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HUMAN RESOURCE MANAGEMENT
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HR AS A STRATERGIC MANAGEMENT TOOL

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2/14/2011

POOJA NAIR

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 INDEX
1. INTRODUCTION
2. SCOPE OF ‘HRM’
3. OBJECTIVES OF HRM
4. ENVIROMENT AFFECTING HRM
5. COMPANY
a. PROFILE
b. OWNERS
6. POSITION IN MARKET
7. LOCATION OF HEADQUATER
8. CONSUMER OPINION
9. HR CULTURE
a. NO.OF EMPLOYEES
b. CSR
c. GROWTH CHART
10. REASON FOR BEING COMPITITORS.
Human resource management (HRM) is the strategic and coherent approach to the management of an
organization's most valued assets - the people working there who individually and collectively contribute
to the achievement of the objectives of the business. The terms "human resource management" and
"human resources" (HR) have largely replaced the term "personnel management" as a description of the
processes involved in managing people in organizations. In simple words, HRM means employing people,
developing their capacities, utilizing, maintaining and compensating their services in tune with the job
and organizational requirement.

A large part of the growth in companies is the Human Resources department which is, responsible for
hiring the people with the knowledge to bring new technology into a company. To be successful in the
market, these companies need a highly skilled, flexible and committed work force, a flexible and
innovative management, the ability to retain developed talent, and a strong partnership between
management and labor unions.

To achieve these goals, the company needs a talented HR department. Besides hiring the right people to
manage and perform specific jobs, HR managers have to build up commitment and loyalty among the
workforce by keeping them up to date about company plans, and laying out the implications for job
security and working conditions.
SCOPE OF HRM:

 HR planning

 Job analysis and design

 Recruitment and selection

 Orientation and remuneration

 Motivation and communication

 Welfare, safety and health

 Industrial relations (IR)

OBJECTIVES OF HRM:
Objectives are pre-determined goals to which individual or group activity in an organization is directed.
Objectives of a personnel management are influenced by organizational objectives, individual and
societal goals. Organizations are just not satisfied with such goals, further the goal of most organizations
are the GROWTH/PROFIT.

Institutions procure and manage various resources including human to attain the specified objectives.
Thus human resources are managed to divert and utilize their resources towards and for the
accomplishment of organizational objectives. Therefore the objectives of HRM are drawn from and are
for the accomplishment of the organizational goals. The other goal of HRM is to meet the needs,
aspirations, value and dignity of each employee and having due concern for the socio-economic
problems of the community and the country. The HRM objectives are broadly divided in 4 points:

1. Societal objectives- to be ethically and socially responsible to the needs and challenges of the
society while minimizing the negative impact of such demands upon the organization.
2. Organizational objectives- to recognize the role of HRM in bringing about organizational
effectiveness.
3. Functional objectives- to maintain the department’s contributions at a level appropriate for the
organizational needs.
4. Personal objectives- to assist employees in achieving their personal goals, at least in so far as
these enhance in individuals contribution to the organization.
THE ENVIROMENT-
The environment is a collection of all the forces which have a bearing on the functioning of the HR
department of an organization. These forces are categorized into:

External forces:

 Political and legal

 Economical
a. Suppliers
b. Competitors
c. Customers
d. Industrial labors
e. Impact of globalization
 Technological
 Cultural

Internal forces:

 Unions
 Organizational culture and conflict
 Professional bodies

‘HR’ AS A Formulating and Implementing Strategies

Management:
Research in the area of HRM has much to contribute to the organizational practice of HRM. For the last
20 years, empirical work has paid particular attention to the link between the practice of HRM and
organizational performance, evident in improved employee commitment, lower levels of absenteeism and
turnover, higher levels of skills and therefore higher productivity, enhanced quality and efficiency . This
area of work is sometimes referred to as 'Strategic HRM' or SHRM.

Strategic human resource management is designed to help companies best meet the needs of their
employees while promoting company goals. Human resource management deals with any aspects of a
business that affects employees, such as hiring and firing, pay, benefits, training, and
administration. Human resources may also provide work incentives, safety procedure information, and
sick or vacation days.

Strategic human resource management is the proactive management of people. It requires thinking
ahead, and planning ways for a company to better meet the needs of its employees, and for the
employees to better meet the needs of the company. This can affect the way things are done at a
business site, improving everything from hiring practices and training programs to assessment
techniques and discipline.

A STRATERGY is a way of doing something. It usually includes the formulation of a goal and set of
action plans for the accomplishment of those goals.

Strategic
Planning

Performance Performance and

Evaluation Bugdet Planning

HRM plays a crucial role in formulating and implementing strategies. It is the people who formulate
and implement strategies and the people are supplied by HRM of any organization. Broadly there are
four steps which are used for the HRM process:
 ENVIROM
ENT
ANALYSIS

Strategic
Human STRATEGIC
EVALUATI
ON
Resource FORMULA
Managemen TION
t

STRATEGIC
IMPLEME
NTAION

 External environment analysis: HRM of any organization is great at locating and identifying
danger and threats in external environment. It also studies the company’s strengths and weaknesses
and comes up with solutions to overcome them. A complete profile is made consisting of strengths,
weaknesses, opportunities, and threats and ways of overcoming them. Generally a SWOT analysis is
done in most companies today, and a special team is set up separately for that.
 Strategy formulation: the HRM is in a unique position to supply competitive intelligence
regarding advanced incentive plans being used by competitors, opinion-survey data from employees
that elicit information about customer complaints and information about legislation like labor laws
or mandatory health insurance etc. After the evaluation, the company draws plans and strategies
tapping there potential and plans to minimize their weaknesses. Based on the survey the company
tries to draw a competitive edge over its rivals, it may be through means of pricing or
differentiation.

 Strategy implementation: HRM provides the company with willing and efficient workforce
which is responsible for the executing of the selected strategy. This is done by executing the
 company’s downsizing, reconstructing strategies, through out-placing employees, programs, budget
sessions and procedures. The implementation involves organization of the company’s resources and
motivation the staff to work towards achieving the desired goal. The way the strategy is
implemented can have a significant impact on it being a success or a failure. In a large company
those who formulate the strategy will likely be different than those who implement it, therefore it is
very important for the communication to be transparent and clear in such channels and also
reasonable.

 Evaluation: the evaluation has to be done of the strategy from time to time to avoid the mistakes
and also for updating in the strategy rules and implementation, to define the parameters, set targets
for the strategy, compare measured results with the pre-defined results to look for positive outcome
and negative.
The companies which I am choosing to write about in this report are the SHOPPERS STOP (k.raheja
group) and PANTALOONS (future group).
COMPANY PROFILE: THE FUTURE GROUP

Future Group, led by its founder and Group CEO, Mr. Kishore Biyani, is one of India’s leading business
houses with multiple businesses spanning across the consumption space. While retail forms the core
business activity of Future Group, group subsidiaries are present in consumer finance, capital,
insurance, leisure and entertainment, brand development, retail real estate development, retail media
and logistics.

Led by its flagship enterprise, Pantaloon Retail, the group operates over 16 million square feet of retail
space in 73 cities and towns and 65 rural locations across India. Headquartered in Mumbai (Bombay),
Pantaloon Retail employs around 30,000 people and is listed on the Indian stock exchanges. The
company follows a multi-format retail strategy that captures almost the entire consumption basket of
Indian customers. In the lifestyle segment, the group operates Pantaloons, a fashion retail chain and
Central, a chain of seamless malls. In the value segment, its marquee brand, Big Bazaar is a
hypermarket format that combines the look, touch and feel of Indian bazaars with the choice and
convenience of modern retail.

The group’s speciality retail formats include supermarket chain – Food Bazaar, sportswear retailer -
Planet Sports, electronics retailer - eZone, home improvement chain - Home Town and rural retail
chain, Aadhaar, among others. It also operates popular shopping portal -www.futurebazaar.com.

Future Capital Holdings, the group’s financial arm provides investment advisory to assets worth over $1
Billion that are being invested in consumer brands and companies, real estate, hotels and logistics. It
also operates a consumer finance arm with branches in 150 locations.

Other group companies include, Future Generali, the group’s insurance venture in partnership with
Italy’s Generali Group, Future Brands, a brand development and IPR company, Future Logistics,
providing logistics and distribution solutions to group companies and business partners and Future
Media, a retail media initiative.

The group’s presence in Leisure & Entertainment segment is led through, Mumbai-based listed
company Galaxy Entertainment Limited. Galaxy leading leisure chains, Sports Bar and Bowling Co. and
family entertainment centres, F123. Through its partner company, Blue Foods the group operates
around 100 restaurants and food courts through brands like Bombay Blues, Spaghetti Kitchen, Noodle
Bar, The Spoon, Copper Chimney and Gelato.

Future Group’s joint venture partners include, US-based stationery products retailer, Staples and
Middle East-based Axiom Communications.

Future Group believes in developing strong insights on Indian consumers and building businesses
based on Indian ideas, as espoused in the group’s core value of ‘Indianness.’ The group’s corporate
credo is, ‘Rewrite rules, Retain values.’

THE VARIOUS DEPARTMENTS IN THE COMPANY ARE:

The Future Group was divided into six verticals - Future Retail, Future Capital, Future Brands, Future
Space, Future Media, and Future Logistics. Under the new structure, PRIL would be a part of Future
Retail-Future Generali. All of the above groups come under the FUTURE group of companies.

Various organizational dep:

 Board of directors
 Marketing
 Finance
 Business development and promotion
 IT
 Production
 Sales
 CSR management
 Legal
 Corporate communication
THE BOARD OF DIRECTORS:

 Mr. Kishore Biyani, M.D.

 Mr. Ved Prakash Arya, Director
 Mr. Gopikishan Biyani, Wholetime Director
 Mr. Rakesh Biyani, Wholetime Director
 Mr. Shailesh Haribhakti, Independent Director
 Dr. D O Koshy, Independent Director
 Ms. Anju Poddar, Independent Director
 Ms. Bala Deshpande, Independent Director
 Mr. Anil Harish, Independent Director