Building better workplace

BATCH-14, September – October 2023

GROUP MEMBERS
Zainab Tabassum

Aayushi Vinayak Jaiswal

Ishita Elizabeth Burney

Tamanna neog

Submitted to:
Prof. Rangarao Chundru
Acmegrade Pvt Ltd.

DEPARTMENT OF HUMAN RESOURCE MANAGEMENT

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 CERTIFICATE

This is to clarify that the project work embodied in the project entitled in

the project entitled “ BUILDING A BETTER WORK PLACE”. Submitted to

prof. Rangarao Chandru was carried out by Zainab Tabassum, Aayushi

Vinayak Jaiswal, Ishita Elizabeth Burney, and Tamanna neog (Batch

Number 14, October-November ’23) they have successfully completed

the course in Human Resource Management.

SIGNATURE OF CANDIDATES

Zainab tabassum

Aayushi Vinayak Jaiswal

Ishita Elizabeth Burney

Tamanna neog

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 Date:

ACKNOWLEDGEMENT

First, I wish to express my sincere gratitude to Prof. Rangarao Chundru

for providing us an opportunity to do our internship at
Acmegrade Pvt Ltd. For us it is a unique experience to study about
Human Resource Management. This period of internship is a great
chance of learning and professional development.

We would like to take this time to gratefully thank everyone who helped
us to complete this research and including the expertise who are given a
great source of information.

We are especially very grateful to Prof. Rangarao Chundru for his

guidance, support, inspiration, motivation and encouragement,
he provided during the course of the project study and helped us in the
successful completion of this project and the management of
Acmegrade Pvt Ltd. for the vision. And we pay a special
gratitude to our family and friends who have encouraged and supported
us, and my teammates who helps for the completion of this research.

Zainab tabassum

Ishita elizabeth burney

Aayushi Vinayak Jaiswal

3
 Tamanna neog

INDEX
Title Page
No.
Abstract 5
Chapter: 1 Introduction 6
1.1 Importance of Building a Better Work Place 7
1.2 Building a better work place 10
1.3 Better work place Policies 12
1.4 Advantages of building a better workplace 14
Chapter: 2 Literature Review 15
Chapter: 3 Objectives of your study 18
Chapter: 4 Company Profile 19
4.1 Company Profile – H&M 19
4.2 Peer analysis 20
4.2 Corporate social responsibility (CSR) 20
4.3 H&M Development 21
4.4 Communications 22
4.5 H&M Products and Services 23
Chapter: 5 HRM 25
5.1 Roles & Responsibilities of Human Resource in 26
H&M
5.2 H&M Payroll 26

Chapter 6 Case Study 30

Chapter: 7 Conclusion 33
References 35

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ABSTRACT

Building a better workplace is of paramount importance for

numerous compelling reasons. It directly impacts employee
well-being, resulting in reduced stress and burnout, and
contributes to heightened productivity and performance.

A positive workplace culture aids in talent attraction and

retention, lowering turnover costs while fostering innovation
and collaboration. Furthermore, it can lead to reduced
healthcare expenses, increased customer satisfaction, and a
favorable company reputation.

Building a better workplace is an ongoing process that

requires commitment from both leadership and employees. It’s
essential to continually assess and adapt policies and
practices to meet the evolving needs and expectations of the
workforce.

Keywords: Human Resource Management, better work place, employee

well-being, interaction of employees

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CHAPTER 1: INTRODUCTION

Creating a better workplace involves fostering a positive and

inclusive environment that prioritizes employee well-being,
collaboration, and personal growth. Key elements often include
clear, communication, flexible work arrangements,
professional development opportunities, and a strong
commitment to diversity and equity.

Building a better workplace means creating an environment

where employees can thrive, feel valued, and find fulfillment in
their roles. It involves fostering a positive culture based on
respect, inclusivity, and open communication. Fair
compensation and opportunities for professional development
are essential to show employees that their contributions are
recognized and rewarded. Encouraging a healthy work-life
balance and providing resources for physical and mental well-
being are vital for preventing burnout and promoting overall
health. Additionally, embracing diversity and inclusion, offering
employee empowerment, and ensuring safety and well-being
are key components of a better workplace.

Regular feedback, flexibility, and ethical business practices

also play a crucial role in improving the workplace. This
continuous effort results in higher employee satisfaction,
productivity, and organizational success.

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1.1 IMPORTANCE OF BUILDING A BETTER WORKPLACE:

One of the most vital factors of job satisfaction is having a

positive work environment. It can be defined ,relatively, to
workers as a place of work which meets their different
expectations to feel happy and satisfied for coming to their
work every day and to not think of quitting their jobs. A Positive
work environment influence and affect employees feeling,
thoughts and actions and that is the source of its importance.
It involves many aspects related directly to employees, the 4
aspects which will be clarified in this essay are almost the
most important to the majority of employees, which are :
having good communication with management or co-workers,
good individual growth plan, work-life balance, and
appreciation

ach individual have a different understanding of the concept of

work-life balance, it is different for a single than a married
working person. It`s very important for a working individual
,weather female or male, to have a job that meets his
requirement of having booth a good career bath and a good
social, personal and family life as well.

Offering a work-life balance to employees can reduce stress

which lead in turn to create good moral.

Work-Life Balance can be provided by many ways, one of them

is by offering some flexibility at work, for example, manager
can inform supervisors to be flexible with employees instead
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of being too strict ,allowing them to have one hour break
instead of half an hour with a condition that no work load.

Several elements are considered a base for effective

Human Resource Management policies, they are:

 Employes well-being: improved workplace conditions

enhances the physical and mental health of employees,
reducing stress and burnout.

 Productivity: a positive work environment boots

motivation, engagement and job satisfaction, leading to
increased productivity and better outcomes.

 Talent attraction and retention: attractive workplace

attract top talent and encourage employees to stay,
reducing recruitment and training costs.

 Innovation: a supportive culture fosters creative and

innovation, which can lead to competitive costs.

 Employee development: opportunities for growth and

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 skill development contribute to personal and
professional advancement.

 Reputation: a great workplace can enhance a

company’s image and help attract customers, partners,
and investors .

 Diversity and conclusion: inclusive workplaces foster

diversity, bringing varied perspectives and ideas to the
table, which can lead to better decision making and
innovation.

 Legal and ethical considerations: creating a better

workplace can help companies comply with labor laws
and ethical standards

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 Building a better work place

The degree of pride and levels of authentic connection and

camaraderie employees feel with one are additional essential
components. What is a great work place? The manager view

From the manager’s perspective, a great workplace is one

where they “ACHIEVE ORGANISATIONAL’S OBJECTIVES;

o With employees who give THEIR PERSONAL BEST; and

o Work together as a team / family in an environment of

trust there are nine practice areas where leaders and
managers create an environment of trust

Great work places achieve organisational goals by inspiring,

speaking and listening. They can have employees who give
their personal best by thanking, developing and caring and
they work together as a team
Family by hiring, celebrating and sharing. This fundamental
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model, confirmed by a great place to work through over 25
years of worth of analysis of employees own opinions, is
universal and consistent year-over-year, country-to-country. It
implies not only to all organisations but to companies with diverse
employee demographics.
How can it be measured?

We assess the culture of the organisation thought answers

provided on an e
ployee survey, the trust index employee survey, which Is
modelled on the 5 dimensions found in the employee view of
a great workplace. And we look at the work place culture
audit, organised, by the nine practice areas in the
management definition of a great work place. This survey
precisely measures the behaviour and the environment that
forms the underpinning of the worlds most desirable
workplaces and successful businesses. Business leaders,
academics and the media to rely upon great place to work
metrics to establish an objective standard that defines a
great place work metrics to establish an objective standard
that defines a great workplace. These-metrics from the trust
index and culture audits- from the basis of methodology great
place to work uses to advise and train companies on how to
transform themselves into great workplace.

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1.2 BETTER WORKPLACES POLICIES:

An organization’s human resources team is often responsible for

creating and maintaining Human Resource policies.

Workplace Policies:
Some laws require employers to communicate workplace information

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 to employees in writing. In the absence of a specific
requirement, employers should also implement policies that
communicate company expectations and benefits. While the contents
of your company's handbook will depend on a number of factors,
including your company's size, industry, and location,
consider including these key policies:

1. At-will employment: This statement reiterates that either you or the

employee can terminate the employment relationship at any time and
for any reason, as long as the reason is a lawful one. It is a best
practice to prominently display this statement in the beginning of your
employee handbook (except in Montana, where at-will employment is
not recognized). Reinforce at-will status in your handbook
acknowledgment form as well.

2. Anti-harassment and non-discrimination: These policies prohibit

harassment and discrimination in the workplace. Non-discrimination
laws are governed by federal, state and local provisions, so review your
applicable law and account for all appropriate protections.

3. Employment classifications: It is a best practice to clearly define

employment classifications, such as full-time, part-time, exempt or
non-exempt since an employee's classification can dictate eligibility for
benefits and overtime pay.
4. Leave and time off benefits: These policies address a company's rules
and procedures regarding holidays, vacation, sick, and other types of
time off benefits, or leave required by law (such as voting
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 leave, family leave, and domestic violence leave) or
company policy. Check your state and local law to ensure all leave
requirements are included in your employee handbook.

5. Meal and break periods: A policy on meal and break periods informs
employees of the frequency and duration of such breaks as well as any
rules or restrictions related to break periods. Rest periods, lactation
breaks, and meal periods must be provided in accordance with federal,
state and local laws.

6. Timekeeping and pay: A timekeeping policy informs employees of the

method for recording time worked and the importance of accurately
recording their time. A policy on paydays lets employees know the
frequency of paydays, the methods available for receiving pay, and any
special procedures for when a payday falls on a holiday or when an
employee is absent from work.

7. Safety and health: Safety policies describe safety and emergency

procedures and require employees to report work-related injuries
immediately. Additionally, some regulations
under the Occupational Safety and Health Act require employers to
have specific policies and programs in place if certain workplace
hazards exist (such as a hazard communication program if certain
chemicals are present in the workplace).

8. Employee conduct, attendance and punctuality: Attendance policies

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 make it clear that employees must be ready to work at their scheduled
start time each day and provide procedures for informing the company
of an unscheduled absence or late arrival. It is also a best
practice to have policies on standards of conduct, drug and alcohol
abuse, disciplinary action, confidentiality, conflicts of interest, and
workplace violence.

1.3 ADVANTAGES OF BUILDING A BETTER WORK PLACE

Improved Employee Morale: A positive work environment with

supportive leadership and a strong company culture can boost

employee morale. Happy employees tend to be more engaged,

motivated, and committed to their work.

Increased Productivity: When employees are content and motivated,

they are likely to be more productive. A better workplace can result in

higher efficiency, fewer distractions, and better focus on tasks.

Enhanced Employee Retention: A positive work environment can

reduce turnover and employee churn. When employees feel valued

and supported, they are more likely to stay with the company, reducing

the costs associated with hiring and training new employees.

Attraction of Top Talent: A company known for its positive workplace

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 culture and employee benefits is more attractive to potential hires.

Attracting top talent can give your organization a competitive

advantage.

Better Collaboration: A better workplace often fosters improved

communi cation and collaboration among employees. This can lead to

innovative ideas, problem-solving, and a more cohesive team.

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 CHAPTER 2: LITERATURE REVIEW
The HR Policies described factors like accountability, challenge, importance,
recognition, advancement, fairness and others.

Setting goals and building expectations is also is important mission of

management team that greatly effects on employees, motivation and
employees satisfaction.

Policies that motivates the employees:

 Recruitment and selection

 Incentive strategy and others

 Olukunle S. Oludey Campuses, like every other microcosms of the

larger society, comprise of various interpersonal, academic, socio-
economic, polit cal, and most importantly employment relationships. It
is a spectacular kind of workplace environments; a conglomeration of
intellectuals and well I formed individuals who hail from different
socio-cultural, ethnic and rel gious environments and converge in
educational insitutions to pursue different aims and objectives
(Akinsanya & Oludeyi, 2013: 65). The diverse nature of people’s
demographic and professional characteristics, viz-a-viz education,
orientation, experience, culture, identity, sex, religion, skills, etc.,
makes in viduals to react differently to workplaces and work
environment stimuli. These differences also reflect in staff
commitment to work as shaped by va ables within campus
environments. The essence of commitment of staff in the workplace
is on the fact that highly committed employees perform better on the
job and are less likely to exhibit such anomalistic workplace behaviour
as high absenteeism or presenteeism, voluntary turnover, apathy,
ineptitude,sabotage , among others. (Oludeyi, 2015: 10

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 Karen Vaughan As we move into a knowledge society, with its
emphasis on knowledge building, it is learning
that becomes more and more important. Workplace learning is a key part
of this, driven by the impact of changes in demographics, skills demands,
technologies, and people’s relationships and roles within various
institutions and communities. Transitions from school to work are not as
distinct and linear as they once were. Learning is no longer confined to a
“front loaded” activity in a formalised, clas room environment. Work and
career are no longer static and predetermined ent ties.1 Knowledge is not
necessarily individualised.2 The way an entire organis tion learns can be
instrumental in its innovation and profitability. Understanding a
knowledge society is therefore integral to understanding workplace
learning. We
cannot talk about workplace learning as separate from this context
because it is this context—the changing nature of work, knowledge,
learning—that in part drives what we think of as, or want for, workplace
learning.

 David Geigle, Associate Professor Texas A&M University Much has

been written on the subject of Workplace Spirituality (WS) by
academics and practitioners, including
the notion of a new paradigm, one that satisfies the needs of the
millennial manager for achieving triple bottom line results while satisfying
the unmet needs of the workforce. To qualify as a new paradigm, WS
must differentiate itself from religious spirituality and other management
disciplines such as positive psychology,
organizational behavior, and organizational development. In the late

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 1990’s and early 21st century this ground swell of interest resulted in a
proliferation of books and essays in academic journals. Each of these
had their own definition and expectation for this new discipline.

 Raymond B. Flannery J
violence is increasing both in society and in the workplace. Such
episodes of violence may result in psychological trauma and in Post-
Traumatic Stress Disorder in employee victims. This article reviews
the published peer-reviewed literature in four areas of worksite
violence: corporations and industry, police and corrections, schools
and colleges, and healthcare settings. The review examines the nature
and extent of worksite violence as well as the current interventions
that are in place to facilitate employees response to and recovery
from these events. Five preliminary findings emerge from the data and
their implications are discussed

 karen Danna
Health and well-being in the workplace have become
common topics in the mainstream media, in practitioner-
oriented magazines and journals and, increasingly, in
scholarly research journals. In this article, we first review
the literature that serves to define health and well-being.
We then discuss the primary factors associated with
health and well-being, the consequences of low levels of
health and well-being, and common methods for
improving health and well-being in the workplace. Finally,
we highlight important future directions for future theory,

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research, and practice regarding health and well-being
from an organizational perspective.

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CHAPTER 3: OBJECTIVES

 Prioritizing the physical and mental health of employees to

create a safe and supportive environment.

 Enhancing productivity through efficient processes, better

communications, and employee engagement.

 Providing opportunities for skill development and career

growth

 Promoting a diverse and inclusive workforce to foster

creativity and innovation.

 Supporting a healthy balance between work and personal

life to reduce burnout and improve job satisfaction.

 Cultivating a culture where employees feel motivated and

connected to their work.

 Improving communication channels and transparency

within the organisation .

 Recognizing and rewarding employees for their

contributions and achievements.

 Aligning workplace practices with the company’s mission

and values.

 Encouraging feedback and listening to employee concerns

to drive continuous improvement.

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CHAPTER 4: Company Profile

4.1 COMPANY PROFILE:

In 1947, H&M was created in Sweden (H&M Corporate Social
Responsibility Report 2007, 2008). It offers a huge range for men, women
youth and children, including clothes, accessories, footwear and
cosmetics. Its business concept is to “offer fashion and quality at the
best price”, and work globally and enter into new markets in the future.
Over 1700 stores are open in 33 countries all over the world at this time.
In 2008, H&M’s group sales including VAT had an excellent result. From
the diagram below, we can see that they reached SEK 104 billion, an
increase by 13 percent over the last year. Their profit and the earnings
increased as well. (H&M in Words and Pictures 2008, 2009)

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 4.2 PEER ANALYSIS:

Analyzing a company like H&M typically involves examining various aspects,

including financial performance, competitive position, and market trends.

Zara, Uniqlo, Primark, ASOS, Gap and Forever 21 are few brands that set a
tough competition for H&M company in the areas like product range,
sustainability, store experience, pricing and online presence.

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 4.3 CORPORATE SOCIAL RESPONSIBILITY (CSR):

Corporate social responsibility (CSR) is an integrated part of how H&M run

their business. In H&M CSR Report 2007, H&M’s CEO, Rolf Eriksen, and CSR
Manager, ingrid Schullström, discuss corporate social responsibility in H&M.
Ingrid Schullström said that, “over the years they have evolved their approach
to CSR. They started to focus more on CSR in 1997 and their main objective
has been to improve working and environmental conditions in the supply
chain. Now their focus on the environment has also increased both in the
supply chain and in H&M’s own activities—climate change and water are two
main areas of concern.” Rolf Eriksen said, they focus their efforts and make
a priority of the areas where they as a company have the biggest impact and
where they also feel that they can make a difference. As a global company,
they have global opportunities but alongside those are global risks. It is
important that they apply the same values to all their operations, and
throughout their global supply chain. Being a Scandinavian company they
want to bring their sense of social responsibility which they take for granted
in our society, to all H&M operations, independent of where they are located.
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“We have to accept that any responsibility issue arising from any corner of
the world may affect us.” Ingrid Schullström added. Rolf Eriksen mentioned
that the most of their customers are also interested in supporting their CSR
efforts. He is convinced that CSR can minimize their risk and create long-
term value, both for society and their shareholders, and is important for
H&M’s long-term success. H&M protects environment and benefit of
customers by this way. Consequently, it makes customers believe in it and
develops it brand.

4.4. H&M DEVELOPMENT

Store design

Store design is a good strategy for clothing retailers to attract

consumers. H&M has a good experience on store design. At H&M,
people stress the store design and argue that successful store
design can make a good communication with customers. Every
two or three years H&M make a new design program for stores
and make them comfortable and inspiring.

Employees at H&M usually change the products around the display

windows or other important areas. They want to emphasize the
best and newest products instead. As a result, H&M successfully
communicates with consumers and attract them well.

Human resource management

Human resource management can develop the brand promise and

make staffs understand the importance of them to the brand

25
 promise well. In the human resource management, managers
usually focus on some contents such as offering equal and
sufficient compensation to employees, respect their rights and
freedoms, training and trusting them. H&M develops these well.
H&M work hard for developing staff’s equal rights, knowledge and
abilities. It is essential for H&M to respect employees’ rights.

Besides, H&M has a good support for the staffs. At H&M, each
employee has to learn some knowledge required. Meanwhile, H&M
support each employee to work in different positions that can
improve their ability. H&M believes in its staffs. It makes lots of
projects to make them loyal and work hard. They work hard and
became the essential of H&M’s success. Therefore, we found out
that H&M makes good measures (Store design and HRM) to
develop its brand.

4.5 COMMUNICATION

H&M builds good communications for its brand. It maintains its own
website in the internet, where extensive lots of information including the
products displayed, operation of H&M, news and reports are listed.
Therefore, customers can obtain information that they need in the
website. In addition, H&M advertises in its store, on the internet, on TV,
and in newspapers. It tries to disseminate its business concept that
quality and fashion are offered at the best price to consumers. Meanwhile,
H&M stresses the healthy brand image and it finds some people who are
healthy and respectable to show in their advertising. (H&M Corporate
Social Responsibility Report 2007, 2008) H&M establishes a successful
brand image by building good communications.
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 Some advertising policies are made by H&M as follow: (Ibid)

 Design may kinds of advertising campaigns clearly and simply to

inform its customers well and show them the new and fashionable
products and the price of them.

 Make advertisement in all markets of H&M, while mix media in

local.

 Advertise its concept for men, women, teenagers and children

through different styles and factors.

 Make a unique guiding principle in advertising for children’s notion.

4.6 H&M’S PRODUCTS AND SERVICES

H&M PRODUCTS

H&M is a well-known fashion retailer that offers a wide range of clothing

and accessories for men, women, and children. They have a variety of
products, including shirts, dresses, pants, jackets, and more. H&M is also
known for its commitment to sustainability and offers a Conscious
Collection featuring eco-friendly and sustainable fashion items.

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H&M’S SERVICES

H&M offers a comprehensive range of services in the realm of fashion

retail, catering to men, women, and children. These services encompass
both online and in-store shopping, including the option to shop via their
mobile app. Customers can access a diverse collection of clothing and
accessories, with a particular focus on sustainability through initiatives
like the Conscious Collection. H&M also provides customer support, a
return and exchange policy, and is committed to eco-friendly practices
and recycling programs, making it a versatile destination for fashion-
conscious shoppers.

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CHAPTER 5: HUMAN RESOIRSCES PROCESS AND PROCEDURES
IN H&M

H&M’s colleagues and staff are one of the most important factors to make an
enduring success. At the end of 2008, H&M employed 73,000 staff members at
various locations around the world. While entering into a new market, H&M
always recruits locally. At the beginning, the new employees always obtain help
from the more skilled staff. For instance, when opening a store in China, H&M
brought some excellent staff members from seven different countries to help
Chinese employees. After the Chinese became familiar with the operation, then
they became the authority in Chinese market.H&M believes in developing global
guidelines on equal rights, diversity and against discrimination. H&M believes in
its staff and recognizes their potentials. Accordingly, it focuses on the company
loyalty more than education. H&M tries to make employees feel that t everyone
is a part of H&M’s success. At H&M, employees’ human rights are respected,
which is essential in H&M’s operations. It focuses on employees’ working hours,
health and working safety, equal right, salaries and profits. It persistently works
hard for skills development for its colleagues and employees. It usually offers
training and career progression to them.

At H&M, all store employees must have two week’s course training. They must
learn something about the customer service, textiles, stocks and cosmetics.
Furthermore, H&M supports job rotation in an effort to develop their staff. This
means that each staff works in different positions such as dealing with the cash
-desk, customer service, fitting rooms, displays, creating advertising, and
campaigns in a store. (H&M Corporate Social Responsibility Report 2007, 2008) .
From the interview of one store in Gävle, we knew that the human resource
management is good and relaxes: H&M has a good support, which offers the
medical and bodybuilding benefits to them; it has a group that all employees can
discuss with each other when something happens; what is more important, they
29
are respected and freedom. Employees also told us that they like their jobs and
they can keep in touch with new fashion and arrivals. They are active all along.
They communicate with the customers directly and well so that they know
needs of them. They are kind, friendly and patient so that they can offer a good
service to them. Therefore, we find out that employees are the basic of H&M’s
success and brand development.

5.1 ROLES & RESPONSIBILITIES OF HUMAN RESOURCE IN H&M

Human resource management can develop the brand promise and

make staffs understand the importance of them to the brand promise
well. In the human resource management, managers usually focus on
some contents such as offering equal and sufficient compensation to
employees, respect their rights and freedoms, training and trusting
them. H&M develops these well. H&M work hard for developing
staff’s equal rights, knowledge and abilities. It is essential for H&M to
respect employees’ rights.
Besides, H&M has a good support for the staffs. At H&M, each
employee has to learn some knowledge required. Meanwhile, H&M
support each employee to work in different positions that can
improve their ability. H&M believes in its staffs. It makes lots of
projects to make them loyal and work hard. They work hard and
became the essential of H&M’s success.
Therefore, we found out that H&M makes good measures (Store
design and HRM) to develop its brand.

30
5.2 H&M PAYROLL
H&M, like most companies, manages its payroll to ensure employees
receive their compensation. Payroll at H&M involves the calculation and
distribution of salaries and wages to its staff, which includes employees at
various levels within the company, from store associates to corporate
personnel. Specific details about H&M’s payroll, such as salary structures,
pay schedules, and payroll processing methods, can vary. Employees of
H&M would have access to this information through their HR department or
payroll department.

Some common features of payroll systems include:

1. **Employee Information Management**: Storing and managing

employee data, including personal information, tax details, and
payment preferences.

2. **Time and Attendance Tracking**: Recording employee work

hours, overtime, and attendance to calculate accurate
compensation.

3. **Salary Calculation**: Automated calculation of employee

salaries, including deductions for taxes and benefits.

4. **Direct Deposit**: Offering employees the option to have their pay

directly deposited into their bank accounts.

5. **Tax Withholding and Reporting**: Handling income tax

withholdings, generating tax forms, and ensuring compliance with
tax regulations.

6. **Deductions and Benefits**: Managing deductions for benefits,

such as health insurance or retirement plans.
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7. **Payroll Compliance**: Ensuring compliance with labor laws,
minimum wage regulations, and other legal requirements.

8. **Payroll Reports**: Generating reports for accounting, auditing,

and compliance purposes.

9. **Employee Self-Service**: Providing employees with access to

their payroll information, including pay stubs and tax forms.

10. **Security and Data Privacy**: Maintaining the security and

confidentiality of employee payroll data.

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Payroll is an integral component of Human Resource Management (HRM) in
H&M. It involves the processes of paying employees for their work and
managing various financial aspects related to employee compensation.
Some key aspects of payroll within HRM include:

1. **Salary and Compensation Management**: HRM oversees the

structure of employee compensation, which includes determining base
salaries, bonuses, incentives, and benefits.

2. **Time and Attendance Tracking**: HRM often collaborates with payroll

to monitor employee attendance, working hours, and overtime to ensure
accurate pay calculations.

3. **Tax and Legal Compliance**: HRM and payroll teams work together to
comply with tax regulations and labor laws, ensuring that employee
taxes, deductions, and reporting are handled correctly.

4. **Employee Benefits**: Managing employee benefits like health

insurance, retirement plans, and other perks that impact payroll
deductions.

5. **Payroll Processing**: The actual calculation and distribution of

employee salaries, which can be done manually or through payroll
software.

6. **Record Keeping**: Maintaining detailed records of employee

compensation, tax forms, and payroll history.

7. **Direct Deposit and Payment Methods**: Deciding on payment

methods, such as direct deposit, checks, or electronic pay systems.

8. **Payroll Reporting and Analytics**: Generating reports and insights

33
 related to payroll expenses and trends for financial and HR planning.

9. **Employee Self-Service**: Providing employees with access to their pay

stubs, tax documents, and other payroll-related information.

10. **Data Security and Confidentiality**: Ensuring that employee payroll

data is securely stored and managed in compliance with data protection
and privacy regulations.

Overall, payroll is a critical aspect of HRM as it directly impacts employee

satisfaction, financial compliance, and the overall functioning of an
organization. Effective coordination between HR and payroll departments
is essential to ensure smooth payroll processes and employee well-being.

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CHAPTER 6: CASE STUDY

A Case Study On How H&M Started Their Store On Metaverse

Hennes & Mauritz AB (H&M) is a worldwide apparel manufacturer based

in Stockholm, Sweden. It is well-known for its fast fashion worn by men,
women, adolescents, and children. It is the world’s second-largest clothes
store, after Spain-based Inditex, which is the parent company of Zara. The
company offers an online shopping experience in almost 33 countries.
Since the first Hennes store debuted in the Swedish city of Västers in
1947, the H&M Group has grown to reach fashion enthusiasts all over the
world. Thanks to the H&M metaverse, the world has access to exciting
and sustainable fashion and designs.

HISTORY

Erling Persson launched a new womenswear business in Västers, Sweden, in 1947.

In 1952, the first store was opened in Stockholm, Sweden's capital. Hennes
purchased Mauritz Widforss, a Stockholm-based supplier of hunting apparel and
fishing equipment, in 1968, and the company was renamed Hennes & Mauritz. This
marked the beginning of H&M's offering of men's and children's clothing, eventually
leading to the company's offering of clothing for the complete family.
Hennes & Mauritz expanded quickly with 42 outlets by 1969 in countries like Norway,
followed by Denmark, the United Kingdom, and Switzerland. Hennes & Mauritz
began marketing undergarments in 1973. The rate of expansion accelerated even
more, with five or six new stores opening each year.
Large city billboards replaced traditional newspaper advertising in the 1990s. H&M
has evolved into a global brand, as evidenced by the model selection. Supermodels

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appear alongside well-known celebrities and artists dressed in H&M clothing. The
style is self-evident.
In 1990, supermodel Elle Macpherson starred in the iconic yearly Christmas
underwear campaigns. The fashion campaigns got a lot of media attention and
coverage. Throughout the 1990s, H&M's ads included models from "The Big Six":
Elle Macpherson, Cindy Crawford, Naomi Campbell, Claudia Schiffer, Christy
Turlington, and Linda Evangelista. H&M began offering online shopping in 1998, with
Sweden as the first online market.
It started selling home goods in 2008. H&M Home is currently available in stores all
over the world, having first been supplied through the company's online catalog. In
2009 and 2010, after expanding into Asia and the Middle East and opening concept
stores like COS, Weekday, Monki, and Cheap Monday, branding consultancy
Interbrand placed the company as the twenty-first most valuable worldwide brand,
making it the highest-ranking retailer in the poll.
In September 2013, the company established its 3,000th store in Chengdu, China.
H&M stated in October 2020 that they would lose 5% of their global stores in 2021
as a result of the Covid pandemic.

H&M METAVERSE

H&M has entered the metaverse by opening the ‘CEEK City’ virtual store, which
seeks to provide customers with a three-dimensional shopping experience.
Customers may navigate through the new CEEK City environment, choose the things
they want, and make a purchase – all in the metaverse, a 3D virtual reality world that
is analogous to the physical world.

Consumers will be able to buy apparel and accessories with CEEK cash, but they will
only be able to wear them in a digital setting. According to H&M, the apparel
accessible in the metaverse will be available in actual stores later. H&M has become
the first retail clothing store in the metaverse with the opening of a store. The
garment company will be able to offer its customers a 3D buying experience in its
virtual store. H&M has pushed open one of the many doors and windows created by
technologyH&M is known for producing high-quality, low-cost clothing that is also
environmentally responsible. They have now opened their first shop in the
metaverse, marking yet another milestone.

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Customers will be able to walk about the virtual store in the metaverse, look at the
things, choose one they want, and buy it in CEEK city. CEEK city is a three-
dimensional digital world that resembles our real-world surroundings. These CEEK
city-purchased garments can only be worn in the digital realm, not anywhere else.
With CEEK, a metaverse currency effort, artists, athletes, and other digital content
creators can engage directly with their audiences in virtual worlds. Even if they have
gone through numerous prior digital reality settings in the metaverse, people can
genuinely possess digital things through CEEK’s NFT marketplace.

CONCLUSION

According to Hitesh Malviya, Founder of Its blockchain, this is merely the beginning
of a massive wave, with hundreds of companies expected to join the marketing rush
into the metaverse shortly. Digital items saw phenomenal growth last year, and
apparel companies will not miss a beat to participate in more revenue-generating
opportunities. The fact that the H&M metaverse retailer is open 24 hours a day,
seven days a week will undoubtedly have a positive impact on the top line and
bottom line, not to mention the corporate. Find such fashion updates and more on
Fashinza, your one-stop for all fashion-related businesses.

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CHAPTER 7: CONCLUSION

Human Resource Management (HRM) is crucial for any company as it

plays a pivotal role in acquiring, developing, and retaining talent, ensuring
legal compliance, enhancing employee performance, and aligning HR
strategies with business objectives. HRM directly impacts the company's
success, culture, and bottom line by fostering a motivated, skilled, and
engaged workforce, making it an indispensable function in modern
organizations.

In the present day, more and more people recognize that human resource
management (HRM) is very important to the business and it can achieve
a positive performance (Gonzalez, 2004). This refers to the people
management. Effective human resource management can develop
employees’ ability and make them work competently (Huntley, Kleiner,
2005). It is used widely in the firms. Besides, it can develop the brand
promise (Aurand, Bishop, Gorchels, 2005). It helps firms to have a better
internal communication, makes staffs understand the brand of the firms
and the importance of themselves to the brand promise well (Interbrand
Insights, 2001). In other words, human resource management plays an
important role in branding in the firms. Human resource managers should
focus on the many aspects to develop its staff and satisfy their needs.
There are some contents below: (Holton, Swanson, 1997)

 Recruiting employees according their abilities.

 Offering equal and sufficient compensation to them.

 Training them and make them have a good performance.

 Treating them fair in the management.

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Besides, they should protect employee’s rights and freedom, and design
the training program though improving their abilities, knowledge and
skills (Huntley, Kleiner, 2005).

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