Page 52 - ABFRL SUSTAINABILITY REPORT 2016-17

ReStoring

RESPONSIBLE ENVIRONMENTAL PEOPLE SOCIAL
E C O S Y S T E M S STEWARDSHIP FINANCIAL SAFETY PRODUCT RESPONSIBILITY

TALENT MANAGEMENT BRINGING ALIVE A WORLD OF
AND CAREERS OPPORTUNITIES FOR STORE STAFF

At ABFRL, we have deployed the Aditya Birla Group's Numbering more than 12,000 across India, the store
talent management framework and have customised it sta in the retail sector are a key factor to drive
with respect to assessment and development. The business outcomes, being the most critical customer
approach consists of the following steps: touchpoint. The employee cadre is typically
1 Current supply of talent by completing potential characterised by minimal skill levels and a low socio-
economic background. A high attrition level (in excess
assessment of employees
of 50% annually) had become the accepted norm in
Potential assessment by the manager based on India and external hiring is seen as a preferred option.
standardised questionnaires. A potential rating (A, B,
or C) is generated at the end of the assessment. The retail sector decided to disrupt this thinking by
Managers can override the system generated rating bringing alive a world of opportunities to high
with comments performing and high potential store employees, and re-
imagining them as a source of future leaders for the
Review and approval of manager rating by skip sector. This is being done through focused investment
level manager on capability development comprising of classroom
training, in-store training and projects over a period of
Rati cation by: Business Talent Council (JB7 to JB10)
Rati cation by Sector Talent Council (JB3 to JB6) six months followed by an assessment.
2 Review the list of LT/ KT (Potential Assessment + At Pantaloons, nearly 300 employees have
participated in the iPearl programme which has
resulted in 65% of store manager positions and
Performance Assessment)
3 Succession Pipeline: All roles in JB3 5 | Crucible 64% of department manager positions being
sta ed internally
roles in JB6
4 Development Interventions Attrition has reduced by more than 30% year-on-year
since the programme began
for top talent
5 Accelerated career movements and

mapping talent to positions
Project Pragati, a new intervention at
ABFRL lifestyle brands, covers
, store level employees
undergoing classroom and
on-the-job training

hours of
, training

Successful graduates will move to higher positions at
the store and regional levels.

Sector and Business Talent Councils have been constituted
to govern the talent management system at ABFRL.

The initiatives have delivered strong KPIs
on talent. More than 60% of critical
positions have a ready now/ ready in 1-2
years successor. 55% of positions at all
levels are lled internally.
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