Professional Documents
Culture Documents
BENCHMARKING
INNOVATIVE HR PRACTICES
CONTENTS
1. OBJECTIVE
2. INTRODUCTION
3. EXECUTIVE SUMMARY
4. DECLARATION
5. GROUNDS FOR EXPLORATION
6. NAMES OF PARTICIPANT
COMPANIES
7. HR BEST PRACTICES
8. RECOMMENDATIONS
October 29, 2007 2
OBJECTIVE
TO BENCHMARK HR BEST
PRACTICES ACROSS THE INDUSTRY
AND IMPLEMENT THEM, SO AS TO
MOTIVATE EMPLOYEES AND RETAIN
TALENT.
76%
Differentiating high performers 80%
77%
Controlling increasing benefits costs 71%
66%
Ensuring pay-for-performance 70%
57%
Communicating the value of reward programs 64%
52%
Gathering relevant market compensation data 63%
63%
Developing a comprehensive reward strategy 63%
Achievement:
Tata Motors is the first Indian Company to be inducted in the
Balance Scorecard Hall of Fame. It Joined the 30-member elite
club of organizations including Hilton Hotels, BMW Financial
Services, U.S. Army, Korea Telecom, Norwegian Air Force and
City of Brisbane for achieving excellence in Company
performance
Objective:
To lay down a path of fast track growth for the potential
employees and thus retain talent.
Meant for: Fast Track Employees
Years Saved : 10 to 13 years.
Program Details:
Tata Motors has always strived towards excellence both in
its efforts towards total integration as well as in recognizing
its talented employees. The Company is constantly creating
prestigious programs to reward and retain its outstanding
employees. The Executive Selection Scheme is one such
program which is highly sought after by Tata Motors
employees. It is a matter of pride and prestige to be a part
of the ESS selection process and emerge a winner.ESS is a
fast track program for accelerated growth of high potential
professionals. This facilitates their early advancement to
challenging and visible assignments through a very
systematic procedure October 29, 2007 28
SELECTION EXECUTIVE
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CNTD
The selection involves a 3 stage process:
1.Written Test
2.Power Interview
3.Assessment Centre
Programme Details:
The methodology will comprise mainly of presentations on
specific practices in leading edge organizations, hands-on
exercises, conceptual inputs, and experience sharing
October 29, 2007 40
TATA TRAINING – INTERNATIONAL
COMPENSATION CNTD
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Content
Putting international compensation practices in the
context of the business
Understanding the nature of relationships among
national businesses — the degree of contact, portability
of expertise, power equations, etc.
Understanding impact of HO country on remuneration
practices
Expatriation and related aspects:
The key issues
Gross and net compensation levels for the same job vary
across countries
Purchasing power of the salary varies from one country
to another in a way that currency conversion rates do
not explain
Exchange rate fluctuations will affect expectations of
income October 29, 2007 41
TATA TRAINING – INTERNATIONAL
COMPENSATION CNTD
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Faculty:
Mr. Radha Nair, currently Director, TMTC, who has in the
recent past been involved in setting pay policies for board
members of Tata Group companies
Dr. Ritu Anand, Vice President – HR, TCS
Mr. Ronald Sequiera, Vice President – HR, Tata Power
Owner: Programme Director- Amitava Mukherji
Expectation from Programme:
Updating the HR knowledge and skills regarding
international compensation designing and latest trends.
Cost Involved: Rs 18,000-20000 PER HEAD.
Meant for:
The programme will be aimed mainly at the middle-level
executives, who will be implementing BSCR in their businesses.
Since BSCR encompasses the entire organization, such a
programme will be extremely beneficial to the entire middle
management in a company that has embraced and embarked
upon BSCR.
Participation is invited from managers in Tata Group Companies
October 29, 2007 54
(other than Tata Steel, Tata Motors and Tata Chemicals
TATA – BIG SCALE COST
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REDUCTION CNTD
Program Details:
Big-scale cost reduction (BSCR) is a major agenda of all firms, as
competition demands elimination of all varieties of slack and
inefficiencies. Companies have to strive to reduce cost on a
continuous basis. The cost-reduction initiative has to be focused
on major cost elements and broad-based across all functions.
This program is intended to create a momentum in Tata Group
Companies for BSCR. The focus will be on implementing cost-
reduction initiatives on a sustainable basis.
Contents
The following will be the contents of each half-day session :
1. Open your eyes !
Context setting
Case studies of step-cost position improvement
International examples
October 29, 2007 55
TATA – BIG SCALE COST
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REDUCTION CNTD
Tata Group examples (Tata Motors/Tata Steel/Tata
Chemical)
Key requirements for BSCR
Mindset
Broad-based involvement
Top management commitment
Rigorous tools and processes
Institutionalized across the company
3. Personal touch
Problem solving leadership
Team effectiveness
Collaborative skills
Managing conflict
Leadership styles
Individual leadership effectiveness
Leadership in action
October 29, 2007 57
TATA – BIG SCALE COST
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REDUCTION CNTD
4. Application
Brainstorming specific cases for approach, based on results
of initial diagnosis (to be carried out with the invitation)
Calibrating companies on ‘cost awareness‘ across the three
dimensions of Mindset
Hard technical skills
Soft/change-management skills
Learning Tools:
Combination of case studies and interactive discussions
along with lectures, backed by reading material
Output:
It has been estimated that through BSCR, Tata Motors alone
has saved over Rs 2,000 crores in 3 years
MAITREE:
Founded on 23 February 2002 under the able guidance of
Mrs. Ramadorai, we strive to create a spirit of camaraderie
among TCS associates and their families by organizing
social activities and events.
TCS has grown tenfold in the last few years. With the
workforce scattered around the globe in numerous
locations, TCS Maitree encourages associates and their
families to look on themselves as a part of the extended
family of TCS. This feeling has permeated the fabric of the
corporate. As a proud member of the Tata family, we seek
to carry on the tradition of service to the community.
DRIVING FORCES:
Information sharing and interaction directed internally
within the TCS community
Towards social service, working for the betterment of the
environment. October 29, 2007 67
TCS - MAITREE CNTD
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OBJECTIVE:
Institutionalize the culture of valuing Associates through
processes that enable and enhance individual performance
and lead it to Empowered Project teams. Establish a reliable
channel through which the “Voice of Associate” is heard
and integrated with TCS Policy making.
It is an integral part of the Organizational effectiveness
function. As a change platform, the Propel Movement has
evolved over the years. It launched with the “Care, Share,
and Grow” theme, and has moved to “Accelerate Solutions,
Enjoy Life” where it provides an opportunity to become a
leader, in enabling and institutionalizing change at multiple
levels in TCS – at a relationship, DC and at the
organizational level. Propel provides a forum to discuss
issues and ideas where people take ownership in promoting
their ideas and resolving issues at their level itself, which in
turns helps the organization in creating an ‘Ownership'
October 29, 2007 70
culture.
TCS – PROPEL CNTD
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OWNERSHIP:
Propel is championed by TCS Associates, Project Leaders,
Group Leaders etc from across functions. Contact points in
each geography are listed at the bottom of this page.
This movement covers all Associates across TCS. Camps
and Confluences are conducted for problem solving,
discovery of new ideas, dialogue, reflection and fun. These
sessions also provide a platform for learning and interacting
Propel is propagated across TCS by means of two kinds of
building blocks:
Confluence
A Confluence is a space and forum for Sharing, Dialogue
and Listening. Normally the duration of a Confluence is
three to four hours. It is conducted by two or more
Propellers, a maximum of 40 Associates from different
functions/groups get together to explore, discuss, reflect
and share their views on a particular theme. Sharing,
fostering “friendliness” and “role-taking”
October 29, 2007 is the agenda for a 71
TCS – PROPEL CNTD
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Camp
A Camp is a forum for improvement initiatives on specific
Voice of Associate themes. Normally the duration of a Camp
is two to three hours. It is conducted by a Propeller, 20-30
Associates from the same team (or similar teams) come
together to address and find a solution to a common
problem/issue. Giving inputs and idea generation for TCS
policy making and institutionalizing specific culture and
role-oriented practice is the agenda for a Camp.
Frequency: At the verge of Completion of an year/project,
whichever is earlier.
Expectation from Programme:
To identify the potential of the employee and his aspirations
and match it with the resources that the company can
provide to him in the near future, and thus do a career
planning.
Cost Involved: Not available
How it works:
The mode of all kinds of communication is electronic.
Suggestions for improving Infosys are always welcome. At
some time, you may have a complaint, suggestion, or
question about your job, your working conditions, or the
treatment you are receiving. We ask you discuss the situation
with your immediate supervisor or Human Resources without
fear of retribution or reprimand. Physical bulletin boards and
electronic bulletin boards are another source of sharing
information. E-mail and access to the web are available to
employees. Electronic bulletin boards have official and
general notices posted.
Owner: Supervisor and HR
Frequency: All round the year.
October 29, 2007 91
INFOSYS - OPEN DOOR POLICY
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Employee Perceptions:
People extensively use these forums for communicating on
the following subjects:
1.Networking
2.Getting resources for work
3.Giving buy and sell advertisements
4.Locating becomes easy in such a huge organizations with
workforces spread across nations.
5.Notifying any urgent information .
All types of informal communication are done officially
through various forums or platforms provided by the
company they are:
Owner: HR
Frequency: As and when a new joiner comes in
Details:
Andy Taylor’s Enterprise Rent a Car on Relentless Customer
Focus
“We decided that we had to add some metrics to our
customer satisfaction. We created a measurement called
ESQi, which is the Enterprise Service Quality index. It’s a
statistically valid sample of customers’ opinions taken
monthly, at every one of our branches. The customer gets
called seven to ten days following the close of the rental.
We have an outside company to collect the data, and there
are basically two questions. The first asks about the
customer’s satisfaction level, with five answers ranging
from “completely satisfied” to “completely dissatisfied”,
and the second asks how likely he would be to return to
Enterprise. Beginning in 1996 we told all employees, if
you’re not at corporate average or above on your ESQi,
your not getting promoted. And all of a sudden, customer
satisfaction went to the top of the list. The ESQi has given
us a greater sense of urgency and I would consider that the
greatest change that has occurred here. The process
enables us to go from being a 29,
October nearly
2007 $2 billion business in 117
RENT A CAR - CUSTOMER
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FOCUS CNTD
Expected Employee behaviors:
All levels of customer interactions are expected to be taken
seriously by all the employees so that there is no stone
unturned for
Customer service.
Employee believes that we mean, when we say customer
focus.
Owner: CEO
Objective:
Sense the perception of the internal as well as external
customers well before it becomes a spot.
Details:
“At retail giant Wal-Mart, every Monday, members of
the senior executive team head out to Wal-Mart stores
around the world, where they talk with managers,
employees and customers. To ensure that they get a
complete picture, they also pay a few visits to
competitor’s stores.
On Thursday evening, they return to corporate
headquarters in Bentonville, Arkansas, armed with new
insights about the market and
their people. There, they discuss what they’ve seen
and heard, thus.
October 29, 2007 130
WAL-MART POLICY CNTD
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MYTT:
Motorola Yesterday, Today, Tomorrow (MYTT) - is a new
history and culture course that teaches through the use of
stories. Subscribers receive via e-mail or intranet, two to
three episodes per week of engaging stories from
Motorola’s past, present or future. Subscriptions are also
available via CD-ROM. (MYTT) - is a new history and culture
course that teaches through the use of stories. Subscribers
receive via e-mail or intranet, two to three episodes per
week of engaging stories from Motorola’s past, present or
future. Subscriptions are also available via CD-ROM.
The Motorola Career Planning Information on CD-
ROM –
The Motorola Career Planning Information on CD-ROM -
Corporate HR is designing a multimedia application that
runs on desktop computer CD-ROM drives, intranets. The
application will present Motorolians with career planning
information and tools that will help them define, plan and
achieve their career goals.
October 29, 2007 132
RECOMMENDATIONS
At All Levels:
PAGE
Engaging different departments one by one to organize
welcome to guests (Asia-Pacific Head, Expats, Cultural days
decoration),right from decoration to escorting, turn by turn.
Change Management Camps:
Change is easier said than managed in organizations.ACC is
to witness a change in a big way because of its expansion
mode. A change management camp in Panchgani
coordinated by an NGO is an answer to this question. It is
transformational.