An effective platform for convergence between retailers, retail education institutes, and government – \u00a0Manning Modern Retailing (MMR) \u00a0has always been about developing ideas & resource capabilities. \u00a0The 2013 edition themed on \u201cProductivity and Progress:\u201d Storai explores.
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The growth story of Indian Retail is well documented \u2013 but growth has come at the price of scarcity of Talent.\u00a0 2011-13 has provided a window of consolidation \u2013 retailers have focussed on efficiency \u2013 and have used this time to strengthen internal processes including people management processes.<\/p>\n

This year MMR provided the Retail Industry with an academic \u201ctwist\u201d \u2013 the event explored how using standards to create careers in retail can help broad base growth.<\/p>\n

The central theme of MMR was \u201cSetting Standards for Productivity Enhancement & Career Progress\u201d.\u00a0 <\/b><\/p>\n

Any industry that creates career graphs based on standards<\/b> attracts better talent.\u00a0 Thus, MMR this year created a forum that had multiple stakeholders – Thought Leaders, CEOs, CPOs (Chief People Officers) , Operating Managers, Academia and Skill providers\/partners who brain stormed and discussed standards for productivity enhancement and career progress.<\/p>\n

Retail in India has enormous prospects but also faces optimisation and profitability challenges. Scale has come at the price of efficiency which has affected productivity. \u00a0The current\u00a0 people management challenge in the industry is about aligning \u2013 the owner\/ shareholder\u2019s need for profitability with the employee\u2019s need for meaningful personal growth.<\/p>\n

The sessions at MMR 2013 identified and deliberated upon the productivity tools that Retail Industry can use, depicted the ways of standardisation, <\/b>and exchange interesting insights with <\/b>business leaders on career progression of the employees.<\/p>\n

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Conference Highlights<\/b><\/p>\n

The 7^{th<\/sup> Edition of RAI\u2019s annual HR Conclave began with, Jamshed S. Daboo, CEO, Trent Hypermarket Ltd. Delivering \u00a0the welcome address.<\/p>\n}

\u201cModern Retail in India is relatively nascent. It\u2019s come into being by adapting the western practices in the absence of any other benchmark. In my view this was a mistake. \u00a0Their model is based on part-time, student recruitees \u2013 not suitable to the demanding, service hungry Indian consumer. If you go to a traditional saree shop today, you will find that the sales staff there knows both product and sales. They may not be perfectly groomed but they can sell.\u00a0\u00a0 This disconnect in terms of quality of front end talent between traditional and modern retail is because, in our quest for scale we used process to substitute for people focussed nurturing.<\/p>\n

This is the first paradigm shift that we need to work on, if we want talent to develop.<\/p>\n

Our second mistake is that we have not positioned Modern Retail as a destination career for the front end staff.\u00a0 So there is a disconnect between the \u2018detached \u2019 front end employee and the service hungry, demanding consumer.\u00a0\u00a0\u00a0 If you dumb down the job you are not going to get the smartest people. To address this we need enhance the desirability of the job, make it attractive, and make it a meaningful job. We need to have less people doing more meaningful work<\/b>.\u201d<\/p>\n

Panel Discussion Synopsis<\/b><\/p>\n

Setting Standards for Productivity Enhancement & Career Progress<\/b><\/p>\n

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Role of HR department in Retail companies does the line manger get value?<\/strong><\/p>\n

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Importance of an Associate to Deliver Customer Satisfaction & Shareholder Value<\/b><\/p>\n

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