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Shopper's Stop Limited - Securities and Exchange Board of India

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Educational background <strong>of</strong> our employees<br />

Education No <strong>of</strong> employees<br />

Post-Graduate 286<br />

Graduate <strong>and</strong> specialized courses 782<br />

Under-Graduate 542<br />

Total 1610<br />

Employee Development Policy<br />

Our Human Resource vision is to create an committed workforce through people enabling processes <strong>and</strong><br />

knowledge sharing practices based upon our value system.<br />

We believe that learning <strong>and</strong> development is an integral part <strong>of</strong> business operations. Each <strong>of</strong> our<br />

employees has training <strong>of</strong> subordinates <strong>and</strong> mentoring as a critical part <strong>of</strong> his KRAs. This enables us also<br />

to share our learnings across the organization as well as bring in the SSL values to the employees.<br />

We also focus on our top 100 associates under which the development needs <strong>of</strong> these employees are<br />

tracked <strong>and</strong> a six monthly review conducted by the CCA, MD <strong>and</strong> CEO. We have annual assessment<br />

centers for every level within the organization, including the top management. Under this, employees are<br />

subject to certain tests <strong>and</strong> areas <strong>of</strong> development identified <strong>and</strong> focused on in the coming year, based on<br />

the employee’s career plan. We also use these assessment centres to carry out promotions at all levels,<br />

through a completely transparent process. The processes have been developed in-house along with<br />

support provided by SHL (<strong>India</strong>) Pvt. Ltd., a wholly owned subsidiary <strong>of</strong> SHL Group (UK) , a leading<br />

global player in competency <strong>and</strong> assessment centre technology.<br />

35% <strong>of</strong> our job positions are filled from personnel within the organization through a process <strong>of</strong> scientific<br />

selection based on assessment centers. This is mainly due to the reason that we strongly believe in<br />

providing the associates with career paths within the Company through cross functional exposure <strong>and</strong><br />

role enhancement as part <strong>of</strong> the developmental process.<br />

Training<br />

Our corporate objective is to provide every associate with an average <strong>of</strong> 60 hours <strong>of</strong> training per annum<br />

through internal <strong>and</strong> external resources.<br />

All senior management members are required to contribute 12 days per annum towards training. This is<br />

in addition to 45 trained <strong>and</strong> certified internal trainers who conduct training on an ongoing basis.<br />

Providing training is one <strong>of</strong> the m<strong>and</strong>atory leadership competencies for promotion.<br />

In order to support a learning culture, we provide at our discretion, reimbursement for fees for relevant<br />

pr<strong>of</strong>essional courses that eligible associates enroll in. Executive development is enhanced through<br />

strategic tie-ups with management institutes such as IIM, Ahmedabad. We have tied up with City <strong>and</strong><br />

Guilds, UK, to provide a distance learning <strong>and</strong> certification program for Customer Care Associates who<br />

have been identified as having potential to grow into supervisory roles.<br />

International exposure is provided to associates with potential . On an average, annually about 50<br />

associates get an opportunity to visit retail establishments in different parts <strong>of</strong> the world through the<br />

International Group <strong>of</strong> Department Stores (IGDS). Internationally acclaimed pr<strong>of</strong>essors are brought into<br />

<strong>India</strong> to train SSL associates on strategic issues <strong>of</strong> retail management.<br />

Compensation Policy<br />

Our compensation policy reflects our continuing efforts to build a world class performance driven culture.<br />

We benchmark ourselves on compensation externally through William Mercer (a compensation<br />

consulting firm) biannually, <strong>and</strong> aspire to be on the upper quartile <strong>of</strong> our target segment, comprising <strong>of</strong><br />

FMCG companies <strong>and</strong> other retail companies <strong>and</strong> are currently at the 73 rd percentile.<br />

Variable pay is an important component <strong>of</strong> total compensation, with all our associates covered under our<br />

Pr<strong>of</strong>it Linked Reward Scheme (PLRS), linking individual performance <strong>and</strong> Company pr<strong>of</strong>itability. Almost<br />

60% <strong>of</strong> Customer Care Associates earned PLRS in the year ended March 31, 2004. We also have<br />

Employee Stock Option Plans (ESOPs). 44 employees held stock options under our ESOPs as on July<br />

31, 2004.<br />

We also have a non monetary reward scheme called ‘Jo Jeeta Woh Sik<strong>and</strong>er’ which recognizes<br />

excellence in work under various categories i.e. Best CCA, Supervisor, Store, etc. Winners in each<br />

category are recognised through awards <strong>and</strong> ceremonies <strong>and</strong> are given individual prizes such as<br />

Trophies <strong>and</strong> Gift Vouchers.<br />

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