Client Name

Junaid Jamshed Private Limited

Faculty Advisor

Dr. Amer Iqbal Awan

SBS Thought Leadership Areas

Entrepreneurship and Innovation

SBS Thought Leadership Area Justification

The LEAD program at Junaid Jamshed is a prime example of innovation within organizational systems. Our ELP involved designing and implementing a first-of-its-kind, scalable career progression framework for retail staff, something previously absent in the company. It reimagines how talent is nurtured, evaluated, and elevated through structured training, digital performance tools, and cross-departmental integration. From identifying inefficiencies to building leadership development modules from the ground up, this project embodies entrepreneurial thinking by introducing new systems and solutions that directly impact business growth, employee engagement, and operational excellence.

Aligned SDGs

GOAL 8: Decent Work and Economic Growth

Aligned SDGs Justification

Beyond immediate corporate objectives, the project aligns with broader developmental and strategic themes. By empowering retail employees through structured training and fair advancement opportunities, it directly supports United Nations Sustainable Development Goal 8: Decent Work and Economic Growth. SDG 8 emphasizes productive employment and decent work for all; the J.LEAD framework contributes by improving job quality (through skill development) and providing equal opportunity for progression based on merit, thereby fostering a more inclusive and motivated workforce. Additionally, by implementing extensive training (essentially an in-house education program), the project touches on SDG 4: Quality Education, promoting lifelong learning and upskilling within the organization.

NDA

Yes

Abstract

Junaid Jamshed Private Limited (J.), a prominent Pakistani fashion retail brand with over 50 outlets and a workforce exceeding 6,000, engaged an Experiential Learning Project (ELP) team to address critical challenges in its retail sales staff development. The core problem identified was a notable absence of structured career progression and training for store employees, which resulted in inconsistent performance, high staff turnover, and unclear promotion criteria.

The student consulting team embarked on a comprehensive project to design a "Sales Staff Progression and Training Framework," subsequently branded as the J.LEAD Retail Career Growth Program. This initiative aimed to establish transparent promotion pathways, enhance staff skills, and ultimately improve the customer experience across J.’s stores.

Over a six-month period, the team conducted extensive field research, including staff interviews, on-site store observations, and competitor benchmarking. Through a thorough Training Needs Analysis (TNA), based on both qualitative and quantitative data, they uncovered significant gaps such as limited product knowledge, inconsistent customer service, and a lack of formal coaching for frontline staff. Internal process reviews and consultations with head-office departments ensured the proposed framework aligned with the company’s operational realities.

Key deliverables included a clear progression framework outlining advancement criteria from Sales Associate to Branch Manager, ten customized training modules (ranging from retail fundamentals to leadership skills), and an objective performance evaluation system complete with Key Performance Indicators (KPIs) and standardized appraisal forms. Pilot implementations and feedback indicate that the J.LEAD program can substantially boost employee morale, skill sets, and readiness for promotion, thereby reducing turnover intention.

The project not only addresses specific challenges at J. but also aligns with broader goals of Decent Work and Economic Growth (SDG 8) by promoting fair, merit-based career advancement for retail professionals, setting an example for human capital development within Pakistan’s retail industry.

Document Type

Restricted Access

Document Name for Citation

Experiential Learning Project

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