development on assessment centre-lifestyle

7/29/2019 Development on Assessment Centre-Lifestyle

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DEVELOPMENT OF ASSESSMENT CENTRE

On

LIFESTYLE INTERNATIONAL PVT. LTD

Submitted To:

Prof. Radhika Mam

Submitted By:

Sidhaant Sangghvi(13208)

Nikitha Sachdeva(13091)

Priyam Malhothra(v4056)


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L if estyle I nternational Pvt. Ltd

About the Company: Lifestyle International (P) Ltd, part of the prestigious Dubai based Landmark

Group, started its operations in India with the launch of the first Lifestyle store in Chennai in 1999.In little over a decades time, Lifestyle has established itself amongst the leading retail companies

in India.

Positioned as a youthful, stylish and a vibrant brand, Lifestyle Departmental stores offers its

customers not just the ease of shopping but also an enjoyable shopping experience. Each Lifestyle

store brings together five concepts under one roofApparel, Footwear, Childrens Wear & Toys,Furniture & Home Furnishings, Beauty & Fashion Accessories - offering a convenience of a one-

stop shop and a wide choice of national & international brands.

Home Centre is a one stop destination for Furniture, Home Dcor and Soft Furnishings that truly

represent style, comfort and individuality. Home Centre uses a unique Concept Room display

model to give customers a practical idea of how each piece of furniture would look in a particular

room.

In keeping with the Groups tradition of making every shopping experience rewarding andmemorable, The Inner CircleLandmark Groups Loyalty program allows members, to enjoy

exclusive benefits and privileges such as reward points and exciting offers. The Inner Circle is

today recognized amongst the leading Loyalty Program in the country with an ever increasing baseof customers. The card is accepted across all Landmark Group Stores in India including Lifestyle,

Home Centre, Max Fashions, Splash, Bossini, Auchaan Hypermarket & Gloria Jeans Coffees.

Mission Statement:

Carefully listen,Constantly adapt,Always deliver


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Vision:

To be among the top three retail players in three of the fastest growing retail markets in theworld (Middle East, India and China)

Philosophy:

Statement of Purpose: Creating exceptional value for all those whose lives we touch

Core Values:

Passion

INTEGRITY

ingING


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Key facts about the Landmark Group in India as of 2011:

12 Years of retail experience Turnover in excess ofUS$ 250 million Total retail space over1.3 million sq ft Pan Indiapresence covering key cities of Delhi, Mumbai, Bangalore, Chennai,

Hyderabad, Pune, Ahmedabad, Jaipur, Noida, Gurgaon, Agra, Indore, Kanpur, Jalandhar,

Mangalore, Kolkata, Vadodra, Lucknow, Ludhiana, Nagpur, Coimbatore

Over8,000 personnel Lifestyle: Department store including fashion apparel and accessories, footwear,

fragrances, cosmetics, home ware and gifts.

Landmark International brands such as Bossini and Splash are now part of LifestyleLifestyle is part of the Landmark Group, a Dubai- based retail chain

Started at Chennai in 1999 29 Lifestyle stores, 12 Home Centres Retail Space1.1 million sq. ft. Team Size : Over5000 (as of September 2011) Turnover of overINR1000 Crores Presence in Chennai, Hyderabad, Bangalore, Gurgaon, Delhi, Noida, Jaipur, Mumbai,Pune, Jalandhar, Kanpur, Mangalore, Coimbatore, Nagpur, Ludhiana and Ahmedabad


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LI FESTYLE I NTERNATIONAL PVT. LTD

Role Name: Senior HR Manager (South Region)

JOB DESCRIPTION

JOB PROFI LE

Management of over 2500 employees across different support and management positions Lead a team of three HR managers and 15 HR team members with defined roles Managing related activities for 13 LIFESTYLE stores, 4 LIFESTYLE warehouses, 26

exclusive brand outlets.

Management of all aspects of Human Resource Public Relations, Service and other alliedactivities.

Ensure compliance of statutory laws Ensure timely and accurate payroll inputs Strategic planning for implementation of the performance management system with

corporate HR team

Preparation and appraisal of annual employee, manpower and welfare projects with inputsfrom business managers, regional heads and the corporate HR team.

Store-wise allocation and tracking optimal utilization of manpower Support and guide managers on personnel policies, procedures and training Support and guide HR team on the Employee engagement activities and preparation of the

employees engagement calendar. Create and implement standard operating procedures for HR

Qualification

Masters of Business Administration with specialization in Marketing from renowneduniversity

Bachelors of Commerce with specialization in Business Management from renowneduniversity.


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COMPETENCIES

LEADERSHIPDefinition: As a team member, the ability and desire to work cooperatively with others on a

team; as a team leader, interest, skill, and success in getting groups to learn to work

together cooperatively.

Supervision Motivation Co-ordination Influencing Delegating Communications

RESULTS ORIENTATIONDefinition: Focusing on the desired end result of ones own or ones units work; setting

challenging goals, focusing effort on the goals, and meeting or exceeding them.

Develops challenging but achievable goals Develops clear goals for meetings and projects Maintains commitment to goals, in the face of obstacles and frustrations Finds or creates ways to measure performance against goals Exerts unusual effort over time, to achieve a goal Has a strong sense of urgency about solving problems and getting work done

STRATEGIC PLANNINGDefinition: Analyzing our competitive position by considering the market and industry

trends, our existing and potential customers, and our strengths and weaknesses as compared

to competitors.

Understands the organizations strengths and weaknesses asComparedto competitors Understands industry and market trends affecting the organizations

Competitiveness

Competitive products and services within the marketplace Develops and proposes a long-term (3-5 year) strategy for the organization


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MANAGING PERFORMANCEDefinition: Willingness to delegate responsibility and to work with others and coach them

to develop their capabilities.

Ensures that employees have clear goals and responsibilities Works with employees to set and communicate performance standards that are

specific and measurable

Supports employees in their efforts to achieve job goals (e.g., by providingresources, removing obstacles, acting as a buffer)

Keeps informed about employees programs and performance through both formalmethods (e.g., status reports) and informal methods (e.g., management by walking

around)

Provides specific performance feedback, both positive and corrective, as soon aspossible after an event

Deals firmly and promptly with performance problems; lets people know what isexpected of them and when DEVELOPING OTHERS

Definition: Willingness to delegate responsibility and to work with others and coach them

to develop their capabilities.

Provides helpful, behaviorally specific feedback to others Shares information, advice and suggestions to help others to be more successful;

provides effective coaching

Gives people assignments that will help develop their abilities Regularly meets with employees to review their development progress Recognizes and reinforces peoples developmental efforts and improvements Expresses confidence in others ability to be successful

TECHNICAL EXPERTISEDefinition: Depth of knowledge and skill in a technical area.

Effectively applies technical knowledge to solve a range of problems Possesses an in-depth knowledge and skill in a technical area Is able to develop technical solutions to new or highly complex problems that

cannot be solved using existing methods or approaches

Is sought out as an expert, to provide advice or solutions in his/he technical area


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FLEXIBILITYDefinition: Openness to different and new ways of doing things; willingness

to modify ones preferred way of doing things.

Is able to see the merits of perspectives other than his/her own Demonstrates openness to new organizational structures,

procedures,and technology

Switches to a different strategy when an initially selected one isunsuccessful

Demonstrates willingness to modify a strongly held position in the faceof contrary evidence

INFLUENCING OTHERSDefinition: The ability to gain others support for ideas, proposals, projects, and solutions. Presents arguments that address others most important concerns and issues and

looks for win-win solutions

Involves others in a process or decision, to ensure their support Offers trade-offs or exchanges, to gain commitment Identifies and proposes solutions that benefit all parties involved in a situation Enlists experts or third parties to influence others Develops other indirect strategies to influence others Knows when to escalate critical issues to own or others management, if own

efforts to enlist support have not succeeded

Structures situations (e.g., the setting, persons present, sequence of events) tocreate a desired impact and to maximize the chances of a favorable outcome.


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CUSTOMER ORIENTATIONDefinition: Demonstrated concern for satisfying ones external and/orinternal customers.

Lives the business mission: to be the preferred supplier through total customersatisfaction

Quickly and effectively solves customer problems Talks to customers (internal or external) to find out what they want and how

satisfied they are with what they are getting

Lets customers know he/she is willing to work with them to meet their needs Finds ways to measure and track customer satisfaction Presents a cheerful, positive manner with customer

PROVIDING MOTIVATIONAL SUPPORTDefinition: Skill at enhancing others commitment to their work

Recognizes and rewards people for their achievements Acknowledges and thanks people for their contributions Expresses pride in the group and encourages people to feel good about their

accomplishments

Finds creative ways to make peoples work rewarding Signals own commitment to a process by being personally present and involved at

key events

Identifies and promptly tackles morale problems Gives talks or presentations that energize groups


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Assessment Centre

Location: Bangaluru, White Field

Date: 24th

September, 2013

Leadership

DebateDivide the participants into three groups consisting four members each. A debatable topic

would be given with a time of 10 minutes to discuss amongst them. Later, the groups are

asked to debate on the topic discussed with one spokesperson representing each group.

Situation Play (1)This is a simple activity that highlights the different kinds of leaders and the qualities that

they exhibit. Make a list of a couple of situations like -'You have to fire an employee

because he has shown no results in the recent past', or 'An important meeting with a foreign

client is underway and one of the team members has forgotten to add an important slide in

the presentation that you're making. How will you handle the situation and how will you

deal with the team member'. Several situations like these can be listed and the list can be

given to each employee. Each of them have to then write down their point of view on thesame in a stipulated period of time and then discuss each person's response at the end of it

all. A panel will decide who the winner is.

Result-Orientation

Case-Study & PresentationGiven a case to all the participants with a set of questions to be solved, analyzed and later

to be presented before the deadline. This will help us in identifying their inclination

towards results and also their analytical skills.


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Strategic Planning

Developing Strategy through CaseGiven a case ofMarks & Spencer: The Phoenix Rises the participants are required to

develop a strategy for the company and develop solutions for the company so that it may

sustain in long-run.

Technical Expertise

Psychometric TestPsychometric testing provides important information about the capability of an individual

to perform a job. It has consistently been found to be the best predictor of an employees

potential to perform and to know his technical expertise.

Influencing Others

Situation Play (2)Divide theparticipants into two halves. One group would act as Management

Representatives and the other as TradeUnion Representatives. An issue such as

Increase in Bonus would be given 10 minutes prior to the discussion and the groups haveto keep their relevant points and influence others. The team of assessors would judge the

individuals and would analyze their influencing skills.

Customer Orientation

Critical Incident TechniqueThe Critical Incident Technique (or CIT) is a set of procedures used for collecting direct

observations of human behavior that have critical significance and meet methodically

defined criteria. These observations are then kept track of as incidents, which are then used

to solve practical problems and develop broad psychological principles.


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List of Assessors and Assessees

Sr. No Assessor

A Mr. Yashwant Sharma

B Ms. Radhika Gupta

C Mr. Manish Kapoor

Sr. No. Assessee

1 Ms. TanishaKapoor

2 Mr. Rahul Singh

3 Mr. VikramBhatiya

4 Ms. AnushreeTiwari

5 Mr. Ahmed Khan

6 Mr. Raj Rana

7 Mr. SandeepUpadhya

8 Ms. SnehaSrivastav

9 Mr. VirajTelang10 Mr. ShreekantHirne

11 Ms. SoumyaDeshpande

12 Mr. RonitShinde


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SCHEDULE: Day 1

Sr.

No

Time Exercises

1. 9:0010:00 Ice-Breaker: A brief interactionbetween the participants and the

management

Name and Game2 10:00- 10:15 Tea Break

3 10:15- 12:15 Case Study & Presentation: Given a

case to all the participants with a set ofquestions to be solved, analyzed and

later to be presented before the

deadline.

1-4: Assessor B

5-8: Assessor C

9-12: Assessor A

4 12:30-2:00 Critical Incident Interview: The three

assessors would be interviewing four

participants each one by one.

1-4: Assessor A

5-8: Assessor C

9-12: Assessor B

Psychometric Test: During the critical

incident interview the remaining would

give the psychometric test.

5 2:00-3:00 Lunch Break

6 3:00-5:00 Debate: A debatable topic to be given

with a time of 10 minutes to discuss

amongst themselves with participants

divided into three groups.

1-4: Assessor A

5-8: Assessor B

9-12: Assessor C

7 5:00-5:30 Management Games

Magic Mirror8 5:30-6:15 Situational play: One group would act

as Management Representatives and

the other as Trade UnionRepresentatives. An issue such as

Increase in Bonus would be given 10

minutes prior to the discussion and the

groups have to keep their relevant

points

1-4: Assessor B

5-8: Assessor C

9-12: Assessor A


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# A case study Marks & Spencer: The Phoenix Rises would be given at the end of

the first day to the participants which they would have to perform on the second day.


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SCHEDULE: Day 2

Sr. No. Time Exercises

1 9:00-11:00 In Basket Exercise:During thetest, jobapplicants receive a number of mails,

telephone calls, documents and memos.

They then have a limited period of time

to set priorities, organize their working

schedule accordingly and respond to

mails and phone calls

1-4: Assessor B5-8: Assessor C

9-12: Assessor A

2 11:00-11:15 Tea Break

3 11:30-12:00 Self-Assessment Test:To let them know

their strengths and weaknesses so they

could work upon it.

1-4: Assessor B

5-8: Assessor C

9-12: Assessor A

4 12:00-2:00 Developing Strategy through

Case:The case given on Day-1 would be

presented and analyzed.

1-4: Assessor A

5-8: Assessor B

9-12: Assessor C

5 2:00-3:00 Lunch Break

6 3:00-4:15 Situation Play:Several situations can be

listed and the list can be given to each

employee. Each of them have to then

write down their point of view on thesame in a stipulated period of time and

then discuss each person's response at

the end of it all.

1-4: Assessor C

5-8: Assessor A

9-12: Assessor B


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Annexure

Name and GameEveryone sits in a circle. One person introduces herself or himself, saying their name

andthen one word that describe a reason they have become involved in community service.

(For instance, a childrens book that is important to you, what you would be doing if you

were not here, what you like about the place where you volunteer, etc.). The second

personrepeats the first persons name and the word/adjective and adds their own. The third

personrepeats the previous two, adding their own. And so on. The last person has the

hardest job because they must remember all of the names and words/adjectives. If there is

time, youcan go around the circle again and ask each person to explain why they chose

their word/adjective.

Case Study & PresentationElectro-Light

Our client is SuperSoda. SuperSoda is a top-three beverage producer in the United States and

has approached McKinsey for help in designing a product-launch strategy.

As an integrated beverage company, SuperSoda leads its own brand design, marketing, and

sales efforts. In addition, the company owns the entire beverage supply chain, including

production of concentrates, bottling and packaging, and distribution to retail outlets. SuperSoda

has a considerable number of brands across carbonated and non-carbonated drinks, five large

bottling plants throughout the country, and distribution agreements with most major retailers.

SuperSoda is evaluating the launch of a new product, a flavored sports drink called Electro-Light. Sports drinks are usually designed to replenish both energy (sugars) and electrolytes

(salts) in the body. However, Electro-Light has been formulated to focus more on the

replenishment of electrolytes, and has a reduced sugar content compared to most other sports

drinks. The company expects this new beverage to capitalize on the recent trend away from

sugar-rich products.


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SuperSodas vice president of marketing has asked McKinsey to help analyze the major factors

surrounding the launch ofElectro-Lightand its own internal capabilities to support the effort.

Which factors should SuperSoda consider and act on before launching Electro-Light into the

US beverage market?

QUESTION 1

What key factors should SuperSoda consider in deciding whether or not to launch Electro-

Light?

QUESTION 2

After reviewing the key factors SuperSoda should consider in deciding whether to launchElectro-Light, your team wants to understand the beverage market and consumer preferences to

gauge potential success ofElectro-Light.

QUESTION 3

SuperSoda executives believe that the company's position as a top 3 beverage company gives

them strategic strengths toward achieving the desired market share. However, they ask the

team to outline what would be needed to achieve the target of 12.5% share of the electrolyte-

drinks market. What would SuperSoda need to do to gain the required market share for

Electro-Lightfollowing its launch?

Psychometric Testhttps://www.psychometricinstitute.com.au/Select-Preparation.asp?cID=12&lID=4

The candidates need to mention the login id as: lifestyleacand password as: 123456 and

thenproceed with the test.
https://www.psychometricinstitute.com.au/Select-Preparation.asp?cID=12&lID=4https://www.psychometricinstitute.com.au/Select-Preparation.asp?cID=12&lID=4https://www.psychometricinstitute.com.au/Select-Preparation.asp?cID=12&lID=4


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DebateThe participants would be asked to debate on the topic Victory of a team depends on its

captain

The participants would be divided into three groups of four members each. They would begiven a time of ten minutes to jot down the key points and then would start with the debate.

Magic MirrorDraw outline of wall mirror on a flip chart (vertical rectangle with smooth corners). Lead

participants through brief brainstorming sessions to identify the characteristics of a good

team member. Do this quickly in just a minute or two to get participants thinking abouthow you know a good team leader when you see one. Write their responses in the

mirror

Then pair of the participants and handout the three column mirror image chart so that each

person has a chart. Suggest that each participant folds the chart length wise on the fold line,

hiding the third column from view. Give the group of pairs five minutes so that each person

has time to list three or four positive behaviours in both the first and the second column.

When this is done, instruct partners to exchange papers without looking at the completed

columns. Partners now work only with the third column, listing three or four positive

behaviours. All papers are then returned to the original owners

Objective

The object of the exercise is for each participant to find a consistent image or through

discussion with the partner to figure out how to bring apparent discrepancies into

alignment. This exercise in double reflection can be useful in strengthening ones

companys leaders.


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Situational PlayDivide the participants into two halves. One group would act as Management

Representatives and the other as Trade Union Representatives. An issue of Increase in

Bonus would be given 10 minutes prior to the discussion and the groups have to keep their


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relevant points and influence others. The team of assessors would judge the individuals and

would analyze their influencing skills.

In-basket ExercisesAn in-basket test or an in-basket exercise is a test used by companies and governments in

hiring and promoting employees. During the test, job applicants receive a number of mails,

telephone calls, documents and memos. They then have a limited period of time to set

priorities, organize their working schedule accordingly and respond to mails and phone

calls.

It also helps in acquainting employees about their job where a number of problems are kept

in the "in basket "(usually kept on the desk of the employee). The worker has to look at the

problems which could also be complaints from different employees and simultaneously

deal with those problems. As the employee solves these problems, he/she transfers them to

the "out-basket"


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InTray Exercise

Candidate brief

You are Pat Jones, recently appointed a Store Manager of a 1.8 million turnover store.

This is your first day at work following a two-week holiday. Todays date is Wednesday

5th April. Your administrator has collated the documents that have arrived in the store

during your absence.

Your task:

Decide on the order in which you would deal with the items in the folder using the

following code:

A = Must do today B = Would like to do today, time permitting C = Can be left until a laterdate

and then in the box provided write the specific action you would take to address that task.

You have 30 minutes to complete this exercise.


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DOCUMENT 3

Mrs Anna Frampton 111 Blenheim Avenue Stonford ST1 8TL

P Jones Store Manager The Shoe Company Slipper Walk Soletown

Dear Madam

I am writing to express my disappointment at the service I received when visiting your store.

I have a 4 year old daughter and a baby of 10 months. As with most children, my daughter

does not enjoy shopping, particularly when it involves lots of waiting, which was the case on

30th March when I visited your Store. I arrived in the Store at 10.30am and was not served until

11.40pm. I was not acknowledged by anyone during my wait, and when I was eventually served,my daughter was extremely fretful. I was served by Mandy who took one look at my obviously

distressed daughter, raised her eyebrows and said I hope you dont expect me to deal with her

while shes in that state.

As you can imagine, I was absolutely horrified at this persons attitude. I asked to speak to

the Assistant Manager and told him of the incident. His name was Simon Darby, and he treated

me with indifference, offering no apology.


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As a life-long Shoe Company customer I was appalled at my treatment. The Shoe Company

prides itself on a reputation for being the place to shop for childrens shoes this experience

does not seem to fit in with this reputation.

I will not be rushing into a Shoe Company shop in the near future, and I expect something to

be done about this incident.

Yours sincerely

Mrs Anna Frampton

DOCUMENT 4

Charity UK Drake Road SOLETOWN

31st March 2006

The Manager The Shoe Company Slipper Walk SOLETOWN

Dear Sir/Madam

We are newly established charity that works with under-privileged people around the UK. We are

now setting up our Christmas Bonanza and would like your help.

We are approaching all local businesses asking them to make a donation, of either products or

money, so that we can give a Christmas gift to those most in need in our local area.

If you have any queries please call me on 020 786 2317.


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Please give generously.

Yours faithfully

George Grey Head Fundraiser


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Competency Matrix

Debate Situation

Play (1)

Case Study

&

Presentation

Developing

Strategy

through

Case

Psychometric

Test

Situational

Play (2)

Critical

Incident

Interview

Leadership

Result-

Orientation

Strategic

Planning

Technical

Expertise

Influential

Skills

Customer

Orientation

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