Professional Documents
Culture Documents
ANNUAL CONFERENCE
& EXPOSITION, 2015
Gurgaon
605, Tower B, Global Business Park, Next to Fortune Hotel,
MG Road, Gurgaon 122016, India
Tel: + 91 124 4200243
Other Offices
Mumbai | Bengaluru
SHRM INDIA
HR AWARDS 2015-16
CASE STUDIES OF
AWARD WINNERS
1
3
Achal Khanna
CEO
SHRM India
Dear Readers,
THE SHRM India HR Awards were instituted in 2012 for the first time, as an
exemplary platform to recognize organizations that put people first, deliver future
focused excellence in the field of People Management and understand the
importance of human capital as a key contributor to business outcomes.
The awards have been planned to create a platform for organizations to bring in the
NEXT practices and empower HR to become a strategic business partner. With
tremendous increase in the number of nominations over the last three years, we
believe that, this recognition energized and transformed the identity of Human
Resources Management positively.
We appreciate each one of the participating organizations for all the support that has
been extended towards this awards process and Congratulate all the winners!
All in all, we believe it was an enriching experience for SHRM, as well as to the
participating organizations!
Warm Regards
Achal Khanna
ACHAL KHANNA
CEO, SHRM India
Achal Khanna
CEO
SHRM India
Dear Readers,
THE SHRM India HR Awards were instituted in 2012 for the first time, as an
exemplary platform to recognize organizations that put people first, deliver future
focused excellence in the field of People Management and understand the
importance of human capital as a key contributor to business outcomes.
The awards have been planned to create a platform for organizations to bring in the
NEXT practices and empower HR to become a strategic business partner. With
tremendous increase in the number of nominations over the last three years, we
believe that, this recognition energized and transformed the identity of Human
Resources Management positively.
We appreciate each one of the participating organizations for all the support that has
been extended towards this awards process and Congratulate all the winners!
All in all, we believe it was an enriching experience for SHRM, as well as to the
participating organizations!
Warm Regards
Achal Khanna
ACHAL KHANNA
CEO, SHRM India
INDEX
Acknowledgements
01
63
03
Executive Summary
07
Key to Highly Engaged Culture at OSSCube Happy Family, Happy Member, Happy Customer
71
79
13
Organizational Excellence at HPCL: Gaining Competitive Advantage by Creating HR Eco System
15
87
23
29
School of Business Management, NMIMS Mumbai: Staying Ahead of the Curve through Agility
driven by Collaboration
97
107
35
115
118
Picture Gallery
119
Notes
121
47
55
INDEX
Acknowledgements
01
63
03
Executive Summary
07
Key to Highly Engaged Culture at OSSCube Happy Family, Happy Member, Happy Customer
71
79
13
Organizational Excellence at HPCL: Gaining Competitive Advantage by Creating HR Eco System
15
87
23
29
School of Business Management, NMIMS Mumbai: Staying Ahead of the Curve through Agility
driven by Collaboration
97
107
35
115
118
Picture Gallery
119
Notes
121
47
55
ACKNOWLEDGEMENT
02
ACKNOWLEDGEMENT
02
ABOUT
SHRM INDIA ANNUAL
CONFERENCE AND
EXPOSITION 2015
The SHRM India HR Awards were instituted as an exemplary platform to recognize organizations
that put people first, deliver future focused excellence in the field of People Management and
understand the importance of human capital as a key contributor to business outcomes.
For 66 years, the Society for Human Resource Management has followed its core ideology of
supporting the professional and advancing the profession. It recognizes the pioneering and
innovative people management practices that impact not just organizations but also business,
society and the profession as a whole.
SHRM India HR Awards focused primarily on HR practices that would impact the enterprise of
tomorrow. The aim was to recognize organizations that have excelled in bringing NEXT into their
people practices and empowered HR to become a strategic business partner. In essence, these
Awards celebrated and acknowledged all organizations that work passionately towards raising the
bar for the profession through constant innovation in India as well as in South Asia (excluding India).
A brief description of the various Award categories is as follows:
EXCELLENCE IN HR ANALYTICS
To recognize organizations that have effectively used HR analytics, such as technology tools, HR
Matrices etc. to measure and improve the overall performance of the organization.
EXCELLENCE IN DIVERSITY AND INCLUSION
To recognize organizations that have a culture of inclusion and thus have adopted and
implemented such policies and practices, such as non-discrimination on the grounds of gender,
religion, work location etc, that build in and promote - diversity and inclusion.
EXCELLENCE IN SOCIAL MEDIA - PEOPLE PRACTICES
To recognize organizations that have effectively used social media channels, tools and
applications for
1. Driving key people processes such as: talent sourcing, employee engagement & learning,
employer branding etc. and
2. Fostering a high degree of collaboration between cross functional teams, knowledge
sharing etc.
04
ABOUT
SHRM INDIA ANNUAL
CONFERENCE AND
EXPOSITION 2015
The SHRM India HR Awards were instituted as an exemplary platform to recognize organizations
that put people first, deliver future focused excellence in the field of People Management and
understand the importance of human capital as a key contributor to business outcomes.
For 66 years, the Society for Human Resource Management has followed its core ideology of
supporting the professional and advancing the profession. It recognizes the pioneering and
innovative people management practices that impact not just organizations but also business,
society and the profession as a whole.
SHRM India HR Awards focused primarily on HR practices that would impact the enterprise of
tomorrow. The aim was to recognize organizations that have excelled in bringing NEXT into their
people practices and empowered HR to become a strategic business partner. In essence, these
Awards celebrated and acknowledged all organizations that work passionately towards raising the
bar for the profession through constant innovation in India as well as in South Asia (excluding India).
A brief description of the various Award categories is as follows:
EXCELLENCE IN HR ANALYTICS
To recognize organizations that have effectively used HR analytics, such as technology tools, HR
Matrices etc. to measure and improve the overall performance of the organization.
EXCELLENCE IN DIVERSITY AND INCLUSION
To recognize organizations that have a culture of inclusion and thus have adopted and
implemented such policies and practices, such as non-discrimination on the grounds of gender,
religion, work location etc, that build in and promote - diversity and inclusion.
EXCELLENCE IN SOCIAL MEDIA - PEOPLE PRACTICES
To recognize organizations that have effectively used social media channels, tools and
applications for
1. Driving key people processes such as: talent sourcing, employee engagement & learning,
employer branding etc. and
2. Fostering a high degree of collaboration between cross functional teams, knowledge
sharing etc.
04
As a part of this rigorous awards selection process, the following eminent industry experts,
academicians and consultants constituted our Jury:
SCREENING JURY
EXCELLENCE IN TALENT SOURCING & STAFFING
To recognize organizations, which have instituted excellent practices in the field of talent sourcing and
staffing and have elevated the talent acquisition lifecycle (sourcing, hiring, and onboarding) to a highly
productive level.
EXCELLENCE IN BEST EMPLOYEE HEALTH AND WELLNESS INITIATIVES
To recognize organizations that understand the linkage of employee health to business productivity and
have therefore proactively identified or designed specific health and wellness programs which can
support the needs of their employee segments.
EXCELLENCE IN HUMAN RESOURCE FOR MICRO, SMALL & MEDIUM ENTERPRISES
TO RECOGNIZE organizations from the Public sector, which have successfully designed and
implemented such Excellent people management practice(s) or system(s). This could be a
single/multiple innovative practice(s) or system(s) that the organization has implemented across any
area in Human Resource and has been running successfully in the organization for some time.
EXCELLENCE IN HUMAN RESOURCE FOR PUBLIC SECTOR
To recognize organizations from the MSME Segment, which have successfully designed and
implemented such Excellent people management practice(s) or system(s). This could be a
single/multiple innovative practice(s) or system(s) that the organization has implemented across any
area in Human Resource and has been running successfully in the organization for some time.
EXCELLENCE IN HUMAN RESOURCE SOUTH ASIA (EXCLUDING INDIA)
To recognize organizations, which have successfully designed and implemented such Excellent
people management practice(s) or system(s). This could be a single/multiple innovative practice(s) or
system(s) that the organization has implemented across any area in Human Resource and has been
running successfully in the organization for some time.
ACADEMIC INSTITUTE OF THE YEAR (FOR CONTRIBUTION IN THE FIELD OF HR)
To recognize academic institutions that have played a prominent role in contributing to the field of HR,
through a market focused HR curriculum, path-breaking research, committed HR faculty and as well as
initiatives that enable the students to become more employable for ready absorption into the corporate
environment.
Out of the total eleven award categories described above, no awards were given for the category
Excellence in HR Analytics due to inadequate participation.
FINAL JURY
Anil Tandon, Managing Director, Tex Corp
Hanumant Talwar, Former MD & Country Manager - India, UK & China, Convergys
Sandeep Dutt, Social Entrepreneur, EBD Educational Pvt. Ltd.
Shalini Naagar, Head Human Resources, India and South Asia, Marks and Spencer
Sanjay Goel, Managing Director, Adilac Techsolutions Pvt. Ltd.
Milind Kelkar, Co-Founder & Managing Partner, Green Thumb Consulting
Dr. Aquil Busrai, Chief Executive Officer, Aquil Busrai Consulting
Ruvina Singh, Managing Principal, KornFerry
Meenal Jadhav, Director, Talent Management, Schneider Electric
Sanjay Shivnani, Sr. VP, Pearson Education India
Rajesh Rai, Chief People Officer, Eicher - Royal Enfield
05
06
As a part of this rigorous awards selection process, the following eminent industry experts,
academicians and consultants constituted our Jury:
SCREENING JURY
EXCELLENCE IN TALENT SOURCING & STAFFING
To recognize organizations, which have instituted excellent practices in the field of talent sourcing and
staffing and have elevated the talent acquisition lifecycle (sourcing, hiring, and onboarding) to a highly
productive level.
EXCELLENCE IN BEST EMPLOYEE HEALTH AND WELLNESS INITIATIVES
To recognize organizations that understand the linkage of employee health to business productivity and
have therefore proactively identified or designed specific health and wellness programs which can
support the needs of their employee segments.
EXCELLENCE IN HUMAN RESOURCE FOR MICRO, SMALL & MEDIUM ENTERPRISES
TO RECOGNIZE organizations from the MSME Segment, which have successfully designed and
implemented such Excellent people management practice(s) or system(s). This could be a
single/multiple innovative practice(s) or system(s) that the organization has implemented across any
area in Human Resource and has been running successfully in the organization for some time.
EXCELLENCE IN HUMAN RESOURCE FOR PUBLIC SECTOR
To recognize organizations from the MSME Segment, which have successfully designed and
implemented such Excellent people management practice(s) or system(s). This could be a
single/multiple innovative practice(s) or system(s) that the organization has implemented across any
area in Human Resource and has been running successfully in the organization for some time.
EXCELLENCE IN HUMAN RESOURCE SOUTH ASIA (EXCLUDING INDIA)
To recognize organizations, which have successfully designed and implemented such Excellent
people management practice(s) or system(s). This could be a single/multiple innovative practice(s) or
system(s) that the organization has implemented across any area in Human Resource and has been
running successfully in the organization for some time.
ACADEMIC INSTITUTE OF THE YEAR (FOR CONTRIBUTION IN THE FIELD OF HR)
To recognize academic institutions that have played a prominent role in contributing to the field of HR,
through a market focused HR curriculum, path-breaking research, committed HR faculty and as well as
initiatives that enable the students to become more employable for ready absorption into the corporate
environment.
Out of the total eleven award categories described above, no awards were given for the category
Excellence in HR Analytics due to inadequate participation.
FINAL JURY
Anil Tandon, Managing Director, Tex Corp
Hanumant Talwar, Former MD & Country Manager - India, UK & China, Convergys
Sandeep Dutt, Social Entrepreneur, EBD Educational Pvt. Ltd.
Shalini Naagar, Head Human Resources, India and South Asia, Marks and Spencer
Sanjay Goel, Managing Director, Adilac Techsolutions Pvt. Ltd.
Milind Kelkar, Co-Founder & Managing Partner, Green Thumb Consulting
Dr. Aquil Busrai, Chief Executive Officer, Aquil Busrai Consulting
Ruvina Singh, Managing Principal, KornFerry
Meenal Jadhav, Director, Talent Management, Schneider Electric
Sanjay Shivnani, Sr. VP, Pearson Education India
Rajesh Rai, Chief People Officer, Eicher - Royal Enfield
05
06
EXECUTIVE SUMMARY
Towards this effort, SHRM India has compiled the case studies on the best
practices of seven winners, three runners' up and two special recognition
awardees of the SHRM India HR Annual Awards 2015.
The case studies of the winning organizations showcase best practices
that have had a demonstrated impact on the strategic outcomes of the
organization. The HR practices and unique initiatives highlighted through
the case studies on the runners' up and merit-holders demonstrate their
progress on the journey towards excellence.
08
EXECUTIVE SUMMARY
Towards this effort, SHRM India has compiled the case studies on the best
practices of seven winners, three runners' up and two special recognition
awardees of the SHRM India HR Annual Awards 2015.
The case studies of the winning organizations showcase best practices
that have had a demonstrated impact on the strategic outcomes of the
organization. The HR practices and unique initiatives highlighted through
the case studies on the runners' up and merit-holders demonstrate their
progress on the journey towards excellence.
08
EXCELLENCE IN
EMPLOYEE HEALTH AND
WELLNESS INITIATIVES
EXCELLENCE IN
DIVERSITY
AND INCLUSION
EXCELLENCE IN SOCIAL
MEDIA - PEOPLE
PRACTICES
EXCELLENCE IN
TALENT SOURCING
& STAFFING
AWARD WINNER:
AWARD WINNER:
RUNNER'S UP:
AWARD WINNER:
EXCELLENCE IN
DEVELOPING LEADERS
OF TOMORROW
EXCELLENCE IN
TALENT SOURCING
& STAFFING
EXCELLENCE IN EMPLOYEE
HEALTH AND WELLNESS
INITIATIVES
EXCELLENCE IN HUMAN
RESOURCE FOR SMALL
& MEDIUM ENTERPRISES
AWARD WINNER:
AWARD WINNER:
RUNNER'S UP:
AWARD WINNER:
09
10
EXCELLENCE IN
EMPLOYEE HEALTH AND
WELLNESS INITIATIVES
EXCELLENCE IN
DIVERSITY
AND INCLUSION
EXCELLENCE IN SOCIAL
MEDIA - PEOPLE
PRACTICES
EXCELLENCE IN
TALENT SOURCING
& STAFFING
AWARD WINNER:
AWARD WINNER:
RUNNER'S UP:
AWARD WINNER:
EXCELLENCE IN
DEVELOPING LEADERS
OF TOMORROW
EXCELLENCE IN
TALENT SOURCING
& STAFFING
EXCELLENCE IN EMPLOYEE
HEALTH AND WELLNESS
INITIATIVES
EXCELLENCE IN HUMAN
RESOURCE FOR SMALL
& MEDIUM ENTERPRISES
AWARD WINNER:
AWARD WINNER:
RUNNER'S UP:
AWARD WINNER:
09
10
EXCELLENCE IN HUMAN
RESOURCE FOR SMALL
& MEDIUM ENTERPRISES
EXCELLENCE IN HUMAN
RESOURCE FOR PUBLIC
SECTOR ORGANIZATIONS
RUNNER'S UP:
EXCELLENCE IN HUMAN
RESOURCE SOUTH
ASIA (EXCLUDING INDIA)
ACADEMIC INSTITUTE OF
THE YEAR (FOR CONTRIBUTION IN THE FIELD OF HR)
AWARD WINNER:
SPECIAL RECOGNITION:
SPECIAL RECOGNITION:
11
12
EXCELLENCE IN HUMAN
RESOURCE FOR SMALL
& MEDIUM ENTERPRISES
EXCELLENCE IN HUMAN
RESOURCE FOR PUBLIC
SECTOR ORGANIZATIONS
RUNNER'S UP:
EXCELLENCE IN HUMAN
RESOURCE SOUTH
ASIA (EXCLUDING INDIA)
ACADEMIC INSTITUTE OF
THE YEAR (FOR CONTRIBUTION IN THE FIELD OF HR)
AWARD WINNER:
SPECIAL RECOGNITION:
SPECIAL RECOGNITION:
11
12
AWARD WINNERS
SUMMARY
Award Partner:
Award Partner:
Excellence in Diversity
and Inclusion
Excellence in Developing
Leaders of Tomorrow
Award Partner:
Award Partner:
Mahindra
Mahindra
13
Award Partner:
Award Partner:
Award Partner:
Award Partner:
Award Partner:
Award Partner:
In Partnership with
AHRP and HSHRM
Airlines
14
Mumbai
AWARD WINNERS
SUMMARY
Award Partner:
Award Partner:
Excellence in Diversity
and Inclusion
Excellence in Developing
Leaders of Tomorrow
Award Partner:
Award Partner:
Mahindra
Mahindra
13
Award Partner:
Award Partner:
Award Partner:
Award Partner:
Award Partner:
Award Partner:
In Partnership with
AHRP and HSHRM
Airlines
14
Mumbai
DIFFERENT STROKES:
DIVERSITY & INCLUSION
Over the last few years, through a judicious mix of organic growth and strategic acquisitions, Aegis has
expanded its global footprint across onshore, near shore, and offshore locations in India, South Africa,
Australia, Saudi Arabia, Argentina, Peru, Malaysia, The United Kingdom and Sri Lanka. This has resulted in
increased globalization, enhanced demographic growth and emerging heterogeneity of the workforce.
Consequently, diversity management became very important to address the rapidly changing demographic
differences and the need to remain competitive in the international markets. It was also crucial for the
organization to address the diverse clientele base which in turn would lead to improved organizational
performance and enhanced competitive advantage. With this in mind, Aegis embarked on the journey of
Diversity and Inclusion 6 years back in 2009. The objectives were to include different streams of community
into the organizations mainstream, drive innovation and long term sustainability of the organization, cater to
a diverse client base. This is believed to lead to customer satisfaction and loyalty, stimulate social, economic,
intellectual and emotional growth of all stakeholders, increase employee motivation and morale, adapt to new
market changes and increase organizational flexibility thus leading to enhanced competitive advantage and
position the organization as an Employer of Choice.
OVERCOMING CHALLENGES
- BY SM GUPTA
Eliminating unconscious bias, eliminating reluctance, fostering team work and attitude changes, improving
accessibility in the workplace, accessibility to the differently-abled candidates, sensitizing employees; all of
these are the challenges with which Aegis, as an organization, is continuously trying to mitigate and
strengthen the model further. These challenges are constantly addressed by leadership commitment,
organizational policy framework, rigorous hiring learning and development initiatives. Apart from these
extensive employee communication, driving focussed engagement initiatives for each facet of diversity,
tracking and measuring the success of each initiative are other initiatives taken up to address these
challenges.
Award Partner
Diversity at Aegis goes beyond the traditional concept of Equal Employment Opportunity. Being a responsible
organization, the company has the intent to serve, value and make the fullest possible use of the diverse
backgrounds, skills, talents and perspectives of all its people, which is the main driving factor. In line with this,
Aegis follows a six dimensional model of diversity which includes Persons with Disabilities, Gender Inclusivity,
Socially & Economically Disadvantaged People, Culturally & Linguistically Diverse People, Mature Age People
and Indigenous People.
16
DIFFERENT STROKES:
DIVERSITY & INCLUSION
Over the last few years, through a judicious mix of organic growth and strategic acquisitions, Aegis has
expanded its global footprint across onshore, near shore, and offshore locations in India, South Africa,
Australia, Saudi Arabia, Argentina, Peru, Malaysia, The United Kingdom and Sri Lanka. This has resulted in
increased globalization, enhanced demographic growth and emerging heterogeneity of the workforce.
Consequently, diversity management became very important to address the rapidly changing demographic
differences and the need to remain competitive in the international markets. It was also crucial for the
organization to address the diverse clientele base which in turn would lead to improved organizational
performance and enhanced competitive advantage. With this in mind, Aegis embarked on the journey of
Diversity and Inclusion 6 years back in 2009. The objectives were to include different streams of community
into the organizations mainstream, drive innovation and long term sustainability of the organization, cater to
a diverse client base. This is believed to lead to customer satisfaction and loyalty, stimulate social, economic,
intellectual and emotional growth of all stakeholders, increase employee motivation and morale, adapt to new
market changes and increase organizational flexibility thus leading to enhanced competitive advantage and
position the organization as an Employer of Choice.
OVERCOMING CHALLENGES
- BY SM GUPTA
Eliminating unconscious bias, eliminating reluctance, fostering team work and attitude changes, improving
accessibility in the workplace, accessibility to the differently-abled candidates, sensitizing employees; all of
these are the challenges with which Aegis, as an organization, is continuously trying to mitigate and
strengthen the model further. These challenges are constantly addressed by leadership commitment,
organizational policy framework, rigorous hiring learning and development initiatives. Apart from these
extensive employee communication, driving focussed engagement initiatives for each facet of diversity,
tracking and measuring the success of each initiative are other initiatives taken up to address these
challenges.
Award Partner
Diversity at Aegis goes beyond the traditional concept of Equal Employment Opportunity. Being a responsible
organization, the company has the intent to serve, value and make the fullest possible use of the diverse
backgrounds, skills, talents and perspectives of all its people, which is the main driving factor. In line with this,
Aegis follows a six dimensional model of diversity which includes Persons with Disabilities, Gender Inclusivity,
Socially & Economically Disadvantaged People, Culturally & Linguistically Diverse People, Mature Age People
and Indigenous People.
16
DIVERSITY ENABLERS
The company is clear that managing diversity means recognizing people differences and seeing these
differences as valuable. Therefore, awareness, understanding and sensitization are the main priorities to
promote diversity. Awareness includes need for appreciation & messaging through workshops, mailers and
whats in it for me, Transition includes sensitization training, implementation of initiatives and change
champions and Sustenance includes organization structure enabling diversity, policy framework and
redefining employee engagement framework. Various initiatives which act as remarkable enablers in building
a diverse and inclusive workplace are as follows:
96-99% of the
Global Workforce
Inc
Ind lusio
n
ig
Pe enou of
op
le s
Persons with
Disabitilies
er
ng ty
Ge usivi
l
Inc
1.6% of the
Global Workforce
e
Ag
re le
u
t
Ma Peop
Culturally &
Linguistically
Diverse People
75 Nationalities
38 Languages
9 Countries
43 Global Locations
Diversity & Inclusion are amongst Key Strategic Agenda of the Board. Aegis Leadership team is
fully committed to the framework and supports all initiatives within it.
The company has implemented progressive policies like Human Rights, Equal Employment
Opportunity, Prevention of Gender Harassment, Maternity Benefit Schemes, Policy on Affirmative
Action and Conflict of Interest Management that truly demonstrate the commitment to rigorously
drive diversity and inclusion at workplace.
S
Ec ocia
Dis ono lly &
ad mic
van all
tag y
ed
Dedicated Diversity Champions are nominated at corporate, business and country level, to lead the
Diversity and Inclusion initiative.
35% of the
Global Workforce
Diversity is a key theme of Sustainability Reporting initiative which is a vital initiative towards
Diversity and Inclusion.
Philosophy
Commitment
Persons with
Disabilities (PwDs)
Gender
Inclusivity
Gender mix to be in
accordance with the available
employable population
Socially &
Economically
Disadvantaged People
Culturally &
Linguistically
Diverse People
Mature Age
People
Inclusion of
Indigenous
People
17
Extensive communication is done around the initiative which includes Training on diversity and
inclusion at Induction, Round Table, Affinity Groups, Policy Refresher Sessions, PwD Employees
Communication Series, Sessions on Affirmative Action, Workshops on sensitizing line managers,
Cultural Sensitization Workshops and various training and sensitization programs to re-build the
acumen of mature age employees.
The infrastructure and facilities ensure that the company stays true to its commitment of making the
work environment conducive, by catering to the special needs for accessibility and convenience
e.g. placement of wheelchair ramps, elevators with grab handles, wide & glass door ways for better
wheelchair movements, handicap restrooms, auxiliary aids, interpreters etc.
Periodic assessment and renement on initiatives to improve coverage and effectiveness.
DIVERSITY INITIATIVES
During the current year the following new initiatives were launched apart from the on-going activities:
Project 2nd Innings is an initiative to integrate females back into the ecosystem after a maternity
break and for those looking for opportunities after a career break. These career breaks may be taken
for maternity leave, long study leave, extended travel or other personal reasons.
In April 2013, Aegis embarked on the journey of including women in Saudi Arabia and within a year
the company has successfully onboarded more than 400 female employees in the eco-system.
Currently the process of firming up the gender inclusivity initiatives is in progress.
The companys efforts in hiring PwDs in Aegis Malaysia, the newest venture of Aegis has led to a
Certificate of Appreciation by the organizers of a career fair in association with the Malaysian
Government which showcases the commitment for diversity initiative.
Preference is given to previously disadvantaged groups in South Africa through recruitment and
internal movement.
18
DIVERSITY ENABLERS
The company is clear that managing diversity means recognizing people differences and seeing these
differences as valuable. Therefore, awareness, understanding and sensitization are the main priorities to
promote diversity. Awareness includes need for appreciation & messaging through workshops, mailers and
whats in it for me, Transition includes sensitization training, implementation of initiatives and change
champions and Sustenance includes organization structure enabling diversity, policy framework and
redefining employee engagement framework. Various initiatives which act as remarkable enablers in building
a diverse and inclusive workplace are as follows:
96-99% of the
Global Workforce
Inc
Ind lusio
n
ig
Pe enou of
op
le s
Persons with
Disabitilies
er
ng ty
Ge usivi
l
Inc
1.6% of the
Global Workforce
e
Ag
re le
u
t
Ma Peop
Culturally &
Linguistically
Diverse People
75 Nationalities
38 Languages
9 Countries
43 Global Locations
Diversity & Inclusion are amongst Key Strategic Agenda of the Board. Aegis Leadership team is
fully committed to the framework and supports all initiatives within it.
The company has implemented progressive policies like Human Rights, Equal Employment
Opportunity, Prevention of Gender Harassment, Maternity Benefit Schemes, Policy on Affirmative
Action and Conflict of Interest Management that truly demonstrate the commitment to rigorously
drive diversity and inclusion at workplace.
S
Ec ocia
Dis ono lly &
ad mic
van all
tag y
ed
Dedicated Diversity Champions are nominated at corporate, business and country level, to lead the
Diversity and Inclusion initiative.
35% of the
Global Workforce
Diversity is a key theme of Sustainability Reporting initiative which is a vital initiative towards
Diversity and Inclusion.
Philosophy
Commitment
Persons with
Disabilities (PwDs)
Gender
Inclusivity
Gender mix to be in
accordance with the available
employable population
Socially &
Economically
Disadvantaged People
Culturally &
Linguistically
Diverse People
Mature Age
People
Inclusion of
Indigenous
People
17
Extensive communication is done around the initiative which includes Training on diversity and
inclusion at Induction, Round Table, Affinity Groups, Policy Refresher Sessions, PwD Employees
Communication Series, Sessions on Affirmative Action, Workshops on sensitizing line managers,
Cultural Sensitization Workshops and various training and sensitization programs to re-build the
acumen of mature age employees.
The infrastructure and facilities ensure that the company stays true to its commitment of making the
work environment conducive, by catering to the special needs for accessibility and convenience
e.g. placement of wheelchair ramps, elevators with grab handles, wide & glass door ways for better
wheelchair movements, handicap restrooms, auxiliary aids, interpreters etc.
Periodic assessment and renement on initiatives to improve coverage and effectiveness.
DIVERSITY INITIATIVES
During the current year the following new initiatives were launched apart from the on-going activities:
Project 2nd Innings is an initiative to integrate females back into the ecosystem after a maternity
break and for those looking for opportunities after a career break. These career breaks may be taken
for maternity leave, long study leave, extended travel or other personal reasons.
In April 2013, Aegis embarked on the journey of including women in Saudi Arabia and within a year
the company has successfully onboarded more than 400 female employees in the eco-system.
Currently the process of firming up the gender inclusivity initiatives is in progress.
The companys efforts in hiring PwDs in Aegis Malaysia, the newest venture of Aegis has led to a
Certificate of Appreciation by the organizers of a career fair in association with the Malaysian
Government which showcases the commitment for diversity initiative.
Preference is given to previously disadvantaged groups in South Africa through recruitment and
internal movement.
18
Aegis has partnered with SARTHAK Educational Trust in 10 locations in India. SARTHAK is an NGO
created to promote employment of PwDs and has helped to consolidate hiring on PwDs in newer
locations that the company has ventured into in India.
7 new centers opened up creating employment opportunities for Socially and Economically
Disadvantaged people in tier 3 & 4 cities: The company has ventured into towns like Jamshedpur,
Vijayawada, Srinagar & Chhindwara in India, Cordoba & Bahia Blanca in Argentina and Tier 4 cities
like Shimoga, Karnal, Ajmer, Trivandrum, Bhubaneswar, Dehradun and Guwahati. The operations in
smaller towns have gone a long way in ensuring significant indirect economic impact on the
communities and societies in general and the employable population in particular.
TRACKING MECHANISM
Aegis has a very strong measurement and accountability mechanism and some of the features are as
mentioned below:
Diversity Scorecard: All the facets of diversity are monitored regularly against the commitments
laid in the six dimensional Diversity model. Progress on all the facets is reported on monthly basis
by all the offices across business and geographies which is then consolidated into a global status
and is presented to the Executive Management team.
Diversity Goals: The organization has a very well defined outcome based commitment and
measurement system against each facet of diversity.
Employee Engagement Initiatives & Client Feedback: Two-way communication methods like
formal and informal feedback systems help to capture the effectiveness of the framework. Client
feedback is regularly captured and the inputs are given prime importance while strategizing for
better breadth of services to be offered in order to have superior business results.
Diversity DNA Scan: Diversity Scan survey is rolled-out on annual basis with an intent to identify
the existing diversity mix and understand people perception regarding Diversity and Inclusion
initiatives.
19
20
Aegis has partnered with SARTHAK Educational Trust in 10 locations in India. SARTHAK is an NGO
created to promote employment of PwDs and has helped to consolidate hiring on PwDs in newer
locations that the company has ventured into in India.
7 new centers opened up creating employment opportunities for Socially and Economically
Disadvantaged people in tier 3 & 4 cities: The company has ventured into towns like Jamshedpur,
Vijayawada, Srinagar & Chhindwara in India, Cordoba & Bahia Blanca in Argentina and Tier 4 cities
like Shimoga, Karnal, Ajmer, Trivandrum, Bhubaneswar, Dehradun and Guwahati. The operations in
smaller towns have gone a long way in ensuring significant indirect economic impact on the
communities and societies in general and the employable population in particular.
TRACKING MECHANISM
Aegis has a very strong measurement and accountability mechanism and some of the features are as
mentioned below:
Diversity Scorecard: All the facets of diversity are monitored regularly against the commitments
laid in the six dimensional Diversity model. Progress on all the facets is reported on monthly basis
by all the offices across business and geographies which is then consolidated into a global status
and is presented to the Executive Management team.
Diversity Goals: The organization has a very well defined outcome based commitment and
measurement system against each facet of diversity.
Employee Engagement Initiatives & Client Feedback: Two-way communication methods like
formal and informal feedback systems help to capture the effectiveness of the framework. Client
feedback is regularly captured and the inputs are given prime importance while strategizing for
better breadth of services to be offered in order to have superior business results.
Diversity DNA Scan: Diversity Scan survey is rolled-out on annual basis with an intent to identify
the existing diversity mix and understand people perception regarding Diversity and Inclusion
initiatives.
19
20
Company
40,000 employees, 75 nationalities, 38 languages, 9 countries, 43 global locations serving a diverse
client base.
Signicant growth in revenue & prot.
recognize and fully deploy a wide range of knowledge and skills, reach out to an increasingly diverse clientele, and
motivate talented employees from all backgrounds to perform their best. Aegis believes that only when people of
different backgrounds and beliefs work together as a team that a company can hope to progress and grow. By
creating and successfully managing a diverse workforce, an organization can improve employee satisfaction,
productivity and retention. Not to mention the benets reaped by the community and the world at large.
Average tenure of top 15 customers is 7 years with 50% increase in share of wallet.
Seamless integration of all entities with 100% success rate in all M&As.
Numerous awards from esteemed organizations like IAOP, Gartner, Frost & Sullivan, NASSCOM, Dataquest,
Aon Hewitt, SHRM, Great Place to Work, CII and People Matters including 19 awards on Diversity & Inclusion
thereby positioning Aegis as an Equal Employment Opportunity Provider & an Employer of Choice.
Employees
Overall Global Employee Engagement score consistently improved from 65% in 2011 to 78% in
2014.
SM Gupta steers the Human Resource function at Aegis as the Global Chief People Officer. A distinguished speaker
and a thought leader at various forums and associations, SM is committed to working towards creating a
progressive workplace, and is a true believer in Inclusion and Diversity.
Zero man-days lost on account of Industrial Relations issues in countries having highly unionized
workforce, such as Australia & Argentina.
Career opportunities for 800+ people from diverse groups through internal recruitment program.
17% reduction in labour litigation cases and 24% reduced costs associated with attrition and
absenteeism.
Customers
Increase in Customer Satisfaction and Net Promoter Scores.
Enhanced capability of serving a wide range of clientele.
Indigenous workforce helped serve better to local customers.
Society
Creating job opportunities for people in areas having very high unemployment rates & low literacy
levels.
Enhancement of economic status of people from BPL category.
Women empowerment.
Conclusion
At Aegis, diversity in the workplace is no longer a nice to have phenomenon, but a business necessity in order to
remain competitive and deliver sustainable business results. A diverse and inclusive organization is able to
21
22
Company
40,000 employees, 75 nationalities, 38 languages, 9 countries, 43 global locations serving a diverse
client base.
Signicant growth in revenue & prot.
recognize and fully deploy a wide range of knowledge and skills, reach out to an increasingly diverse clientele, and
motivate talented employees from all backgrounds to perform their best. Aegis believes that only when people of
different backgrounds and beliefs work together as a team that a company can hope to progress and grow. By
creating and successfully managing a diverse workforce, an organization can improve employee satisfaction,
productivity and retention. Not to mention the benets reaped by the community and the world at large.
Average tenure of top 15 customers is 7 years with 50% increase in share of wallet.
Seamless integration of all entities with 100% success rate in all M&As.
Numerous awards from esteemed organizations like IAOP, Gartner, Frost & Sullivan, NASSCOM, Dataquest,
Aon Hewitt, SHRM, Great Place to Work, CII and People Matters including 19 awards on Diversity & Inclusion
thereby positioning Aegis as an Equal Employment Opportunity Provider & an Employer of Choice.
Employees
Overall Global Employee Engagement score consistently improved from 65% in 2011 to 78% in
2014.
SM Gupta steers the Human Resource function at Aegis as the Global Chief People Officer. A distinguished speaker
and a thought leader at various forums and associations, SM is committed to working towards creating a
progressive workplace, and is a true believer in Inclusion and Diversity.
Zero man-days lost on account of Industrial Relations issues in countries having highly unionized
workforce, such as Australia & Argentina.
Career opportunities for 800+ people from diverse groups through internal recruitment program.
17% reduction in labour litigation cases and 24% reduced costs associated with attrition and
absenteeism.
Customers
Increase in Customer Satisfaction and Net Promoter Scores.
Enhanced capability of serving a wide range of clientele.
Indigenous workforce helped serve better to local customers.
Society
Creating job opportunities for people in areas having very high unemployment rates & low literacy
levels.
Enhancement of economic status of people from BPL category.
Women empowerment.
Conclusion
At Aegis, diversity in the workplace is no longer a nice to have phenomenon, but a business necessity in order to
remain competitive and deliver sustainable business results. A diverse and inclusive organization is able to
21
22
THE TRANSFORMATION
CONNECTING, CO-CREATING
AND CELEBRATING THROUGH
SOCIAL MEDIA PLATFORMS
- BY RAJESHWARI KAR
Tech Mahindra acquired Satyam Computer Services Ltd. in April 2009, after its founder Ramalinga Raju
confessed in January 2009 that the organizations accounts had been falsified for several years. The
turnaround story that the TechMighties have scripted since the revelation of the Satyam scam and the
subsequent takeover by Tech Mahindra, is nothing short of an epic. So much so that the story of their
transformation has been told and retold many times now whether it is in the form of a book The
Resurgence of Satyam by Zafar Anjum or as a case study by the Harvard Business School - Tech Mahindra
and the Acquisition of Satyam Computers- Publication Date Jan 07, 2014. From a situation where most of the
people had written off Satyam, they have risen from the ashes, like the proverbial Phoenix, to be ranked as
Indias fastest growing organization (Business World, August 2014).
24
THE TRANSFORMATION
CONNECTING, CO-CREATING
AND CELEBRATING THROUGH
SOCIAL MEDIA PLATFORMS
- BY RAJESHWARI KAR
Tech Mahindra acquired Satyam Computer Services Ltd. in April 2009, after its founder Ramalinga Raju
confessed in January 2009 that the organizations accounts had been falsified for several years. The
turnaround story that the TechMighties have scripted since the revelation of the Satyam scam and the
subsequent takeover by Tech Mahindra, is nothing short of an epic. So much so that the story of their
transformation has been told and retold many times now whether it is in the form of a book The
Resurgence of Satyam by Zafar Anjum or as a case study by the Harvard Business School - Tech Mahindra
and the Acquisition of Satyam Computers- Publication Date Jan 07, 2014. From a situation where most of the
people had written off Satyam, they have risen from the ashes, like the proverbial Phoenix, to be ranked as
Indias fastest growing organization (Business World, August 2014).
24
Ensure Connect amongst Associates as well as with the external ecosystem and provide
opportunities for Associates to interact with the senior management and vice-versa, give feedback,
suggest ideas and bring in fresh perspectives.
Promote a collaborative work culture
breakthrough solutions
Using these platforms as a Listening medium and gather actionable feedback to improve
Associate and candidate experience.
Based on the user base, characteristics and offerings of each of these platforms, a distinct content strategy
has been adopted for each platform:
A. Facebook has been identified and leveraged as a platform best suited for Employer Branding
Create a culture of fun-lled, high energy work environment where Associates Celebrate the
blending of work and life.
B. Twitter is looked upon as a platform that enables promoting Brand Tech Mahindra
C. LinkedIn is being largely used for Talent Acquisition specifically for leadership and sales positions,
as well as promoting Tech Mahindra as an organization that champions Thought Leadership
In this backdrop, Social Media platforms were identified to be an effective medium to foster a One Tech
Mahindra culture of Connecting, Co-creating and Celebrating together as a team, and both external and
internal social media platforms were identified and engaged.
Ac Talen
qu t
isit
ion
yer
lpo ng
Em andi
Br
At Tech Mahindra, Internal Social Media platforms have been leveraged extensively to enable communication
(Connect), facilitate knowledge management (Co-Create), foster co-innovation (Co-Create), further learning
and development (Co-Create), engage Associates and promote recognition, rewarding excellence as part of
the culture (Celebrate).
A.
g
rin on
ste ati
Fo nnov
-I
Co
B.
Fac
Kno ilitatin
Ma wled g
nag
emege
nt
Image: The internal and external Social Media platforms leveraged at Tech Mahindra
Expanding the Talent Pool; since Social Media provides access to both active and passive
candidates along with richer profile/background information
Promoting Employer Brand and establishing Tech Mahindra as an Employer of Choice
25
g
blin ion
Ena unicat
m
Com
Amongst the external Social Media Platforms, Facebook, Twitter, LinkedIn and Glassdoor were identified as
the Social Media platforms where Tech Mahindra would actively engage with the user base. The top 3
reasons for going Social were:
Enabling Communication
In line with the customer value proposition of Connected World Connected Solutions, Tech Mahindra
seeks to create a Connected Universe within the organization where Associates have a clear line of
sight into the organizations strategy, performance, processes, policies and programs and are aligned
to the organizations vision, mission, goals and targets. Towards this objective, a social intranet portal
MyBeat Plus and other web and mobile based applications such as EAAAP (Tech Mahindras Mobile
News app), eChat platform etc. have been implemented to complement the existing face-to-face
communication platforms.
Connecting
Co-creating
Celebrating
Lis
Me tenin
diu g
m
F
Leaurther
Dev rning ing
elo and
pm
ent
g
erinition
s
r
Fo ogn ation
c
r
Re eleb
C
&
D. Glassdoor is being used to increase brand awareness and influence potential candidates decision
to join Tech Mahindra
C.
Fostering Co-Innovation
Innovation is one of the four dimensions of Mission 2015 (Tech Mahindras Mission Statement) and
Associates are an integral part of their 360 degree innovation ecosystem. By crowd-sourcing ideas
from 1,05,000+ Associates and transferring the mantle of ideating on to them, Tech Mahindra
encourages innovation across the organization. They have institutionalized various platforms for
Associates to participate and contribute to our innovation journey. While IRIS (Ideate, Refine,
Implement, Shine) is a structured innovation process focused towards harvesting ideas from
26
Ensure Connect amongst Associates as well as with the external ecosystem and provide
opportunities for Associates to interact with the senior management and vice-versa, give feedback,
suggest ideas and bring in fresh perspectives.
Promote a collaborative work culture
breakthrough solutions
Using these platforms as a Listening medium and gather actionable feedback to improve
Associate and candidate experience.
Based on the user base, characteristics and offerings of each of these platforms, a distinct content strategy
has been adopted for each platform:
A. Facebook has been identified and leveraged as a platform best suited for Employer Branding
Create a culture of fun-lled, high energy work environment where Associates Celebrate the
blending of work and life.
B. Twitter is looked upon as a platform that enables promoting Brand Tech Mahindra
C. LinkedIn is being largely used for Talent Acquisition specifically for leadership and sales positions,
as well as promoting Tech Mahindra as an organization that champions Thought Leadership
In this backdrop, Social Media platforms were identified to be an effective medium to foster a One Tech
Mahindra culture of Connecting, Co-creating and Celebrating together as a team, and both external and
internal social media platforms were identified and engaged.
Ac Talen
qu t
isit
ion
yer
lpo ng
Em andi
Br
At Tech Mahindra, Internal Social Media platforms have been leveraged extensively to enable communication
(Connect), facilitate knowledge management (Co-Create), foster co-innovation (Co-Create), further learning
and development (Co-Create), engage Associates and promote recognition, rewarding excellence as part of
the culture (Celebrate).
A.
g
rin on
ste ati
Fo nnov
-I
Co
B.
Fac
Kno ilitatin
Ma wled g
nag
emege
nt
Image: The internal and external Social Media platforms leveraged at Tech Mahindra
Expanding the Talent Pool; since Social Media provides access to both active and passive
candidates along with richer profile/background information
Promoting Employer Brand and establishing Tech Mahindra as an Employer of Choice
25
g
blin ion
Ena unicat
m
Com
Amongst the external Social Media Platforms, Facebook, Twitter, LinkedIn and Glassdoor were identified as
the Social Media platforms where Tech Mahindra would actively engage with the user base. The top 3
reasons for going Social were:
Enabling Communication
In line with the customer value proposition of Connected World Connected Solutions, Tech Mahindra
seeks to create a Connected Universe within the organization where Associates have a clear line of
sight into the organizations strategy, performance, processes, policies and programs and are aligned
to the organizations vision, mission, goals and targets. Towards this objective, a social intranet portal
MyBeat Plus and other web and mobile based applications such as EAAAP (Tech Mahindras Mobile
News app), eChat platform etc. have been implemented to complement the existing face-to-face
communication platforms.
Connecting
Co-creating
Celebrating
Lis
Me tenin
diu g
m
F
Leaurther
Dev rning ing
elo and
pm
ent
g
erinition
s
r
Fo ogn ation
c
r
Re eleb
C
&
D. Glassdoor is being used to increase brand awareness and influence potential candidates decision
to join Tech Mahindra
C.
Fostering Co-Innovation
Innovation is one of the four dimensions of Mission 2015 (Tech Mahindras Mission Statement) and
Associates are an integral part of their 360 degree innovation ecosystem. By crowd-sourcing ideas
from 1,05,000+ Associates and transferring the mantle of ideating on to them, Tech Mahindra
encourages innovation across the organization. They have institutionalized various platforms for
Associates to participate and contribute to our innovation journey. While IRIS (Ideate, Refine,
Implement, Shine) is a structured innovation process focused towards harvesting ideas from
26
Associates on specific set of business themes that is implemented through the web based IRIS portal,
the Intrapreneurship Program is an internal venture capital program which funds and assists
Associates who have a unique Product/Service/Solution idea and the leadership to convert it into a
business reality. Associates submit their proposals online through the IRIS portal and a process has
been put in place to validate the business ideas provided by Associates in collaboration with senior
leaders and experts from the related field. Once the idea is found to be feasible, it is incubated as a
separate project. Moreover, innovation events such as Hackathon and Battle of the Codes provide an
opportunity to the Associates to bring out the innovator within them and to co-innovate with their
colleagues and friends.
D.
E.
The effectiveness of internal social media people practices is reflected through the following achievements:
A considerable improvement in the overall Associate Engagement levels between FY 14 and FY 15
The Associate engagement scores on the Communication, Collaboration and Recognition
dimensions specifically have seen a significant increase respectively during the same period
A decrease in the offer drop rates on a year on year basis
There has been a steady increase in usage of Knowledge Management solutions across the
organization that has helped in creating greater value for the customers. Tech Mahindras
Knowledge Management Program has been recognized multiple times over the years with the
MAKE (Most Admired Knowledge Enterprise) Award being conferred for three times in a row for
2012, 2013 and 2014. Tech Mahindra has also won Information Week EDGE Award for Knowledge
Management 4 times till date in the years 2010, 2012, 2013 and 2014
Associate Speak
MyBeat Plus helped me discover like-minded folksPoets, Technologists,
WritersThis is an initiative that truly made a difference at TechM.
Rodney Price
Technical Architect, Tech Mahindra, USA
Associate Speak
I have the opportunity to develop my ideas successfully through programs such as
Intrapreneurship Program, IRIS and our internal Facebook - MyBeatPlus.
Kunal Bhat
Senior Product Architect, Tech Mahindra, Mumbai
Tech Mahindras Twitter followers saw more than 260% increase between FY 13 FY 15
The organization will also drive more and more Associate driven content generation through the kPoint video
platform. kPoint will act as a Do It Yourself video creation platform, where Associates can create and view
persuasive videos with integrated slides and screen captures. These videos can be viewed even when offline.
Associates are more likely to watch a video than read documents articles or email and retention rate for visual
information is much higher than text-based information. Hence, this platform is being implemented considering the
need for agile learning.
During the same period, there has been approximately 160% increase in the number of followers on
Tech Mahindras Facebook page
There will also be an increased focus on identifying internal Influencers and groom them as Brand Ambassadors
to leverage network of networks.
Success Measures/Achievements
On the external Social Media front, Tech Mahindras Fans / Followers on Facebook, LinkedIn, Twitter and
Glassdoor have seen a substantial increase:
LinkedIn corporate membership was taken in FY 14 and in the last one year, there has been a 55%
YoY (Year over Year) increase in Tech Mahindras LinkedIn Members
On Glassdoor, Tech Mahindras page views has increased by 20% between August 2014 to July
2015
27
28
Associates on specific set of business themes that is implemented through the web based IRIS portal,
the Intrapreneurship Program is an internal venture capital program which funds and assists
Associates who have a unique Product/Service/Solution idea and the leadership to convert it into a
business reality. Associates submit their proposals online through the IRIS portal and a process has
been put in place to validate the business ideas provided by Associates in collaboration with senior
leaders and experts from the related field. Once the idea is found to be feasible, it is incubated as a
separate project. Moreover, innovation events such as Hackathon and Battle of the Codes provide an
opportunity to the Associates to bring out the innovator within them and to co-innovate with their
colleagues and friends.
D.
E.
The effectiveness of internal social media people practices is reflected through the following achievements:
A considerable improvement in the overall Associate Engagement levels between FY 14 and FY 15
The Associate engagement scores on the Communication, Collaboration and Recognition
dimensions specifically have seen a significant increase respectively during the same period
A decrease in the offer drop rates on a year on year basis
There has been a steady increase in usage of Knowledge Management solutions across the
organization that has helped in creating greater value for the customers. Tech Mahindras
Knowledge Management Program has been recognized multiple times over the years with the
MAKE (Most Admired Knowledge Enterprise) Award being conferred for three times in a row for
2012, 2013 and 2014. Tech Mahindra has also won Information Week EDGE Award for Knowledge
Management 4 times till date in the years 2010, 2012, 2013 and 2014
Associate Speak
MyBeat Plus helped me discover like-minded folksPoets, Technologists,
WritersThis is an initiative that truly made a difference at TechM.
Rodney Price
Technical Architect, Tech Mahindra, USA
Associate Speak
I have the opportunity to develop my ideas successfully through programs such as
Intrapreneurship Program, IRIS and our internal Facebook - MyBeatPlus.
Kunal Bhat
Senior Product Architect, Tech Mahindra, Mumbai
Tech Mahindras Twitter followers saw more than 260% increase between FY 13 FY 15
The organization will also drive more and more Associate driven content generation through the kPoint video
platform. kPoint will act as a Do It Yourself video creation platform, where Associates can create and view
persuasive videos with integrated slides and screen captures. These videos can be viewed even when offline.
Associates are more likely to watch a video than read documents articles or email and retention rate for visual
information is much higher than text-based information. Hence, this platform is being implemented considering the
need for agile learning.
During the same period, there has been approximately 160% increase in the number of followers on
Tech Mahindras Facebook page
There will also be an increased focus on identifying internal Influencers and groom them as Brand Ambassadors
to leverage network of networks.
Success Measures/Achievements
On the external Social Media front, Tech Mahindras Fans / Followers on Facebook, LinkedIn, Twitter and
Glassdoor have seen a substantial increase:
LinkedIn corporate membership was taken in FY 14 and in the last one year, there has been a 55%
YoY (Year over Year) increase in Tech Mahindras LinkedIn Members
On Glassdoor, Tech Mahindras page views has increased by 20% between August 2014 to July
2015
27
28
BUSINESS CONTEXT
EXCELLENCE IN DEVELOPING
LEADERS OF TOMORROW
CREATING AN INTEGRATED
TALENT PIPELINE- THE
1000 LEADERS PROGRAM
- BY RICHA JAISWAL
Award Partner
The 1000 Leaders program was commissioned in 2013 with an objective to build and integrate a robust talent
pipeline across levels and functions. It includes identifying high potential talent in the organization and
developing them for critical roles in line with the organizations Mission 2015 and beyond. 1000 Leaders
program aims to identify, develop and provide faster career progression to the top talent.
Identification of
Top Talent
Development
Career
Progression
The program was launched during the time when Tech Mahindra was rapidly expanding across industries and
geographies through organic and inorganic growth. The 1000 leaders program was conceptualised to trigger,
fuel and sustain the overall growth and leadership metrics of Tech M in line with the Mission 2015 and
beyond. The program is also a key pillar in the overall HR strategy to establish itself as a top company for
leaders to work with. 1000 leaders are governed by the Central HR guidelines to provide an accelerated
career path. Today, the top talent pipeline has an army of 675+ Leaders. This program is very close to the
heart of the companys CEO, Mr. C.P Gurnani, which has ensured the support of all senior leaders lending it
an almost catalytic charm.
The term 1000 leaders program was coined as it was decided that leaders would be identified and
developed in four phases of 250 leaders each. However, today it is just a nomenclature as they continue to
identify and develop leaders every six months, with no plans of stopping at 1000.
During Phase I of the 1000 leaders program, leaders were nominated by the Independent Business Group
Heads followed by CXO interviews. However, it was soon recognized that nominations should not be
restricted and all eligible Associates should be provided an equal opportunity to self-nominate themselves,
irrespective of biases, tailed by a stringent selection process.
30
BUSINESS CONTEXT
EXCELLENCE IN DEVELOPING
LEADERS OF TOMORROW
CREATING AN INTEGRATED
TALENT PIPELINE- THE
1000 LEADERS PROGRAM
- BY RICHA JAISWAL
Award Partner
The 1000 Leaders program was commissioned in 2013 with an objective to build and integrate a robust talent
pipeline across levels and functions. It includes identifying high potential talent in the organization and
developing them for critical roles in line with the organizations Mission 2015 and beyond. 1000 Leaders
program aims to identify, develop and provide faster career progression to the top talent.
Identification of
Top Talent
Development
Career
Progression
The program was launched during the time when Tech Mahindra was rapidly expanding across industries and
geographies through organic and inorganic growth. The 1000 leaders program was conceptualised to trigger,
fuel and sustain the overall growth and leadership metrics of Tech M in line with the Mission 2015 and
beyond. The program is also a key pillar in the overall HR strategy to establish itself as a top company for
leaders to work with. 1000 leaders are governed by the Central HR guidelines to provide an accelerated
career path. Today, the top talent pipeline has an army of 675+ Leaders. This program is very close to the
heart of the companys CEO, Mr. C.P Gurnani, which has ensured the support of all senior leaders lending it
an almost catalytic charm.
The term 1000 leaders program was coined as it was decided that leaders would be identified and
developed in four phases of 250 leaders each. However, today it is just a nomenclature as they continue to
identify and develop leaders every six months, with no plans of stopping at 1000.
During Phase I of the 1000 leaders program, leaders were nominated by the Independent Business Group
Heads followed by CXO interviews. However, it was soon recognized that nominations should not be
restricted and all eligible Associates should be provided an equal opportunity to self-nominate themselves,
irrespective of biases, tailed by a stringent selection process.
30
DEVELOPMENT
The Leaders are developed under three categories of Emerging Leaders, Global Leaders & Game Changers.
There are Specialized Online Development Programs defined for each of the three categories and experiential
learning methodology is applied to enhance the leadership capabilities among the individuals through Job
Rotations, Special Assignments, Industry Partnership and Shadow Resourcing for critical roles. Moreover,
Competency Assessment, Mentoring / Coaching / Shadowing, Career goal mapping, access to External
Forums & Individual Development Planning form the hallmark of the 1000 leaders development strategy.
There are regular leadership connect programs which gives the 1000 leaders access to an informal forum
to interact and network with senior leadership, which adds a special flavour to this program.
The program has helped build a Strong Talent Pool and keeps the inflow of fresh ideas/thoughts in the
organization which is the backbone of any growing organization
Some great ideas on improving the EBIDTA , Process Improvement and Best practices have come from this
pipeline of leaders, through fruitful peer interactions.
Stage I Screening through Thomas E Recruit System & Past Performance Rating
CAREER PROGRESSION
Stage II Screening through 360 Degree Feedback/Crowd Sourcing
Stage III Short video clip on a pre-decided topic to be shared
Stage IV Screening thorugh CXO/IBG/Senior Leaders Interview
31
Career Progression can be either vertical or lateral into cross functional roles depending upon the career
aspirations of the Associates. An exclusive portal for internal job postings, accessible only to the 1000
leaders and the Global Leadership Cadre has been introduced.
Exclusive IJPs (Internal Job Postings) are released regularly to provide career progression opportunities to the
1000 Leaders. The aim is to move minimum 85% of the 1000 leaders to pre-identified critical roles.
32
DEVELOPMENT
The Leaders are developed under three categories of Emerging Leaders, Global Leaders & Game Changers.
There are Specialized Online Development Programs defined for each of the three categories and experiential
learning methodology is applied to enhance the leadership capabilities among the individuals through Job
Rotations, Special Assignments, Industry Partnership and Shadow Resourcing for critical roles. Moreover,
Competency Assessment, Mentoring / Coaching / Shadowing, Career goal mapping, access to External
Forums & Individual Development Planning form the hallmark of the 1000 leaders development strategy.
There are regular leadership connect programs which gives the 1000 leaders access to an informal forum
to interact and network with senior leadership, which adds a special flavour to this program.
The program has helped build a Strong Talent Pool and keeps the inflow of fresh ideas/thoughts in the
organization which is the backbone of any growing organization
Some great ideas on improving the EBIDTA , Process Improvement and Best practices have come from this
pipeline of leaders, through fruitful peer interactions.
Stage I Screening through Thomas E Recruit System & Past Performance Rating
CAREER PROGRESSION
Stage II Screening through 360 Degree Feedback/Crowd Sourcing
Stage III Short video clip on a pre-decided topic to be shared
Stage IV Screening thorugh CXO/IBG/Senior Leaders Interview
31
Career Progression can be either vertical or lateral into cross functional roles depending upon the career
aspirations of the Associates. An exclusive portal for internal job postings, accessible only to the 1000
leaders and the Global Leadership Cadre has been introduced.
Exclusive IJPs (Internal Job Postings) are released regularly to provide career progression opportunities to the
1000 Leaders. The aim is to move minimum 85% of the 1000 leaders to pre-identified critical roles.
32
KEY ACHIEVEMENTS
Some of the key achievements through this 1000 Leaders Program were:
An army of 675 leaders exists in the pipeline of 1000 leaders currently and the process is continued
thereafter as well
More than 2500 Entries were received for the 1000 leaders program Batches II & III
Involvement of 1000 Leaders in special assignments has increased Associate Engagement &
Associate Loyalty
The 1000 leaders program is the strategic initiative for leadership development for the organization's future growth
strategy. It has positively impacted retention as well as increased engagement scores. Today for all hiring, we first
look at our own talent pipeline before looking for external hires. Its success can be attributed to the credible
commitment of the Leadership to build a robust talent pool of Leaders who could be groomed to take on larger
responsibilities in the future and build a sustainable Leadership pipeline for the organisation.
Great feedback from both Associates & Managers on Social Media forums and Communities which
has helped create positive reinforcement & buzz
The leaders are connected with each other and senior management on WhatsApp, closed
communities on Intranet
Tech Mahindra bagged the award for Excellence in Developing Leaders at SHRM Awards 2015 and
our 1000 Leaders program and Young CEO Program were recognized as the best practices
The1000 leaders program was recognized as the HR Best Practice by the NHRD network
A FEW VOICES
This program is definitely a game changer for the leaders especially in customer
interfacing or high impact roles. The course is structured in a way that you get the
right perspectives and valuable insights, not just as an academic learning but how
they get translated into your actions. The thought process it triggers within you and
that combined with our interaction with others takes the learning to a new level.
The 1000 Leaders Program is one of the best Programs in Tech Mahindra. It has
changed my perspective of looking into things from reactive approach to proactive
approach. I am very much satisfied with the visibility and career growth that I have
received through this program.
33
34
KEY ACHIEVEMENTS
Some of the key achievements through this 1000 Leaders Program were:
An army of 675 leaders exists in the pipeline of 1000 leaders currently and the process is continued
thereafter as well
More than 2500 Entries were received for the 1000 leaders program Batches II & III
Involvement of 1000 Leaders in special assignments has increased Associate Engagement &
Associate Loyalty
The 1000 leaders program is the strategic initiative for leadership development for the organization's future growth
strategy. It has positively impacted retention as well as increased engagement scores. Today for all hiring, we first
look at our own talent pipeline before looking for external hires. Its success can be attributed to the credible
commitment of the Leadership to build a robust talent pool of Leaders who could be groomed to take on larger
responsibilities in the future and build a sustainable Leadership pipeline for the organisation.
Great feedback from both Associates & Managers on Social Media forums and Communities which
has helped create positive reinforcement & buzz
The leaders are connected with each other and senior management on WhatsApp, closed
communities on Intranet
Tech Mahindra bagged the award for Excellence in Developing Leaders at SHRM Awards 2015 and
our 1000 Leaders program and Young CEO Program were recognized as the best practices
The1000 leaders program was recognized as the HR Best Practice by the NHRD network
A FEW VOICES
This program is definitely a game changer for the leaders especially in customer
interfacing or high impact roles. The course is structured in a way that you get the
right perspectives and valuable insights, not just as an academic learning but how
they get translated into your actions. The thought process it triggers within you and
that combined with our interaction with others takes the learning to a new level.
The 1000 Leaders Program is one of the best Programs in Tech Mahindra. It has
changed my perspective of looking into things from reactive approach to proactive
approach. I am very much satisfied with the visibility and career growth that I have
received through this program.
33
34
EXCELLENCE IN TALENT
SOURCING & STAFFING
RE-ENGINEER
RECRUITMENT PROCESS:
PROJECT RAFT
- BY HR TEAM AT WNS GLOBAL
SERVICE PVT LTD.
1. More than Sixty percent of the recruiters time was spent in follow-ups and administrative transactions
2. Candidate database management was dependent on manual MS Excel trackers and too much manual
intervention was required to collate candidate details
3. The current system involved collection of a hard copy of the candidates resume from every WNS location,
and then uploading it on the WNS system. With an average walk-in footfall (pan-India) of between 550 to
800 candidates every day, this system was prone to data entry errors, apart from being too time
consuming
4. Due to this system, it was difficult to filter resumes for job profile-match and eliminate duplication
5. The system was creating data silos with a heavy load of information on candidate resumes that was not
reusable
6. Multiple avenues to hire employees, for example, campus, vendor consultants, employee referrals, at
times resulted in instances of missing information in the candidate profiles
7. Lack of standard assessment procedure: for every line of business, different interview rounds existed with
no feedback capturing mechanism at a central repository
All these gaps were contributing to a less effective hiring model and the need of the hour was to revisit and
re-engineer the entire hiring model.
Award Partner
Processes
COE
Governance
&
Compliance
Technology
36
EXCELLENCE IN TALENT
SOURCING & STAFFING
RE-ENGINEER
RECRUITMENT PROCESS:
PROJECT RAFT
- BY HR TEAM AT WNS GLOBAL
SERVICE PVT LTD.
1. More than Sixty percent of the recruiters time was spent in follow-ups and administrative transactions
2. Candidate database management was dependent on manual MS Excel trackers and too much manual
intervention was required to collate candidate details
3. The current system involved collection of a hard copy of the candidates resume from every WNS location,
and then uploading it on the WNS system. With an average walk-in footfall (pan-India) of between 550 to
800 candidates every day, this system was prone to data entry errors, apart from being too time
consuming
4. Due to this system, it was difficult to filter resumes for job profile-match and eliminate duplication
5. The system was creating data silos with a heavy load of information on candidate resumes that was not
reusable
6. Multiple avenues to hire employees, for example, campus, vendor consultants, employee referrals, at
times resulted in instances of missing information in the candidate profiles
7. Lack of standard assessment procedure: for every line of business, different interview rounds existed with
no feedback capturing mechanism at a central repository
All these gaps were contributing to a less effective hiring model and the need of the hour was to revisit and
re-engineer the entire hiring model.
Award Partner
Processes
COE
Governance
&
Compliance
Technology
36
The team then explored the market but were unable to find a suitable long-term customizable solution that
would meet all the recruitment requirements. Thus they decided to develop an in-house solution. The three
major initiatives for re-engineering our recruitment process were:
Technology was leveraged to integrate the recruitment solution with social media. Internal Referral Program
& Social Media platforms like Facebook & LinkedIn helped to contact and hire passive candidates.
To achieve the strategy of gaining high visibility in the targeted segment for online space, the following steps
were followed:
Formed a team for mobile marketing (text, e-mail, video and web, etc.)
Created assets on social media: corporate Facebook account, beginning a LinkedIn group
A business case, which emphasized on improved hiring quality standards and adaptation of a COE approach
with its benefits was prepared as the starting point. This approach included sourcing cost, scalability, Tablet
hiring tool and leveraging technology. Our business case was that we hired 7,780 frontline employees in FY
13-14 and the cost per hire (CPH) was $87. The vendor contribution was 30 percent and average CPH
through vendors was approximately $150. If we hired through non-vendor channels, we could save $58 per
candidate. Thus, we would save approximately $140782 per annum. All these points convinced the
management and we received the management buy-in to implement the reengineering program said the
team.
Scalability
$
Relationship
Building
Customer
Profile
Talent
Acquisition
Talent
Matching
Sourcing
Strategies
Smart
Recruiters
Our recruiters are equipped with high-end tables, when they go for a campus or vendor
drive they carry multipal devices with them. Multiple Candidates simultaneously register
with WNS using WNS Tablet hiring tool. This saves a lots of time, reduce paper wastage,
enables better applicant tracking, enriching WNS CV database & a single recruiter can
mange larger number of candidates.
Emplolyment
Branding
Social media plays a very important role in our brand building and talent sharing strategy.
We made our presence stronger on the social media platform & used it as a Magnet
Hiring technique to make candidates aware of why WNS is an excellent place to work.
This builds the interest and knowledge of applicants abut WNS and brings in very large
volume of all types of candidates. It also helped us to explore, approach & onboard
passive candidates.
Easy
Connect
To make it easier for the empoyees to refer, we are installing smart kiosks on operation
floors & common areas for referral collection. It will help us save a alot of money for the
company & will work as a strong employee retention plan (work with friends).
Joining On Boarding
Once these steps were identified, the turn-around time (TAT) was re-established for each of these steps to get
better results, post which technology was leveraged to create a Mobile/Tablet based hiring model.
Candidates can now register themselves using any smartphone, tablet, PC or laptop from anywhere in the
world at any point of time. The online assessment engine and video interviewing tool (Lync) gave candidates
37
38
The team then explored the market but were unable to find a suitable long-term customizable solution that
would meet all the recruitment requirements. Thus they decided to develop an in-house solution. The three
major initiatives for re-engineering our recruitment process were:
Technology was leveraged to integrate the recruitment solution with social media. Internal Referral Program
& Social Media platforms like Facebook & LinkedIn helped to contact and hire passive candidates.
To achieve the strategy of gaining high visibility in the targeted segment for online space, the following steps
were followed:
Formed a team for mobile marketing (text, e-mail, video and web, etc.)
Created assets on social media: corporate Facebook account, beginning a LinkedIn group
A business case, which emphasized on improved hiring quality standards and adaptation of a COE approach
with its benefits was prepared as the starting point. This approach included sourcing cost, scalability, Tablet
hiring tool and leveraging technology. Our business case was that we hired 7,780 frontline employees in FY
13-14 and the cost per hire (CPH) was $87. The vendor contribution was 30 percent and average CPH
through vendors was approximately $150. If we hired through non-vendor channels, we could save $58 per
candidate. Thus, we would save approximately $140782 per annum. All these points convinced the
management and we received the management buy-in to implement the reengineering program said the
team.
Scalability
$
Relationship
Building
Customer
Profile
Talent
Acquisition
Talent
Matching
Sourcing
Strategies
Smart
Recruiters
Our recruiters are equipped with high-end tables, when they go for a campus or vendor
drive they carry multipal devices with them. Multiple Candidates simultaneously register
with WNS using WNS Tablet hiring tool. This saves a lots of time, reduce paper wastage,
enables better applicant tracking, enriching WNS CV database & a single recruiter can
mange larger number of candidates.
Emplolyment
Branding
Social media plays a very important role in our brand building and talent sharing strategy.
We made our presence stronger on the social media platform & used it as a Magnet
Hiring technique to make candidates aware of why WNS is an excellent place to work.
This builds the interest and knowledge of applicants abut WNS and brings in very large
volume of all types of candidates. It also helped us to explore, approach & onboard
passive candidates.
Easy
Connect
To make it easier for the empoyees to refer, we are installing smart kiosks on operation
floors & common areas for referral collection. It will help us save a alot of money for the
company & will work as a strong employee retention plan (work with friends).
Joining On Boarding
Once these steps were identified, the turn-around time (TAT) was re-established for each of these steps to get
better results, post which technology was leveraged to create a Mobile/Tablet based hiring model.
Candidates can now register themselves using any smartphone, tablet, PC or laptop from anywhere in the
world at any point of time. The online assessment engine and video interviewing tool (Lync) gave candidates
37
38
an easy access to complete interview rounds. Customer satisfaction, team hours saved through technology
intervention and constant measurement of TAT at each process led the function to run lean and controlled
recruitment operations, and also enhanced WNSs brand value in the market. The endeavor to reduce the
time spent on transaction-based activities on non-qualified candidates was thus achieved.
BUSINESS FACTORS:
As per the market study done by WNS, there was an overwhelming demand for new technology and new
hiring methods.
Below are few significant facts which stood out:
Most of the Tier one employers are using social media to recruit
Majority of the recruiters check applicants social media proles
Average Hiring cost is up to $ 200 even for frontline hiring
Mobile devices/apps Most of the Gen Y candidates use their mobile devices to look for jobs
Recruiting software Mostly all Tier one companies use an applicant tracking system to manage the hiring
process and over 40% of recruiters say the quality of their applicants has improved as a result of social
recruiting
Online classieds Career sites account for a signicant ratio of external hires
Video chat More than 40% of interviews involving senior execs, Middle & Top management employees
prefer video chat as part of the hiring process
By 2020,
BUSINESS CASE
50%
Generation
Y
60%
Social Media
Gen Y uses social
media profiles as
an extension of
their professional
personalities
Conventional
Hiring
30%
The Reasons Why Did We Consider to set up Recruitment Center of Excellence &
Mobile App based hiring Model
Hiring
through
Social Media
70%
39
40
an easy access to complete interview rounds. Customer satisfaction, team hours saved through technology
intervention and constant measurement of TAT at each process led the function to run lean and controlled
recruitment operations, and also enhanced WNSs brand value in the market. The endeavor to reduce the
time spent on transaction-based activities on non-qualified candidates was thus achieved.
BUSINESS FACTORS:
As per the market study done by WNS, there was an overwhelming demand for new technology and new
hiring methods.
Below are few significant facts which stood out:
Most of the Tier one employers are using social media to recruit
Majority of the recruiters check applicants social media proles
Average Hiring cost is up to $ 200 even for frontline hiring
Mobile devices/apps Most of the Gen Y candidates use their mobile devices to look for jobs
Recruiting software Mostly all Tier one companies use an applicant tracking system to manage the hiring
process and over 40% of recruiters say the quality of their applicants has improved as a result of social
recruiting
Online classieds Career sites account for a signicant ratio of external hires
Video chat More than 40% of interviews involving senior execs, Middle & Top management employees
prefer video chat as part of the hiring process
By 2020,
BUSINESS CASE
50%
Generation
Y
60%
Social Media
Gen Y uses social
media profiles as
an extension of
their professional
personalities
Conventional
Hiring
30%
The Reasons Why Did We Consider to set up Recruitment Center of Excellence &
Mobile App based hiring Model
Hiring
through
Social Media
70%
39
40
WNS Tablet Hiring App can be operated through any smartphone, tablet, laptop or PC and acts as a source
hub of candidates profile and other important details.
Hiring Through
Recruit):
Social
Media
(Socio
41
42
WNS Tablet Hiring App can be operated through any smartphone, tablet, laptop or PC and acts as a source
hub of candidates profile and other important details.
Hiring Through
Recruit):
Social
Media
(Socio
41
42
LEVERAGING TECHNOLOGY
ONLINE ASSESSMENTS | PREVIOUS PROCESS | CURRENT STRATEGY
Priorities
Enhance Brand
Attract Talent
Reduce Time
To Proficiency
Improve Candidate
Experience
Candidate walk-ins
WNS experienced positive results within a few months of implementing the project. The impact delivered is
listed below:
A central candidate database: Within 12 months they were able to build a database of 98000+ candidates.
Source mix: The consultant hiring percentage went down and by year-end, as a result of which the hiring
mix showed a considerable improvement resulting in an even lower CPH.
Candidate satisfaction: Candidate logins to careers website with their auto-generated user ID and
password to find relevant job openings have increased.
Recruiter efciency: It improved since recruiters were able to focus on core hiring as the online platform
took care of impersonations & the recruiter could focus on more qualitative aspects. The recruiters were
able to improve the offer drop & early attrition ratio as the online registration saved their time along with
the online assessments that analyzed candidates aptitude
Online assessments: Fair assessment for everyone and hundred percent online which could be accessed
from remote locations, on all smart devices including standardization across roles, business units,
increased objectivity through unbiased assessment, eliminated leakage of test paper and malpractices
while giving test, significantly lowered efforts due to process automation, enhanced candidate experience,
futuristic, state of the art assessment platform.
PROCESS
PEOPLE
DATA WAREHOUSE
MONETARY
Remote Login
Updates Details
Phase I - CAST
English, Numerical, Logical
Updates Personal
Details on Tab
Phase II Psychometric
HR Screening Round
Domain Tests/Test/
Versant
HR Screening Round
Hiring Function
Round
Online
Candidate Sourced/
Walks in
Improvement in Voice of
Customer Score amongst
candidates (3/4)
Enhanced candidate
experience
Technology Deployment
positive engagement of the
Gen Y candidates
Simplication and Reduced
Time managing assessment
and selection tests (Reduced
Time from 60%)
Offer
43
44
LEVERAGING TECHNOLOGY
ONLINE ASSESSMENTS | PREVIOUS PROCESS | CURRENT STRATEGY
Priorities
Enhance Brand
Attract Talent
Reduce Time
To Proficiency
Improve Candidate
Experience
Candidate walk-ins
WNS experienced positive results within a few months of implementing the project. The impact delivered is
listed below:
A central candidate database: Within 12 months they were able to build a database of 98000+ candidates.
Source mix: The consultant hiring percentage went down and by year-end, as a result of which the hiring
mix showed a considerable improvement resulting in an even lower CPH.
Candidate satisfaction: Candidate logins to careers website with their auto-generated user ID and
password to find relevant job openings have increased.
Recruiter efciency: It improved since recruiters were able to focus on core hiring as the online platform
took care of impersonations & the recruiter could focus on more qualitative aspects. The recruiters were
able to improve the offer drop & early attrition ratio as the online registration saved their time along with
the online assessments that analyzed candidates aptitude
Online assessments: Fair assessment for everyone and hundred percent online which could be accessed
from remote locations, on all smart devices including standardization across roles, business units,
increased objectivity through unbiased assessment, eliminated leakage of test paper and malpractices
while giving test, significantly lowered efforts due to process automation, enhanced candidate experience,
futuristic, state of the art assessment platform.
PROCESS
PEOPLE
DATA WAREHOUSE
MONETARY
Remote Login
Updates Details
Phase I - CAST
English, Numerical, Logical
Updates Personal
Details on Tab
Phase II Psychometric
HR Screening Round
Domain Tests/Test/
Versant
HR Screening Round
Hiring Function
Round
Online
Candidate Sourced/
Walks in
Improvement in Voice of
Customer Score amongst
candidates (3/4)
Enhanced candidate
experience
Technology Deployment
positive engagement of the
Gen Y candidates
Simplication and Reduced
Time managing assessment
and selection tests (Reduced
Time from 60%)
Offer
43
44
Offers immense exibility to recruiters and candidates by allowing them to register with WNS and take
online assessment tests anytime, anywhere within two minutes compared to 7-8 minutes earlier
Launched Vendor Management module to automate vendor empanelment and payments, which helped to
drive compliance and control in all vendor related financial transactions.
Provided visibility of contract details to vendors on the system along with a summary about the hiring
status of their candidates. Moreover, it also gave them an interface to upload applicants in bulk each
tagged to different applicant ID
Gave WNS employees a chance to refer their friends with or without a job opening through LINK, WNSs
employee referral system. It gave access to one referral for multiple job openings too. Pay-out for
employee referral motivated the employees to give more referrals. It also gave employees the ease of
giving referrals with few compulsory details and without resumes also.
Improved the brand value of WNS, which is being felt by WNS recruiters during their visits to campus and
vendor consultants.
Socio-Recruit is another initiative which helped the recruiters to promote job opportunities and track
applications on the Social Networking Sites like Facebook, LinkedIn and Twitter. Its a unique platform
which enables the recruiters to track the progress on each social media channel from a single window.
With the implementation of E-recruit, an audit trail of each interview step is maintained and follows a better
compliance framework.
The implementation of these tools speaks volumes about WNSs inclination toward usage of technology in
the HR spectrum.
45
46
Offers immense exibility to recruiters and candidates by allowing them to register with WNS and take
online assessment tests anytime, anywhere within two minutes compared to 7-8 minutes earlier
Launched Vendor Management module to automate vendor empanelment and payments, which helped to
drive compliance and control in all vendor related financial transactions.
Provided visibility of contract details to vendors on the system along with a summary about the hiring
status of their candidates. Moreover, it also gave them an interface to upload applicants in bulk each
tagged to different applicant ID
Gave WNS employees a chance to refer their friends with or without a job opening through LINK, WNSs
employee referral system. It gave access to one referral for multiple job openings too. Pay-out for
employee referral motivated the employees to give more referrals. It also gave employees the ease of
giving referrals with few compulsory details and without resumes also.
Improved the brand value of WNS, which is being felt by WNS recruiters during their visits to campus and
vendor consultants.
Socio-Recruit is another initiative which helped the recruiters to promote job opportunities and track
applications on the Social Networking Sites like Facebook, LinkedIn and Twitter. Its a unique platform
which enables the recruiters to track the progress on each social media channel from a single window.
With the implementation of E-recruit, an audit trail of each interview step is maintained and follows a better
compliance framework.
The implementation of these tools speaks volumes about WNSs inclination toward usage of technology in
the HR spectrum.
45
46
CREATING A UNIQUE
TALENT STRATEGY
The groups origin can be traced to 1952 when it was founded by Late Mr. Ramanbhai B. Patel, a
first-generation entrepreneur and one of the stalwarts of the Indian Pharmaceutical Industry. In 1995, the
group restructured its operations and Cadila Healthcare came into being under the aegis of the Zydus group.
Zydus Cadila, today, is spearheaded by Mr. Pankaj R. Patel, the Chairman and Managing Director of the
group. From a turnover of Rs. 250 crores in 1995, the group posted revenues of over Rs. 8500 crores in FY14.
The group also had posted a turnover of Rs. 4600 crores in FY 11, making it a billion dollar company. It aims
to be a leading global healthcare provider with a robust product pipeline and aspires to post revenues of Rs.
10000 crore by 2015 and be a research-based pharmaceutical company by 2020.
The group has a team of around 1200 research professionals spearheading its research and development
programme of which nearly 400 scientists alone are involved in the NCE research programme at Zydus
Research Centre, the groups state-of-the-art R&D centre.
Zydus Cadila with a mission to create healthier, happier communities globally is supported by a team of over
17400 people worldwide, comprising professionals, research scientists, medical advisors and workers.
Poised for a higher growth and more success in the coming years, Zydus Cadila draws confidence from its
proven track record, which both prescribes and projects a vibrant and soundly based future.
HR Vision
We shall nurture our current
Capabilities, build new Capabilities
and foster innovation and
collaboration and align our Human
Resources with our business
aspirations to be a research driven
company by 2020.
- BY PRASHANT SHARMA
Award Partner
For Cadila Healthcare, global level of quality standards at all levels of management and employees is their
oath and commitment. More than 50% of Cadila Healthcares top-line comes from global business and
exports. They are not only expanding their trajectories globally in terms of consumers but also increasing their
employee base. Moreover, Cadila Healthcare is evolving from a Promoter owned-promoter drivenprofessionally managed to promoter owned-professionally driven and managed. Considering the stupendous
growth and expansion over the last two decades, it has already created an overarching vision for 2020:
ZyNext2020, with an aspiration to quadruple in size and structure.
48
CREATING A UNIQUE
TALENT STRATEGY
The groups origin can be traced to 1952 when it was founded by Late Mr. Ramanbhai B. Patel, a
first-generation entrepreneur and one of the stalwarts of the Indian Pharmaceutical Industry. In 1995, the
group restructured its operations and Cadila Healthcare came into being under the aegis of the Zydus group.
Zydus Cadila, today, is spearheaded by Mr. Pankaj R. Patel, the Chairman and Managing Director of the
group. From a turnover of Rs. 250 crores in 1995, the group posted revenues of over Rs. 8500 crores in FY14.
The group also had posted a turnover of Rs. 4600 crores in FY 11, making it a billion dollar company. It aims
to be a leading global healthcare provider with a robust product pipeline and aspires to post revenues of Rs.
10000 crore by 2015 and be a research-based pharmaceutical company by 2020.
The group has a team of around 1200 research professionals spearheading its research and development
programme of which nearly 400 scientists alone are involved in the NCE research programme at Zydus
Research Centre, the groups state-of-the-art R&D centre.
Zydus Cadila with a mission to create healthier, happier communities globally is supported by a team of over
17400 people worldwide, comprising professionals, research scientists, medical advisors and workers.
Poised for a higher growth and more success in the coming years, Zydus Cadila draws confidence from its
proven track record, which both prescribes and projects a vibrant and soundly based future.
HR Vision
We shall nurture our current
Capabilities, build new Capabilities
and foster innovation and
collaboration and align our Human
Resources with our business
aspirations to be a research driven
company by 2020.
- BY PRASHANT SHARMA
Award Partner
For Cadila Healthcare, global level of quality standards at all levels of management and employees is their
oath and commitment. More than 50% of Cadila Healthcares top-line comes from global business and
exports. They are not only expanding their trajectories globally in terms of consumers but also increasing their
employee base. Moreover, Cadila Healthcare is evolving from a Promoter owned-promoter drivenprofessionally managed to promoter owned-professionally driven and managed. Considering the stupendous
growth and expansion over the last two decades, it has already created an overarching vision for 2020:
ZyNext2020, with an aspiration to quadruple in size and structure.
48
THE CHALLENGE
The global expansion resulting in an increase in the employee base made necessary for the organization to
focus on its culture in terms of having one Zydus experience across globe. Since the company has already
envisioned ZyNext2020 so managing the structure, scale, placing and carving out opportunities for
employees is an imperative.
Catering to these needs, a change in HR processes which are based on scientific methodology and objective
approach was required. All HR processes evolve around Zydus NEEV: The competency framework. Although
CHL had developed a leadership model in 2004, it had not been completely internalized. The team further
refreshed the competency framework in 2014. NEEV is the nucleus and foundation of being a Zydan. It
defines the behavioral inflexion points basis which hierarchical structure has been divided into 5 role layers.
People are now clear about what role and behavior they need to own/display for their growth. All Talent
processes are linked to NEEV.
Although they have been successful in developing a people-centric culture but the challenge was to strike a
fair balance between people and process orientation. Especially, what their 'Make vs. Buy' strategy should
be and if the company needed different processes for it.
Considering the fact that the pharmaceuticals sector is extremely focused on global quality standards and
adheres to the regulators' guidelines like the USFDA, MHRA, ANVISA, EDQM, PMDA, the orientation of
workforce towards quality and compliance are imperatives for growth. The need of the hour was to hire
people who were behaviourally aligned, compliant with general processes of Cadila Healthcare and had an
enterprise mindset.
They are witnessing the changes like managing development, transition and transformation. On the other
hand, addressing the challenges of learning decay, communicating and educating change internally on the
processes and practices have become urgent and important for the senior leadership team and HR.
If such issues were not addressed, the impact would have seen on quality, stunted growth, and hurdles while
expanding along with high levels of attrition.
CHL is the only non-IT Indian company which does 100% recruitment basis assessment centres: online for
upto level 3 and in-person recruitments for DGM and above levels (source: dialogue with company like Hay,
DDI, SHL, Hewitt, other HR leaders).
Recruitment at Level 1 to 3
Behavioral Inflexion Points: Level Bifurcation for Revenue and Enabling Function
Level 1
Individual Contributor
Level 2
Team Lead
Level 3
Level 4
Level 5
Manager of Managers
Vertical Heads
Head of Business
Head of Vertical and Multiple Verticals
Head of Multiple Businesses
Organization Leader
Upon review of various solution providers, CHL has identified and partnered with Mettl for conducting online
assessment for L1 to L3. While developing tests HR partnered with line managers (stakeholders) to take their
inputs and utilized their expertise. Module tests (domain, aptitude and psychometric) linked to NEEV have
been developed.
This involved working with academic institutes (Nirma Univ) and medical community. Before launching these
tests organization wide, the team conducted an internal benchmark study of 1500 plus people. This was done
to establish statistical correlation between current performance data and assessment data. Basis this
benchmark data, cut-offs for various therapies, regions, specialties, functions etc. were arrived at
scientifically. This was also an important step to create buy-in from the business.
Recruitment at Level 4 to 5
At this level, the organization partnered with Hay Group to leverage their expertise in person assessment centers.
Enabling line managers to harvest assessment reports: HR also realized that just by providing assessment
reports to the stakeholders is not sufficient. Therefore, interviewers were trained on CBI/BEI who further used the
STAR (Situation, Task, Action, Results) methodology of interviewing.
49
50
THE CHALLENGE
The global expansion resulting in an increase in the employee base made necessary for the organization to
focus on its culture in terms of having one Zydus experience across globe. Since the company has already
envisioned ZyNext2020 so managing the structure, scale, placing and carving out opportunities for
employees is an imperative.
Catering to these needs, a change in HR processes which are based on scientific methodology and objective
approach was required. All HR processes evolve around Zydus NEEV: The competency framework. Although
CHL had developed a leadership model in 2004, it had not been completely internalized. The team further
refreshed the competency framework in 2014. NEEV is the nucleus and foundation of being a Zydan. It
defines the behavioral inflexion points basis which hierarchical structure has been divided into 5 role layers.
People are now clear about what role and behavior they need to own/display for their growth. All Talent
processes are linked to NEEV.
Although they have been successful in developing a people-centric culture but the challenge was to strike a
fair balance between people and process orientation. Especially, what their 'Make vs. Buy' strategy should
be and if the company needed different processes for it.
Considering the fact that the pharmaceuticals sector is extremely focused on global quality standards and
adheres to the regulators' guidelines like the USFDA, MHRA, ANVISA, EDQM, PMDA, the orientation of
workforce towards quality and compliance are imperatives for growth. The need of the hour was to hire
people who were behaviourally aligned, compliant with general processes of Cadila Healthcare and had an
enterprise mindset.
They are witnessing the changes like managing development, transition and transformation. On the other
hand, addressing the challenges of learning decay, communicating and educating change internally on the
processes and practices have become urgent and important for the senior leadership team and HR.
If such issues were not addressed, the impact would have seen on quality, stunted growth, and hurdles while
expanding along with high levels of attrition.
CHL is the only non-IT Indian company which does 100% recruitment basis assessment centres: online for
upto level 3 and in-person recruitments for DGM and above levels (source: dialogue with company like Hay,
DDI, SHL, Hewitt, other HR leaders).
Recruitment at Level 1 to 3
Behavioral Inflexion Points: Level Bifurcation for Revenue and Enabling Function
Level 1
Individual Contributor
Level 2
Team Lead
Level 3
Level 4
Level 5
Manager of Managers
Vertical Heads
Head of Business
Head of Vertical and Multiple Verticals
Head of Multiple Businesses
Organization Leader
Upon review of various solution providers, CHL has identified and partnered with Mettl for conducting online
assessment for L1 to L3. While developing tests HR partnered with line managers (stakeholders) to take their
inputs and utilized their expertise. Module tests (domain, aptitude and psychometric) linked to NEEV have
been developed.
This involved working with academic institutes (Nirma Univ) and medical community. Before launching these
tests organization wide, the team conducted an internal benchmark study of 1500 plus people. This was done
to establish statistical correlation between current performance data and assessment data. Basis this
benchmark data, cut-offs for various therapies, regions, specialties, functions etc. were arrived at
scientifically. This was also an important step to create buy-in from the business.
Recruitment at Level 4 to 5
At this level, the organization partnered with Hay Group to leverage their expertise in person assessment centers.
Enabling line managers to harvest assessment reports: HR also realized that just by providing assessment
reports to the stakeholders is not sufficient. Therefore, interviewers were trained on CBI/BEI who further used the
STAR (Situation, Task, Action, Results) methodology of interviewing.
49
50
CHL partnered with DDI (www.ddiworld.com) to train 258 leaders on BEI using STAR methodology. DDI has
also trained 7 HR people on Train-The-Trainer methodology to train the remaining interviewers.
The true success of this initiative is that line managers beyond just the LRHs (Leadership Role Holders)
practice this methodology. Training on BEI is provided all across all Regional Business Manager levels. In total
1000 people are trained. Master Coach training model is also given to HR leadership team for process
sustainability. The first batch was conducted for ZMC by The MD of DDI Ms. Anu Zachariah which was based
on ensuring a top down commitment of leadership to this approach of recruitment. The feedback from ZMC
was extremely encouraging and all the interviews henceforth are being conducted by the trained interviewers.
DDI has also certified the trained people basis various online and offline tests.
As a rule any employee entering Zydus will undergo an assessment test and an interview by a BEI trained
interviewer(s). Interview guides as per levels have also been created to assist the interviewers.
Coach has been empanelled and a monthly 3 days workshop and coaching is being conducted
over one year period.
6. Enrolling leaders on BEI methodology
7. Benchmark study of 1500 employees to establish correlation between existing performance and
assessment report outputs.
51
Significant changes have been witnessed in style of functioning due to aforementioned initiatives as well as
change at helm in HR. President HR has taken a rein in transforming HR to realize CHLs Vision 2020.
52
CHL partnered with DDI (www.ddiworld.com) to train 258 leaders on BEI using STAR methodology. DDI has
also trained 7 HR people on Train-The-Trainer methodology to train the remaining interviewers.
The true success of this initiative is that line managers beyond just the LRHs (Leadership Role Holders)
practice this methodology. Training on BEI is provided all across all Regional Business Manager levels. In total
1000 people are trained. Master Coach training model is also given to HR leadership team for process
sustainability. The first batch was conducted for ZMC by The MD of DDI Ms. Anu Zachariah which was based
on ensuring a top down commitment of leadership to this approach of recruitment. The feedback from ZMC
was extremely encouraging and all the interviews henceforth are being conducted by the trained interviewers.
DDI has also certified the trained people basis various online and offline tests.
As a rule any employee entering Zydus will undergo an assessment test and an interview by a BEI trained
interviewer(s). Interview guides as per levels have also been created to assist the interviewers.
Coach has been empanelled and a monthly 3 days workshop and coaching is being conducted
over one year period.
6. Enrolling leaders on BEI methodology
7. Benchmark study of 1500 employees to establish correlation between existing performance and
assessment report outputs.
51
Significant changes have been witnessed in style of functioning due to aforementioned initiatives as well as
change at helm in HR. President HR has taken a rein in transforming HR to realize CHLs Vision 2020.
52
Communication of HR Vision and Strategy: President HR communicates the HR vision and strategy to the
Extended Management Team and EMT -1 during the annual HR conference meet (2 days) emphasizing on the
imperatives for HR in the financial year. The business objectives and strategies for HR are discussed along
with necessary enablers required to achieve the numbers and goals. The next level cascade of strategies is
also communicated along with specific responsibilities, timelines and review frequency. Thereafter the
Business HR communicates the relevant parameters to the departments they serve thereby ensuring that the
communication of the HR strategy is done company wide. The business leaders take this forward in their
respective areas. Co-creating and developing the long-term HR plans, mid-term and annual HR plans.
Participation of HR team in the process of Governance and review structure helps them to review the impact
on the businesses.
Digitization: All these initiatives and processes are streamlined at foundation level. The organization has already
created a best-in-class experience to prospective candidates through their truly digital online career portal. In the
new sharing Zydus which majorly consist of diverse and Gen Y employees, where not what you know, but how
and what you share will be the mantra, iCAMSS (Cloud, analytics, mobile, social, security, internet of things) will
enable stakeholders across the value chain to transparently view decisions, actions, and responses of various
individuals and groups in the Zydus eco-system. Understanding these insights via pervasive, ubiquitous and
multi-way communications, through enabling digital technologies, delivers enhanced understanding and rich
takeaways for all stakeholders, on HR processes in the journey of one Zydus experience.
Prashant heads Global HR at Zydus Cadila. He moved into HR from a business role, and is passionate about
connecting HR with business outcomes.
2. To generate in-house skills to meet up with regulatory requirements training documentation etc.
3. To fullfil the prospective need of skilled manpower-growing need by 15% over year-on-year
Conclusion
Indeed initiatives of Zydus are innovative in Indian pharmaceuticals industry be it envisaging global FDA norms and
national skill building process. Hiring right people is the essence of a great company therefore the entire assessment
centre (Zydus Centre For Excellence) has been built to measure what people know; what people have; what people
can do; what people will do. It is also believed that going forward sector skill council in India may emphasise India
Pharmaceuticals companies to develop skills. The partner Mettl has been working closely with LSSSDC and they
have that expertise to help Zydus in nation building. For all the senior positions- Level 3 and above the organization
is working with Hay Group, which is an in-person assessment centre where candidates meet the accredited external
assessors for a day long rigorous simulation exercises. All the interviewers are being equipped and trained on
Behavioural Event Interviewing Skills.
WAY FORWARD:
Basis the performance data understanding, clear linkages between competency elements and performance will be
established using advanced data analytics, so that Zydus Neev can be further refined. Meanwhile, HR has already
started working with business to allocate the level/role specific competencies with respect to essential and
desirable as per the respective job family.
Since all the HR processes are evolved around Neev, in the next step the Performance Management System would
be linked with Neev. PMS will also have a growth dialogue, which will have element of discussion on the
demonstrated level specific Neev elements and individual development plan will be created on STAR format.
53
54
Communication of HR Vision and Strategy: President HR communicates the HR vision and strategy to the
Extended Management Team and EMT -1 during the annual HR conference meet (2 days) emphasizing on the
imperatives for HR in the financial year. The business objectives and strategies for HR are discussed along
with necessary enablers required to achieve the numbers and goals. The next level cascade of strategies is
also communicated along with specific responsibilities, timelines and review frequency. Thereafter the
Business HR communicates the relevant parameters to the departments they serve thereby ensuring that the
communication of the HR strategy is done company wide. The business leaders take this forward in their
respective areas. Co-creating and developing the long-term HR plans, mid-term and annual HR plans.
Participation of HR team in the process of Governance and review structure helps them to review the impact
on the businesses.
Digitization: All these initiatives and processes are streamlined at foundation level. The organization has already
created a best-in-class experience to prospective candidates through their truly digital online career portal. In the
new sharing Zydus which majorly consist of diverse and Gen Y employees, where not what you know, but how
and what you share will be the mantra, iCAMSS (Cloud, analytics, mobile, social, security, internet of things) will
enable stakeholders across the value chain to transparently view decisions, actions, and responses of various
individuals and groups in the Zydus eco-system. Understanding these insights via pervasive, ubiquitous and
multi-way communications, through enabling digital technologies, delivers enhanced understanding and rich
takeaways for all stakeholders, on HR processes in the journey of one Zydus experience.
Prashant heads Global HR at Zydus Cadila. He moved into HR from a business role, and is passionate about
connecting HR with business outcomes.
2. To generate in-house skills to meet up with regulatory requirements training documentation etc.
3. To fullfil the prospective need of skilled manpower-growing need by 15% over year-on-year
Conclusion
Indeed initiatives of Zydus are innovative in Indian pharmaceuticals industry be it envisaging global FDA norms and
national skill building process. Hiring right people is the essence of a great company therefore the entire assessment
centre (Zydus Centre For Excellence) has been built to measure what people know; what people have; what people
can do; what people will do. It is also believed that going forward sector skill council in India may emphasise India
Pharmaceuticals companies to develop skills. The partner Mettl has been working closely with LSSSDC and they
have that expertise to help Zydus in nation building. For all the senior positions- Level 3 and above the organization
is working with Hay Group, which is an in-person assessment centre where candidates meet the accredited external
assessors for a day long rigorous simulation exercises. All the interviewers are being equipped and trained on
Behavioural Event Interviewing Skills.
WAY FORWARD:
Basis the performance data understanding, clear linkages between competency elements and performance will be
established using advanced data analytics, so that Zydus Neev can be further refined. Meanwhile, HR has already
started working with business to allocate the level/role specific competencies with respect to essential and
desirable as per the respective job family.
Since all the HR processes are evolved around Neev, in the next step the Performance Management System would
be linked with Neev. PMS will also have a growth dialogue, which will have element of discussion on the
demonstrated level specific Neev elements and individual development plan will be created on STAR format.
53
54
EXCELLENCE IN EMPLOYEE
HEALTH & WELLNESS INITIATIVES
THE TRIGGER
In 2014, the C&B team at Microsoft India came across a very interesting survey launched by Tower Watson,
called the Staying at Work Survey, 2014. This survey was conducted by Tower Watson in partnership with
National Business Group that had ~900 respondents participating globally across industry sectors. This
survey highlighted certain key perspectives in terms of the changing landscape around Health & Wellness:
1. Creating a culture of Workplace Health was becoming a top priority for organizations to ensure
growth and productivity
2. Emphasized that Health & Wellness strategy needs to be an integral part of the overall business
strategy
3. Identified stress, obesity and lack of exercise as the biggest lifestyle risk factors recognized by
employers across all regions
4. Detected lack of engagement as the biggest obstacle behind changing employee behaviors
5. Recognized that effective companies in this space use multi-prong strategy to engage an employee
base that spans across Gen X and Gen Y
6. Existence of an online Health & Wellness portal and gamification were identified as the top 2
Award Partner
56
EXCELLENCE IN EMPLOYEE
HEALTH & WELLNESS INITIATIVES
THE TRIGGER
In 2014, the C&B team at Microsoft India came across a very interesting survey launched by Tower Watson,
called the Staying at Work Survey, 2014. This survey was conducted by Tower Watson in partnership with
National Business Group that had ~900 respondents participating globally across industry sectors. This
survey highlighted certain key perspectives in terms of the changing landscape around Health & Wellness:
1. Creating a culture of Workplace Health was becoming a top priority for organizations to ensure
growth and productivity
2. Emphasized that Health & Wellness strategy needs to be an integral part of the overall business
strategy
3. Identified stress, obesity and lack of exercise as the biggest lifestyle risk factors recognized by
employers across all regions
4. Detected lack of engagement as the biggest obstacle behind changing employee behaviors
5. Recognized that effective companies in this space use multi-prong strategy to engage an employee
base that spans across Gen X and Gen Y
6. Existence of an online Health & Wellness portal and gamification were identified as the top 2
Award Partner
56
d. Sedentary risk
e. Emotional Stress
In order to identify and validate the requirements of the employee target population, the organization initiated
an employee survey that focused on the following parameters:
With the above two data sources, the cause-effect statement that the organization was up against, got
articulated by the C&B team:
1. Current awareness of existing Health and Wellness related benefits and contributing factors
2. Which are the areas where employees would like to see more information or offerings on
3. What would be their preferred mode of information access
4. Do they think a Health and Wellness portal would enable them to access information more easily?
If yes, what features would they like to have in a Health & Wellness portal?
5. If Microsoft India indeed provided a website as well as an health app with information on Health and
Wellness, what is the probability of employees using them
Awareness of
Preferred mode of
Top 4 areas of
Existing Benefits
Information Access
interest/focus
Awareness levels:
Low-Medium
Absence of a single
platform and brand to
A comprehensive
website on Health &
Stress management
Wellness/app (78%)
(62%)
Weight management
(55%)
recall
The Cause
The Effect
Inspire
A cultural transformation that
has wellness & wellbeing
intergrated in its DNA
2. Low participation with respect to Onsite Diagnostics, HRA and EAP programs
3. Top 5 health issues identified under Onsite Health Check & HRA were LIFESTYLE related issues
with long term and silent health risks (interestingly displaying the same results as the Staying@
Work survey):
Influence
A change in behavior of the
employees by inviloving them
& their families in the
decision makeing process
Enable
The employees to Live well...
365 days a year
57
58
d. Sedentary risk
e. Emotional Stress
In order to identify and validate the requirements of the employee target population, the organization initiated
an employee survey that focused on the following parameters:
With the above two data sources, the cause-effect statement that the organization was up against, got
articulated by the C&B team:
1. Current awareness of existing Health and Wellness related benefits and contributing factors
2. Which are the areas where employees would like to see more information or offerings on
3. What would be their preferred mode of information access
4. Do they think a Health and Wellness portal would enable them to access information more easily?
If yes, what features would they like to have in a Health & Wellness portal?
5. If Microsoft India indeed provided a website as well as an health app with information on Health and
Wellness, what is the probability of employees using them
Awareness of
Preferred mode of
Top 4 areas of
Existing Benefits
Information Access
interest/focus
Awareness levels:
Low-Medium
Absence of a single
platform and brand to
A comprehensive
website on Health &
Stress management
Wellness/app (78%)
(62%)
Weight management
(55%)
recall
The Cause
The Effect
Inspire
A cultural transformation that
has wellness & wellbeing
intergrated in its DNA
2. Low participation with respect to Onsite Diagnostics, HRA and EAP programs
3. Top 5 health issues identified under Onsite Health Check & HRA were LIFESTYLE related issues
with long term and silent health risks (interestingly displaying the same results as the Staying@
Work survey):
Influence
A change in behavior of the
employees by inviloving them
& their families in the
decision makeing process
Enable
The employees to Live well...
365 days a year
57
58
Increasing the
number & scope
on interventions/
benefits
Introduction of
Garnification
and Rewards
Simplified and
Intergrated
Approach
Employees
Enhancement of
FItness
Reimbursement
Policy
HR, Marcrom,
Leagal, Finace
& Facilities
is increase in awareness, we are hoping that more and more employees would become conscious
of their health and wellbeing and actually take action around the same. As a result, we expect our
overall employee health indices to show improvement as compared to the current status. And
Launch of Live
Well 365 Portal
Enhancement of
FItness
Reimbursement
Policy
Success
Stories
therefore over a period of time, reduction in our insurance claims related to reactive care.
59
Fitness Reimbursement
Increase by 24%
Increase by 5%
Increase by 12%
Increase by 15%
60
Increasing the
number & scope
on interventions/
benefits
Introduction of
Garnification
and Rewards
Simplified and
Intergrated
Approach
Employees
Enhancement of
FItness
Reimbursement
Policy
HR, Marcrom,
Leagal, Finace
& Facilities
is increase in awareness, we are hoping that more and more employees would become conscious
of their health and wellbeing and actually take action around the same. As a result, we expect our
overall employee health indices to show improvement as compared to the current status. And
Launch of Live
Well 365 Portal
Enhancement of
FItness
Reimbursement
Policy
Success
Stories
therefore over a period of time, reduction in our insurance claims related to reactive care.
59
Fitness Reimbursement
Increase by 24%
Increase by 5%
Increase by 12%
Increase by 15%
60
As a result of the initiatives, a huge increase in uptake of the various Health and Wellness related benefits were seen.
The fitness reimbursement utilization saw an increase by 24% YoY. All the other benefits saw an increase in uptake
by 5% - 15% across as compared to the previous years.
Conclusion
Microsoft believes that a sustained and focused intervention towards creating health awareness would go a long
way in making employees aware of the steps they need to take in their own well-being.
WAY FORWARD
Microsoft Indias Live Well 365 program aims at enabling employees with the right tools and information on health
and well-being in order to truly live well 365 days a year. There are mainly 3 tenets of this program that focuses on
continuous engagement through the year to ensure increase in awareness and utilization.
Having a Health & Wellness strategy as an integral part of the overall business strategy of the organization is what
would sow the seeds of a culture that believes in taking ownership of ones own health and well-being. Heres to
Living Well 365.
Physical
Wellbeing
Aditi is currently an HR Manager in Microsoft and has 10+ years of experience across consulting, generalist and
specialist roles. She is a PGDBM holder from MDI, Gurgaon.
Mental, Emotional
& Spiritual
Wellbeing
Physical Wellbeing
EAP Services
Onsite Diagnostics
Fitness Reimbursement
HRA
Move It Challenge
PUMA Urban Stampede
Sessions on Nutrition
61
62
As a result of the initiatives, a huge increase in uptake of the various Health and Wellness related benefits were seen.
The fitness reimbursement utilization saw an increase by 24% YoY. All the other benefits saw an increase in uptake
by 5% - 15% across as compared to the previous years.
Conclusion
Microsoft believes that a sustained and focused intervention towards creating health awareness would go a long
way in making employees aware of the steps they need to take in their own well-being.
WAY FORWARD
Microsoft Indias Live Well 365 program aims at enabling employees with the right tools and information on health
and well-being in order to truly live well 365 days a year. There are mainly 3 tenets of this program that focuses on
continuous engagement through the year to ensure increase in awareness and utilization.
Having a Health & Wellness strategy as an integral part of the overall business strategy of the organization is what
would sow the seeds of a culture that believes in taking ownership of ones own health and well-being. Heres to
Living Well 365.
Physical
Wellbeing
Aditi is currently an HR Manager in Microsoft and has 10+ years of experience across consulting, generalist and
specialist roles. She is a PGDBM holder from MDI, Gurgaon.
Mental, Emotional
& Spiritual
Wellbeing
Physical Wellbeing
EAP Services
Onsite Diagnostics
Fitness Reimbursement
HRA
Move It Challenge
PUMA Urban Stampede
Sessions on Nutrition
61
62
EXCELLENCE IN EMPLOYEE
HEALTH & WELLNESS INITIATIVES
WELLNESS BEFORE
BUSINESS
Over the years, Tech Mahindras offerings and solutions have ensured wellness of business. But as they
established a larger connect with the eco-system; a need was felt to evolve from wellness of business to
wellness of being and putting wellness before business. Therefore, wellness is extended to not just their
Associates (At Tech Mahindra, employees are referred as Associates) but also to the customers and the
community at large through their partnership with the Government of India, the UN, Embassies & Partners to
promote the message of wellness through the International Day of Yoga campaign.
Associate Engagement at Tech Mahindra is addressed from five dimensions viz., Career, Alignment,
Recognition, Empowerment and Strive (CARES). These five engagement levers help in taking a holistic
approach to engage employees and ensure that the people practices, programmes and policies that are
designed and implemented are comprehensive. The Strive dimension, in particular, is about providing a
wholesome employment experience to Associates by enhancing their personal wellbeing in addition to their
professional wellbeing and the Wellness Program is aimed at accomplishing this particular objective.
Wellness also features prominently in Tech Mahindras employee value proposition which includes the
Freedom to Explore Opportunities to celebrate the blend of work and life.
- BY RAJESHWARI KAR
Award Partner
At Tech Mahindra, it is believed that a healthy workforce translates into a more productive and engaged
workforce and Associates are able to handle challenges at work and on the personal front with equanimity
only when they are physically and emotionally fit. To this end, they have constructed a comprehensive Health
and Wellness program christened as Wealth of Wellness (WoW) that brings fitness to everyones door steps,
or more aptly, to their desks. In collaboration with the central HR Benefits Team, the Wealth of Wellness
program is driven by the Location Councils. Location Councils are a group of empowered Associates from
across job levels in each of Tech Mahindra locations whose objective is to establish a connected workplace
and promote positive change in the lives of Associates. These location councils serve as a top-down and
bottom-up connect between senior leadership and Associates by driving the various formal and informal
Associate engagement programs across locations and also by observing and analyzing Associate
engagement trends and providing feedback from the ground to the senior management on various Associate
related issues.
WoW is the culmination of many solutions that work together under one objective of ensuring Associate
wellness. The elements of WoW are: programs building awareness on health and wellness, preventive programs,
fitness programs, spiritual & mental/emotional wellness programs and work-life fit programs. The programs are
designed to be interesting, unique, relevant and dynamic so that Associates are drawn towards them on their
own. It involves layers of education, communication, incentives, events and a long term commitment.
64
EXCELLENCE IN EMPLOYEE
HEALTH & WELLNESS INITIATIVES
WELLNESS BEFORE
BUSINESS
Over the years, Tech Mahindras offerings and solutions have ensured wellness of business. But as they
established a larger connect with the eco-system; a need was felt to evolve from wellness of business to
wellness of being and putting wellness before business. Therefore, wellness is extended to not just their
Associates (At Tech Mahindra, employees are referred as Associates) but also to the customers and the
community at large through their partnership with the Government of India, the UN, Embassies & Partners to
promote the message of wellness through the International Day of Yoga campaign.
Associate Engagement at Tech Mahindra is addressed from five dimensions viz., Career, Alignment,
Recognition, Empowerment and Strive (CARES). These five engagement levers help in taking a holistic
approach to engage employees and ensure that the people practices, programmes and policies that are
designed and implemented are comprehensive. The Strive dimension, in particular, is about providing a
wholesome employment experience to Associates by enhancing their personal wellbeing in addition to their
professional wellbeing and the Wellness Program is aimed at accomplishing this particular objective.
Wellness also features prominently in Tech Mahindras employee value proposition which includes the
Freedom to Explore Opportunities to celebrate the blend of work and life.
- BY RAJESHWARI KAR
Award Partner
At Tech Mahindra, it is believed that a healthy workforce translates into a more productive and engaged
workforce and Associates are able to handle challenges at work and on the personal front with equanimity
only when they are physically and emotionally fit. To this end, they have constructed a comprehensive Health
and Wellness program christened as Wealth of Wellness (WoW) that brings fitness to everyones door steps,
or more aptly, to their desks. In collaboration with the central HR Benefits Team, the Wealth of Wellness
program is driven by the Location Councils. Location Councils are a group of empowered Associates from
across job levels in each of Tech Mahindra locations whose objective is to establish a connected workplace
and promote positive change in the lives of Associates. These location councils serve as a top-down and
bottom-up connect between senior leadership and Associates by driving the various formal and informal
Associate engagement programs across locations and also by observing and analyzing Associate
engagement trends and providing feedback from the ground to the senior management on various Associate
related issues.
WoW is the culmination of many solutions that work together under one objective of ensuring Associate
wellness. The elements of WoW are: programs building awareness on health and wellness, preventive programs,
fitness programs, spiritual & mental/emotional wellness programs and work-life fit programs. The programs are
designed to be interesting, unique, relevant and dynamic so that Associates are drawn towards them on their
own. It involves layers of education, communication, incentives, events and a long term commitment.
64
KEY DIFFERENTIATORS
Wellness Infrastructure
All large campuses at TechM have wellness rooms, gymnasiums with instructors and indoor games
facilities for use by Associates including Swimming, Badminton, Snookers, Pool, Carrom, Tennis,
Table Tennis, Volleyball, Throwball, Basketball and Chess.
Health Check-ups are tailored for varying age groups and not job levels
In keeping with the brand positioning of Connected World, Connected Solutions, wellness
programs are extended to the Associates family members. They are entitled to discounted health
check-up packages and can participate in on-location Health Camps. The Family Connect group
Samanvay has been formed with the sole objective of connecting with the spouse, children and
spouse of Associates and extend various programs such as life skills workshops, yoga courses,
summer camps etc. to them
The WoW program is an Associate led movement - of the Associates, by the Associates and for the
Associates
Tech Mahindras leaders, starting with the MD & CEO himself, are role models who drive the
wellness movement from the top and walk the talk by leading from the front and taking part in
events such as Walk with the CEO & COO and yoga sessions held across locations
Fitness programs such as Yoga, Meditation, Relaxation Techniques, Pranic Healing, Aerobics and
Zumba Sessions etc. are conducted across locations, regularly.
B.
The idea of providing a psychologists service in-house is slowly catching up among industries in India, with
A.
Fitness Sessions
Tech Mahindra campuses are designed to be self- sufficient Wellness Cities with
wellness infrastructure and facilities including:
Doctors on Locations
In order to ensure that Associates have immediate access to healthcare, every major Indian TechM
location has the facility of free consultation with specialists which include Doctors, Nutritionists,
Counsellors & Physiotherapists.
service are a personalized counselling experience, confidentiality & safety of the clients concerns and
empowerment to manage similar future exigencies confidently. Apart from face to face counselling sessions,
on call support from the Lets Talk has also been introduced for the convenience of Associates. Feedback
from one of the Associates on this Initiative:
Associate Speak
I became aware of the Lets Talk Initiative in TechM through one of the sessions. During the
last 6-7 months in the project, I was feeling extremely stressed. It was affecting my
performance as well. I knew that Lets Talk would help me, but I was postponing it. But when
the situation became unbearable, I thought its time to approach Lets Talk to help me cope
up with my stress. The hardest part for me was to enter the Lets Talk room for the first time.
Later on, it became so comfortable that I used to look forward to my sessions. I was unaware
An online chat facility with a qualified doctor to discuss health related queries has been enabled for
Associates from Monday to Friday so that they have the opportunity to seek expert medical opinion
without stepping away from their workstations. While the doctors are available for a Live Chat from
2pm to 5 pm, Associates can also email their query to a designated email id at any time of the day
and receive a response within 24 working hours.
65
that in Lets Talk, I can have a discussion/ talk over anything which is bothering me. Although,
I went to Lets Talk for my professional issues, I also opened up with my personal issues
which I had not spoken to anyone about. I really felt relieved after that.
66
KEY DIFFERENTIATORS
Wellness Infrastructure
All large campuses at TechM have wellness rooms, gymnasiums with instructors and indoor games
facilities for use by Associates including Swimming, Badminton, Snookers, Pool, Carrom, Tennis,
Table Tennis, Volleyball, Throwball, Basketball and Chess.
Health Check-ups are tailored for varying age groups and not job levels
In keeping with the brand positioning of Connected World, Connected Solutions, wellness
programs are extended to the Associates family members. They are entitled to discounted health
check-up packages and can participate in on-location Health Camps. The Family Connect group
Samanvay has been formed with the sole objective of connecting with the spouse, children and
spouse of Associates and extend various programs such as life skills workshops, yoga courses,
summer camps etc. to them
The WoW program is an Associate led movement - of the Associates, by the Associates and for the
Associates
Tech Mahindras leaders, starting with the MD & CEO himself, are role models who drive the
wellness movement from the top and walk the talk by leading from the front and taking part in
events such as Walk with the CEO & COO and yoga sessions held across locations
Fitness programs such as Yoga, Meditation, Relaxation Techniques, Pranic Healing, Aerobics and
Zumba Sessions etc. are conducted across locations, regularly.
B.
The idea of providing a psychologists service in-house is slowly catching up among industries in India, with
A.
Fitness Sessions
Tech Mahindra campuses are designed to be self- sufficient Wellness Cities with
wellness infrastructure and facilities including:
Doctors on Locations
In order to ensure that Associates have immediate access to healthcare, every major Indian TechM
location has the facility of free consultation with specialists which include Doctors, Nutritionists,
Counsellors & Physiotherapists.
service are a personalized counselling experience, confidentiality & safety of the clients concerns and
empowerment to manage similar future exigencies confidently. Apart from face to face counselling sessions,
on call support from the Lets Talk has also been introduced for the convenience of Associates. Feedback
from one of the Associates on this Initiative:
Associate Speak
I became aware of the Lets Talk Initiative in TechM through one of the sessions. During the
last 6-7 months in the project, I was feeling extremely stressed. It was affecting my
performance as well. I knew that Lets Talk would help me, but I was postponing it. But when
the situation became unbearable, I thought its time to approach Lets Talk to help me cope
up with my stress. The hardest part for me was to enter the Lets Talk room for the first time.
Later on, it became so comfortable that I used to look forward to my sessions. I was unaware
An online chat facility with a qualified doctor to discuss health related queries has been enabled for
Associates from Monday to Friday so that they have the opportunity to seek expert medical opinion
without stepping away from their workstations. While the doctors are available for a Live Chat from
2pm to 5 pm, Associates can also email their query to a designated email id at any time of the day
and receive a response within 24 working hours.
65
that in Lets Talk, I can have a discussion/ talk over anything which is bothering me. Although,
I went to Lets Talk for my professional issues, I also opened up with my personal issues
which I had not spoken to anyone about. I really felt relieved after that.
66
Customer
Citizen
Colleague
Customer
Engagement
Yoga Workshops are organized for top accounts 2-3 times a week
Private yoga sessions for the key inuencers within the top accounts held at
their residences
Key customers and prospects were invited to the respective embassies on the
International Day of Yoga for a dinner hosted by Tech Mahindra
The organization engaged with the embassies in 20 cities across the world and
conducted yoga sessions in those cities spreading the message around
Citizen
Engagament
Success
Stories
Colleague
Enagagement
breaks, yoga selfie corner, yoga camps for spouses, etc. were conducted to
increase awareness of and participation from Associates and their families
Being a catalyst in this transformational journey from wellness of business to wellness of being has further
strengthened the organizations resolve to foster wellness, not just for the Associates but for the community
at large.
Encouraging feedback has been received from Associates as well as from senior leaders on the wellness
initiatives.
67
68
Customer
Citizen
Colleague
Customer
Engagement
Yoga Workshops are organized for top accounts 2-3 times a week
Private yoga sessions for the key inuencers within the top accounts held at
their residences
Key customers and prospects were invited to the respective embassies on the
International Day of Yoga for a dinner hosted by Tech Mahindra
The organization engaged with the embassies in 20 cities across the world and
conducted yoga sessions in those cities spreading the message around
Citizen
Engagament
Success
Stories
Colleague
Enagagement
breaks, yoga selfie corner, yoga camps for spouses, etc. were conducted to
increase awareness of and participation from Associates and their families
Being a catalyst in this transformational journey from wellness of business to wellness of being has further
strengthened the organizations resolve to foster wellness, not just for the Associates but for the community
at large.
Encouraging feedback has been received from Associates as well as from senior leaders on the wellness
initiatives.
67
68
bottom.
b. Floor yoga was an instant stress buster as it was only for 7-10 minutes.
c. Helped Associates to get awareness about various facts about good health and its
importance
d. Surely helped many to reduce stress levels at workplace after regularly attending
sessions such as yoga & meditations conducted by WoW .
An indirect/added impact vis--vis business results has also been observed due to these initiatives. Brand
Tech Mahindra has been going from strength to strength with a spate of global recognition and accolades on
Associates.
all fronts. And a large part of this is owing to the fact that we have put Wellness Before Business.
Rajeshwari Kar, Senior Manager - HR leads the Employer Branding initiatives at Tech Mahindra, contributing
towards establishing Tech Mahindra as an Employer of Choice.
3. Won Golden Peacock Award for Innovation and Risk Management 2015
4. Ranked #1 among fastest growing companies in India by Businessworld 2014
5. Ranked #1 in CDP Climate Disclosure Leadership Index 2015, with a score of 100
6. Won the prestigious Training Magazines Top 125 Award fourth time in a row 2013 2016
7. Recognized as one among the top 3 organizations for Excellence in HR in Business World
HR Excellence Awards 2015
69
70
bottom.
b. Floor yoga was an instant stress buster as it was only for 7-10 minutes.
c. Helped Associates to get awareness about various facts about good health and its
importance
d. Surely helped many to reduce stress levels at workplace after regularly attending
sessions such as yoga & meditations conducted by WoW .
An indirect/added impact vis--vis business results has also been observed due to these initiatives. Brand
Tech Mahindra has been going from strength to strength with a spate of global recognition and accolades on
Associates.
all fronts. And a large part of this is owing to the fact that we have put Wellness Before Business.
Rajeshwari Kar, Senior Manager - HR leads the Employer Branding initiatives at Tech Mahindra, contributing
towards establishing Tech Mahindra as an Employer of Choice.
3. Won Golden Peacock Award for Innovation and Risk Management 2015
4. Ranked #1 among fastest growing companies in India by Businessworld 2014
5. Ranked #1 in CDP Climate Disclosure Leadership Index 2015, with a score of 100
6. Won the prestigious Training Magazines Top 125 Award fourth time in a row 2013 2016
7. Recognized as one among the top 3 organizations for Excellence in HR in Business World
HR Excellence Awards 2015
69
70
BUILDING AN INSPIRED
CULTURE A BUSINESS
IMPERATIVE
- BY PRIYANKA KRISHAN
Through workforce management, Kronos aim is to inspire great things from the global worker. And the
executives at Kronos strongly believe that you cant produce great products or deliver great serivces without
great people-- so they have built an inspiring work environment for all employees, providing trust and the
opportunity to excel. To build such a culture, Kronos developed a WorkInspired HR model to foster an
environment that connects what Kronos aspires to do for its customers with how employees act and are
treated. This approach to business has helped Kronos deliver excellent customer satisfaction, attract quality
candidates, and retain employees.
Kronos CEO Aron Ain and his leadership team recognized that this approach was a real strategic
differentiator. But as any global company can attest, maintaining a cohesive definition of what it means to be
a Kronos employee, or Kronite, around the world is one of the biggest challenges. Thus the leadership team
devised a global cultural blueprint that allows local markets to refine processes to meet their own local culture
and demands. This approach has clearly proved a success as the companys employee engagement scores
have soared from 61% in 2010 to 84% in 2014y far surpassing industry benchmarks for global IT
organizations.
Integration
Inclusiveness
Variety
Award Partner
To create and sustain a culture that thrives on high performance and inspiration, the HR team needed to
ensure that all of its programs were tightly integrated and focused on inclusiveness. The aim was to consider
employees and their families at the time of hiring, to help them lead balanced lives and to give back to the
community. To achieve this engaged culture locally, the India HR team has developed initiatives under three
core focus areas: WorkInspired, LiveInspired, and GiveInspired.
72
BUILDING AN INSPIRED
CULTURE A BUSINESS
IMPERATIVE
- BY PRIYANKA KRISHAN
Through workforce management, Kronos aim is to inspire great things from the global worker. And the
executives at Kronos strongly believe that you cant produce great products or deliver great serivces without
great people-- so they have built an inspiring work environment for all employees, providing trust and the
opportunity to excel. To build such a culture, Kronos developed a WorkInspired HR model to foster an
environment that connects what Kronos aspires to do for its customers with how employees act and are
treated. This approach to business has helped Kronos deliver excellent customer satisfaction, attract quality
candidates, and retain employees.
Kronos CEO Aron Ain and his leadership team recognized that this approach was a real strategic
differentiator. But as any global company can attest, maintaining a cohesive definition of what it means to be
a Kronos employee, or Kronite, around the world is one of the biggest challenges. Thus the leadership team
devised a global cultural blueprint that allows local markets to refine processes to meet their own local culture
and demands. This approach has clearly proved a success as the companys employee engagement scores
have soared from 61% in 2010 to 84% in 2014y far surpassing industry benchmarks for global IT
organizations.
Integration
Inclusiveness
Variety
Award Partner
To create and sustain a culture that thrives on high performance and inspiration, the HR team needed to
ensure that all of its programs were tightly integrated and focused on inclusiveness. The aim was to consider
employees and their families at the time of hiring, to help them lead balanced lives and to give back to the
community. To achieve this engaged culture locally, the India HR team has developed initiatives under three
core focus areas: WorkInspired, LiveInspired, and GiveInspired.
72
Work Inspired
Live Inspired
Give Inspired
Goal Setting
Performance
Evaluation
Professional
Development
Health Awareness
& Check
Up Camps
Wellness Prog
Sprots Activits
NGO
CSR
73
74
Work Inspired
Live Inspired
Give Inspired
Goal Setting
Performance
Evaluation
Professional
Development
Health Awareness
& Check
Up Camps
Wellness Prog
Sprots Activits
NGO
CSR
73
74
75
Health Check-ups
Expert Talks
Health and Wellness
Programs Model
Personal Well-being
Benefits
Beyond physical health checks, Kronos offices host expert talks on both mental and physical well-being
including sessions on nutrition and spirituality. To promote personal well-being it also offers activities such as
aerobics, Zumba, power yoga, and an annual cricket tournament. In addition, the Kronos Premier League,
which is an amalgam of various sports events running from May to December, provides employees with the
opportunity to compete against each other. These events also offer employees a chance to engage socially
with each other, away from the office environment. The Kronos LiveInspired activities have been recognised
in the SHRM Health and Wellness Initiatives category in 2015.
GiveInspired supporting the wider community
85% of Kronites feel that they are proud of Kronos involvement in community services.
The final pillar in the culture strategy focuses on the importance of supporting the wider community where
employees work and live, which is an integral part of the strong cultural ethos Kronos has created. Through
the GiveInspired program sees Kronos donate to local charitable causes and organizations that empower the
next-generation workforce. To determine how to best allocate the annual corporate giving budget, Kronos
has a GiveInspired committee which is comprised of several senior-level, cross-functional team members
across the globe who keep Corporate Social Responsibility policy top-of-mind to ensure that donations
support appropriate organizations around the world.
Kronos offers a three-year grant program for non-profit organizations to help them achieve their long-term
goals. Organizations are selected based upon how well they embody the Kronos GiveInspired mission, and
promote a sense of common purpose between their mission and Kronos employees.
Around 45 Kronos Noida employees have now volunteered to organize various activities for the welfare of the
children at the learning centre. This team of volunteers regularly meets and discusses the various social,
educational, and extracurricular activities to be organized for the children.
76
75
Health Check-ups
Expert Talks
Health and Wellness
Programs Model
Personal Well-being
Benefits
Beyond physical health checks, Kronos offices host expert talks on both mental and physical well-being
including sessions on nutrition and spirituality. To promote personal well-being it also offers activities such as
aerobics, Zumba, power yoga, and an annual cricket tournament. In addition, the Kronos Premier League,
which is an amalgam of various sports events running from May to December, provides employees with the
opportunity to compete against each other. These events also offer employees a chance to engage socially
with each other, away from the office environment. The Kronos LiveInspired activities have been recognised
in the SHRM Health and Wellness Initiatives category in 2015.
GiveInspired supporting the wider community
85% of Kronites feel that they are proud of Kronos involvement in community services.
The final pillar in the culture strategy focuses on the importance of supporting the wider community where
employees work and live, which is an integral part of the strong cultural ethos Kronos has created. Through
the GiveInspired program sees Kronos donate to local charitable causes and organizations that empower the
next-generation workforce. To determine how to best allocate the annual corporate giving budget, Kronos
has a GiveInspired committee which is comprised of several senior-level, cross-functional team members
across the globe who keep Corporate Social Responsibility policy top-of-mind to ensure that donations
support appropriate organizations around the world.
Kronos offers a three-year grant program for non-profit organizations to help them achieve their long-term
goals. Organizations are selected based upon how well they embody the Kronos GiveInspired mission, and
promote a sense of common purpose between their mission and Kronos employees.
Around 45 Kronos Noida employees have now volunteered to organize various activities for the welfare of the
children at the learning centre. This team of volunteers regularly meets and discusses the various social,
educational, and extracurricular activities to be organized for the children.
76
Conclusion
With a strong culture already in place, everyone at Kronos understand the need to actively listen and react to
employee feedback. Bi-annual surveys ensure Kronos engages and responds to the changing needs and insights
of employees to maintain a cultural balance that meets its growing employee requirements. In an increasingly
multi-generational workplace, listening and mapping HR processes and practices to the differing work preferences
of a diverse employee base will become critical for Kronos as it works to retain an inspirational culture.
77
78
Conclusion
With a strong culture already in place, everyone at Kronos understand the need to actively listen and react to
employee feedback. Bi-annual surveys ensure Kronos engages and responds to the changing needs and insights
of employees to maintain a cultural balance that meets its growing employee requirements. In an increasingly
multi-generational workplace, listening and mapping HR processes and practices to the differing work preferences
of a diverse employee base will become critical for Kronos as it works to retain an inspirational culture.
77
78
BUSINESS CONTEXT
Operating in a competitive technical environment, facing stiff business challenges, OSSCubes attrition rate
had been inching towards 17% in 2015, owing to the disruption created by e-commerce players and startups.
The engagement score had dipped from 81 to 79 from last year due to some business transformation
decisions taken by us. Thats the reason, OSSCube had to consciously take some significant steps to
reinforce the organizational values and culture.
The aim was to create a workspace where organizations growth is aligned with individuals growth, and to
evolve member-organization relationships beyond a work relationship. Along with pursuing excellence in
their business goals, they wanted to express genuine concern for their members continued growth and
create a congenial work environment through coordinated efforts. Their top priorities were: Addressing the concerns of its members and reinforcing organizational values
Attracting like-minded people & technology enthusiasts
Creating & developing pool of open source technology specialists
OVERCOMING HURDLES
Award Partner
As an organization, OSSCube has always felt that foreseeability of risks, defines the scope of endeavors.
There was a time when they had to take certain growth-oriented business decisions in a quick span of time
(with limited time to communicate around these decisions) to address the changing demands of the industry
which could marginally impact employees trust.
In order to align their policies and plans with the evolving environment and to prevent any perplexity from
pervading into the organization, they thought of taking some concrete measures, well in advance.
This meant reinventing some old programs, while bringing in some new and doing away with some policies
for the purpose of reorganization. OSSCubes prime motive became strengthening the organizations
collaborative spirit, unity, transparency, so their programs and practices resonate with people in the truest
sense. Reassurance drives and employee confidence building measures were conducted to strengthen the
internal team member communication, association and trust across all levels.
80
BUSINESS CONTEXT
Operating in a competitive technical environment, facing stiff business challenges, OSSCubes attrition rate
had been inching towards 17% in 2015, owing to the disruption created by e-commerce players and startups.
The engagement score had dipped from 81 to 79 from last year due to some business transformation
decisions taken by us. Thats the reason, OSSCube had to consciously take some significant steps to
reinforce the organizational values and culture.
The aim was to create a workspace where organizations growth is aligned with individuals growth, and to
evolve member-organization relationships beyond a work relationship. Along with pursuing excellence in
their business goals, they wanted to express genuine concern for their members continued growth and
create a congenial work environment through coordinated efforts. Their top priorities were: Addressing the concerns of its members and reinforcing organizational values
Attracting like-minded people & technology enthusiasts
Creating & developing pool of open source technology specialists
OVERCOMING HURDLES
Award Partner
As an organization, OSSCube has always felt that foreseeability of risks, defines the scope of endeavors.
There was a time when they had to take certain growth-oriented business decisions in a quick span of time
(with limited time to communicate around these decisions) to address the changing demands of the industry
which could marginally impact employees trust.
In order to align their policies and plans with the evolving environment and to prevent any perplexity from
pervading into the organization, they thought of taking some concrete measures, well in advance.
This meant reinventing some old programs, while bringing in some new and doing away with some policies
for the purpose of reorganization. OSSCubes prime motive became strengthening the organizations
collaborative spirit, unity, transparency, so their programs and practices resonate with people in the truest
sense. Reassurance drives and employee confidence building measures were conducted to strengthen the
internal team member communication, association and trust across all levels.
80
Besides, engagement with the employees family members, building a sense of belongingness, making
members the hero was made imperative. It was important to act as a catalyst to take the association with
their employees beyond a mere employee-employer relationship. And to make them feel as a part of the
OSSCube family.
the Internal Communication lead, new gamification platform, and peer recognition module, knowledge
sharing initiative etc are in the offering.
OSSCube values their team members families as well for their immeasurable contribution. Its indeed the
familys efforts that adds value to the organization in a very unique way. Bearing this in mind, the organization
never forgets to thank the family members of its staffers on different occasions. Theyve designed
engagement programs, especially for the families to make them feel like a part of the OSSCube family. These
programs do not end with the cessation of the members services. The organization stays connected with the
Alumni as theyve always played an important part in strengthening them and have continued to do so even
after leaving.
The core idea behind the practices brought forth was to bring people closer, to help them voice their opinions
and to address any communication gaps with the management. There was a need to create a healthy
dialogue that could make a positive difference to the member-leaders equation. A number of drives were
undertaken for it.
I.
OSS Connect
(Enterprise
Social Network)
Members &
Beyond (Family,
Alumni & Tech.
Community)
People
Practices
Cubain Camp
(An internal
Camp for
learning &
sharing)
1. OSSCUBE CONNECT
'OSSCube Connect' is an enterprise social network, an in-house created platform. Its the most powerful
medium of communication within the company. This platform gives each and every team member, at all
levels, the ability, in any circumstance, to communicate with anyone on any issue. Global teams actively
participate on Connect by way of writing technical blogs, company posts, comments, customer and team
member appreciation and engagement initiatives. All the team member engagement updates are posted on
connect and they are accessible to members for likes and comments, so that they can share their
experiences, provide feedback as well as suggestions. Few of its highlights are:
Transparent and open platform accessible to all on which discussions which can be initiated by any
member
The impression the family holds about the organization flows back to the member and influences them.
Realizing the impact the family has on a members level of engagement they decided to come up with a
practice to engage families along with the members. Apart from various policies, flexible timings, concierge
services, etc., that are already in place to support the member and their family, the organization has planned
to come up with events where they could connect directly with the families and at the same time give them
an essence of the place where their loved ones work.
i. Coding for Kids: This program was started with the objective of nurturing a culture of ongoing learning,
entrepreneurship, innovation and discovery through STEM for both kids and the trainer community.
They aim to produce the next generation of tech entrepreneurs from this work. It is to do with practical
implementations where kids are taught Science, Technology, Engineering and Mathematics (STEM) in
a holistic manner rather than as individual topics. Their expression or medium for learning will be
predominately through various technologies. This includes coding, robotics, electronics and IOT as of
now. They have their Coders & Programmers who train the kids. These kids are between 5-8 years.
This program is not just limited to their team members, but their spouses too can participate in it by
nominating themselves as trainers. Eligible people are then trained to be a part of this program.
ii. Family Participation: There are numerous year round events where family participation is encouraged.
Some of the noteworthy events include an Annual Family Sports Carnival, thats organized every year.
Santa at Home program where the organization made Christmas celebrations double the fun for the
members (by sending Santa to the homes of all the members to entertain their kids). More than 100
families were reached out in this three day event. Another program included was Kids Day at Office
where parents are allowed to bring in their kids to the office. Along with that, at some occasions Social
Media workshop for Elders and other such initiatives are also taken.
81
82
Besides, engagement with the employees family members, building a sense of belongingness, making
members the hero was made imperative. It was important to act as a catalyst to take the association with
their employees beyond a mere employee-employer relationship. And to make them feel as a part of the
OSSCube family.
the Internal Communication lead, new gamification platform, and peer recognition module, knowledge
sharing initiative etc are in the offering.
OSSCube values their team members families as well for their immeasurable contribution. Its indeed the
familys efforts that adds value to the organization in a very unique way. Bearing this in mind, the organization
never forgets to thank the family members of its staffers on different occasions. Theyve designed
engagement programs, especially for the families to make them feel like a part of the OSSCube family. These
programs do not end with the cessation of the members services. The organization stays connected with the
Alumni as theyve always played an important part in strengthening them and have continued to do so even
after leaving.
The core idea behind the practices brought forth was to bring people closer, to help them voice their opinions
and to address any communication gaps with the management. There was a need to create a healthy
dialogue that could make a positive difference to the member-leaders equation. A number of drives were
undertaken for it.
I.
OSS Connect
(Enterprise
Social Network)
Members &
Beyond (Family,
Alumni & Tech.
Community)
People
Practices
Cubain Camp
(An internal
Camp for
learning &
sharing)
1. OSSCUBE CONNECT
'OSSCube Connect' is an enterprise social network, an in-house created platform. Its the most powerful
medium of communication within the company. This platform gives each and every team member, at all
levels, the ability, in any circumstance, to communicate with anyone on any issue. Global teams actively
participate on Connect by way of writing technical blogs, company posts, comments, customer and team
member appreciation and engagement initiatives. All the team member engagement updates are posted on
connect and they are accessible to members for likes and comments, so that they can share their
experiences, provide feedback as well as suggestions. Few of its highlights are:
Transparent and open platform accessible to all on which discussions which can be initiated by any
member
The impression the family holds about the organization flows back to the member and influences them.
Realizing the impact the family has on a members level of engagement they decided to come up with a
practice to engage families along with the members. Apart from various policies, flexible timings, concierge
services, etc., that are already in place to support the member and their family, the organization has planned
to come up with events where they could connect directly with the families and at the same time give them
an essence of the place where their loved ones work.
i. Coding for Kids: This program was started with the objective of nurturing a culture of ongoing learning,
entrepreneurship, innovation and discovery through STEM for both kids and the trainer community.
They aim to produce the next generation of tech entrepreneurs from this work. It is to do with practical
implementations where kids are taught Science, Technology, Engineering and Mathematics (STEM) in
a holistic manner rather than as individual topics. Their expression or medium for learning will be
predominately through various technologies. This includes coding, robotics, electronics and IOT as of
now. They have their Coders & Programmers who train the kids. These kids are between 5-8 years.
This program is not just limited to their team members, but their spouses too can participate in it by
nominating themselves as trainers. Eligible people are then trained to be a part of this program.
ii. Family Participation: There are numerous year round events where family participation is encouraged.
Some of the noteworthy events include an Annual Family Sports Carnival, thats organized every year.
Santa at Home program where the organization made Christmas celebrations double the fun for the
members (by sending Santa to the homes of all the members to entertain their kids). More than 100
families were reached out in this three day event. Another program included was Kids Day at Office
where parents are allowed to bring in their kids to the office. Along with that, at some occasions Social
Media workshop for Elders and other such initiatives are also taken.
81
82
ii. Technical Community: The company is very active in the open source community; it regularly holds
networking events like technology driven camps for Drupal, Talend, Hadoop, and more. They also
organize Meet-ups, round table discussions on technology practices and emerging concepts and
challenges. Few of the events participated or organized includes SugarCon, DrupalCon, Talend
Meet-up, Hadoop Meet-up, AWS Meet-up, OSSCamps, etc.
Engagement
High level multi-channel interaction on 'CONNECT'. Engagment in terms of content creation, active
groups, global and senior leaders participation
The company scored highly in the company wide survey done by Culture IQ on Collaboration and
Communication Culture Qualities
Active accpetance and use of peer to peer recognition: 8 to 10 appreciations per month
More than 150 family members participated in different events around the year
PROCESS OF IMPLEMENTATION
There were a number of challenges in engaging individuals across the board. OSSCube realized that
employees dont need to be compulsorily initiated into activities. Participation should stem from genuine
encouragement and should rather be a choice. It should neither be due to management or peer pressure.
They also realized that recognition goes a long way in making members feel at home. No member should feel
their efforts have gone by unnoticed.
Business Metrics
3 active business referrals from employees
Around one hundred thousand download of open source modules contributed by OSSCube & its
members
OSSCube needed to create effective communication vehicles other than emails or newsletters; that could
grab members attention more readily and with ease, as well as gets them enthusiastic to interact and share.
There was a need to rehash the top-down communication approach and turn it into a level playing field where
employees could interact with their peers, subordinates and superiors, without hesitation.
It was vital to delegate key tasks and responsibilities to specific individuals and make them accountable,
especially, the tasks involving planning and implementation of programs and activities.
However, the biggest challenge they faced, was to ensure that each group worked cohesively and for that,
resources such as IT, marketing, social media and corporate communication had to be effectively utilized.
WHATS NEXT
Bringing people from different teams together in order to build enrollment wasn't an easy task. We had to use
various forms of communication to engage members involved with multiple projects, working at different time
zones. It was especially important, to create co-ownership by members, in lieu of leaving the entire ownership
with HCM or with particular Individuals.
At OSSCube, it is believed that member engagement has an unending scope and there will never be a dearth
of measures to reinforce it. Whats important is that the organization must have the will and the right intentions
to go ahead.
SUCCESS MEASURES/ACHIEVEMENTS
Apart from developing the acumen and leadership skills of their members, OSSCube has always wanted to
position its members as their brand ambassadors. Consistent efforts to see their members develop and grow
will be one of the primary objectives.
Due to the above mentioned initiatives, the organization was able to address issues, cement trust, bridge
communication gaps and bring about a positive change in the mindsets of members regarding OSSCubes
policies and plans. The need to instill a sense of oneness was met successfully. Reaching out to their alumni
worked wonderfully for them. Some of their noteworthy achievements are-:
Some of the initiatives that are waiting in the wings would focus heavily on OSSCube Connect. The
organization plans to concentrate on member advocacy via Connect; turn it into an ideation platform and put
in efforts to make it mobile; i.e., a mobile app for connect is in the pipeline. Besides, the team is also looking
forward to increasing global participation on Connect, while making it available to external organizations.
Recognition
GPTW TOP 100 Employer for two consecutive years (2014 & 2015)
Inc. 5000 Americas fastest growing companies (2014 & 2015)
Top 5 Companies to work for in their category by NASSCOM 2015
83
OSSCube will try to put in as much effort as possible to further their reach via members & beyond. Its scope
would include, furthering STEM Foundations Code for Kids programs outside OSSCube. Steps would be
taken towards increasing participation in Stepathlon the 100 Day Race program. Health Check-ups,
Vaccinations, and Health on Demand for family members, would become an essential part of their policy.
Efforts would be taken to engage the open source community through annual open source conferences to
promote, collaborate and share knowledge with the technical community and their alumni.
84
ii. Technical Community: The company is very active in the open source community; it regularly holds
networking events like technology driven camps for Drupal, Talend, Hadoop, and more. They also
organize Meet-ups, round table discussions on technology practices and emerging concepts and
challenges. Few of the events participated or organized includes SugarCon, DrupalCon, Talend
Meet-up, Hadoop Meet-up, AWS Meet-up, OSSCamps, etc.
Engagement
High level multi-channel interaction on 'CONNECT'. Engagment in terms of content creation, active
groups, global and senior leaders participation
The company scored highly in the company wide survey done by Culture IQ on Collaboration and
Communication Culture Qualities
Active accpetance and use of peer to peer recognition: 8 to 10 appreciations per month
More than 150 family members participated in different events around the year
PROCESS OF IMPLEMENTATION
There were a number of challenges in engaging individuals across the board. OSSCube realized that
employees dont need to be compulsorily initiated into activities. Participation should stem from genuine
encouragement and should rather be a choice. It should neither be due to management or peer pressure.
They also realized that recognition goes a long way in making members feel at home. No member should feel
their efforts have gone by unnoticed.
Business Metrics
3 active business referrals from employees
Around one hundred thousand download of open source modules contributed by OSSCube & its
members
OSSCube needed to create effective communication vehicles other than emails or newsletters; that could
grab members attention more readily and with ease, as well as gets them enthusiastic to interact and share.
There was a need to rehash the top-down communication approach and turn it into a level playing field where
employees could interact with their peers, subordinates and superiors, without hesitation.
It was vital to delegate key tasks and responsibilities to specific individuals and make them accountable,
especially, the tasks involving planning and implementation of programs and activities.
However, the biggest challenge they faced, was to ensure that each group worked cohesively and for that,
resources such as IT, marketing, social media and corporate communication had to be effectively utilized.
WHATS NEXT
Bringing people from different teams together in order to build enrollment wasn't an easy task. We had to use
various forms of communication to engage members involved with multiple projects, working at different time
zones. It was especially important, to create co-ownership by members, in lieu of leaving the entire ownership
with HCM or with particular Individuals.
At OSSCube, it is believed that member engagement has an unending scope and there will never be a dearth
of measures to reinforce it. Whats important is that the organization must have the will and the right intentions
to go ahead.
SUCCESS MEASURES/ACHIEVEMENTS
Apart from developing the acumen and leadership skills of their members, OSSCube has always wanted to
position its members as their brand ambassadors. Consistent efforts to see their members develop and grow
will be one of the primary objectives.
Due to the above mentioned initiatives, the organization was able to address issues, cement trust, bridge
communication gaps and bring about a positive change in the mindsets of members regarding OSSCubes
policies and plans. The need to instill a sense of oneness was met successfully. Reaching out to their alumni
worked wonderfully for them. Some of their noteworthy achievements are-:
Some of the initiatives that are waiting in the wings would focus heavily on OSSCube Connect. The
organization plans to concentrate on member advocacy via Connect; turn it into an ideation platform and put
in efforts to make it mobile; i.e., a mobile app for connect is in the pipeline. Besides, the team is also looking
forward to increasing global participation on Connect, while making it available to external organizations.
Recognition
GPTW TOP 100 Employer for two consecutive years (2014 & 2015)
Inc. 5000 Americas fastest growing companies (2014 & 2015)
Top 5 Companies to work for in their category by NASSCOM 2015
83
OSSCube will try to put in as much effort as possible to further their reach via members & beyond. Its scope
would include, furthering STEM Foundations Code for Kids programs outside OSSCube. Steps would be
taken towards increasing participation in Stepathlon the 100 Day Race program. Health Check-ups,
Vaccinations, and Health on Demand for family members, would become an essential part of their policy.
Efforts would be taken to engage the open source community through annual open source conferences to
promote, collaborate and share knowledge with the technical community and their alumni.
84
Evolving the Cubian Camps will be another priority for the organization. The team would be beginning with
power talks, starting from 2016. External technical experts and alumni would be brought into the camps.
Video recording of the sessions will take place in order to share it with the technical community. Using social
media, adding Hangouts and Twitter Chats to the coverage will also be looked at quite seriously.
Conclusion
Each day arrives with its own set of challenges and also brings along an opportunity to grow your people and
organization vis--vis implying that you need outstanding programs to support your plans.
OSSCube will continue with its endeavors targeted towards effective people management and engagement. These
endeavors would be executed in such a manner, that they dont just resonate with their members, but gets them
inspired and leaves a lasting impression.
OSSCube believes that with effective communication, ingenious practices and promoting an open culture, member
participation can definitely be furthered.
Executing programs and policies in sync with their motto, Happy Family, Happy Member, Happy Customer,
OSSCube looks forward to keeping their engine of innovation revving!
Below are what some of our members have to say about our initiatives:
It was really a surprise for my son. After receiving the gift from Santa, my son told me that you have worked in many
companies but none of them gave me gifts on Christmas, none of them used to call me for Sports Day so I strongly
feel that you should be with this company.
Bratin Chakravorty (Member testimonial for Santa at home, where Santa was sent to
the homes of Cubians to hand out Christmas gifts)
YAHOO!! Team, The Camp was Awesome! Thank you very much. Everything went like Clock-Work. I.T. support was
great too! It could not have been possible without you. Food was good too. Thanks to Neha and her team. Thanks
Chander Sir and his team.. for keeping all ready on time. And to all on the floor for making this event too good!"
Vippan Kumar (Member testimonial for Cubian Camp)
Sachin leads the people function at OSSCube and is responsible for the complete employee life cycle, Talent
Acquisition, Alumni Engagement and Employer Brand initiatives. He has done MBA (HRD) from Faculty of
Commerce & Business, Delhi School of Economics, and has around 9 years. of experience in HR. Prior to joining
OSSCube, he was associated with Lodha Group & Citigroup Global Services.
"It (Code for Kids activity) helped us in a big way to make children understand the central idea, as OSSCube had
simplified the entire software development process into four easy stages. We honestly appreciate OSSCube's
efforts and the time they spent with us. Thank you again and hopefully we will have more of such sessions at your
place and will enrich our understanding further."
Neha Arora {Pathways School, Tutor2A (Testimonial for Code for Kids)}
85
86
Evolving the Cubian Camps will be another priority for the organization. The team would be beginning with
power talks, starting from 2016. External technical experts and alumni would be brought into the camps.
Video recording of the sessions will take place in order to share it with the technical community. Using social
media, adding Hangouts and Twitter Chats to the coverage will also be looked at quite seriously.
Conclusion
Each day arrives with its own set of challenges and also brings along an opportunity to grow your people and
organization vis--vis implying that you need outstanding programs to support your plans.
OSSCube will continue with its endeavors targeted towards effective people management and engagement. These
endeavors would be executed in such a manner, that they dont just resonate with their members, but gets them
inspired and leaves a lasting impression.
OSSCube believes that with effective communication, ingenious practices and promoting an open culture, member
participation can definitely be furthered.
Executing programs and policies in sync with their motto, Happy Family, Happy Member, Happy Customer,
OSSCube looks forward to keeping their engine of innovation revving!
Below are what some of our members have to say about our initiatives:
It was really a surprise for my son. After receiving the gift from Santa, my son told me that you have worked in many
companies but none of them gave me gifts on Christmas, none of them used to call me for Sports Day so I strongly
feel that you should be with this company.
Bratin Chakravorty (Member testimonial for Santa at home, where Santa was sent to
the homes of Cubians to hand out Christmas gifts)
YAHOO!! Team, The Camp was Awesome! Thank you very much. Everything went like Clock-Work. I.T. support was
great too! It could not have been possible without you. Food was good too. Thanks to Neha and her team. Thanks
Chander Sir and his team.. for keeping all ready on time. And to all on the floor for making this event too good!"
Vippan Kumar (Member testimonial for Cubian Camp)
Sachin leads the people function at OSSCube and is responsible for the complete employee life cycle, Talent
Acquisition, Alumni Engagement and Employer Brand initiatives. He has done MBA (HRD) from Faculty of
Commerce & Business, Delhi School of Economics, and has around 9 years. of experience in HR. Prior to joining
OSSCube, he was associated with Lodha Group & Citigroup Global Services.
"It (Code for Kids activity) helped us in a big way to make children understand the central idea, as OSSCube had
simplified the entire software development process into four easy stages. We honestly appreciate OSSCube's
efforts and the time they spent with us. Thank you again and hopefully we will have more of such sessions at your
place and will enrich our understanding further."
Neha Arora {Pathways School, Tutor2A (Testimonial for Code for Kids)}
85
86
ORGANIZATIONAL
EXCELLENCE
GAINING COMPETITIVE ADVANTAGE
BY CREATING HR ECO SYSTEM
- BY SURESH PUGALENTHI
The constantly evolving business scenario necessitates continuous transformation of HR priorities and
approaches to realize the organization vision. People are at the core of every business. When we say, HPCL
aspires to increase its refining capacities, marketing volumes and profitability; it is the human resources which
form the backbone to its aspiration. HPites form the core of HPCLs competitive advantage, as they
determine the vision for the future and live the values of the Corporation i.e. HP FIRST. To realize this vision,
HP-HR has implemented various high impact novel HR Initiatives, which have provided cutting edge
advantage to HPCL. This case study encompasses 3 initiatives in the Leadership Development and
Productivity Enhancement space. Each initiative has been further detailed below with its intent, process and
its impact.
Project Akshay (Leadership Development Program)
Samavesh (Future Leaders Program)
Project Utkrisht (Operational Excellence)
Award Partner
88
ORGANIZATIONAL
EXCELLENCE
GAINING COMPETITIVE ADVANTAGE
BY CREATING HR ECO SYSTEM
- BY SURESH PUGALENTHI
The constantly evolving business scenario necessitates continuous transformation of HR priorities and
approaches to realize the organization vision. People are at the core of every business. When we say, HPCL
aspires to increase its refining capacities, marketing volumes and profitability; it is the human resources which
form the backbone to its aspiration. HPites form the core of HPCLs competitive advantage, as they
determine the vision for the future and live the values of the Corporation i.e. HP FIRST. To realize this vision,
HP-HR has implemented various high impact novel HR Initiatives, which have provided cutting edge
advantage to HPCL. This case study encompasses 3 initiatives in the Leadership Development and
Productivity Enhancement space. Each initiative has been further detailed below with its intent, process and
its impact.
Project Akshay (Leadership Development Program)
Samavesh (Future Leaders Program)
Project Utkrisht (Operational Excellence)
Award Partner
88
AKSHAY MODEL
I
N
T
H
A
N
A
L
R
E
A
L
M
Individual Roles
Behaviours
Personality
Individual
Uniconscious
Ieal Self
Real Self
SELF
E
X
E
R
N
A
L
R
E
A
K
L
M
Perceived
Self
Portrayed
Self
Collective
Unconscious
Culture
Environment
Collective Expectations
E
X
E
C
U
T
I
V
E
C
O
A
C
I
D
N
G
E
X
P
E
R
N
T
I
A
L
L
E
A
NI
N
G
Executive Coaching:
Executive Coaching is an integral part of Leadership Development and the participants selected are
personally coached for a period of 10 months by the Executive Coach who is fondly called as a Guru.
The executive coach uses psychoanalytic approach based on Eriksons Pyscho -Social Developmental
Model, which helps the participants understand the unconscious behaviour of leaders in the workplace.
The second component of coaching involves experiential learning through group projects; the interplay of
demonstrated behaviours during group meetings helps the participants to hone their analytical skills,
strategic thinking and innovative mind set.
The executive coach conducts individual and group sessions with mentors and mentees and uses insights
from ESCI (Emotional and Social Competency Inventory), MBTI (Myers Briggs Type Indicator), TKI
(Thomas Kilmann Conflict Mode Instrument), Group Relations conference (GRC) and Kolbs Learning Style
Inventory for developing their capabilities.
89
At a time when leadership development is recognized as a vital ingredient for an organizations success,
the involvement of senior leaders in nurturing the future leaders has been identified as a powerful and
effective tool for succession planning. Leaders Developing Leaders is embedded into the philosophy of
Akshay/Akshaypath. The identified Mentors were grouped in teams of 4-5 members from various
functions. Each of these Mentors picked 3 candidates from middle/ junior management and they were
made the Mentees under these Mentors. This Mentor-Mentee relationship is continued for a period of
10 months during which the leaders share their experiential learning to help the mentees to harness their
leadership abilities for the future.
The Mentor-Mentee association has proved to be quite successful because of its participatory and
empowering nature. There is genuine feedback from both sides and this has resulted in development of
both mentor and mentee in true spirit. The process has developed 148 mentors who are now armed to be
future leaders and 513 mentees who can take up strategic positions across various SBUs in the
organization.
Personal/Professional Vision:
We become what we Dream, our dream helps to determine what we become, because a compelling and
meaningful vision provides the Strength, Energy and Efficacy towards the future. Each and every
participant in Project Akshay was asked to develop a professional and personal vision that helps the
participants to see how they can make difference and positive contribution to Self as well as to the
Organization.
90
AKSHAY MODEL
I
N
T
H
A
N
A
L
R
E
A
L
M
Individual Roles
Behaviours
Personality
Individual
Uniconscious
Ieal Self
Real Self
SELF
E
X
E
R
N
A
L
R
E
A
K
L
M
Perceived
Self
Portrayed
Self
Collective
Unconscious
Culture
Environment
Collective Expectations
E
X
E
C
U
T
I
V
E
C
O
A
C
I
D
N
G
E
X
P
E
R
N
T
I
A
L
L
E
A
NI
N
G
Executive Coaching:
Executive Coaching is an integral part of Leadership Development and the participants selected are
personally coached for a period of 10 months by the Executive Coach who is fondly called as a Guru.
The executive coach uses psychoanalytic approach based on Eriksons Pyscho -Social Developmental
Model, which helps the participants understand the unconscious behaviour of leaders in the workplace.
The second component of coaching involves experiential learning through group projects; the interplay of
demonstrated behaviours during group meetings helps the participants to hone their analytical skills,
strategic thinking and innovative mind set.
The executive coach conducts individual and group sessions with mentors and mentees and uses insights
from ESCI (Emotional and Social Competency Inventory), MBTI (Myers Briggs Type Indicator), TKI
(Thomas Kilmann Conflict Mode Instrument), Group Relations conference (GRC) and Kolbs Learning Style
Inventory for developing their capabilities.
89
At a time when leadership development is recognized as a vital ingredient for an organizations success,
the involvement of senior leaders in nurturing the future leaders has been identified as a powerful and
effective tool for succession planning. Leaders Developing Leaders is embedded into the philosophy of
Akshay/Akshaypath. The identified Mentors were grouped in teams of 4-5 members from various
functions. Each of these Mentors picked 3 candidates from middle/ junior management and they were
made the Mentees under these Mentors. This Mentor-Mentee relationship is continued for a period of
10 months during which the leaders share their experiential learning to help the mentees to harness their
leadership abilities for the future.
The Mentor-Mentee association has proved to be quite successful because of its participatory and
empowering nature. There is genuine feedback from both sides and this has resulted in development of
both mentor and mentee in true spirit. The process has developed 148 mentors who are now armed to be
future leaders and 513 mentees who can take up strategic positions across various SBUs in the
organization.
Personal/Professional Vision:
We become what we Dream, our dream helps to determine what we become, because a compelling and
meaningful vision provides the Strength, Energy and Efficacy towards the future. Each and every
participant in Project Akshay was asked to develop a professional and personal vision that helps the
participants to see how they can make difference and positive contribution to Self as well as to the
Organization.
90
Evaluation Mechanism:
Project Akshay has regular feedback loops, defined milestones and measurement mechanisms to gauge
the progress towards leadership competencies. At the end of 10 months Best Identified Projects are
presented to Leadership Team of HPCL and approvals are accorded for scaling up of the projects.
HPCL believes that employees are the biggest asset, hence a robust Talent Acquisition process has been set
in place to select right candidate with high potential to fulfill the long term vision of the organization. HPCL
invests heavily on nurturing the talent by providing a conducive environment to enable the future leaders
realize their full potential. The people who join the organization continue to grow and occupy various strategic
positions, this necessitates HPCL to continuously invest in their development from day one and have the
future of the organization in the right hands. In order to engage new officers productively, there was a need to
transform the present induction program to a more scientific and competency based one which aims at
Professional, Personal and Cultural Integration.
Considering the importance of nurturing the talent from day one, HPCL has conceptualized and implemented
a unique induction process called Samavesh. The word 'Samavesh' is drawn from the Sanskrit word
'Samavaran' which has multiple meanings. At a philosophical level the word signies a relationship between
the whole and its parts. In this context, the whole is represented by the Corporation and the parts by its
Human Resources. Just as every part is an integral constituent of the whole, HPCL believes that its Human
Resources are an important element of its ethos.
Askhay-I (2001-12)
Askhay-II (2012-13)
Askhay-III (2013-14)
21
27
101
Estimated Man-hours
Estimated Man-hours
Estimated Man-hours
168
216
606
Contact programs
840
1080
4040
3360
4320
16160
Samavesh Process:
4368
5616
20806
No. of mentees
105
108
300
Estimated Man-hours
Estimated Man-hours
Estimated Man-hours
Samavesh process has been specially designed to personally and professionally integrate the aspirations of
employees with Corporate Objectives. This unique induction process helps new employees to Learn better
about the Organization, Grow as an individual and professional, and Lead the organization to ealize its
vision.
Contact programs
3360
3456
4800
16800
17280
28800
20160
20736
33600
24528
26352
54406
No. of mentors
LEARN
Learning Opportunities:
Organizaion
Self
Job
Role
91
LEAD
Learning + Growth =
Opportunities to Lead.
Path to homegrowth
leadership.
Opportunites to
individual to lead the
Corporation.
The duration of Samavesh program is 12 months and each participant will undertake a journey of 5 phases.
Each phase has been designed with a specific purpose to help them understand the organization, self and
competencies required to perform their role in achieving organizational excellence.
Journey - "MY HPCL"
The cross-functional collaboration during the project is cultivating a strong Innovation culture in the
organization.
Cross Functional Teams have helped the participants to get a better understanding about other
functions at individual level and to have an agile future ready leadership team for succession at an
organization level.
GROW
92
Evaluation Mechanism:
Project Akshay has regular feedback loops, defined milestones and measurement mechanisms to gauge
the progress towards leadership competencies. At the end of 10 months Best Identified Projects are
presented to Leadership Team of HPCL and approvals are accorded for scaling up of the projects.
HPCL believes that employees are the biggest asset, hence a robust Talent Acquisition process has been set
in place to select right candidate with high potential to fulfill the long term vision of the organization. HPCL
invests heavily on nurturing the talent by providing a conducive environment to enable the future leaders
realize their full potential. The people who join the organization continue to grow and occupy various strategic
positions, this necessitates HPCL to continuously invest in their development from day one and have the
future of the organization in the right hands. In order to engage new officers productively, there was a need to
transform the present induction program to a more scientific and competency based one which aims at
Professional, Personal and Cultural Integration.
Considering the importance of nurturing the talent from day one, HPCL has conceptualized and implemented
a unique induction process called Samavesh. The word 'Samavesh' is drawn from the Sanskrit word
'Samavaran' which has multiple meanings. At a philosophical level the word signies a relationship between
the whole and its parts. In this context, the whole is represented by the Corporation and the parts by its
Human Resources. Just as every part is an integral constituent of the whole, HPCL believes that its Human
Resources are an important element of its ethos.
Askhay-I (2001-12)
Askhay-II (2012-13)
Askhay-III (2013-14)
21
27
101
Estimated Man-hours
Estimated Man-hours
Estimated Man-hours
168
216
606
Contact programs
840
1080
4040
3360
4320
16160
Samavesh Process:
4368
5616
20806
No. of mentees
105
108
300
Estimated Man-hours
Estimated Man-hours
Estimated Man-hours
Samavesh process has been specially designed to personally and professionally integrate the aspirations of
employees with Corporate Objectives. This unique induction process helps new employees to Learn better
about the Organization, Grow as an individual and professional, and Lead the organization to ealize its
vision.
Contact programs
3360
3456
4800
16800
17280
28800
20160
20736
33600
24528
26352
54406
No. of mentors
LEARN
Learning Opportunities:
Organizaion
Self
Job
Role
91
LEAD
Learning + Growth =
Opportunities to Lead.
Path to homegrowth
leadership.
Opportunites to
individual to lead the
Corporation.
The duration of Samavesh program is 12 months and each participant will undertake a journey of 5 phases.
Each phase has been designed with a specific purpose to help them understand the organization, self and
competencies required to perform their role in achieving organizational excellence.
Journey - "MY HPCL"
The cross-functional collaboration during the project is cultivating a strong Innovation culture in the
organization.
Cross Functional Teams have helped the participants to get a better understanding about other
functions at individual level and to have an agile future ready leadership team for succession at an
organization level.
GROW
92
The 5 phases are aimed at providing understanding of self and a holistic view of the organizations business to the
newly joined. It helps in seamless integration of the new members in the team, smooth transition from College to
Corporate and at the same time makes them aware of what is expected of them in this new phase of life at work.
MY HPCL
This phase will focus on the new joinees learning about organization in terms of its genesis,
culture, ethos, values, strategic business units (SBUs), SBU initiatives, products, etc. towards
achieving Organizational Vision.
MY SELF
This phase will assist them to have a smooth transition from student life to life of an employee in
terms of attitudes, values, culture, etc. During this phase they are also required to develop their
personal and professional vision statement and noble purpose.
MY JOBS
During this phase, they will be given opportunities to visit locations and acquire knowledge about
overall functioning of the location of various SBUs.
MY COMPETENCIES
MY ROLE
This phase will help them to understand the competencies (Knowledge, Skill, and Attitudes)
required for effectively performing their job. During this phase, they will be given a broad
understanding of conceptual insights on strategy, finance, marketing, managing self,
self-leadership etc. through Indian Institutes of Management (IIM).
In this phase they will be assigned to a specific role and are expected to learn more about
application of academic knowledge into day to day operation of the location. They are also
required to undertake a project in their respective role which will be monitored by assigned
Mentor who will help them to get acquainted with the new work environment and develop their
technical, behavioral and functional competencies.
Impact:
The Samavesh intervention has helped the organization to engaged the new joinees from the very initial
stages which has resulted in bringing about reduction in the attrition levels, developing new joinees for
leadership positions and culturally intergrating them with the organization.
93
HPCL set ambitious goals for Operations & Distribution (O&D) function which is the backbone of the
Marketing Division to increase its output by over 70% by year 2015-16. O&D Department had developed the
strategy for achieving these volumes by focusing on implementation of various initiatives such as Technology,
Safety, Customer Convenience, Security and Environment. A snapshot of the targets set for O&D is given
below:
S
A
F
E
T
Y
38.5
MMTPA
Estimated
Demand
F
I
R
S
T
TARGET
SHIKHAR
21-22
Gap of 10.7 MMTPA (49%)
27.8
MMTPA
16-17
Gap of 6.0 MMTPA (28%)
12-13
21.8
MMTPA
TT Thru put
Need to bridge this demand gap by
productivity enhancement measures
INTERVENTION
DEPARTMENT
Man
HR/Operations
Machine
Operations/E&P/HR
Method
HR/Operations
In order to bridge this gap, an initiative Project Utkrisht was taken up collaboratively by O & D and HR
department to focus on improving safety, productivity, quality through Quality Circles which involved
workmen and other stake holders in the improvement process. The roles and responsibilities of all the
stakeholders have been clearly defined and intended deliverables have also been articulated.
94
The 5 phases are aimed at providing understanding of self and a holistic view of the organizations business to the
newly joined. It helps in seamless integration of the new members in the team, smooth transition from College to
Corporate and at the same time makes them aware of what is expected of them in this new phase of life at work.
MY HPCL
This phase will focus on the new joinees learning about organization in terms of its genesis,
culture, ethos, values, strategic business units (SBUs), SBU initiatives, products, etc. towards
achieving Organizational Vision.
MY SELF
This phase will assist them to have a smooth transition from student life to life of an employee in
terms of attitudes, values, culture, etc. During this phase they are also required to develop their
personal and professional vision statement and noble purpose.
MY JOBS
During this phase, they will be given opportunities to visit locations and acquire knowledge about
overall functioning of the location of various SBUs.
MY COMPETENCIES
MY ROLE
This phase will help them to understand the competencies (Knowledge, Skill, and Attitudes)
required for effectively performing their job. During this phase, they will be given a broad
understanding of conceptual insights on strategy, finance, marketing, managing self,
self-leadership etc. through Indian Institutes of Management (IIM).
In this phase they will be assigned to a specific role and are expected to learn more about
application of academic knowledge into day to day operation of the location. They are also
required to undertake a project in their respective role which will be monitored by assigned
Mentor who will help them to get acquainted with the new work environment and develop their
technical, behavioral and functional competencies.
Impact:
The Samavesh intervention has helped the organization to engaged the new joinees from the very initial
stages which has resulted in bringing about reduction in the attrition levels, developing new joinees for
leadership positions and culturally intergrating them with the organization.
93
HPCL set ambitious goals for Operations & Distribution (O&D) function which is the backbone of the
Marketing Division to increase its output by over 70% by year 2015-16. O&D Department had developed the
strategy for achieving these volumes by focusing on implementation of various initiatives such as Technology,
Safety, Customer Convenience, Security and Environment. A snapshot of the targets set for O&D is given
below:
S
A
F
E
T
Y
38.5
MMTPA
Estimated
Demand
F
I
R
S
T
TARGET
SHIKHAR
21-22
Gap of 10.7 MMTPA (49%)
27.8
MMTPA
16-17
Gap of 6.0 MMTPA (28%)
12-13
21.8
MMTPA
TT Thru put
Need to bridge this demand gap by
productivity enhancement measures
INTERVENTION
DEPARTMENT
Man
HR/Operations
Machine
Operations/E&P/HR
Method
HR/Operations
In order to bridge this gap, an initiative Project Utkrisht was taken up collaboratively by O & D and HR
department to focus on improving safety, productivity, quality through Quality Circles which involved
workmen and other stake holders in the improvement process. The roles and responsibilities of all the
stakeholders have been clearly defined and intended deliverables have also been articulated.
94
OBJECTIVE
To bring Operational Improvement in areas of
PRODUCTIVITY
ENVIRONMENT
QUALITY
SAFETY
Implementation Process:
The project was initially piloted at 5 locations in the month of January 2012. Various project teams consisting
of workmen and officers were formed at all O&D locations and solutions were implemented by the QC Teams.
Basis encouraging results at pilot locations, the project was replicated at all 82 O&D locations in India.
The Quality Circle teams are mainly: Productivity Team, Safety Team, 5-S Team and Maintenance team. Each
team comprising of 2-5 workmen, 1-2 officers and they met every day to discuss on various aspects of the
problems/solutions. The team co-opts other stakeholders like Security staffs, Tank Truck (TT) crew and
contract labour who connected with the operations on a daily basis. The team collects the data, post which
analysis is done and then appropriate solutions are identied. Technology is leveraged to obtain complex
data through TAS (Terminal Automated Systems) and resources are provided by Location In-charge/Officers
who are leading the teams. Quick Win solutions are first implemented to achieve initial gains followed by more
costly/time taking solutions. Regular review is done at location level and zonal level to provide sense of
urgency, motivation, opportunity for knowledge sharing and finalization of action plan. The progress is
reviewed on monthly basis by HQO and inputs are provided by them to zones for effective implementation of
Project. The results are encouraging with significant gains at many locations in TT Cycle time (the time a Tank
Truck takes from entry to exit in a terminal during the lling process). The improvement in productivity has
also resulted in customer satisfaction and stakeholder satisfaction.
Overtime hours have reduced by 63000 man-hours (33%), a net savings of Rs 3.1 Crore per annum
Apart from above, productivity improvement had also resulted in saving one time cost of Rs 2000 Crore
in Capex (equivalent to 8 new Depots/Terminals)
Conclusion
HP-HR created a robust HR eco-system and established strong linkages between people, systems &
processes by adopting innovative Initiatives in areas like Leadership Development (Project Akshay), Induction
(Samavesh) and Operational Excellence (Project Utkrist) which have provided cutting edge advantage to
HPCL and helped the organization gain sustainable competitive advantage.
WAY FORWARD:
Innovation will be a key focus area for HPCL. To achieve the aspirational strategy, HP-HR will continue to
focus on building competencies at all levels based on the HP Competency Framework (HP-PATH).
Leveraging the HR eco-system, HP-HR will focus on integrating people, processes and systems to sustain
the high growth trajectory and prepare the organization for the future challenges by adopting scientific,
contemporary and innovative HR practices.
Business Impact:
TT Cycle time had reduced by 31%, resulting in better customer satisfaction and better fleet utilization
Bay Productivity increased from 96 MTs per bay per shift to 116 MTs per bay per shift. This has resulted
in capacity enhancement of 5.3 Million MTs per annum (24% increase, i.e. from 22.0 Million MTPA in
12-13 to current capacity of 27.3 Million MTPA)
The savings in operating cost for above enhancement in capacity is approx. 39.7 Crores per annum
95
96
OBJECTIVE
To bring Operational Improvement in areas of
PRODUCTIVITY
ENVIRONMENT
QUALITY
SAFETY
Implementation Process:
The project was initially piloted at 5 locations in the month of January 2012. Various project teams consisting
of workmen and officers were formed at all O&D locations and solutions were implemented by the QC Teams.
Basis encouraging results at pilot locations, the project was replicated at all 82 O&D locations in India.
The Quality Circle teams are mainly: Productivity Team, Safety Team, 5-S Team and Maintenance team. Each
team comprising of 2-5 workmen, 1-2 officers and they met every day to discuss on various aspects of the
problems/solutions. The team co-opts other stakeholders like Security staffs, Tank Truck (TT) crew and
contract labour who connected with the operations on a daily basis. The team collects the data, post which
analysis is done and then appropriate solutions are identied. Technology is leveraged to obtain complex
data through TAS (Terminal Automated Systems) and resources are provided by Location In-charge/Officers
who are leading the teams. Quick Win solutions are first implemented to achieve initial gains followed by more
costly/time taking solutions. Regular review is done at location level and zonal level to provide sense of
urgency, motivation, opportunity for knowledge sharing and finalization of action plan. The progress is
reviewed on monthly basis by HQO and inputs are provided by them to zones for effective implementation of
Project. The results are encouraging with significant gains at many locations in TT Cycle time (the time a Tank
Truck takes from entry to exit in a terminal during the lling process). The improvement in productivity has
also resulted in customer satisfaction and stakeholder satisfaction.
Overtime hours have reduced by 63000 man-hours (33%), a net savings of Rs 3.1 Crore per annum
Apart from above, productivity improvement had also resulted in saving one time cost of Rs 2000 Crore
in Capex (equivalent to 8 new Depots/Terminals)
Conclusion
HP-HR created a robust HR eco-system and established strong linkages between people, systems &
processes by adopting innovative Initiatives in areas like Leadership Development (Project Akshay), Induction
(Samavesh) and Operational Excellence (Project Utkrist) which have provided cutting edge advantage to
HPCL and helped the organization gain sustainable competitive advantage.
WAY FORWARD:
Innovation will be a key focus area for HPCL. To achieve the aspirational strategy, HP-HR will continue to
focus on building competencies at all levels based on the HP Competency Framework (HP-PATH).
Leveraging the HR eco-system, HP-HR will focus on integrating people, processes and systems to sustain
the high growth trajectory and prepare the organization for the future challenges by adopting scientific,
contemporary and innovative HR practices.
Business Impact:
TT Cycle time had reduced by 31%, resulting in better customer satisfaction and better fleet utilization
Bay Productivity increased from 96 MTs per bay per shift to 116 MTs per bay per shift. This has resulted
in capacity enhancement of 5.3 Million MTs per annum (24% increase, i.e. from 22.0 Million MTPA in
12-13 to current capacity of 27.3 Million MTPA)
The savings in operating cost for above enhancement in capacity is approx. 39.7 Crores per annum
95
96
EXECUTIVES, 493,(7%)
- BY PRADEEPA KEKULAWALA
30-39
40-49
50-59
14%
CABIN CREW,
1,170,(17%)
MISSION OF PARTNERING
THE BUSINESS THROUGH
STRATEGIC HUMAN
RESOURCE MANAGEMENT
20-29
TECHNICIANS, 456,(7%)
Total emplyees
6,987
GRADED
EMPLOYEES,
4,101,(59%)
42%
20%
23%
Employee Categories
HR BUSINESS CONTEXT
Award Partner
In Partnership with
AHRP and HSHRM
Analysis of global aviation over recent times reveals that almost every airline in this fraternity is struggling to post
adequate returns. At present, the airline is also going through a challenging and turbulent phase. The airlines efforts
to achieve profitability have been affected by many factors. This is attributed to the high fuel cost which was
prevalent up to last year, the increasing cost of operations and high competition which often leads to price wars. The
operational expenses and other operational inefficiencies and route losses that arose due to fleet limitations as well
as commercial factors such as working capital restrictions have contributed negatively to the challenging financial
circumstances faced by the Airline. Hence the team was compelled to come up with strategies to turn around the
organization with limited resources. In this context optimizing on human resources emerged as one of the top
priorities to get more productivity/more from less, to drive innovation and creativity and to motivate and enhance
engagement. The HR division facilitates this by ensuring Harmony, Innovation, Productivity, Engagement and
Resourcing.
98
EXECUTIVES, 493,(7%)
- BY PRADEEPA KEKULAWALA
30-39
40-49
50-59
14%
CABIN CREW,
1,170,(17%)
MISSION OF PARTNERING
THE BUSINESS THROUGH
STRATEGIC HUMAN
RESOURCE MANAGEMENT
20-29
TECHNICIANS, 456,(7%)
Total employees
6,987
GRADED
EMPLOYEES,
4,101,(59%)
42%
20%
23%
Employee Categories
HR BUSINESS CONTEXT
Award Partner
In Partnership with
AHRP and HSHRM
Analysis of global aviation over recent times reveals that almost every airline in this fraternity is struggling to post
adequate returns. At present, the airline is also going through a challenging and turbulent phase. The airlines efforts
to achieve profitability have been affected by many factors. This is attributed to the high fuel cost which was
prevalent up to last year, the increasing cost of operations and high competition which often leads to price wars. The
operational expenses and other operational inefficiencies and route losses that arose due to fleet limitations as well
as commercial factors such as working capital restrictions have contributed negatively to the challenging financial
circumstances faced by the Airline. Hence the team was compelled to come up with strategies to turn around the
organization with limited resources. In this context optimizing on human resources emerged as one of the top
priorities to get more productivity/more from less, to drive innovation and creativity and to motivate and enhance
engagement. The HR division facilitates this by ensuring Harmony, Innovation, Productivity, Engagement and
Resourcing.
98
To complement the organization Vision and the new business plan the HR division is focused on
following;
HR Vision
To lead the people transformation in the quest to be the most preferred Airline in Asia
HR Mission.
BEST PRACTICE 1
INTRODUCING BUSINESS PARTNERING SERVICE- A DEDICATED
COMMUNICATION CHANNEL
The HR division embraces a people friendly, employee engaging business partnering HR function to lead and
influence the creation and achievement of the organizations strategic goals through its people.
To partner the business by attracting suitable Talent at the right time equipping with the
right Competencies Motivating for positive Engagement and Productivity, building
management and leadership Capabilities for the Future to ensure Business progress and
Continuity
The HR structure was modified to provide business partnering services for the entire organization. The business
partners assigned to each department is the dedicated communication channel with employees. The main functions
are identifying recruitment needs, training and development, cadre planning, performance management, career
progression, upgrading and promotions, compensation and rewards, communication, staff inquiries and exit
interviews.
Through constant communication and close relationship of business partners with the line departments, most of the
staff issues were brought to the attention of HR much quicker than it would otherwise, facilitating prompt action that
leads to higher employee satisfaction and motivation. HR department was vigilant to the formal channels of
HR PHILOSOPHY
communication and protocols that are bypassed due to this close relationship with employees and ensure
maintaining effective relationship with the line management too in handling issues/concerns.
Through facilitating active employee engagement, redefining job roles and key result areas jointly with the
Harmony
department, by initiating training and development, Skill Building programs, Performance Management for
Productivity and by opening more channels for direct communication, HR initiatives were taken to the employees to
get their fullest contribution.
Resourcing
Innovation
The Business partnering function was embraced very well by the employees when it was introduced. The
employees were very eager to seek the support of the Business Partners as there were no direct communication
HIPER
channel to HR prior. With the introduction of this service, employee matters were resolved quickly than otherwise.
On the other hand at the initial stages there was a bit of an averseness from the line managers as employees
contacted HR directly bypassing them. This was addressed by educating the line managers about the BP function
Productivity
Engagement
and keeping them abreast of the employee requests and also obtaining their contribution in decision making to
address employees matters. At present HR business partnering function is a fully fledged service across the
organization.
The strategic intent and focus of HR function is Harmony, Innovation, Productivity, Engagement and Resourcing or
"HIPER" as its propagated within the organization.
In order to facilitate the ambitious business plan of the organization, the division works towards developing and
promoting innovative human resource strategies, policies, processes and services to lead and influence the
creation and achievement of the organizations s strategic goals through its people. The present key initiative is
to facilitate comprehensive employee engagement and productivity, leadership development, succession planning
and continuous professional development of high performing staff and to optimize on the organizational knowledge
in hand for strategic knowledge management.
99
BEST PRACTICE 2
CAPABILITY BUILDING OF EMPLOYEES FOR BUSINESS CONTINUITY
SriLankan Airlines has a strong commitment to develop its employees. It offers training, mentoring, coaching and on
the job development to build key competencies in technical skills, leadership skills and soft skills. We believe that
increasing knowledge and improving skills are vital for the continued growth of the organization and also for
employee retention. It is also important to capture the tacit knowledge of the employees for strategic knowledge
management, for the organization to achieve competitive people advantage. Therefore continuous training and
development is provided for the employees.
100
To complement the organization Vision and the new business plan the HR division is focused on
following;
HR Vision
To lead the people transformation in the quest to be the most preferred Airline in Asia
HR Mission.
BEST PRACTICE 1
INTRODUCING BUSINESS PARTNERING SERVICE- A DEDICATED
COMMUNICATION CHANNEL
The HR division embraces a people friendly, employee engaging business partnering HR function to lead and
influence the creation and achievement of the organizations strategic goals through its people.
To partner the business by attracting suitable Talent at the right time equipping with the
right Competencies Motivating for positive Engagement and Productivity, building
management and leadership Capabilities for the Future to ensure Business progress and
Continuity
The HR structure was modified to provide business partnering services for the entire organization. The business
partners assigned to each department is the dedicated communication channel with employees. The main functions
are identifying recruitment needs, training and development, cadre planning, performance management, career
progression, upgrading and promotions, compensation and rewards, communication, staff inquiries and exit
interviews.
Through constant communication and close relationship of business partners with the line departments, most of the
staff issues were brought to the attention of HR much quicker than it would otherwise, facilitating prompt action that
leads to higher employee satisfaction and motivation. HR department was vigilant to the formal channels of
HR PHILOSOPHY
communication and protocols that are bypassed due to this close relationship with employees and ensure
maintaining effective relationship with the line management too in handling issues/concerns.
Through facilitating active employee engagement, redefining job roles and key result areas jointly with the
Harmony
department, by initiating training and development, Skill Building programs, Performance Management for
Productivity and by opening more channels for direct communication, HR initiatives were taken to the employees to
get their fullest contribution.
Resourcing
Innovation
The Business partnering function was embraced very well by the employees when it was introduced. The
employees were very eager to seek the support of the Business Partners as there were no direct communication
HIPER
channel to HR prior. With the introduction of this service, employee matters were resolved quickly than otherwise.
On the other hand at the initial stages there was a bit of an averseness from the line managers as employees
contacted HR directly bypassing them. This was addressed by educating the line managers about the BP function
Productivity
Engagement
and keeping them abreast of the employee requests and also obtaining their contribution in decision making to
address employees matters. At present HR business partnering function is a fully fledged service across the
organization.
The strategic intent and focus of HR function is Harmony, Innovation, Productivity, Engagement and Resourcing or
"HIPER" as its propagated within the organization.
In order to facilitate the ambitious business plan of the organization, the division works towards developing and
promoting innovative human resource strategies, policies, processes and services to lead and influence the
creation and achievement of the organizations s strategic goals through its people. The present key initiative is
to facilitate comprehensive employee engagement and productivity, leadership development, succession planning
and continuous professional development of high performing staff and to optimize on the organizational knowledge
in hand for strategic knowledge management.
99
BEST PRACTICE 2
CAPABILITY BUILDING OF EMPLOYEES FOR BUSINESS CONTINUITY
SriLankan Airlines has a strong commitment to develop its employees. It offers training, mentoring, coaching and on
the job development to build key competencies in technical skills, leadership skills and soft skills. We believe that
increasing knowledge and improving skills are vital for the continued growth of the organization and also for
employee retention. It is also important to capture the tacit knowledge of the employees for strategic knowledge
management, for the organization to achieve competitive people advantage. Therefore continuous training and
development is provided for the employees.
100
A.
B.
C.
Communiques sent on yoULink to get employees connected with the
knowledge portal
101
102
A.
B.
C.
Communiques sent on yoULink to get employees connected with the
knowledge portal
101
102
D.
B.
The organization has also initiated a dynamic venture for harnessing the potential and talents of their
employees, by proposing to fund their post graduate/ higher education under the Airlines Continuous
Professional Development Programme.
The objectives of the programme is aimed at developing a motivated and highly skilled professional
workforce, whereby the organization values its employees and their expertise/ talent and understands the
impact they have in achieving strategic objectives and contributing to continued success, growth and
self-sustenance of the organization.
BEST PRACTICE 3
ENGAGING OUR WORKFORCE TO ENHANCE PRODUCTIVITY AND THEREBY
OPTIMIZING CADRE
SriLankan Airlines aims to maintain the status as an employer of choice, creating an inclusive and engaging
workplace for all the employees, whilst maintaining their engagement level in an optimum state. An engaged
workforce helps to maiximise the organization performance thus the organization encourages the involvement of
employees in decision making to create trust and ownership for the organization.
A.
C.
SUCCESS METRICS/ACHIEVEMENTS:
The unique initiatives launched by HR under the pillars of HR strategy have ensued to optimize human resources
whilst driving innovation, creativity and employee engagement. It has helped the organization to withstand the
challenges that it has encountered during the turbulent times and to achieve organizations strategic goals through
its people.
Highlights
10% increase in revenue compared to 2014 to 2015 nancial year
2% Growth in customer satisfaction score and maintaining it above 75%
Maintaining attrition rate below the industry benchmark
Zero man-days lost on account of industrial relations on a highly unionized workforce
103
104
D.
B.
The organization has also initiated a dynamic venture for harnessing the potential and talents of their
employees, by proposing to fund their post graduate/ higher education under the Airlines Continuous
Professional Development Programme.
The objectives of the programme is aimed at developing a motivated and highly skilled professional
workforce, whereby the organization values its employees and their expertise/ talent and understands the
impact they have in achieving strategic objectives and contributing to continued success, growth and
self-sustenance of the organization.
BEST PRACTICE 3
ENGAGING OUR WORKFORCE TO ENHANCE PRODUCTIVITY AND THEREBY
OPTIMIZING CADRE
SriLankan Airlines aims to maintain the status as an employer of choice, creating an inclusive and engaging
workplace for all the employees, whilst maintaining their engagement level in an optimum state. An engaged
workforce helps to maiximise the organization performance thus the organization encourages the involvement of
employees in decision making to create trust and ownership for the organization.
A.
C.
SUCCESS METRICS/ACHIEVEMENTS:
The unique initiatives launched by HR under the pillars of HR strategy have ensued to optimize human resources
whilst driving innovation, creativity and employee engagement. It has helped the organization to withstand the
challenges that it has encountered during the turbulent times and to achieve organizations strategic goals through
its people.
Highlights
10% increase in revenue compared to 2014 to 2015 nancial year
2% Growth in customer satisfaction score and maintaining it above 75%
Maintaining attrition rate below the industry benchmark
Zero man-days lost on account of industrial relations on a highly unionized workforce
103
104
Maintaining employee cost per available seat kilometer below industry benchmark
Creation of Knowledge repository through the in house knowledge portal for strategic knowledge
management
A talent plan and pool of leadership and potential successors pipeline for business
continuity
Best Full Service Airline from Central & South Asia at the Future Travel Experience Asia Awards
2015
Human Resources (2014-2015) Best HR Strategy in line with Business Strategy Award at Asias
Best Employer Brand Award 2014
SLITAD People Development Award 2014 & 2015 Gold Winner
National Human Resources award 2014 open category - Silver
Excellence in Human Resource South Asia ( excluding India) Society of Human Resources
Management ( SHRM) HR Awards 2015
WAY AHEAD
The Human Resources Management Mechanism of SriLankan Airlines is a robust and continuously evolving
process that strives to add value to the organization whilst ensuring its business continuity.
With the objective of transforming SriLankan Airlines into a profit making entity, the Airline has developed an
ambition business plan which seeks to take the Airline towards a new era where the profitability reigns. Therefore
the HR Department has ventured to align its people strategy with the Airlines overall business strategy in order to
compliment the Airlines turnaround efforts. The awards and accolades received throughout this journey stand as a
testimony to the innovative, novel and results-driven Human Resource strategies which are implemented by the
Airline.
Pradeepa Kekulawala is a senior human resource development professional in the corporate sector with over 25
years of managerial experience behind him. He has held the position of Head of Human Resources for many leading
companies. Under Pradeepas stewardship during the last 5 years, SriLankan Airlines has won many accolades,
nationally and internationally. He was also cited as one of the 100 most Talented Global HR Leaders by CHRO Asia
in 2015.
PE
R
E
R
U
t
LT
en
U
al
C
tT
gh
Ri
FO
R
Ri
M
gh
AN
Pl t W
C
ac o
E
e rk
Its the wisdom that resonates in the Airlines theme - Working together, Winning together that unifies the entire
workforce and rallies them together for the common purpose of taking the Airline towards profitability.
Conclusion
rs
TY
VI
TI
C
U
D
de
ea
tL
gh
Ri
O
PR
ap Rig
ab ht
SY
ilit
N
ie
ER
s
G
Y
REVP
105
106
Maintaining employee cost per available seat kilometer below industry benchmark
Creation of Knowledge repository through the in house knowledge portal for strategic knowledge
management
A talent plan and pool of leadership and potential successors pipeline for business
continuity
Best Full Service Airline from Central & South Asia at the Future Travel Experience Asia Awards
2015
Human Resources (2014-2015) Best HR Strategy in line with Business Strategy Award at Asias
Best Employer Brand Award 2014
SLITAD People Development Award 2014 & 2015 Gold Winner
National Human Resources award 2014 open category - Silver
Excellence in Human Resource South Asia ( excluding India) Society of Human Resources
Management ( SHRM) HR Awards 2015
WAY AHEAD
The Human Resources Management Mechanism of SriLankan Airlines is a robust and continuously evolving
process that strives to add value to the organization whilst ensuring its business continuity.
With the objective of transforming SriLankan Airlines into a profit making entity, the Airline has developed an
ambition business plan which seeks to take the Airline towards a new era where the profitability reigns. Therefore
the HR Department has ventured to align its people strategy with the Airlines overall business strategy in order to
compliment the Airlines turnaround efforts. The awards and accolades received throughout this journey stand as a
testimony to the innovative, novel and results-driven Human Resource strategies which are implemented by the
Airline.
Pradeepa Kekulawala is a senior human resource development professional in the corporate sector with over 25
years of managerial experience behind him. He has held the position of Head of Human Resources for many leading
companies. Under Pradeepas stewardship during the last 5 years, SriLankan Airlines has won many accolades,
nationally and internationally. He was also cited as one of the 100 most Talented Global HR Leaders by CHRO Asia
in 2015.
PE
R
E
R
U
t
LT
en
U
al
C
tT
gh
Ri
FO
R
Ri
M
gh
AN
Pl t W
C
ac o
E
e rk
Its the wisdom that resonates in the Airlines theme - Working together, Winning together that unifies the entire
workforce and rallies them together for the common purpose of taking the Airline towards profitability.
Conclusion
rs
TY
VI
TI
C
U
D
de
ea
tL
gh
Ri
O
PR
ap Rig
ab ht
SY
ilit
N
ie
ER
s
G
Y
REVP
105
106
SBM, NMIMS is a firm believer that to maintain its position as one of the pioneers in quality education, it
needs to constantly evolve and grow. The institution hence works comprehensively towards identifying the
pulse points and working towards constant improvement and innovation.
Agility can only be achieved by adopting an open system approach. This approach allows for insights to be
drawn from key stakeholders that an entity seeks to serve via persistent collaboration and communication. In
case of the MBA- HR Program, the program content mix, design and delivery mechanisms and pedagogical
tools are shaped and heavily influenced by inputs received from the industry at the levels of:
Award Partner
Fit no stereotypes. Don't chase the latest management fads. The situation
dictates which approach best accomplishes the team's mission.
-Colin Powell
108
SBM, NMIMS is a firm believer that to maintain its position as one of the pioneers in quality education, it
needs to constantly evolve and grow. The institution hence works comprehensively towards identifying the
pulse points and working towards constant improvement and innovation.
Agility can only be achieved by adopting an open system approach. This approach allows for insights to be
drawn from key stakeholders that an entity seeks to serve via persistent collaboration and communication. In
case of the MBA- HR Program, the program content mix, design and delivery mechanisms and pedagogical
tools are shaped and heavily influenced by inputs received from the industry at the levels of:
Award Partner
Fit no stereotypes. Don't chase the latest management fads. The situation
dictates which approach best accomplishes the team's mission.
-Colin Powell
108
109
The acceptance and demand for the program has grown leaps and bounds since 2010. MBA-HR at NMIMS
saw a rise of 250+ applicants year-on-year registering for the program.
110
109
The acceptance and demand for the program has grown leaps and bounds since 2010. MBA-HR at NMIMS
saw a rise of 250+ applicants year-on-year registering for the program.
110
3. Best Practices
Be it promoting the importance of Yoga by organizing an essay writing competition or helping an NGO by
arranging a drive, in the MBA-HR Program learning is multi-dimensional to say the least. The focus is not only
on academic and professional excellence, but also on honing practical and worldly skills, augmenting varied
perceptions and inspiring social sensibilities and sensitivities.
The Integration Challenge that takes place every year exposes the students to real-time business problems.
This requires them to collaborate extensively with the MBA-Core students and put on their thinking caps to
come up with an innovative solution to the proposed problem at hand. This helps them learn not only to work
in tandem with the students of other specializations but also something beyond the scope of HR.
The various corporate projects received from organizations of repute, help the students learn more about the
current scenario in HR and the practical application of their theoretical knowledge.
The MBA-HR Program endorses the bottom-up approach, and hence encourages open and earnest
communication. To this end, the feedback system serves as a means by which students can share their views
openly and unhesitatingly. This feedback is then applied towards improving the course and its delivery.
5. Faculty-Industry Ties
Faculty in the area of HR have partnered with ISABS, ISTD, IMCI, BCCI (HR Cell) and various trainer and
consultant forums to promote the HR function, its knowledge and practices. The Forum for Emotional
Intelligence engaged in the promotion of awareness of Emotional Intelligence skills is an NMIMS faculty led
body.
The curriculum comprises of Innovative research based Courses and Workshops with embedded
pedagogical innovations!
A Personal Growth Lab session is conducted for the rst year students, aimed at enabling students to both
realize and achieve their potentials. It helps them
enhance their understanding of themselves
understand group dynamics and its ramifications on performance
get a taste of the practical application of the various OB Models
A full credit course on Emotional Intelligence designed and delivered by internal faculty specially trained in
this area to respond to the program objective of creating emotionally mature and holistic HR professionals.
The course deploys unusual pedagogical tools such as Music and Art to enable self-expression
capabilities of students. The Learning Conference technique is heavily relied on.
A half credit course on HR metrics of specically designed classroom activities to enable students to
understand the concept and application areas of HR Metrics.
Half credit course on Learning Organizations and Knowledge Management Systems was designed and
offered by very senior industry professionals working in the learning and development space with the
objective of equipping students with an understanding of creating learning organizations and the
management of knowledge systems in todays knowledge based economies.
A half credit course on Appreciative Inquiry that uses Anton Chekovs work to highlight the Social
Constructivist approach where groups of students present their interpretation of the concluding segments
of the play followed by the interpretations of other groups and an extraction of the underlying philosophy
at work. The Appreciative Inquiry course familiarizes students with the positive organizational scholarship
approach in managing change.
MBA-HR Seats
Industry
Partnership
Annual HR
Conclave
Best
Practices
Student
Body
FacultyIndustry Ties
MBA-HR Seats
80
67
60
58
40
It is not the strongest or the most intelligent who will survive but those
who can best manage change.
-Leon C. Megginson
32
20
0
2013-15
111
2014-16
2015-17
112
3. Best Practices
Be it promoting the importance of Yoga by organizing an essay writing competition or helping an NGO by
arranging a drive, in the MBA-HR Program learning is multi-dimensional to say the least. The focus is not only
on academic and professional excellence, but also on honing practical and worldly skills, augmenting varied
perceptions and inspiring social sensibilities and sensitivities.
The Integration Challenge that takes place every year exposes the students to real-time business problems.
This requires them to collaborate extensively with the MBA-Core students and put on their thinking caps to
come up with an innovative solution to the proposed problem at hand. This helps them learn not only to work
in tandem with the students of other specializations but also something beyond the scope of HR.
The various corporate projects received from organizations of repute, help the students learn more about the
current scenario in HR and the practical application of their theoretical knowledge.
The MBA-HR Program endorses the bottom-up approach, and hence encourages open and earnest
communication. To this end, the feedback system serves as a means by which students can share their views
openly and unhesitatingly. This feedback is then applied towards improving the course and its delivery.
5. Faculty-Industry Ties
Faculty in the area of HR have partnered with ISABS, ISTD, IMCI, BCCI (HR Cell) and various trainer and
consultant forums to promote the HR function, its knowledge and practices. The Forum for Emotional
Intelligence engaged in the promotion of awareness of Emotional Intelligence skills is an NMIMS faculty led
body.
The curriculum comprises of Innovative research based Courses and Workshops with embedded
pedagogical innovations!
A Personal Growth Lab session is conducted for the rst year students, aimed at enabling students to both
realize and achieve their potentials. It helps them
enhance their understanding of themselves
understand group dynamics and its ramifications on performance
get a taste of the practical application of the various OB Models
A full credit course on Emotional Intelligence designed and delivered by internal faculty specially trained in
this area to respond to the program objective of creating emotionally mature and holistic HR professionals.
The course deploys unusual pedagogical tools such as Music and Art to enable self-expression
capabilities of students. The Learning Conference technique is heavily relied on.
A half credit course on HR metrics of specically designed classroom activities to enable students to
understand the concept and application areas of HR Metrics.
Half credit course on Learning Organizations and Knowledge Management Systems was designed and
offered by very senior industry professionals working in the learning and development space with the
objective of equipping students with an understanding of creating learning organizations and the
management of knowledge systems in todays knowledge based economies.
A half credit course on Appreciative Inquiry that uses Anton Chekovs work to highlight the Social
Constructivist approach where groups of students present their interpretation of the concluding segments
of the play followed by the interpretations of other groups and an extraction of the underlying philosophy
at work. The Appreciative Inquiry course familiarizes students with the positive organizational scholarship
approach in managing change.
MBA-HR Seats
Industry
Partnership
Annual HR
Conclave
Best
Practices
Student
Body
FacultyIndustry Ties
MBA-HR Seats
80
67
60
58
40
It is not the strongest or the most intelligent who will survive but those
who can best manage change.
-Leon C. Megginson
32
20
0
2013-15
111
2014-16
2015-17
112
turbulent environment of Indian industry mandates constant introspection. The course will, thus, always work
towards delivering skilled, agile, and competent professionals that exemplify integrity and maturity.
To accomplish great things we must not only act, but also dream;
not only plan, but also believe.
-Anatole France, Works of Anatole France
The MBA HR program has won several laurels recently. Most notable are the Gold Winner for the category of
Curriculum and Pedagogical Innovations at the Indian Management Conclave 2014 held in New Delhi in
August 2014, as well as the Certificate of Special Recognition -Academic Institute of the Year for contribution
in the field of HR at the SHRM Annual Conference 2015. The School of Business has been ranked at 11th in
the Business Today B School Survey 2015.
FUTURE SCOPE
NMIMS Bengaluru has secured coveted International Accreditation for its management programs from the
Association of MBAs (AMBA) UK and joined a select group of 8 B-Schools in India and 210 across the world
and who have obtained the AMBA Accreditation.
SBM, NMIMS now intends to work towards fulfilling its goal of gaining an international accreditation program
in the coming academic year. It has also tied up with Leading Academic Institutions to promote exchange of
faculty and students. The work regarding criterion and regulations to be followed are already underway and
we believe that we are poised to scale greater heights in the future.
Conclusion
Perseverance is not a long race; it is many short races one after the other
This quote is the very essence of the approach of the MBA-HR program. It finds complacency abhorrent, and is
always on the lookout for avenues of improvement. While it has achieved many milestones over the years, the
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114
turbulent environment of Indian industry mandates constant introspection. The course will, thus, always work
towards delivering skilled, agile, and competent professionals that exemplify integrity and maturity.
To accomplish great things we must not only act, but also dream;
not only plan, but also believe.
-Anatole France, Works of Anatole France
The MBA HR program has won several laurels recently. Most notable are the Gold Winner for the category of
Curriculum and Pedagogical Innovations at the Indian Management Conclave 2014 held in New Delhi in
August 2014, as well as the Certificate of Special Recognition -Academic Institute of the Year for contribution
in the field of HR at the SHRM Annual Conference 2015. The School of Business has been ranked at 11th in
the Business Today B School Survey 2015.
FUTURE SCOPE
NMIMS Bengaluru has secured coveted International Accreditation for its management programs from the
Association of MBAs (AMBA) UK and joined a select group of 8 B-Schools in India and 210 across the world
and who have obtained the AMBA Accreditation.
SBM, NMIMS now intends to work towards fulfilling its goal of gaining an international accreditation program
in the coming academic year. It has also tied up with Leading Academic Institutions to promote exchange of
faculty and students. The work regarding criterion and regulations to be followed are already underway and
we believe that we are poised to scale greater heights in the future.
Conclusion
Perseverance is not a long race; it is many short races one after the other
This quote is the very essence of the approach of the MBA-HR program. It finds complacency abhorrent, and is
always on the lookout for avenues of improvement. While it has achieved many milestones over the years, the
113
114
ABOUT
SHRM INDIA
collaborative learning. It is a one-stop shop and the go-to resource for solutions and services to handle all
people-management challenges.
MEMBERSHIP
SHRM CERTIfiCATION
PROFESSIONAL DEVELOPMENT PROGRAMS
ADVISORY SERVICES
CONFERENCES INTERNATIONAL AND INDIA
SHRM EDUCATION
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116
within the Indian and global HR communities in order to take the profession higher through continuous and
ABOUT
SHRM INDIA
collaborative learning. It is a one-stop shop and the go-to resource for solutions and services to handle all
people-management challenges.
MEMBERSHIP
SHRM CERTIFICATION
PROFESSIONAL DEVELOPMENT PROGRAMS
ADVISORY SERVICES
CONFERENCES INTERNATIONAL AND INDIA
SHRM EDUCATION
115
116
UPCOMING EVENTS
Membership
SHRM Membership
With more than 285,000 members globally, membership is truly a unique offering that provides rich
content through comprehensive online resources on both www.shrmindia.org and www.shrm.org.
This huge repository of articles, research papers, case studies & related material on every aspect of HR
within the Indian & global contexts constitutes the most current and comprehensive body of
knowledge in HR. Supported by a bank of over 50 SMEs and internal expertise, the SHRM India
Knowledge Center offers cutting-edge resources, across all the key and emerging HR disciplines. These
include thought leadership, advisory panels, tools & templates, virtual events, forum and research.
SHRM Certifications
As the leading advocate for HR professionals worldwide and providing HR research and education, SHRM
launched an unparalleled study to define not only the knowledge, but also the competencies required of
todays HR leaders. The result of this rigorous research was the SHRM HR Competency Model which forms
an important foundation for the new SHRM Certifications. The HR profession operates at the core of this
global economy, ensuring the alignment of organizational strategy with a high-performing workforce. The new
SHRM credentials, SHRM Certified Professional (SHRM-CP) and SHRM Senior Certified Professional
(SHRM-SCP) will address these new roles.
The new SHRM Certification recognizes that HR professionals are at the core of leading organizational
success:
It is built on one singular SHRM Body of Competency and Knowledge (SHRM BoCKTM designed to elevate
the HR profession around the world.
It tests the HR professionals competencythe ability to put that knowledge to work through critical
thinking and application.
It demonstrates that the HR professional is a technical expert and has mastered the application of HR
technical and behavioral competencies, through practice and experience, to drive business results.
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118
UPCOMING EVENTS
Membership
SHRM Membership
With more than 280,000 members globally, membership is truly a unique offering that provides rich content
through comprehensive online resources on both www.shrmindia.org and www.shrm.org. This huge
repository of articles, research papers, case studies and related material on every aspect of HR within the
Indian and global contexts constitutes the most current and comprehensive body of knowledge in HR.
Supported by a bank of over 50 subject matter experts and internal expertise, the SHRM India Knowledge
Center offers cutting-edge resources, across all the key and emerging HR disciplines. These include thought
leadership, advisory panels, tools and templates, virtual events, forum and research.
HR People & Strategy (HRPS)
Membership HRPS is a strategically focused, ground-breaking network of influential HR executives and
innovative HRM professionals representing the worlds most prominent organizations. HRPS is regarded by
many as the premier professional organization focused on the intersection of people and strategy. HRPS
members enjoy a myriad of benefits like leadership programs, current theory, research and practice in
strategic human resource management, an expanded network, members discounts and business book
summaries.
SHRM Certifications
As the leading advocate for HR professionals worldwide and providing HR research and education, SHRM
launched an unparalleled study to define not only the knowledge, but also the competencies required of
todays HR leaders. The result of this rigorous research was the SHRM HR Competency Model which forms
an important foundation for the new SHRM Certifications. The HR profession operates at the core of this
global economy, ensuring the alignment of organizational strategy with a high-performing workforce. The new
SHRM credentials, SHRM Certified Professional (SHRM-CP) and SHRM Senior Certified Professional
(SHRM-SCP) will address these new roles.
The new SHRM Certification recognizes that HR professionals are at the core of leading organizational
success:
It is built on one singular SHRM Body of Competency and Knowledge (SHRM BoCKTM designed to elevate
the HR profession around the world.
It tests the HR professionals competencythe ability to put that knowledge to work through critical
thinking and application.
It demonstrates that the HR professional is a technical expert and has mastered the application of HR
technical and behavioral competencies, through practice and experience, to drive business results.
SHRM HR Techology
Conference & Exposition 2017
April, 2017 | Mumbai
Professional Development Programs include customized learning frameworks and skill-building workshops,
with a focus on strengthening the core competencies of HR professionals. These include focused programs
in each of the HR sub-functions like Total Rewards, Staffing and Recruitment, Performance Management and
Business Alignment across all career levels.
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PICTURE GALLERY
PICTURE GALLERY
SHRM INDIA
ANNUAL CONFERENCE
& EXPOSITION, 2015
Gurgaon
605, Tower B, Global Business Park, Next to Fortune Hotel,
MG Road, Gurgaon 122016, India
Tel: + 91 124 4200243
Other Offices
Mumbai | Bengaluru
SHRM INDIA
HR AWARDS 2015-16
CASE STUDIES OF
AWARD WINNERS
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