HUMAN RESOURCES

MANAGEMENT
ZARA

SUBMITTED TO:
Ms. JYOTI CHANDWANI

SUBMITTED BY:
Ayush Bajaj
Razin Gajiwala

ACKNOWLEDGEMENT
When it comes to an appeal of fathomless gratitude and obligation first of all, we owe our
head heartily to all who have been inspirational, motivating and supportive throughout the
project work, this report is the sensible team effort of all those people mentioned or not
mentioned here. We express our benevolent thanks to our module instructor Ms.JYOTI
CHANDWANI not only for giving excellent guidance, but also for her never ending
willingness to deliver generous research methodologies, timely attention and kind interest.
We would also love to thank the MANAGER of ZARA,SURAT, for giving us such a
wonderful interview, without which the research would not have been possible.
At last we would love to thank AUROUNIVERSITYfor supporting us humbly in every
way and helping us in the completion of our project report

TABLE OF CONTENTS
CHAPTER 1 : INTRODUCTION

OBJECTIVES OF STUDY
LIMITATION OF STUDY

2
4

CHAPTER 2 : RESEARCH METHODOLOGY

CHAPTER 3 : THEORITICAL FRAMEWORK

INTRODUCTION
RECRUITMENT
SELECTION PROCESS
TRAINING & DEVELOPMENT
PERFORMANCE APPRAISAL

8
9
11
12
13

CHAPTER 4 : CONCLUSION AND RECOMMEDATION

14

CHAPTER 5 : REFRENCES

16

CHAPTER 1
INTRODUCTION

OBJECTIVES OF STUDY
Most experts view Human Resources as the most important asset of any organization.
Managing an organizations people is often the most challenging and complex task required
of a manager. It is also the responsibility, if executed well, that permits a person to rise to
the senior level of management, or prevents a manager from rising to the senior level if
done poorly.
The objective of this project is to learn the basic principles of strategic human resource
management how an organization acquires, rewards, motivates, uses, and generally
manages its people effectively. In addition to providing a basic legal and conceptual
framework for managers, the course will introduce the manager to practices and techniques
for evaluating performance, structuring teams, coaching and mentoring people, and
performing the wide range of other people related duties of a manager in increasingly
complex workplace.
Provided below are the description of the topic:
HR
ManagementThe
Management

People

Factor

in

Business

and

Overview of Human Resource Management and the role it plays in organizations. Review
of the evolution of human resources as a discipline and the role of the non-HR manager in
managing people and in implementing basic human resource practices and policies.
Discussion of the course structure and overview of the subjects that will be covered.
Staffing and Training
Human resource planning and staff projections and requirements are analyzed. Employee
acquisition through strategic recruiting and selection are explored in detail. Class
participants engage in exercises designed to introduce behavior based interviewing and
other common interviewing and selection practices and techniques. Orientation and staff
training and development programs are reviewed. External vs. internal training are
examined and students are introduced to commonly used resources for training and
developing personnelincluding an overview of leadership development programs.
Compensation, Benefits and Performance Management Systems
Review, analysis and discussion of various compensation systems including pay for
performance and merit based systems. Comparison and evaluation of various incentive
compensation and total compensation systems. Developing a compensation philosophy and
structure will be discussed. Overview of performance evaluation systems including goal
orientated systems and force ranking. Hands on exposure to performance reviews and goal
setting through interactive exercises and exposure to case studies. Introduction to both
legally mandated and voluntary benefit systems. Current benefit trends and costs and
overview of competitive benefit practices.

Human Resources Law and Affirmative Action

Employment Policies Practices and Strategies

and

Equal

Comprehensive overview of key human resource related laws and legal considerations.
Historical overview of the evolution of equal employment opportunity and affirmative
action programs. Review of current practices and programs for affirmative action and for
minority and womens set aside programs. Examination of the managers role in an
increasingly diverse workplace. Discussion of reactive vs. proactive approaches to
managing a diverse work environment and to avoiding discrimination and associated legal
difficulties.
Building a Principled WorkplaceEthics and Leadership
Understanding, developing and maintaining a corporate culture that supports ethical
behavior, adherence to core values, and respect for employeesand at the same time
enhances productivity and profitability. Discussion and analysis of how to conduct business
ethically in todays environment. The role of effective corporate communications in
building a positive, ethical environment. Review of basic employee rights and
responsibilities and the role of the manager as communicator, role model, and leader.

LIMITATION OF STUDY

The main limitation, which we have come towards, was there is a

common HR manager of all the stores of ZARA, which is there in
the head office, situated in Gurgaon, Haryana.

We didnt get chance to talk with the HR Manager but we had a

talk with the storeowner of ZARA, Surat. And he explained us all
the proceeds of recruitment and selection of the new employees.

This isnt limitation, but the store has also given us the application
form that they keep in the store, and anyone can fill and apply for
job.

We cannot get much information about the recruitment and

selection process because its all done from the head office, and
the interview is taken through Skype software, and no other person
knows it.

CHAPTER 2
RESEARCH METHODOLOGY

RESE
ARCH METHODOLOGY
RESEARCH DESIGN
The study has utilized both descriptive and causal research design. The research problems
and objective posed at the beginning of the study will be answered through a descriptive
and research design. The design will focus on recruitment, selection and training policies in
an organization. An Interview of HR manager was taken to obtain the data and will help to
recommend and suggest if required for the workplace.

TIME AND PLACE OF SURVEY

The survey was conducted on 13th April 2015 in ZARA, Surat; our respondents were HR
Manager of ZARA from various sectors and knowing about their recruitment, selection and
training policies availability in the organization in which they work in.

Population that has been studied

ZARA, Surat; HR Manager

Sampling size

Instrument used

Interview

SAMPLE SIZE
The sample size for our survey was 1-employee respondents from Surat city. The
respondent is working as employee in ZARA, Surat.

SOURCES OF DATA
The data used in the report were both primary and secondary data. The primary data was
conducted by survey and was used for analysis and interpretation whereas; the secondary
data was collected from various journals, research papers and web browsing and were used
for literature review and theoretical framework of the topic.

SAMPLE FRAME
The survey was conducted in ZARA PVT LTD. Surat city. The area covered under our
survey was a high level HR Manager of the store and their employees.

CHAPTER 3
THEORITICAL FRAMEWORK

INTRODUCTION
Products and Services
A majority of Zara stores operate in large shopping centers located in major metropolitan
areas or high-fashion areas of retail commerce. Zara sells clothing for men, women, and
children. Styles include fashions for all seasons and incorporate trendy yet sensible styles.
Clothing lines often include pants, jackets, shirts, blouses, dresses, skirts, and shorts. Zara
also sells handbags, hats, and other fashion accessories. Customers may purchase items instore or online.

More Information about Zara

The Zara retail empire spans five continents and includes locations in nearly 75 countries.
Founded in the mid-1970s, Zara originally sold knockoff replicas of high-end clothing
lines. Sustained success led to the inclusion of designing, manufacturing, and disturbing
company-made merchandise. The first Canadian Zara locations opened during the 1980s.
More than 20 Zara stores operate throughout Canada, with new stores expected to open in
the near future. Over 7,000 entry-level workers and seasoned professionals work various
capacities for Zara nationwide.
World-renowned fashion retailer Zara offers exclusive and contemporary styles of clothing.
Also involved in the manufacturing and sales of fashion accessories, such as handbags and
footwear, Zara primarily sells clothing for men, women, and children. Classic yet modern
designs and reasonable prices draw thousands of annual customers. The company mainly
operates in major cities or fashion-centric areas of densely populated countries. Zara also
draws success from franchising.
Benefits of Working at Zara
Zara offers paid training programs and avenues for career development in addition to
competitive pay scales. Work environments include long lunches, fun and supportive job
settings, and performance-based incentives. The international fashion chain also provides
employee benefits packages for full-time associates. Apply online to learn more about Zara
work benefits and begin the hiring process today.
As an international company, employment benefits may vary by Zara location. Common
job benefits packages include healthcare coverage, paid time off, and 401(k) retirement
plans. Some stores may offer profit sharing plans, employee assistance programs, and
tuition reimbursement to qualified associates. Life insurance options and generous
discounts on Zara merchandise also stand readily available at most stores.

RECRUITMENT
Zara hires workers with deep-seeded interests in the fashion industry. The ability to talk
freely on the subject of Zara merchandise at will often sets prospective employees apart
from other candidates. Hiring representatives also search for well-kempt, stylish, and
personable individuals. The company imposes strict dress codes for employees and expects
associates to carry out daily tasks with professionalism at all times. Fashion-savvy,
hardworking, and personable individuals often thrive in Zara jobs. Contact a local Zara
Surat location to learn more about available job opportunities.
Zara Jobs Information
The international fashion chain typically hires new team members between the ages of 18
and 25. Minimum hiring requirements for provinces begin around 14 however; Zara
generally looks for experienced workers to fill both entry-level jobs and professional
careers. During the hiring process, the fashion company screens for availability and related
job skills in addition to experience in the industry. Common positions for hire at Zara stores
include:
Sales Associate Zara hires professional and customer-oriented workers to fill sales
associate jobs. Typical responsibilities include selling and upselling products, answering
questions about products and services, and maintaining dressing rooms. Zara sales
associates also serve as cashiers and complete transactions on computerized POS systems.
The fashion chain offers both part-time and full-time hours for sales associate jobs. Zara
employees generally work on foot for long periods of time and engage customers on a
consistent basis.
Merchandise Handler The position of Zara merchandise handler involves a great deal of
creativity and intuition. Applicants must generally possess sound senses of style and
extensive knowledge of Zara clothing lines and products. College degrees or previous
experience in the fashion industry typically benefit prospective employees in search of
merchandise handler jobs. Common responsibilities include purchasing clothes from
distributors and designing clothing displays and store layouts.
Management Like most retail stores, Zara needs professional and motivated managers to
maintain operations. Careers available include assistant manager and store manager
positions. Although managerial opportunities primarily involve clerical and administrative
responsibilities, applicants must possess strong fashion sense for employment
consideration. Most Zara locations promote managers from within. Primary responsibilities
include hiring and training new associates, delegating work, collaborating with
merchandise handlers on floor plans and clothing lines, driving sales, and supervising
entry-level employees. Zara looks to hire workers with previous managerial or fashion
retail experience, college degrees, excellent leadership and communication skills, and
passion for the brand.

JOB APPLICATION FORM OF ZARA

SELECTION PROCESS
Though an international retail chain, Zara boasts a similar hiring process throughout much
of the world and for many available positions at the retail level. Zara sales associate jobs
generally only require a single interview. Aspiring key holders and other managerial job
seekers often only sit through a single hiring session, as well. Applicants looking for work
as stock associates may encounter group interviews, as opposed to traditional 1:1 interviews
used for most other positions. The Zara hiring process concludes in as little as three days.
Zara interviews examine candidates for knowledge of industry trends, product lines, and
retail sales and operations, in general. Conversation then moves on to personal and
professional experiences, with interview questions probing for multitasking skills and
customer service abilities.
Examples of Zara interview questions range from broad-based inquiries to very specific
interrogations. Specific Zara interview questions typically center on situational
circumstances and reasonable reactions, while broader, more introductory Zara interview
questions cover topics in terms of generalities. Broader, more general Zara interview
questions may include, "What do you know about Zara as a company?" or "What represents
good customer service to you?" Applicants may find specific Zara interview questions in
the form of, "How would you handle a customer complaint?" or "If two customers enter the
store simultaneously and look to buy the same item, but there is only one left, how would
you determine who gets it?"
Previous retail experience consistently comes up during Zara job interviews. Applicants
should highlight and discuss any previous and related experience in the retail industry,
specifically the fashion retail industry, in order to gain further review for hire. Zara also
favors workers who go above and beyond by wearing Zara fashions through all stages of
the interview process. Due to constant interaction with customers, candidates should
embody professional appearances. The typical length of Zara interviews runs about 30
minutes, with a majority of workers receiving formal hiring offers at the conclusion of the
final meeting.

TRAINING & DEVELOPMENT

Zara is a clothes store owned by the organization Inditex. When an employee first begins
working for Zara they begin as either a sales assistant or as a cashier. There are three
sections to Zara stores; these are Ladies-wear, Menswear and Kids-wear. Each section has
it's own managers, sales assistants and cashiers. There is also a general/store manager. All
staff begins their training immediately on the first day they start.
Cashiers have a lot to learn, as the tills used in one Zara store are the exact same as the tills
used in all Zara stores all over the world and things are done in a strict way where things
are checked and double checked as to avoid discrepancies. They are first introduced to the
basics of putting through a sale on the till using both cash and cards, they are trained with
real customers and not in a pretend scenario. The next step is refunds once again with cash
and with cards. There is a head cashier in every store who trains the new cashiers. He or she
has a sheet to go through with the new cashier showing what should be learned and when
over the new cashier's first fourteen days of work.
Sales assistants do not work on the tills at all they are floor staff. They must learn all about
the garments on the shop floor, know roughly where all items are and be able to advise
customers making purchases. They are trained by the managers of that particular section
and by senior sales assistants. They must be fully trained in the products delivered into the
store and how to put them out onto the shop floor in a way that makes them look
presentable and appealing. The most basic of what they first learn is simply to fold the
clothes on the shop floor in the correct way.
When an employee in Zara decides they want to move up higher and train to become a
manager there are a few steps they first must follow. If this employee is a cashier they must
become a sales assistant and learn a lot more about the shop floor and about the garments
than they would have known as a cashier. They must also be given a full-time 37.5-hour
contract if they have not already got one. They are then given some more responsibility and
learn about ordering and managing deliveries and transfers to different stores. The step is to
go for an interview with regional managers to see if they are progressing enough. The
employee is sent on training days in a bigger store where they learn management skills.
There may be more than one of these interviews before the employee may become a
'responsible'. This is a kind of assistant manager role. Notices of job vacancies within Zara
are posted for the staff to see in the canteen and staff rooms. Employees who have already
begun to embark on further training are the ones most likely to avail of these positions.
Zara also does training courses for staff that are already in management roles so the
learning, training and development is never over. This way they can maintain they are
always able to compete with other retailers.
Zara also do an appraisal system in which employees are interviewed by the store manager
and their own department manager. This lets the manager know what stage the employee is
at with their training and development and what they feel they still need to learn.

PERFORMANCE APPRAISAL
Recently Zara decided to run a competition in its store in Surat in which all of the staff had
their picture taken and placed on a board in the staff room. On this chart each employee was
awarded a star for completing different tasks like making sure their department was closed
perfectly at the end of the day. After about four weeks the employee from each department
with the most stars on their chart was interviewed on why they would like to win. An
overall winner was then chosen from the store.
The prize they won was to spend the day with a regional manager of their choice, to see
what their day-to-day job entails. Each winner was then put into a draw to be the overall
winner in Surat and to win a store purchase discount. This was an incentive and it gave the
employees an opportunity to put their learned skills into practice. This motivated employees
to put in their best efforts.
Employees are also made aware of the store target everyday. This lets them know how they
are selling that day in comparison to that day the previous year.
They also pay staff commission, which is a percentage of what the store takes in everyday
that the employee works. This helps to motivate as, the more you sell, the more you get
paid

CHAPTER 4
CONCLUSION AND RECOMMEDATION

CONCLUSION
To conclude, training and development is a key aspect of human resource management.
There are many ways in which employees are trained including, education, training,
learning and development. These methods include training for the present time and for the
future. Feedback is important to let the manger know if their training is being successful or
not and allows them to improve it if needed.
Behavioral theory looks at what gets employees motivated. These include things like setting
goals, promotion, job security and incentives. Motivation is the key to performance
improvement.
Zara has a very effective way of training staff. Sales assistants are trained quickly whereas
cashiers learn more over a longer period of time. This is because they have more to learn, as
they are responsible for handling all of the cash for the store. Managers are still constantly
training and developing their skills too and receiving higher salaries rewards them.

RECOMMENDATIONS

We would recommend that Zara train cashiers a bit more quickly than they do at present as
sometimes in the first few months cashiers can feel they are in over their heads and will
never know everything they need to. I think the checklist sheet, which all of the Zara stores
use is a good idea as it means all cashiers are being taught the same things in the same way
and there is no variation in they way one employee does something compared to another.
The way the organization trains staff within theyre working shift hours and does not bring
them in for training out of hours is something that they do well. It means that the new
employee can be trained in real life situations, which in my opinion, is a far greater way of
learning than being taught the theory of a situation without actually witnessing it happening
first hand.
The only time staff are brought in for training out of working hours is for health and safety
training and this is because all staff need to be present at the one time and the empty shop
floor space is needed to demonstrate things such as lifting boxes correctly. Staffs are kept in
for a short amount of time

CHAPTER 5
REFRENCES

REFRENCES

Zara Application & Career Info. 2015. Zara Application & Career Info. [ONLINE]
Available at: http://www.job-applications.ca/zara-application/. [Accessed 13 April
2015].

Zara Interview: Questions & Tips Online. 2015. Zara Interview: Questions & Tips
Online. [ONLINE] Available at: http://www.job-applications.com/zara-jobinterview-tips/. [Accessed 13 April 2015].

Learning Training And Development At Zara Management Essay. 2015. Learning

Training And Development At Zara Management Essay. [ONLINE] Available at:
http://www.ukessays.com/essays/management/learning-training-and-developmentat-zara-management-essay.php. [Accessed 13 April 2015].

Human Management research paper | Sanjay Trivedi - Academia.edu. 2015.

research paper | Sanjay Trivedi - Academia.edu. [ONLINE] Available at:
https://www.academia.edu/4414516/Mutual_fund_research_paper. [Accessed 13
April 2015].