DABBAWALAS

1. MUMBAI
DABBAWALA’s
HUMAN
RESOURCE
MANAGEMENT A CASE STUDY BY:
RAGHAV MAHESHWARI
BBA 1

2. CONTENTS
 Origination
 Modus Operandi
 Developments
 Organization Structure
 Pre COVID Scenario
 Impact of COVID – 19
 Post COVID Scenario
 SWOT Analysis
 Notable Events
 HRM Factors

3. ORIGINATION
• Founded by Mahadeo Havaji Bachche
in 1890 under British rule.
• Started due to hefty demand.
• Started with only 100 employees.
• Mostly(approx. 95%) the manpower is
from Varkari community of Pune,
India

4. MODUS OPERANDI
• Delivering and returning dabbas
at office and houses respectively
on time.
• Six dabbawalas (lunch box
deliverymen) are involved in
every transaction.
• Coding system due to illiteracy.
• Their job is to deliver the dabbas
at the right place and at right
time.
• Their means of transport is
mainly Mumbai local.

5. DEVELOPMENTS
• Mahadeo informally unionized the dabbawalas in 1930
• Establishment of Nutan Mumbai Tiffin Box Suppliers Trust in 1956
• Commercial arm of the trust got finally registered in 1968
• Innovation in colour coding system
• In last 130 years only one time the dabbawalas went on a strike

6. ORGANIZATION STRUCTURE
PRESIDENT
VICE PRESIDENT
GENERAL SECRETARY
DIRECTORS(19)
MUKADAM(800)
MEMBERS(5000)

7. PRE COVID SCENARIO
• 5000 members worked as dabbawalas
• 400000 transactions(200000 deliveries/day)
• Same salary of each dabbawala regardless of his job
• Their growth rate was 5-10% every year

8. IMPACT OF COVID-19
• Suspended services from March 20,2020 due to COVID-19
• Cyclone Nisagra of June,2020 destroyed houses of several dabbawalas
• In October dabbawallas were allowed to travel in local trains
• Unseasonal rains in November also destroyed their harvest
• Many of their clients either lost their jobs/work from home
• Employee turnover ratio touched its peak due to COVID-19.

9. POST COVID SCENARIO
• Only 450 dabbawalas are currently working
• Each dabbawala carries five tiffins
• Planning to start delivery of organic vegetables
• In today’s critical situation too every dabbawalla is paid approx. Rs.4000

10. SWOT ANALYSIS
STRENGTH
• Values
• Customer
satisfaction
• Just in time
approach
• Low operation
cost
WEAKNESS
•Vulnerable to Mumbai
Local
•High rate of illiteracy
•Not prepared for
pandemic
OPPORTUNITIE
S
• Expansion
• e-Booking of
service
• Tie-up with
caterers and
restaurants
THREATS
• Fast food outlets
and online
services
• Work from home
culture
• Food vouchers
• Catering services

11. NOTABLE EVENTS
• In 1998 they got Six Sigma certification
• In year 2005 the dabbawalas got ISO 9001:2000 certified
• In year 2005 Prince Charles , the Prince of Wales visited them
• In year 2005 IIM Ahmedabad featured a case study on them
• In year 2005 Sir Richard Branson also visited the dabbawalas

13. HRM FACTORS
• Flat organization
• No hire and fire rule
• Community based recruitment
• Sharing common beliefs,values and
ethics
• Following of strict dress code
• Loyalty and trust is their monopoly
• Training provided to the new joiners
• Owner + employee is the designation
of each member
• Quarterly meeting to discuss issues