1.
A JOURNEY OF NURTURING CULTURE OF CHANGE
Dhruv Dubey I GM-HR l Spencer’s Retail Ltd.

2.
THE WORLD CHANGED
The Agile Mind
‘It Is An Opportunity, Not A Threat’.

3.
C O N T E N T S N o .
B U S I N E S S D I R E C T I O N 0 3
H R S T R A T E G I C S H I F T 0 4 - 0 5
C A S E S T U D Y 1 : C O V I D M A N A G E M E N T 0 7 - 1 5
C A S E S T U D Y 2 : T R A N S F O R M I N G L E A R N I N G 1 7 - 2 1
C A S E S T U D Y 3 : O U T O F S T O R E 2 2 - 2 6
C A S E S T U D Y 4 : N E W H R M S 2 7 - 3 0
A G I L E U S A G E 3 1 - 3 6
T E A M 3 8 - 4 0

4.
AXES OF CHANGE
Sales In Cr 547 552
EBIDTA -4 30
Out of Store Business OMNI GMV 38 118
Sales Revenue/
Manpower Cost
Non Food
Mix
Out of
Store
Private
Brand
Employee
Cost/Sq. Ft.
MULTIPLE BUSINESS DEMANDS
Q1 FY2021 Q1 FY2021

5.
WALKING AGAINST THE TIDE

6.
95%
17%
30%
42%
63%
71% 76%
68%
45%
64%
79%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
16th Mar 25th Mar 27th Mar 29th Mar 04th Apr 08th Apr 11th Apr 10th Apr 28th Apr 4th May 9th May
95% 17% 79%
MANPOWER FILL RATE

7.
Change Employees from “Retail Employees”
to “Essential Services Warriors”
Everyday calling all employees and
convincing them over call to join back duty
Connecting with Employee’s Parents & family
and convincing them too
Changing
The
Mindset
Convincing
Them
Influencing
Guardians
EMPLOYEE UNWILLING TO COME OUT

8.
Cab & Bus for Pick & Drop
48% commuting through company arranged vehicles
Managing the logistic plan – time & route of pick, daily
coordination
Transportation/Hardship Allowance
Picking up employees from other districts
Accommodation with Food arranged at IMI/Hotels for 80 heads
Pick &
Drop
Allowance
Stay
Outstation
Planning
COMMUTING CHALLENGE

9.
Liaisoning with Local administrative bodies to keep Store
Open
Authorization Letters & Passes for Staff
Authorization Docs to Staff Vehicle for Out of Store
channels
Liasoning
Emp.
Documents
Authorizati
on Letter
MANAGING AUTHORITIES

10.
Employee Referral & Own References
Creating TPL Partners likes 2Coms, TeamLease..
Walk-in through Local Consultants & Freelancers
Generating leads through NGO
Hiring Ads through Social Media
Bringing in alliance partners like BRIL, Restaurant Association
Referral
NGO
Alliance
Social
Media
TPL
Local
Sourcing
HIRING 300 STAFF in 10 DAYS

11.
Manual Attendance through registers for 5000 employees
Creating buckets for different employee groups based on
working days
Separation & Re-hiring of 600+ employees from
Apprentice to TM within 24 hrs.
Again Re-hiring of 473 employees from TM to Apprentice
within next 24 hrs.
Cost Saving of Rs.1.02 Cr P.A (Rs.1801 per conversion X 473
employees X 12 months)
Manual
Intervention
Separation
Saving
Rehire
Group
MANUAL PAYROLL FOR 5000 STAFF

12.
Measuring Body Temperature Through
No Touch Thermometer
Social Distancing Awareness- Staff
Monitor
COVID-19 Awareness Daily Staff Briefing
Employee on Duty Wearing Mask &
Gloves
Biometric Device Stopped and
attendance through manual register
only
Self Declaration from Employee at Staff
Entry
COVID COMPLIANCE AT 180 OFFICES

13.
Arogya Setu App Download COVID-19 Helpline on Notice Board
Customer Entry with Trolley to maintain
6 feet Social Distancing
Sanitizer Offered to Customers at
Entry
Social Distancing Maintained at Cash
POS
Store Sanitization Done at
Contaminated Zones
COVID COMPLINACE AT 180 OFFICES

14.
LEAP OVER OBSTACLES
The Agile Mind

15.
PRE COVID POST COVID
• TRAIN THE TRAINER MODEL
• Class Room Based
• Localised Store based Trainers
• Charts and PPT heavy content
• Sessions length 3-4 hours
• Focus on Instructor led learning
• SUBJECT MATTER EXPERT MODEL
• Online sessions leveraging tools
• National level trainers
• Video Based Content.
• Byte sized learning
• Focus on Self learning
LEARNING & DEVELOPMENT TRANSFORMATION

16.
learn from the
master class
EDUCATE . ENGAGE . ENTERTAIN
DIFFUSE THE LEARNING GAP

17.
Previous Content Evolved Content ( a continuous journey)
Word Documents Video Based
Objective Unclear Well Defined Learning Objective
Text Intensive Light Text 5 words *5 line in One slide
Long Content Duration Modular Content
One way communication Interactive and usage of Engagement tools
Design Sensitivity less Based on principles of Interaction Design
Level 1 Learning
Evaluation
Level 2 & Level 3 ( Kirkpatrick Learning Evaluation)
REDESIGN THE LEARNING CONTENT

18.
CORPORATE INDUCTION PROGRAM
Company’s Vision & Values
RPSG Overview
Spencer’s History
Spencer’s Leadership Team
Spencer’s & Nature Basket –Strategic Pillars
Growth and Optimal Mix Summary
Spencer’s & Nature Basket – Key
Differentiator
OMNI channel
HR Team @ Spencer’s
Response to Covid
People & Culture
FOUNDATION TRAINING PROGRAM
L i v e V i r t u a l I n d u c t i o n S e s s i o n
M I C R O L E A R N I N G M O D U L E S
Module 1: Introduction to RP- Sanjiv Goenka Group & Spencers’s Retail Ltd.
Module 2: Formats, Channels, Categories & our PRIVATE BRANDS
Module 3: Workplace Guidelines and Ethics
Module 4: Life, Learning and Growth @ Spencer’s
VIRTUAL INDUCTION

19.
39%
36%
25%
L&D DASHBOARD Aug 2021
TRA I N I NG
S UMMA RY
Total No. Of Trainings – 28
Total No. Of Sessions – 47
Total Training Hours – 882 hrs
Total Training Participants –
1071
RTM Training Hours – 66
SME Training Hours – 38
R E G I O N - W I S E T R A I N I N G P R O G R A M S B Y R E G I O N A L T R A I N E R S
N
o
.
O
f
P
a
r
t
i
c
i
p
a
n
t
s
OVERALL TRAINING
N O R T H S O U T H
E A S T
T r a i n i n g P r o g r a m s
N
o
.
O
f
P
a
r
t
i
c
i
p
a
n
t
s
21
15
57
0
10
20
30
40
50
60
EAST NORTH SOUTH
E&E
NON FOOD
Refrigerator
28
21 24
0
10
20
30
40
50
60
EAST NORTH SOUTH
FASHION
NON FOOD
Ladies Ethnic wear
10
51
21
0
10
20
30
40
50
60
EAST NORTH SOUTH
Footwear/Accessories
FASHION
NON FOOD
22 22
32
0
10
20
30
40
50
60
EAST NORTH SOUTH
Awareness Session
KAMAI KI AZADI
NON FOOD
D i s p l a y G u i d e l i n e s A W ’ 2 1
S T R A T E G I C T R A I N I N G P R O G R A M S
Training
Type
No. Of
Training
No. Of
Participant
s
Functional 11 268
Sales & Service 10 599
Operational
Excellence
7 204
28 1071
19
57
17
4
22 21 22
28
10
0
20
40
60
80
Non
Food
NF-…
NPS…
Phone…
Customer…
E&E-…
Kamai
Ki…
Ethenic
(L)…
Footwear…
250
21
51
15
38 22 18
68
1
0
20
40
60
80
100
120
140
160
180
200
220
240
260
26
15
32
57
65
10
65
72
24 21
0
20
40
60
80

20.
PRE COVID POST COVID
• INSTORE CUSTOMER SERVICE
• Competition only modern
retailers
• Out of store business was 3% of
overall Sales
• OUT OF STORE BECAME
SIGNIFICANT ELEMENT
• Competition E commerce and
Home Delivery and kirana
stores
• Out of store business became
30% of overall Sales
SALES & SERVICE CULTURE – OUT of STORE FOCUS

21.
SAFETY & SERVICE STANDARDS - DELIVERY

22.
Incorporated Safety
Hygiene and extra
sensitivity towards
the customer

23.
DESIGNATION CHANGE
SR No ERSTWHILE NEW
1 Team Member Sales Associate ( SA)
2 Team Leader Team Sales Leader (TSL)
3 Department Manager Department Sales Manager ( DBM)
4 Store Manager Store Sales Manager (SSM)
5 Area Manager Area Sales Manager (ABM)
6 Business HR Sales HR
OPERATIONS HEAD --------------------- CHIEF SALES OFFICER

24.
INVERT, ALWAYS INVERT
The Agile Mind

25.
PPI ON NEW PRODUCTS- TO CREATE
CUSTOMER AWARENESS
PPI ON INTERNAL PRODUCTS(PRIVATE
BRAND)
PPI ON EXISTING PRODUCTS- BASED ON
SEASON,FESTIVALS.
PPI FOR LIQUIDATION- TO CLEAR AGEING
STOCKS
INCENTIVISATION AND CONTESTS

26.
No. Schemes No. Category
AMOUNT (Rs.) STORE (Coverage)
East North South Total East North South Total
1
PPI
1 PPI ON PRIVATE BRAND AUGUST 0 0
2 PPI ON 2K PE 2K AUGUST 35,400 2,900 1,200 39,500 11 1 1 13
5 PPI ON GILLETE CARTRIDGE(POTENTIAL EARNING) 36,700 22,300 31,100 90,100 52 44 55 151
6 PPI ON SOULFULL RAGGI BITES 20,900 14,100 12,700 47,700 52 44 46 142
7 PPI ON TREAUSRES OF INDIA 19,700 19,700 47 47
3 PPI ON SOR BRANDS(DATA PENDING) 0 0
4 PPI ON LADIES ETHNIC WEAR(DATA PENDING) 0 0
8 PPI ON HAR BILL PE PPI, FOR SOUTH(DATA PENDING) - - - 0 0
9 PPI ON HAR BILL PE HANKY(DATA PENDING) - - - 0 0
PPI Total - "A" 1,12,700 39,300 45,000 1,97,000 162 89 102 353
2 SIP (PLRP – EBIDTA ) - "B"
3
Contest
1 ANNIVERSSARY SALES AND PD CONTEST 57,700 74,800 88,800 2,21,300 14 11 12 37
2
INDEPENDENCE DAY SALES AND PD NOB
CONTEST 91,100 66,600 92,300 2,50,000 18 9 23 50
3
CHHALAANG 3 SALES,PD NOB AND FAST
DELIVERY 65,300 79,800 47,800 1,92,900 19 14 31 64
4 PB KA SIKANDER 43,000 11,000 42,000 96,000 7 4 8 19
Contest Total - "C" 2,57,1002,32,200 2,70,900 7,60,200 58 38 74 170
4 Kar Ke Dikhana Hai (NF Incentive) – 4 weeks of July’21 - "D"
Total - A + B + C + D 3,69,8002,71,500 3,15,900 9,57,200 220 127 176 523
MULTIPLE INNOVATIVE SCHEMES

27.
UMANG-MAY’21
THE MONTHLY ONLINE AWARD
CELEBRATION
ONLINE RECOGNITION PROGRAMS

28.
IT’S TIME TO JUMP
The Agile Mind

29.
• Moved away from biometric based payroll
• Touch less and safe attendance
• GPS based tracking of staff
• Focus on Hybrid working at workplace
MOVE TO GPS BASED HRMS

30.
What
?????
AGILE
AGILE TO AGILITY

31.
THEN NOW
Defined by Hierarchy Defined by SKILL
Input focused
Management Style
Output focused
Management Style
Accountability – Diffused Accountability – Definite FRIST POINT OF CONTACT
FPC
Review – Sporadic Review – Prompt
Department Focused
Business Aligned
Meeting Objective – Broad Meeting Objective – Specific
The CHARACTERISTICS OF CHANGE

32.
User
User Story
WHO.WHAT.WHY
go to the customer often
build premises
for relevance
BUILD RELEVANCE
with Customer
Time
Box
BECOME SPECIFIC
Monthly
Reviews
Fortnight
Reviews
Fortnight
Reviews
Weekly/
Twice-a-Week
Reviews
Velocity
Work
Done
considered
completed only
when the
customer/end user
validates
CREATE IMPACT
LIVING AND BREATHING AGILE

33.
Sprints
Move Away From Long Mails
Pick Up Phones And Talk
Come Together For Huddles
Connect Through Virtual Mediums
Don’t Drop the Ball
Don’t fall between the Walls
7 Days
1 Month
15 Days
3 Days
SPRINT AND FASTER

34.
Create
Value
Faster
Going Closer To The
Customer
Welcome Change
From The Customer
Take a hard stop only
when the customer
says it is done
WELCOME CHANGE
Minimum
Viable
Product

35.
Level 1 – GM
Level 2 – DGM
Level 3 – AGM
Level 4 – CM
Level 5 – SM
Level 6 – M
Level 7 – AM
Level 8 – Sr. Exc
Level 9 – Exc
Expertise
Role
based
Regional
Level
Geography
C O M P O S I T I O N O F T E A M
HIERARCHY SKILL BASED
Role Based
4-8 in a Project Team
DEVELOPMENT TEAM

36.
ACCELERATION STRENGTH SWIFT to TURN PUNCH BALANCE
deliver
value
faster
core
strength
jump
over
the
obstacles
walk
over the
edge
strike
the
balance
reduced
time to
act and
execute
Being AGILE??

37.
RELEVANT
SPECIFIC
IMPACT
THR HR STRATEGIC SHIFT
RELEVANT
SPECIFIC IMPACT
STRATEGY

38.
LEADING THE CHANGE
CATCHING UP WITH THE
BUSINESS
RUNNING ALONG LEAD THE CHANGE

39.
BELONG TO THE TRIBE
The Agile Mind

40.
STARS AND LEADERS
THE BEST TEAM IN SALES HR
YOUNG TALENT CAME OUT IN THE SUN
MATURE LEADERS GOT REFRESHED AND CHALLENGED
VELOCITY OF WORK MULTIPLIED
PRODUCT BACKLOG VOLUME REDUCED
MANY PROMOTIONS IN THE TEAM

41.
ENJOY THE NEW WORLD