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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=47/29/2019 Development on Assessment Centre-Lifestyle
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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