Finally, last but certainly not the least, I acknowledge my deep gratitude to all the person concerned.

Ekta Dohrey

DECLARATION
I hereby declare that the project report entitled TRAINING AND DEVELOPMENT OF EMPLOYEES AT PANTALOON RETAIL (INDIA) LTD. is an authentic work done by me. The project was undertaken as a part of the course curriculum of Mater of Business Administration (HR) to BUNDELKHAND

INSTITUTE OF ENGINEERING & TECHNOLOGY, JHANSI. This has not been submitted to any other examination body earlier.

EKTA DOHREY ROLL NO.: 1004370019

TABLE OF CONTENT
CONTENT
1. INTRODUCTION Industry background Consumerism Introduction of Indian retail king

PAGE NO.

2. COMPANY PROFILE 3. HUMAN RESOURCE OF THE COMPNY 4. TRAINING AND DEVELOPMENT Approach of training and development Objective Types 5. TRAINING AND DEVELOPMENT IN COMPANY 6. RESEARCH METHODOLOGY 7. ANALYSIS AND FINDINGS 8. RECOMMENDATIONS 9. CONCLUSION 10. APPENDIX 11. BIBLIOGRAPHY

INTRODUCTION
INDUSTRY BACKGROUND

India, like Britain, is a nation of shopkeepers. With over 12 million retail outlets, India probably has the highest density of retail outlets in the world, with one for approximately every 90 persons; little wonder that the country is the ninth-largest retail market in the world, with estimated annual retail sales of around USD215 billion in 2005 (Rs 960,000 crore). At the same time, the share of organised trade in this enormous market is currently very small. It is estimated at just USD8 billion (Rs 35,000 crore) in 2005, up from USD6.25 billion (Rs 28,000 crore) in 2004. This accounts for less than 4 per cent of the total retail trade in the country

AN UNDERDEVELOPED RETAIL MARKET

Organised trade in India is very underdeveloped when compared with other emerging markets in Asia, Latin America and Eastern Europe. The Indian and Chinese markets are comparable in many aspects:

Both countries are not homogeneous. They comprise many markets within a single country, with significantly varying cultures and customer preferences across regions. There is a significant rural population in both countries, which has much lower purchasing power compared to the urban population. Both countries are geographically very large and unevenly developed, adding a significant distribution and logistics dimension to the retail trade. Consumers in both countries are highly value conscious. Between 1996 and 2003, the organised retail market in China more than doubled. We estimate that the Indian retail market is today at the same inflection point as China was in the mid-1990s. Consequently, considering a similar per capita GDP and roughly similar rates of economic growth, the Indian organised retail market has the potential for exponential growth over the next decade.

CONSUMERISM: THE NEW WAVE

Growing consumerism would be a key driver for organised retail in India. Several demographic indicators show favourable trends for the growth of organised trade: Rapid income growth: consumers have a greater ability to spend. Increasing urbanization: larger urban populations that value

convenience, coupled with the higher propensity of the urban consumer to spend. Growing young population: growth of the post-liberalization maturing population, with the attitude and willingness to spend. Spend now vs. save earlier: consumers are willing to borrow for present consumption.

THE SIZE OF THE OPPURTUNITY

Research done by the Tata Strategic Management Group (TSMG)

indicates that over the next 10 years, the total retail market in India is likely to grow at a compounded annual growth rate (CAGR) of 5.5 per cent (at constant prices) to USD374 billion (Rs 16,77,000 crore) in 2015. The organised retail market is expected to grow much faster, at a CAGR of 21.8 per cent to USD55 billion (Rs 246,000 crore) in the same time frame, garnering around 15 per cent of overall retail sales. Based on our projections, the top five organised retail categories by 2015 would be food, grocery and general merchandise; apparel; durables; food service; and home improvement. (Table 1) Organised retail market in India (Rs crore)

Retailers inspired by the Wal-Mart story of growth in small town America are tempted to focus on smaller towns and villages in India. However, a careful analysis of the town strata-wise population, population growth, migration trends and consumer spend analysis reveals a very different picture for India. As per our estimates, the share of the 35 towns with a present population of greater than 1 million in India's total population would grow much faster than their smaller counterparts, from 10.2 per cent today to reach 14.4 per cent by 2025. Simultaneously, the share of these towns in the overall retail market would grow from 21 per cent today to 40 per cent by 2025. Within these top 35 towns, an estimated 70 to 80 per cent of retail trade could be in the organised sector. This is similar to the experience in China, where in cities like Shanghai and Beijing, the organised sector accounts for 70 to 80 per cent of overall retail trade in certain categories. Retailers should therefore focus on the top 37

towns in the next decade, as the opportunity in smaller towns and rural India would be smaller and more fragmented, compared to the larger towns. Organised retail market in India

There are a few key trends that one observes in international markets

TREND1: CONVINENCE STORES AND HYPERMARKETS ARE GAINING PROMINENCE These are driven by a consumer need for convenience and lower prices / higher value in mass categories, while the big box category killer stores are gaining importance in the specialty retail categories.

While supermarkets may emerge at the initial stages of retail market development, in the long term they are unable to match the consumer value proposition of convenience stores and hypermarkets.

TREND2: PRIVATE LABEL BRANDS BECOME IMPORTANT Private labels today account for 17 per cent of global retail sales, with the highest share of 23 per cent in Europe and the lowest share of 4 per cent in Asia. M+M Planet Retail data shows that private label penetration varies from 25 per cent to 95 per cent among some of the largest retailers in the world. Growing acceptance among consumers, increasing price competition, the need for differentiation among retailers and the ability to offer higher margins are the key factors contributing to the growth of private labels. Private labels provide the retailer an ability to offer a significant price advantage to consumers, their prices being 16 to 32 per cent lower than manufacturers' brands.

IMPLICATIONS OF INDIAN RETAILER

Global trends have important implications for Indian retailers. The Indian consumer is very value conscious; willing to spend money in most cases, but constantly cost conscious, evaluating every rupee spent. It is therefore imperative for retailers to offer a price advantage through sourcing and operational efficiency, as well as a strong private label programme to attract customers. Existing and new entrants need to achieve scale quickly to drive efficiencies in procurement, supply chain and marketing. Else, they risk being marginalised by larger players. Real estate and human resources will be the critical drivers to build scale. While there are a few hundred malls under various stages of development across the country at present, retailers will also need to think out of the box to ensure the availability of real estate. This may include acquiring and developing the real estate themselves, rather than wait for mall development. Given the rising demand for retail real estate, retailers will need to take a long-term view on rentals and look at alternative options like ownership or very long leases. Retailers that invest in training will be able to ensure the availability of quality manpower in a rapidly growing market.

In conclusion, the retail market in India offers an opportunity for a large player to build a Rs 40,000-crore retail business spanning multiple categories by 2015 (at current prices). Compared to this, the revenue of the largest Indian retailer, Pantaloon, grossed only Rs 1,085 crore in 2005. Little wonder that large domestic business houses and international retailers have expressed a keen interest to enter the retail sector in India. To capitalise on the opportunity, however, players need to be aggressive in outlook and build scale quickly.

INTRODUCTION OF INDIAN RETAIL KING

MEET INDIA'S KING OF RETAIL MR. KISHORE BIYANI Unlike most people, Kishore Biyani makes no bones about his simplicity. He's the man you're most likely to ignore at the Pantaloon or Big Bazaar store, as he stands in a corner observing the way you shop. But make no mistake; what he may lack in sartorial style, he more than makes up through his observation powers.

You'll never catch him in a tie and jacket. He isn't a stickler for large cars, and has just graduated from driving a Honda City to a Honda Accord, though he's just as content driving around in a junior manager's Maruti 800. He is a strict vegetarian, and is currently off cheese and fried foods, but will otherwise eat anything that is green. Pantaloon's Kishore Biyani has become India's largest retailer, but still has several aces up his John Miller shirtsleeves. In India's chaotic markets, Kishore Biyani is the unchallenged king of retail. He has the knack of catching rivals off-guard and striking where it hurts most. Biyani's victory isn't unexpected. India's own Sam Walton (the legendary promoter of Walmart) is quick to seize any advantage. Which is why the denim manufacturer who quit the trade because "it wasn't creative enough" commands over 1.3 million sq ft of retail space. But even size hasn't made a difference to Biyani's vaulting ambitions and he's on an even faster trajectory of growth. He's booked over 4.5

million sq ft of space across the country, and will utilise 3 million sq ft by this year's end in 23 Indian cities. He will invest over Rs 200 crore (Rs 2 billion) to make this dream a reality. Says R S Roy, editorial director of the magazine Retail, which tracks the industry closely: "Mall developers have him in mind before they start constructing. His presence ensures footfalls and a premium for the mall." Two years ago, no one took Kishore Biyani seriously. His company, Pantaloon Retail, was seen as a one-man show. Biyani himself was regarded as unpredictable, and not a long-term bet. Today, he is the biggest retailer in India. In two years, Kishore Biyani has bounced back to become India's largest retailer.

MILESTONES TO SUCCESS:
1987 - Company incorporated as Manz Wear Private Limited. Launch of Pantaloons trouser, Indias first formal trouser brand. 1991 - Launch of BARE, the Indian jeans brand. 1992 - Initial public offer (IPO) was made in the month of May. 1994-The Pantaloon Shoppe exclusive menswear store in franchisee format launched across the nation. The company starts the distribution of branded garments through multi-brand retail outlets across the nation. 1995 - John Miller Formal shirt brand launched. 1997 - Pantaloons Indias family store launched in Kolkata. 2001 - Big Bazaar, Is se sasta aur accha kahi nahin - Indias first hypermarket chain launched. 2002 - Food Bazaar, the supermarket chain is launched. 2004 - Central Shop, Eat, Celebrate in the Heart of Our City Indias first seamless mall is launched in Bangalore. 2005 Fashion Station the popular fashion chain is launched ALL a little larger exclusive stores for plus-size individuals is launched.

 2006 - Future Capital Holdings, the companys financial arm launches real estate funds Kshitij and Horizon and private equity fund Indivision. Plans forays into insurance and consumer credit. Multiple retail formats including Collection I, Furniture Bazaar, Shoe Factory, EZone. 2007- Pantaloon Retail wins the International Retailer of the Year award at US-based National Retail Federation convention in New York, and Emerging Retailer of the Year award at the World Retail Congress held in Barcelona. 2008- the big bazaar crosses the 100-store mark, marking one of the fastest expansion of the hypermarket format anywhere in the world. 2009- Pantaloon Retail celebrates its first Shopping Festival across all retail formats in key Indian cities

COMPANY PROFILE
Pantaloon Retail (India) Limited, is Indias leading retailer that operates multiple retail formats in both the value and lifestyle segment of the Indian consumer marker. Headquartered in Mumbai (Bombay), the company operates over 5 million square feet of retail space, has over 350 stores across 40 cities in India and employs over 18,000 people. The companys leading formats 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 and Central, a chain of seamless destination malls. Some of its other formats include, Depot, Shoe Factory, Brand Factory, Blue Sky, Fashion Station, aLL, Top 10, mBazaar and Star and Sitara. 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, Collection i.e. selling home furniture products and E-Zone focused on catering to the consumer electronics segment. Pantaloon Retail is the flagship company of Future Group, a business group catering to the entire Indian consumption space.

FUTURE GROUP:
Future Group is Indias leading business group that caters to the entire Indian consumption space. Led by Mr. Kishore Biyani, the Future Group operates through six verticals: operates through six verticals: Retail, Capital, Brands, Space, Media and Logistics.

Apart from Pantaloon Retail, the groups presence in the retail space is complemented by group companies, Indus League Clothing, which owns leading apparel brands like Indigo Nation, Scullers and Urban Yoga, and Galaxy Entertainment Limited that operates Bowling Co, Sports Bar, F123 and Brew Bar. The groups joint venture partners include French retailer ETAM group, US-based stationary products retailer, Staples and UK-based Lee Cooper. Group Company, Planet Retail, owns and operates the franchisee of international brands like Marks & Spencer, Next, Debenhams and Guess in India. The groups Indian joint venture partners include, Manipal Healthcare, Talwalkars, Blue Foods and Liberty Shoes. Future Capital Holdings, the groups financial arm, focuses on asset management and consumer credit. It manages assets worth over $1 billion that are being invested in developing retail real estate and consumer-related brands and hotels. The group has launched a consumer credit and financial supermarket format, Future Money and

soon plans to offer insurance products through a joint venture with Italian insurance major, Generali. The group is currently developing over 50 malls and consumption centers across the country and has formed a joint venture company focusing on mall management with Singapore-based CapitaLand, one of Asias largest property companies .

Future Groups vision is to, deliver Everything, Everywhere, Every time to Every Indian Consumer in the most profitable manner. The group considers Indian-ness as a core value and its corporate credo is - Rewrite rules, Retain values.

Companys vision:
Future Group shall deliver Everything, Everywhere, Everytime for Every Indian. Consumer in the most profitable manner.

Companys Mission:

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.

Core value:

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.

With a focus on todays youth, Pantaloons offers trendy and hip fashion that defines their hopes and aspirations. Our stores reflect our ideology: Fresh Feeling, Fresh Attitude, Fresh Fashion. We offer fresh collections that are visually stimulating thanks to appealing interiors and attractive product display. The first Pantaloons opened in Gariahat in 1997. Over the years it has undergone several transitions. When it was first launched, this store mostly sold external brands. Gradually, it started retailing a mix of external brands and its own recently-introduced private brands. Initially positioned as a family store, it finally veered towards becoming a fashion store with an emphasis on 'youth' and clear focus on fresh fashion. Pantaloons stores have a wide variety of categories like casual wear, ethnic wear, formal wear, party wear and sports wear for Men, Women and Kids. The fashion store extends to almost all major cities across the country. Pantaloons has established its presence with stores not just in the metros, but also in smaller towns.

PARTNER COMPANIES OF PANTALOON

1. Home Solutions Retail (India) Ltd: Home Solutions Retail (India) Ltd. (HSRIL) leads the groups foray in the home improvement and consumer electronics retailing segment. It caters to home management requirements and products, including furnishings and textiles, furniture, consumer

electronics, home electronics and home services. It operates retail formats like Home Town, Furniture Bazaar, Collection I, E-Zone, and Electronics Bazaar.

2. Future Capital Holdings: Future Capital is the financial arm of the group and is involved in asset management (both private equity and real estate funds) with plans to get into other

financial services including insurance, credit and other consumer related financial services. Its associate companies are Kshitij Investment Advisory Co. Ltd., Indivision Investment Advisers Ltd., and Ambit Investment Advisory Co. Ltd.

3. Indus league clothing Ltd.: The group owns a majority stake in Indus League Clothing Ltd., one of the leading apparel manufacturers and marketers in India. Some of its leading brands include Indigo Nation, Scullers, Urbana, Urban Yoga and Jealous.

4. Galaxy Entertainment Corporate Ltd: The group owns a stake in Galaxy Entertainment Corporate Ltd. that operates chains like Bowling Company, Sports Bar and Brew Bar.

JOINT VENTURES COMPANIES

1. Planet Retail Holdings Ltd.: The group is a joint venture partner in Planet Retail Holdings Ltd., which operates sports, lifestyle and leisure retail chain. It also owns the franchisee and distribution rights of brands like Marks & Spencer, Guess, Debenhams and Puma in India. 2. Footmart Retail: Footmart Retail is a joint venture with Liberty Shoes and is engaged in the retailing of footwear products in India. 3. Capital Land Retail India: The group is a joint venture partner in CapitaLand Retail India, along with Singapore-based CapitaLand Limited. The company provides retail management services to retail properties owned or managed by various group companies and investment funds.

LINE OF BUSINESS
1. E-TELLING: Futurebazaar.com offers the widest range of products at lowest prices everyday! Having pioneered the retailing business in India, PRIL has now decided to revolutionize the consumer e-commerce business in India. It intends to provide customers with a streamlined, efficient and world class personalized shopping experience, which will be supported with the best technology platform. Buying products is a 3 step simple process. All one has to do is Search, Register and Buy. Here you can expect a shopping experience akin to shopping at an actual bazaar but with added simplicity & everyday low prices and an assurance of 'your product' will be delivered within 7 days of purchase.

We are proud to inform you that Future Bazaar has been named as the Best Indian Website 2007 in the Shopping category by PC World. Future Bazaar won the top spot after beating other established players like Rediff, Indiatimes, Sify, ebay, Indiaplaza, Chennai Bazaar and India Mall. The award was presented to Future Bazaar for its "decent, no-nonsense approach, while providing a good shopping experience". 2. Food: Brew Bar: The Brew Bar is a classy and refined; yet reasonable an egalitarian a bar with loads of bonhomie. Caf Bollywood: Indian street food but with assurance of highest levels of hygiene and quality. Chamosa: Chamosa is a branded chain, which sell the local Indian snack combination of tea and samosas. Food Bazaar: Life is all about good taste and food bazaar aims to ensure the same. With the low prices, a wide selection of

products and guaranteed freshness, you are bound to find it irresistible. Sports Bar: A bistro focused on the world of sport, the Sports Bar is complimented with an unrivalled ambience.

3. Fashion: ALL: Shop big and shop for big, coz fashion just got a little larger! Fashion for plus size people. Big Bazaar: If value for money is what drives your purchase; there can be no better place for you other than Big Bazaar. Blue sky: Accessories like never before....get the best in sunglasses and watches at your kind of prices. Central: A showcase, seamless mall for all your needs. Located in the heart of your city, Central invites you to Shop, Eat, and Celebrate.

 Fashion station: Fashion Station takes fashion a notch higher in the value segment... for the ones who have an eye for it. Giny & Jony: Gini and Jony is a lifestyle brand with a radical approach to kids fashion. The brand caters to an age group of 2 to 16 years, that is uber chic, style conscious and stresses on a head to toe fashion concept. Navaras: Navaras is a fine 22 carat pure gold and diamond jewellery brand, retailed from Big Bazaar stores. Lee Cooper: Regarded as a brand that is fun to wear and be associated with, Lee Cooper offers the entire range of lifestyle products in fashions category for young men and ladies. Pantaloons: Today a leader in fashion... Promises Fresh Fashion for the young and trendy. Top 10: Top 10 is based on the concept of the ever popular countdown shows, where the trendiest styles get ranked from 1 to 10; the highest selling item gets the highest ranking!

BOARD OF DIRECTORS
MANAGING DIRECTOR: Mr. Kishore Biyani is the Managing Director of Pantaloon Retail (India) Limited and the Group Chief Executive Officer of Future Group. WHOLE TIME DIRECTOR: o Mr. Gopikishan Biyani. o Mr. Rakesh Biyani. NON- WHOLE TIME DIRECTOR: o Mr. Ved Prakash Arya INDEPENDENT DIRECTORS: o Mr. Shailesh Haribhakti. o Mr. S Doreswamy. o Dr. D O Koshy. o Ms. Anju Poddar. o Ms. Bala Deshpande. o Mr. Anil Harish.

TERMS OF REFERENCE
The time period given for the tie-ups for the Green Card Customer Loyalty Program, Denim Exchange and EOSS i.e. End of Season Sale was a short span of time i.e. Just 20 Days. The marketing activity was restricted to Pune region only. There was no monetary stipulation for the Project only traveling allowances were given. We were asked to present the findings on the Excel sheet or on the word.

HUMAN RESOURCE OF THE COMPANY

Human resource is a term used to describe the individuals who make up the workforce of an organization, although it is also applied in labor economics to, for example, business sectors or even whole nations. Human resources is also the name of the function within an organization charged with the overall responsibility for implementing strategies and policies relating to the management of individuals. The importance of good quality manpower is most crucial for the pantaloon than for any other industry because retail sector remains labor intensive as it is very interactive business. Retailer are therefore required to perform the basic functions like buying, displaying and merchandising and most importantly the various functions of customer services compassionately. The primary objective of human resource management is to enhance employees productivity. This can be done by increasing the sales generated per employee or reducing labor cost. The task of hrm in pantaloon is however complex and challenging.

Some of the golden rules that are required for creating an effective HRD policy are as follows: Hire the best people, globally Manage your team with a light hand Set the goals and give your people complete freedom to achieve them Provide all the infrastructure they need Make them accountable for their performance Eliminate politics from the work place Punish lack of efforts, not failure Share ownership in profits Build a basic office, but ensure that people have fun working unit Keep the team together

INTRODUCTION OF TRAINING AND DEVELOPMENT PROGRAMME

TRAINING AND DEVELOPMENT is a subsystem of an organization. It ensures that randomness is reduced and learning or behavioral change takes place in structured format.

TRADITIONAL TRAINING

AND

MODERN AND

APPROACH OF DEVELOPMENT

Traditional Approach Most of the organizations before never used to believe in training. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching. But now the scenario seems to be changing. The modern approach of training and development is that Indian Organizations have realized the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results.

TRAINING

AND

DEVELOPMENT

OBJECTIVES

The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal. Individual Objectives help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization. Organizational Objectives assist the organization with its primary objective by bringing individual effectiveness. Functional Objectives maintain the departments contribution at a level suitable to the organizations needs. Societal Objectives ensure that an organization is ethically and socially responsible to the needs and challenges of the society.

TYPES OF TRAINING
ON THE JOB TRAINING

The development of a manager's abilities can take place on the job. The four techniques for on the job development are: COACHING: Coaching is one of the training methods, which is considered as a corrective method for inadequate performance.

This method best suits for the people at the top because if we see on emotional front, when a person reaches the top, he gets lonely and it becomes difficult to find someone to talk to. It helps in finding out the executives specific developmental needs. The needs can be identified through 60 degree performance reviews

MENTORING: Mentoring is an ongoing relationship that is developed between a senior and junior employee. Mentoring provides guidance and clear understanding of how the organization goes to achieve its vision and mission to the junior employee.

JOB ROTATION: This is suitable for young new-comers from the universities and colleges enabling them to learn by doing. It consist of systematic and co-ordinated efforts to transfer an executive from job to job and plant to plant.

JOB INSTRUCTION TECHNIQUE (JIT): Job Instruction Technique (JIT) uses a strategy with focus on knowledge (factual and procedural), skills and attitudes development.

OFF

THE

JOB

TRAINING

There are many management development techniques that an employee can take in off the job. The few popular methods are:

SENSITIVITY TRAINING: Sensitivity training is about making people understand about themselves and others reasonably, which is done by developing in them social sensitivity and behavioral flexibility.

TRANSACTIONAL ANALYSIS: Transactional Analysis provides trainees with a realistic and useful method for analyzing and understanding the behavior of others. In every social interaction, there is a motivation provided by one person and a reaction to that motivation given by another person. This motivation reaction relationship between two persons is a transaction.

STRAIGHT LECTURES/ LECTURES: This method is used to create understanding of a topic or to influence behavior, attitudes through lecture. A lecture can be in printed or oral form. Lecture is telling someone about something. Lecture is given to enhance the knowledge of listener or to give him the theoretical aspect of a topic.

SIMULATION EXERCISES: Games and Simulations are structured and sometimes unstructured, that are usually played for enjoyment sometimes are used for training purposes as an educational tool. Training games and simulations are different from work as they are designed to reproduce or simulate events, circumstances, processes that take place in trainees job

TRAINING AND DEVELOPMENT IN PANTALOON RETAIL (INDIA) LTD.

Some of the training programs that are given in the PANTALOON are:

Sales Training: Sales Training Guide; a practice-based tool providing learners with a content framework identifying core skills and knowledge deemed necessary to effectively "communicate and work well with others; solve problems and keep up with change".

On-the-Job Training: On-the-job training focuses on the acquisition of skills within the work environment generally under normal working conditions. Through on-the-job training, workers acquire both general skills that they can transfer from one job to another and specific skills that are unique to a particular job.

Seminars: Seminar is a form of academic instruction either at a university or offered by a commercial or professional organization.

Workshop: Workshop is a brief intensive course a seminar or a series of meeting emphasizing interaction and exchange of information among a usually small number of participants.

PANTALOON is growing in dynamic ways and are looking for people who will enable us to continue our success. We are looking for people who are passionate, adaptable, self-motivated, team players and who reflect our ideology - "Rewrite rules. Retain values". If you share our passion for success, we invite you to be a part of an amazing success story by taking up exciting growth opportunities with us. Future Group is an equal-opportunity employer. We encourage people to join us from all walks of life. To this end, we have implemented numerous training programs that provide our employees avenues for advancement. Our unflagging efforts have ensured that over 80 percent of our people have been positively impacted. This has helped us identify and nurture Future leaders and bringing fresh energy and perspective to the business.

In potential employees, we value

Future Group looks to employee expertise to combine and sustain business and community growth. We are fully committed to Indias socio-economic development and seek the same values in those looking to be part of the Future Group family.

Empowering People Future Groups diverse people initiatives are aimed to attract, motivate and empower our employees in many ways. These include: Shishya An initiative that provides an opportunity to develop and enhance skills and knowledge through various educational and learning programs. Seekho An initiative, aimed at encouraging employees who are consistent performers to fast-track their career growth by completing their higher education (MBA) in the retail domain. Happiness Index Program A priority initiative aimed towards building a culture of employee-level conversations to achieve happiness through sensitivity and empowerment. Vidyarambh The festival of learning at our stores is aimed at building a culture of a knowledge-led organization. L.E.A.P Our Leadership Excellence Advancement Program identifies and develops an individuals leadership potential.

Idea Board Unlike a "suggestion box", the Idea Board is an open forum that offers a platform for employees to voice their ideas openly.

GENISIS

Future Groups Management Trainee Program aims to develop trainees into future leaders at the company through on-the-job training, project work and functional implementation.

RESEARCH METHODOLOGY
Research in common parlance refers to a search for knowledge. Once can also define research as a scientific and systematic search for pertinent information on a specific topic. In fact, research is an art of scientific investigation. Research is an academic activity and as such the term should be used in a technical sense. The purpose of research is to discover answers to questions through the application of scientific procedures. The main aim of research is to find out the truth which is hidden and which has not been discovered as yet.

Research steps:
1. Study about organization 2. Setting of objectives 3. Questionnaire 4. Main study 5. Tabulation 6. Analysis

7. Findings 8. Conclusion 9. Suggestion and recommendations

DATA COLLECTION: The required data for the project has collected
from primary data. Primary data is a fresh data collected from employees and having discussion and interaction with employees.

SAMPLING PROCESS:
Sampling unit- Employees of the organization. Duration- 1 month (2011) Types of sampling- type of sampling used in this survey were simple random sampling. In this method, sampling unit chosen randomly from the total employee at all level in the orgnisation.

RESEARCH INSTRUMENT:
Questionnaire- it refers to a device for securing answer to a formally arranged list of questions by using a term, which the respondent fill in himself.

ANALYSIS AND FINDINGS

Data collected through various manual and information obtained through questionnaire reveals the following major analysis and findings regarding the training effectiveness. Level 1 (Reaction)

completed participant feedback questionnaire informal comments from participants focus group sessions with participants

Level 2 (Learning)

pre- and post-test scores on-the-job assessments supervisor reports

Level 3 (Behavior)

completed self-assessment questionnaire on-the-job observation reports from customers, peers and participants manager

Level 4 (Results)

financial reports quality inspections interview with sales manager

RECOMMENDATIONS

Develop the content of management programmes in consultation with staff, including business strategy and career planning.

Identify and support staff with potential for progression to the highest levels and support them through active succession planning.

Incorporate career development into appraisal processes by including discussions on aspirations and exploring barriers.

Use leadership and senior managers programmes as a feeder to a succession planning programme

Set up development programmes covering career planning, workshops, partnering with a senior level mentor, and coaching sessions

 Encourage staff at all levels to pursue career enhancing qualifications

Consider development programmes for non-managerial women and men.

CONCLUSIONS
This study provides me with an opportunity to explore in the field of Human Resources. This study also provides the feedback of people involved in the Training and development process Apart from that it would provide me a great deal of exposure to interact with the high profile managers of the company. This study concludes thats trainind and development has following advantages: Increased productivity. Reduced employee turnover. Increased efficiency resulting in financial gains. Decreased need for supervision.

TRAINING AND DEVELOPMENT PROGRAM (QUESTIONNAIRE)

Dear Sir/Madam, I am doing study on Employees Training & Development. I would request you to kindly spare some time to fill up this questionnaire. Thank you very much for your cooperation.

Name: ____________________________________________________ Position: ____________________________________________________ Department: ____________________________________________________ Please explain your job duties _____________________________________________________________ ___________ _____________________________________________________________ ___________ What are your goals and objectives? _____________________________________________________________ ___________

_____________________________________________________________ ___________ What skills set you apart from your colleagues? _____________________________________________________________ ___________ _____________________________________________________________ ___________ Q1. Has your company organizes a training and development programme? . Yes . No Q2. If your organisation identifies the training needs for the employees? . Yes . No Q3. On an average, how much time did it used to take for training and development programme? . One Month . Two Month . Three Month Q4. How much training programs has been made in the past one year? . One . Two . Three Q5. Do you have any training programs in the coming financial year? . Yes . No Q6. Do your top management take feed back? . Yes . No Q7. What do you think the training programs will be run in future? . Yes . No

Q8. Do employee development programs raise unrealistic expectations about promotions? . Yes . No Q 9. Do the Executive Director engage development activities for him/herself? . Yes . No Q10. Do you feel trust in your supervisors? . Yes . No Q11. Do the practice's supervisors use positive attitude with employees? . Yes . No Q12. Does the practice have a consistent, timely and fair method for evaluating individual performance? . Yes . No Q13. Do you feel, you are being paid fairly? . Yes . No Q14. Does your practice's equipment (everything from computers to scales) work properly? . Yes . No Q15. Does your company use a specific training process? . Yes . No Q16. Do you require a high degree of technical knowledge for your job? . Yes . No Q17. Are office conditions comfortable? . Yes . No

Q18. Do you satisfy with organizational training and development programmme? . Yes . No

Do you recognize any need for further training and development in the following areas? (Please tick where applicable) Job coaching __ Delegated tasks __ Recruitment procedures __ Presentation assignments __ Internal training programs __ Seminars and other external training programs __

BIBLIOGRAPHY
The art of retailing by A.J. Lamba Aswathappa, K., Human Resource Personal Management

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