALUR.

(Source: Primary Data)

GRAPH 6.4: Best thing about ABRL