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ISBN 978-93-82060-59-8
Contents
Introduction . ................................................................................................ I
Foreword......................................................................................................V
Methodology . ............................................................................................ IX
Survey Findings........................................................................................... XI
Experts View....................................................................................... E2 - E9
Listings..................................................................................................L2 - L7
HR Best Practices
Recruiting.............................................................................................3-17
Welcoming.........................................................................................19-24
Living..................................................................................................27-55
Growing.............................................................................................57-90
Rewarding........................................................................................93-101
Abbreviations....................................................................................102-107
Index .................................................................................................108-111
A BILLION
DOLLAR
SMILE,
IS WHAT YOU EXPECT
ON EMPLOYEES FACE
3TRONG %MPLOYEE MOTIVATION PLAYS A PIVOTAL ROLE IN BUSINESS GROWTH AND PROFITS /VER (2 ,EADERS
HAVE BROUGHT SMILE ON THE FACES OF THEIR EMPLOYEES BY MOTIVATING AND REWARDING THEM WITH 3ODEXO -EAL
6OUCHERS )TS YOUR TIME TO GIVE YOUR EMPLOYEES THE Sodexo Benefit AND GET THAT BILLION DOLLAR SMILE
Enterprises all over the world are experiencing However, Indian organizations have realized that
transformation in various business activities they will have to move away from traditional HR
including managing human capital, forging practices and adopt innovative strategies to enhance
partnerships and increasing global competitiveness employee engagement. The success stories of such
among others. Employers have realized that an strategies are mostly limited to the company and
organizations success relies on more than hiring few other stakeholders associated with them. As
good qualified employees. These changing dynamics India needs to gain a much needed competitive
in organizational goal setting have highlighted the edge, it is indeed important to let the world know
need for effective Human Resource Planning and about the achievements of such organizations.
Management across all stages of an employees
corporate life cycle. Adept recruitment and retention With this intent, HR Best Practices 2015 seeks to
practices are cited as the key drivers for employee provide a platform for sharing of best practices that
growth and satisfaction. can lead to transforming the thinking of all prominent
stakeholders. The publication is a knowledge book
India, today, has a highly diverse and technology of case studies in prominent HR areas of employee
savvy robust work force. It is imperative to ensure retention, employee engagement, talent acquisition
the satisfaction of such a dynamic work force as it & management, rewards & benefits and training
positively impacts the productivity and in-turn the & development and will help to bridge the gap
success of an organization. It has been observed between employees and employers, thus resulting
historically that satisfied employees are more in internal workplace transformation.
likely to produce good quality work, optimized
performance and demonstrate more creativity. Each organization in the publication and its
Therefore, to enhance employee engagement, culture is unique and has experienced its own set
organizations across the world need to focus on of challenges and solutions. Their initiatives are
creating a conducive work environment for employee meant to be viewed as scientific learning tools
satisfaction and maximization of productivity. for improving existing policies and overcoming
challenges. Enterprises both from traditional and
The need to enhance employee engagement has new age have shared their experiences. These
led to a greater focus on talent management, shared perspectives will help organizations relate
strengthening of performance improvement tools to the need for transforming in HR practices as
and managing work-life balance, resulting in the an important step in achieving the goals of the
changing role of HR in an organization. From being business. HR Best Practices 2015 publication is
an operational function earlier, HR, today, has expected to serve as a keystone of best practices
transformed into a business enabler. Companies that will contribute to the evolution of Corporate
adopting this transformation have observed lower Indias human resource policies, to build a better
employee turn-over, increased customer satisfaction future.
and higher employee commitment.
I
II
Preface
Kaushal Sampat
President & Managing Director - India
Dun & Bradstreet
Dun & Bradstreet India, in association with Sodexo Sharing of HR Best Practices has been identified as
India, is pleased to announce the launch of HR Best one of the most prominent areas that needs to be
Practices 2015. This is a first of its kind initiativeimplemented, especially for developing countries,
where the featured companies get an opportunity to maximize organizational and individual efficiency.
to showcase the initatives undertaken in key human Human resource management will have to adopt
resource (HR) areas of recruitment, employee new and innovative technqiues to keep up with the
engagement, talent management and performance changing business and employment dyanmics of
improvement among others. the economy as well as increase global competency.
Moving forward they are expected to play a key role
Human resources has emerged as the most critical in bringing our governments vision of skilling 500
element for all industries and over the last decade, million youth by 2020.
India has evolved as a power house of human
resources. As a nation with a 1.2 billion population The publication is intended to serve as a ready
that has diversity in terms of culture, working age reference reckoner on HR Best Practices that can
population, skilled and unskilled manpower and be shared across Corporate India re-visiting their
businesses, our progress largely rests on prudent existing policies and adopting new and innovative
human resource management practices. The role of tools towards managing its human resources. D&Bs
human resource management has gradually evolved global footprint will ensure that the publication is
from that of a supporting role to a strategic function well received across the globe. I hope you enjoy
for the organization. reading this issue of HR Best Practices 2015 and
look forward to receiving your valuable feedback
Corporate leaders today acknowledge that building and suggestions.
a strong foundation of human resources is the key to
long term sustainability. The theme Transforming
the Thinking depicts the changing conditions
that policies in areas of retention, performance,
employee engagement, talent management and
training & development, to name a few, are now
framed keeping in mind the long term objectives of
the business.
III
IV
Foreword
Rajiv Warrier
Managing Director
Sodexo SVC India
The last decade has witnessed a sea change in organisations business strategy and the need to
the business environment globally. Organizations, share knowledge across various trends of human
especially in developing economies, are facing resource management.
complex and rapidly changing business dynamics
leading to a profound shift in the work of the human Sodexo in India has been partnering with the
resources function. The role of human resources has human resource community closely for the past
gradually evolved from that of a support function 16 years. Through our close association with them,
to a strategic business partner for the organization. we have realized that Corporate India has to look
Sharing of HR best practices, although at a nascent beyond the traditional approaches of HR. The time
stage, is emerging as a key element of the HR is right to adopt innovative approaches for aligning
corporate ecosystem. In view of the ever evolving the dual objectives of individual development and
role of human resources and the critical role of achievement of organizational goals. Sharing of HR
sharing of HR best practices, Sodexo India and Dun best practices is one significant avenue that can
& Bradstreet India have joined hands to launch the directly impact organizational performance and
publication HR Best Practices 2015. sustainability and lead to long term benefits for
India Inc. With India having the worlds largest youth
Today, organizations regardless of their size and population and poised to regain its robust growth
business, are acknowledging the importance of trajectory in the near future, sharing of universal
building and nurturing human capital. Human HR best practices becomes more pertinent than
resource strategies are aimed at creating inclusive ever before.
policies to develop a culture of cohesiveness
between all stakeholders of the organization. With this objective in mind, we have embarked on
Trends related to employee engagement, talent the journey of creating a knowledge forum through
management and performance improvement the compendium of HR Best Practices 2015 that
are gradually gaining prominence to combat the can serve as a benchmark for corporate India to set
challenges of a dynamic, rapidly changing business higher standards for human resource management
environment. The increasing use of technology has in the coming days. We are confident that HR Best
transformed the way teams collaborate, organize Practices 2015 will prove to be a trendsetter making
and learn and technology is being adopted on a Corporate India more competitive by strengthening
large scale to focus on value added activities for its human capital through sharing of HR best
the human resources function. In such a dynamic practices. We look forward to your comments and
scenario, the theme Transforming the Thinking suggestions.
aptly describes the role of HR in supporting the
V
Executive Summary
Naina R Acharya
Deputy Leader - Operations
Economic Analysis Group & Sales and Marketing Solutions
Dun & Bradstreet India
The publication, HR Best Practices 2015, a joint The past few years have witnessed a surge
initiative of Dun and Bradstreet and Sodexo India, is in employee engagement initiatives across
intended to serve as a knowledge sharing platform companies in Corporate India. However, more
including a collage of some of the excellent human than one third of respondents cited employee
resource initiatives practiced across India Inc. The engagement as a critical challenge faced by HR
publication represents interesting and effective leaders. More than 50% of HR leaders revealed
human resource initiatives undertaken by Indian that flexible work arrangement and good
corporates across various areas of recruitment, infrastructure as effective initiatives to catapult
retention, talent acquisition and management, employee engagement
employee welfare, and performance improvement
among others. Approximately 75% of HR leaders agree that
the country is facing issues related to skill
Based on a primary study of approximately 50 shortage primarily employability skills. 73% of
respondents comprising human resource senior respondents cited difficulty to attract candidates
personnel, Dun and Bradstreet analyzed the key with suitable skillsets needed for their respective
human resource trends related to challenges, industries/job roles as the major reason for skill
skill shortage, talent management and employee shortage. More than 50% respondents also
engagement among others. Some of the key findings mentioned mismatch in salary and compensation
include expectations as another major reason for skill
shortage
Maximizing productivity with limited human
capital turned out to be the most critical The publication has shared the views of experts on
challenge faced by HR leaders today. Effective the existing role of HR functions for an organizations
talent management strategies and creation growth. These experts have captured the essence
of modules to prepare employees to play of the evolving organizational needs and shared
multiple roles to cater to the need of the hour their thoughts on how they expect the role of HR to
to meet business objectives with available evolve. They believe that the role of human resource
manpower are sighted as key focus areas. This management is going to be accentuated in the near
was clearly reflected in the findings where 57% future for aligning employee and organizational
of respondents identified talent management goals with each other. We at D&B will continue to
as the most critical area that needs immediate track this continuous osmosis in the business needs
attention in terms of adopting best practices as well as the evolving role of Human Resource
for Corporate India. Three major benefits of functions.
effective talent management included retention
of skilled manpower, gaining a competitive edge
and meeting long term business prospects VII
REWARD HAPPINESS
TO YOUR EMPLOYEES
WITH SODEXO
Being Rewarded is a great experience that builds lasting relationships. Regular Appreciation
and Motivation generates long lasting affinity with your Employees, Customers and
Business Associates. What can be a better way to show your appreciation say it with
Sodexo Gift Vouchers.
VIII&OR MORE DETAILS 4ALK TO 3ODEXO AT s %MAIL US AT BENEFITSIN SODEXOCOM s 6ISIT US AT WWWSODEXOBENEFITSIN
Methodology
Background experience. Major indicators used for this process
HR Best Practices 2015, launched by Dun & Bradstreet included the innovative and sustainability level of
India in association with Sodexo India, is a compendium the initiative and its application in terms of scale and
of selected notable human resource initiatives. size. The third stage involved the collation of scores
Companies with annual turnover of more than ` 1,000 of the esteemed panel of experts to choose HR Best
mn in FY14 were eligible for participation. The database Practices.
of companies was compiled from various sources,
including the internal D&B database, Sodexos client Representation of HR Best Practices
list and companies which had previously participated in For the purpose of representation, HR Best Practices
D&Bs various publications. are classified into five broad major segments based on
various life cycle stages
Research Design
A detailed nomination form was developed seeking Talent Acquisition
information about best practices in various critical Recruiting Hiring and On-Boarding
Career Prospects
segments of human resource management. These Induction and
segments were identified after having discussions with Welcoming Knowledge Sharing
Orientation
industry experts and included Recruitment, Retention, Employee
Talent Acquisition, Talent Management, Performance Diversity and Inclusion
Engagement
Improvement, Training and Development, Team Living
Retention
Management and Leadership, Employee Engagement, Industrial Relations
Change Management
Compensation and benefits, Career Prospects, Records Performance Compensation and
Management, Information Dissemination, Industrial Management System Benefits
Relations, Managing Diversity, CSR &Employee Welfare Growing Talent Management
and Future Workplace Trends. Team Management
Learning and and Leadership
Development
Inviting Nominations Performance Linked Rewards and
To invite nominations, mailers in the form of Incentive Recognition Program
questionnaire were sent out to a large universe of Long Term Incentive
Rewarding
companies. Every effort was made through multiple Plan Future Workplace
channels of communication to ensure that companies CSR and Employee Trends
responded to the questionnaire. It was a self-nomination Welfare
process wherein companies nominated in specific
human resource segment/s by providing case studies Jury-selected HR Best Practices are featured at the start
linked to their respective HR Best Practice. Companies of each segment followed by remaining case studies.
could nominate in multiple segments by sending a Best Details related to all HR Best Practices/case studies are
Practice case study for each of the chosen segment. obtained from information provided by respondents to
Dun and Bradstreet as a part of the nomination form.
Three Stage Approach Observations of Dun and Bradstreet are mentioned
A three stage approach was adopted to select the only for jury-selected HR Best Practices.
Best Practice case studies. The first stage involved
intense scrutiny by an internal team of HR from Dun Survey Findings
and Bradstreet having experience of more than five Dun & Bradstreet also attempted to identify the
years for shortlisting of nominations. Nominations prominent trends in various areas of human resource
were shortlisted based on various parameters such as management by analyzing quantitative information
defining the challenge and objective, available solutions included in the nomination form.
and the strategy chosen, stakeholder involvement and
outcome among others. Experts Views
Dun & Bradstreet conducted interviews of HR
The second stage involved the scoring of shortlisted professionals to gain deeper insights into key trends
nominations by an esteemed panel of experts with more of human resource management based on their
than three decades of human resource management experience and expertise. IX
X
Survey Findings S
Human Resource Management (HRM) has become on the following parameters: challenges and objectives,
an integral part of corporate governance and growth. available solutions and chosen strategy, stakeholder
Interestingly, over a period of time, the role of a companys involvement and the final outcome. The second stage
HR team has evolved from sourcing talent to identifying involved ranking of the shortlisted nominations by an
new avenues of leadership management & development esteemed panel of experts with more than three decades
and employee retention. To achieve these business goals, of HR experience. Major indicators used for this process
the core mission of any HR team is to ideate a strategy included innovative & sustainability level of the initiative
that is in compliance with the companys protocols as and its application in terms of scale and size resulting
well as in line with the operational goals of the entity in tangible business growth. The third stage involved
while impacting the employee performance positively. collation of scores of the esteemed panel of experts to
Over time, HR has undergone significance osmosis and choose the Best HR practices and duly profiling them
has adopted a more holistic approach. as the Best HR Practices in the publication HR Best
Practices 2015.
Traditionally, the role of HR as a business function was
limited to the recruitment and payroll function with As a part of our survey, we also spoke to HR professionals
emphasis on personnel administration and developing and requested them to share their thoughts on the
company policies for employee welfare. As organisational evolution of HR functions and what the future of HR
goals started evolving and inclining more on the existing functions would look like. They shared that for a company
business needs, the HR function transitioned from to reach its business objectives successfully, it is essential
being a business function to a business partner. As a to recruit the right people, at the right time, and in the
business partner, the HRs functions were broadened to right job profile. These activities meet the corporate goals
include recruiting, retention, leadership development, as well as fulfil the personal aspirations of each employee.
engagement, learning and development, organisational The scope of work of HR team is not only restricted to
design, compensation planning and communication. recruiting the right people, it also includes effective
Today statically, the HR views into the productivity of management so as to ensure retention. This results in
employees in alignment with the overall growth of the cost saving of training in respect of new employees and
organisation. accordingly, assisting in achieving corporate goals within
the desired time frame.
In view of this ever evolving and extremely crucial element
in the corporate ecosystem, Sodexo and Dun & Bradstreet Over the years, HR has focused on designing new as well as
have joined hands to articulate the HR Best Practices evolved policies that specifically cater to the organisations
2015 from companies across India. Interests were needs, thereby donning the role of an effective business
invited from companies from across India to share their partner. In the process however, HR also runs the risk of
HR practices which have made a positive impact on their ignoring the employees perspective. To overcome this
business which in-turn would also serve as a good example hindrance, the HR functions today aim to be friendlier of
for other companies. An overwhelming response of c.103 the employee through various engagement modules. They
nominations was received. The key findings of these HR provide opportunities to employees to grow continually in
case-studies have been summarized in this report. The their professional and personal life by providing learning
findings primarily provide HR initiatives undertaken across opportunities in several areas in-line with the goals of
various HR functions including recruitment, retention, the company.
talent acquisition and management, employee welfare,
and performance improvement among others. Periodic review and interaction with employees to
understand their difficulties and aspirations has become
A three stage approach was adopted to select the Best an integral part. In parallel to these activities, the HR also
HR case studies. The first stage involved intense scrutiny focuses on modifying their organisational role suitably
by an internal team of HR professionals with over 5 years to ensure retention of right talent. They believe that to
of experience. The team shortlisted nominations based build a highly engaged workforce many factors need to be
HR believes that through effective employee engagement The evolution of management theory and technology has
and team leadership & engagement, this critical problem positively impacted the policy formulations for HR. More
area could be significantly arrested. In context to this, businesses are realigning the roles of HR so that they can
globally as well as in India three effective employee best manage business operations and ensure growth of
engagement initiatives seem to have significantly their company is cost effective manner.
demonstrated results. They include: Flexible work
arrangement along with stress-free workplace, good
infrastructure and long term rewards & awards.
This has led to a situation where a certain class of HR today works shoulder-to-shoulder with leaders in
employees have become a precious resource for creating retention modules engagement modules
employers, commanding a high package with a periodic and leadership development modules to ensure talent
raise. management for long term prospects. In addition to this,
by providing professional skills & leadership guidance, HR
has ensured maximisation of productivity with limited
Sandeep Chaudhary
Chief Executive Officer, India
Aon Hewitt | Consulting
HR as a division, how much is it important to an Organizations today are focusing on how to achieve more
organization? timely, accurate and transparent communication with
employees. It is being delivered to respond to three critical
HR defines the unique competitive advantage by outlining areas whats the organizations vision and strategy to
how the organization will leverage the human capital execute, how does each and every employee contribute
to address business challenges and achieve business towards meeting the short, medium and long term
objectives. It translates an organisations strategy into an business objectives and finally whats in it for an employee
effective and actionable HR strategy, priorities and business to stretch and give in more than 100%
plan by identifying the best ways to attract, motivate, and
retain new and existing workforce. Looking forward, the next big change to see is the
collaboration between HR and technology. Progressive
In your experience, what are the two big things HR is organizations are thinking about Datafication of HR and
impacting to deliver to business needs BigData in Human Resources. This explains the tremendous
business opportunity companies have to leverage their
Organizations face a scarcity of the right talent and hence employee data to improve operational performance.
have a tremendous effort on building technical, functional Understanding the drivers of performance and retention,
and leadership skills aligned to the business strategy. using statistics to decide who to hire, analyzing how pay
correlates to performance, etc.
There is a huge drive among progressive organizations
to skill and empower line managers to be able to take How important is training & development or skills
accountability for performance and development of their enhancement to an organization. Are companies really
teams. investing in the same?
Have you in any of your endeavours, come across a The human resources training function plays an
company which has given an exemplary example of very important role from the beginning of the employment
good HR practices especially with respect to Employee relationship. Today organizations face a big challenge
retention & employee engagement on capability development, succession planning and
building future leaders. Companies can gain a competitive
Aon Hewitts Best Employers research clearly highlights advantage by focusing on building the right capabilities
Employee engagement as a top business priority for senior that drive meaningful business results. For this reason
executives. A growing group of best in class organizations training and development sits closest to business and
are gaining through establishing metrics and practices is under tremendous pressure to deliver. In a successful
to effectively quantify and improve the impact of their organization capability is a part of the culture and not one
engagement. of the priorities.
There is more focus on employer branding and articulating Organizations that have achieved scale have done that by
an employer value proposition that delivers a unique creating new talent catchment areas and making training
employee experience and becoming more customer vital constant in their growth trajectory. Today, in India
centric. a lot of our success depends upon our ability to harness
talent and training & development will play an essential
As an industry expert with your vast experience, what is role.
your take on the importance of maintaining transparency
of information with the employee? Could you also throw
light on the key areas companies need to really work on?
Namrata Tiwari
Chief People Officer
Burger King
HR as a division, how much is it important to an Have you in any of your endeavours, come across a
organization? company which has given an exemplary example of very
good HR practices especially with respect to Employee
HR Function or division is that part of an organization retention & employee engagement
which is concerned with People dimension. Every
organization is comprised of people; acquiring their Yes many e.g. Google, IBM, Castrol, Shopper Stop
services, developing their skills, motivating them to high
levels of performance. And ensuring to maintain their As an industry expert with your vast experience, what is
commitment to the organization is essential to achieve your take on the importance of maintaining transparency
organizational objectives. HR function plays an essential of information with the employee? Could you also throw
role in developing a companys strategy as well as handling light on the key areas companies need to really work
the employee-centered activities of an organization. on?
According to your past experience, have you initiated any Transparency is very important but should be limited
schemes which have bought about any radical change in to the areas which are concerned with employees. One
the organization, could you please share some light on should not over communicate as it back fires at times
this? and creates tension through gossips / unproductive
discussions etc. Companies should create an environment
a. In my previous organization, I had worked on a few and mechanisms so that the key information gets shared
projects by relevant stakeholders in various forums at the right time
and then gets cascaded appropriately by senior leaders.
i. Deliverable of one project - aligning one of the
core functions (medical) to the business drivers as How important is training & development or skills
there were disconnects. It was a HR driven business enhancement to an organization. Are companies really
project and the outcome was very rewarding for the investing in the same?
organization. There were shifts required in many
areas and a huge change management exercise was Most medium size and above companies are investing in it.
undertaken. The companies who intrinsically believe that employees are
assets and not commodities will do a good job on training
ii. Deliverable of another project to have a and development. T&D is a very important aspect which
listening organization and enabling transparent can help an organization grow. Equipping employees with
communication from to top to bottom and vice new skills (technical / managerial/ functional/ leadership
versa etc.) goes a long way in the growth of the organization. It
helps reduce churn of employees too
b. Have also been part of a women centric workforce
and have implemented a lot of policies and processes
to enable women in their careers e.g. part time /
flexi work patterns, counselling service personal and
professional issues, safety / extended maternity leave
Ajay Oberoi
Chief People Officer and Head Administration
IDBI Federal Life Insurance Company Limited
HR as a division, how much is it important to an Great places to work are characterized by a high degree of
organization? pride in employees, friendly work environment, integrity
of leadership, competent managers, and commitment
The HR division is as important as the incumbent, towards gender diversity and society.
leadership team, and the Board of Directors consider it to
be. It is often seen that the HR division a key differentiator During my recent visit to the US, I had the opportunity to
among companies either due to competence, individual visit the Facebook office at Menlo Park. Everything that
motives, or conveniences is relegated merely to carry out I saw was ample testimony of Very Good HR Practices
what is needed by few so called powerful people/noise being lived. When I see as an outsider, after having spent
creators within the organization, operational/mundane more than two decades with Tata Motors, journey of HR
jobs, some soft fluffy stuff, or if it has a say, in many cases, practices from the inception would qualify as being good
it is Personality Driven than HR per say. for that period of time.
According to your past experience, have you initiated any As an industry expert with your vast experience, what is
initatives which have bought about any radical change in your take on the importance of maintaining transparency
the organization, could you please share some light on of information with the employee. Could you also throw
this? light on the key areas companies need to really work
on?
An initiatives success is measured by the value added
to solve the problem. During the 2001 meltdown, our Importance of transparency of information with employees
organization faced major internal and external challenges is akin to appropriate clothing for the body. It is needless
since key employees and franchisees feared their survival. to mention that sharing of information should be timely,
Through the P2P Power to Perform program, franchisees adequate, and appropriate for the situation and should
were made aware of the criticality of holistic performance build a bond of trust between the employee and the
management and the relevance of balanced scorecard to employer rather than building a wall of anxiety, suspicion,
manage business and situations. fear, or disillusionment. Untimely over or under dose of
information sharing should be avoided.
Further, I had one-on-one meetings with about 70% of
our employees to share their concerns and to explain the Some of the areas where companies need to work on for
companys position and views. This instilled confidence gaining appropriate, adequate, and timely information
among franchisees and employees that the company are performance feedback, reward framework, workforce
cares and will withstand market vagaries/onslaught. restructuring /rationalization, M&As, and policies.
During the preparatory phase of growth, the C3E Clarity,
Competence, and Capacity for Business Efficacy initiative How important is training & development or skills
helped us build and direct leadership focus on critical enhancement to an organization. Are companies really
success factors such as required people, competencies, investing in the same?
processes, policies, and infrastructure.
Training and development is as important as blood and
Have you in any of your endeavours, come across a hygiene for the body. Organizations that invest in T&D are
company which has given an exemplary example of very better equipped to meet the future challenges and rarely
good HR practices especially with respect to Employee fall prey to poaching rather than building syndrome.
retention & employee engagement
What according to you SHOULD be the core objectives of focus on creating and adding value to business and are no
the HR team in an organization irrespective of the size? more restricted to mere administration of time-office and
documentation. HR managers today contribute efficiently
HR teams objective should be to play a role of organizational towards both the top and bottom line of the business and
effectiveness partner by supporting the organization in have created footprints of success, globally.
addressing key peoples challenges/issues and by providing
competitive solutions to the organization and employees HR has been consistently creating a lot of value but the
while creating a culture of continuous development. contributions are not really visible. The HR department
Employees are our biggest strength and are a vital part of across companies should focus more on putting frames
our organization and are the only competitive advantage, with adequately supported data, facts, and figures to speak
which cannot be acquired but need to be developed over the language of business. It will bring more objectivity in
a period of time. HR processes and systems and the actual value created
can be measured quantitatively and qualitatively.
Human Resource Function forms a very key and strategic
part in the companys strategy, and the HR functional goal According to your experience, why has employee
should be aligned with the corporate strategy, corporate engagement become an imperative part of the HR
objectives, and long-term and short-term plans. mandate?
HR function should not merely render services but should Without applying much of rocket science, the thumb rule
actively participate and influence business decisions here is A happy and engaged employee can create a
through effective people strategy and processes such as happy and engaged customer. If the employees are not
talent development, effective hiring, and productivity- actively engaged with the corporate objectives, despite
based manpower planning. the companys consistent efforts, there will be no fruits to
be borne by the organization.
The HR function should focus on retention of frontline
staff where attrition has become a key concern. This could Essentially, this fact is often elapsed by business leaders
be achieved by creating a culture of learning and having an that at the bottom of the pyramid, it is our people who
effective performance management system. Further, HR are responsible for executing those strategies and plans.
ensures that the employees feel motivated and celebrated If they do not have the visibility of the outcome of actions
to keep the wheel rolling in the organization. they undertake, the pyramid will shake at the bottom and
collapse.
The core focus of HR in any organization should be
continuous development and round-the-clock support It is imperatively clear and transparent communication,
to the employees as a happy and engaged employee can hearing the voice of the employees, and ensuring the
create a happy customer. employees get an opportunity to learn, grow, and
accomplish a sense of fulfilment for working in the
What has been your observation in the terms of the organization become the core elements of employee
osmosis HR activities in an organisations have been engagement.
through. What do you see to be the future of the focus of
HR departments moving forward? In your opinion, have you come across a company who
has shown exemplary performance in HR activities
HR as function has undergone a complete transformation especially with respect to Employee Retention
from traditional personnel management to todays strategic
business enabler and facilitators role. HR activities today NTPC is one such example I would like to quote out of
HR as a division, how much is it important to an As an industry expert with your vast experience, what is
organization? your take on the importance of maintaining transparency
of information with the employee. Could you also throw
The HR department is responsible for many people related light on the key areas companies need to really work
issues in an organization, which include: on?
According to your past experience, have you initiated any Training and Development are very important to any
initiatives which have bought about any radical change organization that aims at progressing. Training targets
in the organization, could you please share some light on specific goals such as understanding a process and
this? operating a certain machine or system. Development on
the other hand emphasizes on broader skills applicable
The company provided crche services inside the factory in a wide range of situations (decision making, creativity,
where majority of female employees work. This initiative and managing people). Through T&D, we can address
has brought down absenteeism of female workforce by employees weaknesses and strength, improve employee
almost 30%. performance, ensure employee satisfaction, and increase
employee productivity.
Have you in any of your endeavours, come across a
company which has given an exemplary example of very What are your thoughts on the challenges and solutions
good HR practices especially with respect to Employee for dealing with Generation X employees and Generation
retention & employee engagement Y employees within the same organization?
This year we have implemented various employee The main challenge faced in dealing with Generation X
engagement and retention initiatives such as staff and Y is to find and create a team that can understand the
subsidies where our employees can avail discounts on strengths of each generation. Encouraging older employees
various household items and consumer goods along with to mentor younger ones is one good way to promote inter-
easy pay EMI schemes. Further, we introduced subsidized generation understanding and collaboration.
lunch policy to provide employees with good quality food
along with company car policy. All these initiatives have The best solution is to get to know your team. Only then
helped us retain key resources and thereby, reducing the you can customize a proper work environment to fit their
attrition by2% compared with 12% on a monthly basis. needs.
According to your past experience, have you initiated any I believe transparency is the key to building trust with your
policies, which have bought about any radical change in employees. At D&B we strongly believe in maintaining
the organization, could you please share some light on transparency of information with our employees through
this? effective communication. One key mode of communication
for us is quarterly town halls conducted by our President
Any change takes time and is a combination of various and MD for all the employees, where business, policy,
initiatives that are driven to support the key change. people and strategy updates are shared in an open platform
However for the purpose of this edition - I would like to and discussed through Q&A. Senior Business Leaders also
highlight one key initiative that helped bring a change in our conduct similar sessions for their respective teams.
organization culture. We created a 3 year Compensation
strategy that the organization would follow, to help bring All major change initiatives are driven through a structured
the talent at the right compensation levels as compared to communication that flows down the line to reach all team
the market/ competition. This was done with the view to members. Gathering employee feedback is a must to test
retain and attract high quality talent. the success of any major change that we implement in
the organization. Leaders also do chatter sessions online
As a part of this strategy, we relooked at both the fixed as to connect with team members at all levels and share
well as variable components on the compensation for both information. HR team looks at all important employee
sales and non-sales roles and also brought in attractive pay touch points and runs a campaign You said it we heard
plans for the leaders at the top. All plans were linked to it where employees feedback is responded in a structured
the organizations key business objectives. way.
This helped us bring down attrition to almost half. More What are your thoughts on the challenges and solutions
stable work force and clarity of pay plans helped meet the for dealing with Generation X employees and Generation
organizations objective and we saw an upswing in all key Y employees within the same organization?
financial parameters.
In my opinion, companies should adopt a flexible and
The key to this success was the fact that we followed a modern approach and encourage diversity in their teams.
structured approach, we ensured to create awareness, It would be ideal for companies to actually leverage
collect feedback and enroll team members at all the major generation Xs experience and Ys expertise. This would
junctures. be a good method to synergize the strengths of both
the generations. Companies must create diverse teams
We now have a Pay for Performance philosophy, structured intentionally to ensure that each employee can work on
approach to performance management and Merit process. each others strengths. Respect for each other is the key
Its a culture that is highly flexible, modern and result to help these teams be more successful.
oriented. This helps us create and retain high performing
teams.
Alphabetical Listings
48 The Tata Power Company Limited - Strategic Engineering Division Mumbai Maharashtra
HR Segment-wise Listings
Recruiting Welcoming
P
P
P
P
P
P P P
P P P P P
P P P P
P P
P P P
P
P P
P
P
P
P P
P P
Recruiting Welcoming
Mahindra Partners
28 (Mahindra & Mahindra
Limited)
Marwadi Shares & Finance
29 P
Limited
30 Neel Metal Products Limited
Omega Healthcare
31 Management Services
Private Limited
Owens Corning (India)
32
Private Limited
Persistent Systems Private
33
Limited
34 Piramal Glass Limited P
35 Popular Vehicles and Services P
Power Grid Corporation of
36 P
India Limited
Reliance Capital Asset
37
Management Company
38 Rockwell Automation
39 RR Kabel Limited P
Schneider Electric India
40
Private Limited
41 SEW Infrastructure Limited
SMC Global Securities
42
Limited
43 Span Diagnostics Limited
Syngene International
44
Limited
45 Synthite Industries Limited
46 Tata Capital Limited P
Tata Power Co. Limited
47 - Strategic Engineering P P
Division
48 Technosoft Corporation P
49 United Breweries Limited
50 Wabco India Limited
51 Wipro Limited P
P P
P P P
P P P
P P P
P P P
P P
P P
P
P P
P P
P P P P
P P P
P
P P
P
Action Taken
DCB Bank started an initiative called Top Recruit Programme where invitations were sent to the Top 80 B-Schools in India and the
details were shared on Facebook. This was the first such initiative where the bank used its social networking site to launch a campus
hiring activity.
All students were put through a preliminary online psychometric test. The selected candidates were then evaluated through three
assignments on various parameters. Candidates needed to qualify at each stage to make it to the next round. The toppers of
the programme were given placement offers. This programme helped the bank recruit the best talent from B-Schools and allows
students to experience the organisation. The programme was managed by the HR team and select unit heads who evaluated
candidates after each activity.
D&Bs Observation: Combination of Traditional Methods and New Age Technology for Recruitment
Experts View
Good initiative to stand out of Zero Rat Race. Integrating their Facebook page for attracting campus applicants is one of the latest
practices in HR, which reduces recruitment cost for the company. Further, selection process appears to be similar to an Assessment
Centre and hence, would ensure better selection. Furthermore, the company has high levels of innovation and sustainability along
with the aim to cope up with both national and global challenges.
Company Background
DCB Bank formerly known as Development Credit Bank Ltd was established in 1930. In 1995, DCB Bank was converted into a Scheduled
Commercial Bank. The bank offers personal banking, corporate banking, SME banking, NRI banking, and other banking services to
its clients. Under personal banking, DCB offers current account, savings account, deposit schemes, loan schemes, investment and
services, among others. Further, the bank offers working capital finance, term finance, and export credit to corporates. As on Mar
31, 2014, the bank operated through a network of 130 branches and 238 ATMs with a workforce of around 3,188.
Action Taken
To achieve this, three main areas such as value re-launch, building of infrastructure, and
Vision 2025
key resource succession planning were identified as broad strategic goals.
The company identified that it required putting in place a process, which would help in Strategic Proposals
improving retention, stemming attrition, and creating alternatives for people-dependent
roles. This led to the development of the Key Resource Succession Plan customized by
and for KIL. HR Initiatives
For this purpose, a unique tool named VRDN was developed. VRDN determines the
criticality of each role based on the value creation of the role to the business, rarity in Competency Based Framework
terms of skill sets, difficulty in terms of attracting people at affordable costs, and non-
substitutability of the position with other positions. Each role is scored based on the
Key Resource Succession Planning
above four factors to determine its criticality, where roles can have a maximum score of
6 and a minimum score of 1.
Unique role identification
Once the critical roles are identified, individuals are mapped to each of those roles to
determine the individuals who are placed in critical roles.
Skill Inventory & Mapping
The second phase begins when all the employees are evaluated and mapped onto the
Performance Potential Matrix. While performance is considered using the individuals
performance scores in the last three appraisals, potential is considered using the Identification of Critical Positions
individuals ability to function effectively in the future at higher responsibilities and
roles. This matrix groups employees into the nine buckets based on their performance Identification of Key Resources
and potential.
POTENTIAL
PERFORMANCE
Source: Kancor Ingredients Limited
This setting of development objectives is facilitated by the HR in cognizance with the reporting heads and programmes identified
for each individual. The programmes are selected using the DELTA framework of development where DELTA (D - Self Development,
E - Education, L - Learning, T - Technology enabled and A - Action Learning) refers to different modes of Training and Development.
At KIL, the approach used is to classify the programmes under the DELTA approach under three heads in the ratio of 70:20:10. The
70:20:10 framework facilitates learning through experience from others and through structured courses and programmes. This
exercise is not a one-time exercise and is continuous in nature where KIL needs to consider a set of people and map them according
to their performance and potential at fixed intervals of time.
Outcome
This process helps create linkages between criticality of the role and employees associated in each role. It helps identify key talent
available in the company and map them to the roles they hold. The process does not end with just identification of critical roles
and key resources. It is incorporated into the comprehensive Rewards and Recognition Plan of the company. Key Resources are
recognized and awarded a certificate commemorating their performance.
D&Bs Observation: VRND tool has helped in identification of right person for the right job. Thus, finding the right opportunity for
the employees with potential became easier, which helped the company in improving employee retention and managing talent
effectively within the company.
Experts View
The company has adopted a good and comprehensive framework for talent management. The tool is a modified version of GE
practice and combines other training framework. There is a good chance of high innovation and sustainability along with the aim
to cope with both national and global challenges.
Company Background
KIL is a manufacturer and exporter of spices from India. KILs history dates back to 1970 when it was formed as a division of Bombay
Oil Industries Ltd called the Botanical Extracts Division. The company caters to a wide range of natural extracts, spice oleoresins,
natural food colors, and essential oils in standard as well as customized blends and fragrance houses of the world.
Wipro Limited
Doddakannelli, Sarjapur Road, Bengaluru -560035, Karnataka
Tel: 080-28440011; Fax: 080-28440256
Email: saurabh.govil@wipro.com; Website: www.wipro.com
D&B D-U-N-S No 65-017-4378
Action Taken
In search for a solution, Wipro tried to ascertain the reason and conducted, Stay Interview, which were interviews with employees
who were good performers and who were with the company for a long period. Career emerged as the key reason why employees
continued to stay with Wipro. Having zeroed in on the problem, Wipro started working towards the solution and understood that
employees were looking for some guidance in terms of understanding the career framework, different roles, streams, options,
clarity on roles and information on job roles available.
Career Management at Wipro is seen as a shared responsibility between organisation, employee and manager.
Wipro built a career framework, which has six career streams. The first three levels are common and reserved for individual
contributors. The employee has to make a choice of either moving into a specialist role or people management role once they reach
the highest level of individual contribution.
With the importance of career growth clearly established, the intent behind building any practice or intervention was to empower
employees. Wipro developed the Career Hub, a portal where employees are empowered with information regarding various career
options and the criteria for movement within the various career streams and sub-streams. Given its large scale operations, there are
many career streams and sub-streams available for employees. Further, the portal enables supporting mechanisms such as training
available, policies and processes around career growth and career mentors. Employees can write regarding their queries to the
moderator through the career help service link provided on the site.
Through this portal, employees can look for specific roles depending on their career aspirations, understanding the role requirements,
and assessing the role themselves in terms of experience, skills required, and behavioral competencies. The employee can have career
conversations with their managers through the portal. Insights on career discussions are sought from the experienced employees
of the company globally through its Wipros Learning Network, which is well integrated with the Career Hub. A development plan is
prepared based on this and the same is submitted to the manager for evaluation and discussion. The system maintains information
regarding the development plans and the signed off actions, allowing for better tracking and closure.
Outcome
Career Hub has proved to be beneficial for Wipro. Within first 11 months of the portal being launched, around 200 unique roles
have been listed across five different career streams. More than 2,800 self-assessment and actions plans were done on the Career
Hub for an aspirational role in the company. Further, the company saw a drop in attrition rate to 15.1% in FY14 from 17.5% in FY12
accompanied with significant increase in employee productivity from 54% to 69% in FY14. Further, queries related to employee
career in its bi-annual Employee Perception Survey, 2013 showed 6% improvement compared with the previous last survey.
D&Bs Observation: Career Hub aided employees in making their careers grow and at the same time helped the company retain
its talent.
Experts View
Career planning and management in a huge organisation is a real challenge, especially in the IT industry. Nevertheless, the
organisation has started a systematic approach in managing the same. A great thought and act in meeting HR requirements of
knowledge workers with high innovation and sustainability, thereby, meeting the national and global challenges.
Company Background
Wipro was established in 1945 as Western India Vegetable Products Ltd. It diversified into the IT industry in 1981 and in 1983
established its software products and exports subsidiary, Wipro Systems. It ventured into the IT services industry in 1990 and
further expanded its operations into the BPO business in 2002. In 2008, the company ventured into the eco-energy business.
Wipro was listed on NYSE in 2000 and in 2013 it demerged its diversified business. Today, it is among the leading global players in
the field of Information Technology, IT Services, Outsourced R&D, Infrastructure Services, Business Process Services, and Business
Consulting. Wipro has more than 950 clients spread globally.
Company Background
Established in 1999, ADP is a subsidiary of ADP Inc. ADP offers a wide range of services, which include payroll, statutory, and HR
solutions. The company caters to diverse industries such as manufacturing, BFSI, ITeS, and ICT.
Innovate and Involve Process of Instilling Company Values in Each New Recruit
Apollo Hospitals Enterprise Ltd (Apollo Hospitals) had to hire new associates regularly to keep pace with its expansion strategy.
Through the induction method adopted then, the company found it difficult to disseminate its values and vision among the
associates and blend them with the companys culture and management. The critical challenge to the induction process was its
perception among the HODs and the lack of interest shown by them in the induction process. To address this concern and to enable
each new recruit to get in the Our Family mode and breathe the Apollo ethos, the company developed a simple strategy Innovate
and Involve. Initiatives were taken to involve the CEO and HODs of various departments to seek new ideas and approvals from
them at the development stage. Further, a new idea of management force was implemented at the development stage. All these
helped towards a better buy-in of the initiative from the management as well as new recruits. This made a huge difference to the
onboarding experience of new associates, giving them an immense sense of belongingness when they joined.
Company Background
Apollo Hospitals is one of the pioneers in healthcare services in India and in the past 32 years has provided services to more than
39 mn people across 120 countries. The Apollo Group is considered to be one of the largest integrated healthcare groups in the
region.
Company Background
CAM is a registered society and public trust established in 1972. Over the past three decades, the institution has achieved excellence
in education and healthcare domains.
Company Background
Dalmia Cement (Bharat) Ltd (Dalmia Cement), a part of Dalmia Group, was incorporated in 1939. The company is engaged in
manufacturing, packing, and sale of cement. It caters to special needs of strengthening airstrips, concretising railway sleepers, and
cementing oil wells, amongst others. Dalmia Cement operates its manufacturing facilities in Dalmiapuram and Ariyalur of TN and
Kadapa of AP with an installed capacity of 9 MMTPA.
Company Details Management Details
HR Segment Talent Acquisition Managing Director Gautam Dalmia
Industry Cement Executive Director R A Krishnakumar
Case study details as provided by the company; Tabular details as provided by the company and from its website
Company Background
DCB Bank formerly known as Development Credit Bank Ltd was established in 1930. In 1995, DCB Bank was converted into a Scheduled
Commercial Bank. The bank offers personal banking, corporate banking, SME banking, NRI banking, and other banking services to
its clients. Under personal banking, DCB offers current account, savings account, deposit schemes, loan schemes, investment and
services, among others. Further, the bank offers working capital finance, term finance, and export credit to corporates.
Company Details Management Details
HR Segment Recruitment Managing Director & CEO Murali Natarajan
Industry Banking Head - Operations, Technology & HR R Venkattesh
Case study details as provided by the company; Tabular details as provided by the company and from its website
Company Background
DCB Bank formerly known as Development Credit Bank Ltd was established in 1930. In 1995, DCB Bank was converted into a Scheduled
Commercial Bank. The bank offers personal banking, corporate banking, SME banking, NRI banking, and other banking services to
its clients. Under personal banking, DCB offers current account, savings account, deposit schemes, loan schemes, investment and
services, among others. Further, the bank offers working capital finance, term finance, and export credit to corporates. As on Mar
31, 2014, the bank operated through a network of 130 branches and 238 ATMs with a workforce of around 3,188.
Company Details Management Details
HR Segment Career Prospects Managing Director & CEO Murali Natarajan
Industry Banking Head - Operations, Technology & HR R Venkattesh
Case study details as provided by the company; Tabular details as provided by the company and from its website
Company Background
Established in 1989, HCG is headquartered in Bengaluru. The company is among the leading private players in Oncology treatment.
It operates dedicated cancer care network of 29 hospitals across pan India and Africa.
IVRCL Limited
M- 22/3RT, Vijayanagar Colony, Hyderabad - 500057, AP
Tel: 040- 23343768/3550; Fax: 040-23345004
Email: pandu@ivrinfra.com; Website: www.ivrcl.com
D&B D-U-N-S No 87-095-4566
Company Background
IVRCL was formed in 1987 as an EPC and LSKT service provider with presence in waters supply and environmental projects,
transportation, buildings and industrial structures, and power sector. The company operates under BOT, BOOT, and DBFOT types of
PPP contracts.
Company Background
Kotak Mahindra is a joint venture between Kotak Mahindra Bank Ltd, its affiliates, and Old Mutual. The company started operations
in 2001 and offers insurance solutions to both individuals as well as groups (such as corporates, which are treated a single entity
under group schemes).
Company Background
Piramal Glass is a part of the diversified Piramal Group, which was formed in 1984. The company is engaged in delivering glass
packaging solutions for the pharmaceuticals, specialty foods and beverages, cosmetics and perfumery industries, and services
industry.
Company Background
PVSL was formed in 1983. It was initially engaged in the trade of automobile and engineering spare parts. Currently, its primary
business is that of being the authorised dealer for sales and service of Maruti cars.
Company Background
TCL is a subsidiary of Tata Sons Ltd and offers fund and fee based financial services to its clients. TCL caters to diverse financial
requirements of its retail, corporate, and institutional customers directly or indirectly through its subsidiaries.
Company Background
Tata Power SED is a division of The Tata Power Company. The company is a private sector player in the indigenous design, development,
production, integration, supply and life-cycle business. Tata Power SED has been participating in the defence programme through a
dedicated R&D center at Mumbai and production facility at Bengaluru. Tata Power SEDs product range include weapons system and
their upgradation for ground forces, upgradation of tanks, armored vehicles and related equipment, ballistics, etc.
Company Details Management Details
HR Segment Talent Acquisition Chief Executive Officer Rahul Chaudhry
Industry Defence Head - HR Shyam Iyer
Case study details as provided by the company; Tabular details as provided by the company and from its website
Technosoft Corporation
4th Floor, Unit 1, International Tech Park, CSIR Road, Taramani, Chennai - 600113, TN
Tel: 044-42269999; Fax: 044-42269900
Email: jude.xavier@technosoftcorp.com Website: www.technosoftcorp.com
D&B D-U-N-S No 91-600-8891
Combination of Internal and External Resources for Successful Large Recruitment Drive
Technosoft Corporations (Technosoft), recruitment team had to work on meeting its skilled manpower requirement for a short
span of time for a particular project at a particular location. Further, they had to keep in mind the experience and skillsets required
for the project. The easiest way out would have been to take assistance from the vendor. However, the costs associated would be
much higher, which would dent profitability. The company took an alternative approach and decided to use its internal recruitment
team to ramp up resources. It relocated its recruiters from on a temporary basis and roped in a local contract recruiter with local
market expertise. Since the requirement was relatively huge and time available very less, the company had to target Tier II and Tier
III organisations and tap its active database without compromising quality. Apart from this, the company used the employee referral
source and hired employees for the various positions available.
Company Background
Technosoft was formed in 1996 and is one of the leading providers of IT, BPM, and consulting services. The company caters to
healthcare services, financial services, retail services, global in-house centers, and US local and state governments, among others.
Action Taken
Accordingly, PGCIL formulated a knowledge management policy named Gyan Arjan, aimed at Analysing, Acquiring, Creating,
Sharing and Using knowledge strategically to make it a pioneer in the field of power transmission. The focus of this policy needed
to be knowledge sharing. Further, it would encourage adoption of new knowledge management tools. Furthermore, it would help
increase employee satisfaction by facilitating employee learning.
The policy was circulated across the company and published for wider circulation. The company had to prepare knowledge nuggets,
a knowledge map and matrices spreading over the knowledge map of various departments at the corporate centre, regional offices
and subsidiaries. Powerportal, the intranet site of PGCIL was used as a platform to upload about 100 GB worth of information
collated at source and stored in a knowledge bank, where data would be classified in knowledge maps created by nodal officers.
The right and duty to act as contributors of information would vest with all employees of PGCIL. Knowledge shared would be open
to review/comments by all employees. The knowledge bank would carry information such as people details, training material,
literature, discussion forum/blogs, lessons learnt, external resources, corporate information, project information, technical
drawings, specifications and blueprints, technical reports, records of meetings, competitors information, buzzwords and glossary
of frequently used terms and abbreviations. The ERP group was assisted in incorporating the knowledge management technology
in the companys ERP package.
With respect to the knowledge nuggets that need to be shared, the company formed a group called the Communities of Practice
(CoP), comprising of the telecom, grid management, project management, consultancy, finance, HR and IT teams. These groups have
been exhorted to come together and share information either face-to-face or virtually. Accordingly, these groups are pondering over
what kind of knowledge needs to be shared, created and documented. Their inputs are being used in designing and streamlining
the knowledge management system.
The company has collated corporate yellow pages to cope with the requirement of onslaught of competition to companies operating
in various businesses. PGCIL is seeking to standardize its business segment classifications on the lines of its business verticals, and
will scrutinize and delineate commonalities in its corporate yellow pages. The business verticals used for classification are operation
and maintenance of transmission assets, grid management, telecom, project management, consultancy and their enablers viz.,
Outcome
The company, for the dissemination of knowledge, intends to develop a knowledge management information technology platform
called Knowledge Bank, which will comprise of database and information repository for referral purposes.
The company has set up a knowledge management cell for determining and measuring knowledge performance. Following are the
activities to be carried out by knowledge management cell:
To ensure that information is updated and communicated using the KM system, in line with the knowledge management
policy
To establish knowledge management framework across the organisation
To define cross linkages for knowledge assets as per the knowledge map prepared by the nodal officers (contractual circulars
uploaded in contracts area should have a linkage in the circular area)
To ensure that the company maximizes the value of knowledge assets, to facilitate the deployment of knowledge info structure
(hard and soft) and to enhance knowledge sharing and creation culture
TO develop an effective measurement and monitoring of trends to formulate policies to support knowledge sharing and
creation and establish common development initiatives. The KM cell would create a KM monthly report listing the knowledge
management contributions made from the various departments/regions/sub stations
D&Bs Observation: A knowledge management policy that aims at converting individual knowledge to organisational knowledge,
to enable a concerted effort to combat competition.
Experts View
This is an extremely good initiative where knowledge is disseminated for all concerned and can give rise to organisational
knowledge which is by the people and for the people. The process covers key exemplary characteristics of HR practices in areas of
innovation and sustainability and also addresses national as well as global challenges.
Company Background
PGCIL was incorporated in 1989 as National Power Transmission Corporation Ltd. It was accorded the status of a Navratna in May
2008. PGCIL is primarily engaged in transmission of bulk power, across several states. The company has business interests in telecom
and consultancy services.
Canon Indias Inclusive and Systematic Approach towards Employee Data Dissemination
Accuracy and efficiency in management of employee related data is the key to right decision making. Canon India Pvt Ltd (Canon
India) felt the necessity to systemize its employee data after experiencing challenges such as dependence on specific HR members,
manual compilation, running into risk of errors, and unavoidable delays. Hence, to create a coherent and accessible employee
data system, Canon India adopted a progressive method of creating HR Dashboard that gathers data from the existing Human
Resource Information System (HRIS) and facilitates anytime anywhere access to employee data. It created a cross-functional team
comprising people from HR, IT, and business users. The application compiles data from HRIS and generates statistical reports on the
identified areas, offering real-time information access to key stakeholders. The heads of business units are now able to understand
the demographic presence of their teams, facilitating prompt decision making. Further, the statistics generated by the system are
fast and accurate, ruling out manual interventions. Since its launch, the application has achieved an average utilization of 45 man
hours per month.
Company Background
Incorporated in 1997, Canon India is a wholly owned subsidiary of Canon Singapore Pte Ltd. The company operates in the digital
imaging space with a wider range of contemporary products including digital copiers, multi-functional peripherals, fax machines,
inkjet and laser printers, scanners, all-in-ones, digital cameras, digital camcorders, dye sub-photo printers and semiconductors, card
printers, and cable ID printers.
Company Details Management Details
HR Segment Information Dissemination President & CEO Kazutada Kobayashi
Industry Consumer Electronic Products Senior Director - HR Operations Shikha Rai
Case study details as provided by the company; Tabular details as provided by the company and from its website
Company Background
GOL Offshore came into existence following a demerger of the offshore division of The Great Eastern Shipping Company Ltd in 2006.
It provides integrated offshore oilfield services to upstream oil and gas producers to conduct offshore E&P activities. It operates in
offshore drilling services, offshore logistics support services, engineering services, port and terminal support services, ship repair
services, inspection, maintenance, and repair.
Company Background
Marwadi Shares was incorporated in 1992 as Marwadi Shares and Finance Pvt. Ltd. In 2006, the company was converted into
a limited company. It has 73 branches and more than 750 channel partners operating more than 7000 trading terminals across
184 cities. The company is a trader and clearing member of NSE, BSE, MCX, NCDEX, and NCDEX spot exchanges in the areas of
equity, derivatives, currency derivatives, mutual funds online, and commodity future trading segments. Further, the company is a
depository participant of National Security Depository Ltd and Central Depository Services of India Ltd. The company is engaged in
providing other financial services such as mutual fund distribution, insurance products distribution, portfolio management services,
and NPS distribution.
RR Kabel Limited
305/A, Windsor Plaza, RC Dutt, 3 Road, Vadodara - 390007, Gujarat
Tel: 0265-2321891; Fax: 0265-2321894
Email: rameshwarlalkabra@amratna.com; Website: www.ramratna.com
D&B D-U-N-S No 91-845-4968
Company Background
RRK was established in 1980 and is in the business of wire designs and engineering. RRK manufactures wires of multiple categories
such as building wires (Superex FR, Flamex FR-LSH), communication wires (ratna com, ratna co-X, and ratna lan), industrial cables
such as armored and unarmored cables, control cables, and braided cables. The companys international product range includes
2491X, tri rated cables, 318-Y, and 6491X.
Information Dissemination through IGNITE (Intelligence Gathering by Netting Information to Transform Environment)
The Tata Power Co Ltd - Strategic Engineering Division (Tata Power SED) came up with the IGNITE (Intelligence Gathering by Netting
Information to Transform Environment) initiative which helped the company to ensure that all the employees are engaged right
from the start and are taken through the business model and business process projects. IGNITE comprised of three sessions. In the
first session, teams are formed and a specific set of study material is provided to the team members in each cluster for reading.
There is a cluster formed for each set or type of the material that is generated. The facilitator distributes two sets of material. Both
the sets complement each other and are relevant to the specific domain. Each group is expected to share findings of at least three
learning points through open ended questions, which are presented. In the second session, the clusters are again regrouped to
ensure representation of each team member and a second set of questions, which are closed ended are presented for discussion.
This activity helps understand the absorption level of the team. The last session involves addressing other team members questions
and concerns.
Company Background
Tata Power SED is a division of The Tata Power Company. The company is a private sector player in the indigenous design, development,
production, integration, supply and life-cycle business. Tata Power SED has been participating in the defence programme through a
dedicated R&D center at Mumbai and production facility at Bengaluru. Tata Power SEDs product range include weapons system and
their upgradation for ground forces, upgradation of tanks, armored vehicles and related equipment, ballistics, etc.
Company Details Management Details
HR Segment Induction Chief Executive Officer Rahul Chaudhry
Industry Defence Head - HR Shyam Iyer
Case study details as provided by the company; Tabular details as provided by the company and from its website
3TRONG %MPLOYEE MOTIVATION PLAYS A PIVOTAL ROLE IN BUSINESS GROWTH AND PROFITS /VER (2 ,EADERS
HAVE BROUGHT SMILE ON THE FACES OF THEIR EMPLOYEES BY MOTIVATING AND REWARDING THEM WITH 3ODEXO -EAL
6OUCHERS )TS YOUR TIME TO GIVE YOUR EMPLOYEES THE Sodexo Benefit AND GET THAT BILLION DOLLAR SMILE
Objective
Following are the major objectives of BVPL:
To inculcate Bayer Values LIFE (leadership, integrity, flexibility, efficiency)
Appreciate Diversity & Strengths among employees
To co-create vision identify at the top Must win battle, cascade the vision to all employees
Strategies Chosen
The new leadership team homed in on a few strategies to bring about these changes. Following are some of the major strategies
chosen by the company:
External consultant partners for the visioning exercise
Leadership team conceives What to Achieve through Bonding for Greatness - an outbound programme
Change in leadership
Create internal trainers
Cascading the vision to all employees
Action Taken
A module was framed with the help of external consultants and in-house trainers to cascade the Bayer philosophy and LIFE values
to all the employees. There were four major steps to bring about this change as shown in the figure below:
Bonding for
Step 2 The Roll Out: Step 4
Greatness (BFG) Employees
for the top Train the Trainer understand the Welcome changes
management to (TTT Programme) CREDO/MWBs/ are visible
arrive at a vision. the torch bearers to Bayer Philosophy
roll out "The and LIFE Values
Step 1 Journey: Good to
Step 3
Great."
Outcome
The compliance percentage increased from 48% in 2012 to 72% in 2013 after the change was implemented. Further, 65 Safety
awards, 139 rewarded long service awards, 22 Bay Spot winners, and 17 other rewards were given to the employees.
Further, some of the other non-measurable outcomes that were witnessed were as follows:
Change in working hours resulting in improved work life balance
Improvement in safety (PPEs issued to all/Behavioral Based trainings/encouraged reporting of accidents & incidents/Tool box
talks)
Improved welfare facility in the form of bus facility, canteen facility, Uniforms and drinking water
Transparency & Trust by means of Employee Handbook, Town Halls and Focused Group Discussions with the employees
Celebrating events and festivals leading to increase in bonding/ connect between employees of different departments
Rewards and Recognitions programmes to motivate employees.
D&Bs Observation: A structured method for integration of its new vision into the system helped BVPL in achieving their goal of
bringing about the required change in the company successfully.
Experts View
A planned change with a good story and a case of building from good to great. All steps undertaken appear to be logical and the
compliance result indicated their success. Good levels of innovation and sustainability along with the aim to cope up with both
national and global challenges.
Company Background
BVPL, a 100% owned subsidiary of Bayer SAS Francewas was established in 1990. In 2002, the company was acquired by Bayer
CropScience. Later in 2013, it was renamed as to its present name.
The company is engaged in the manufacture of active ingredients and its intermediates for use in a wide array of agriculture and
environment protection products. BVPL is also the one of the largest synthetic pyrethroids production facility in the world.
Objective
Following were the major objectives of the company:
To have highly motivated and committed workforce
To stimulate growth through employee engagement
To enhance the culture of recognition and appreciation
To create a platform for effective and transparent communication within the organisation
Action Taken
The company decided to take cues from Canon Asia Group companies and other corporate houses in India. Based on the information
collected, Canon India formed a strategy focusing on five action points as stated below:
Outcome
Employee engagement at Canon India is an ongoing and periodic activity. A steering committee regularly reviews the above action
points and takes the necessary initiatives. This has helped create a feedback driven positive ambience in the organisation. Initiatives
Company Turnover ` 10 bn - 25 bn
Case study details as provided by the company; Tabular details as provided by the company and from its website
An Employee Satisfaction Survey is rolled out every year to gauge the commitment and motivational levels of its employees. The
score obtained through the survey has seen improvement over the previous year.
With the strong belief in the fact that Voice of Every Employee Matters, the company is all set for continued success by focusing
on the key engagement drivers that make a positive impact on the workforce, keeping them engaged.
Way Forward
With the strong belief in the fact that Voice of Every Employee Matters the company has set up for continued success by focusing
on the key engagement drivers that create a positive impact on the workforce thus keep the employees engaged. Canon India also
plans to roll out Employee Satisfaction Survey every year to gauge the commitment and motivational level of its employees and try
to implement industry best practices to make the organisation a better workplace.
D&Bs Observation: Employee engagement framework is efficiently laid down to achieve excellence in performance.
Experts View
Progressive and innovative practices were undertaken by the company. Its practical implementation and success can be accessed
from the improvement in Employment Satisfaction Survey. Thank you stories, Say Hello, and Flash Mobs are the latest practices
adopted and hence, can be treated as an innovative framework. Further, the company can take these forward by considering an
employee engagement model that would address job nature, environment, and rewards for different performance levels and
career stages, creating a positive impact on the workforce.
Company Background
Incorporated in 1997, Canon India is a wholly owned subsidiary of Canon Singapore Pte Ltd. The company operates in the digital
imaging space with a wider range of contemporary products including digital copiers, multi-functional peripherals, fax machines,
inkjet and laser printers, scanners, all-in-ones, digital cameras, digital camcorders, dye sub-photo printers and semiconductors, card
printers, and cable ID printers.
Canon India has ventured into the retail space through its stores operating under the brand name Canon Image Square. Its marketing
and distribution network includes around 100 primary channel partners and 14 national retail chain partners.
Dalmia Cements Comprehensive Multi-Tiered Employee Engagement Programme to Increase Retention Rate
Challenges
Dalmia Cement (Bharat) Ltd (Dalmia Cement) manufacturing plants are located in remote areas due to proximity to raw material.
Therefore, the company faces the challenge of retaining talent and meeting peoples expectation in its plants. Employees working
in these remote areas expect their employers to provide various facilities such as schools, hospitals, and recreational activities.
Action Taken
To tackle this challenge, Dalmia Cement adopted a detailed and comprehensive employee engagement plan. The level of employee
engagement was ascertained through observing the following behaviors: Say (speak positive about the organisation), Stay (desire
to remain a member of the organisation), and Strive (to put in extra effort to deliver organisational goals).
Further, the company has a well-defined induction programme to help the employees align with the Dalmia Cement culture. It
practices Buddy Mentor concepts where every member is treated as valuable and needed by the organisation. The company
has partnered with various consulting firm such as Aon Hewitt, Gallup, and Great Place to Work to design effective employee
engagement programmes. The company has taken various initiatives such as clarity on roles, cross functional roles, job rotation,
access to senior personnel, and employee referral programme, to retain and attract talent. Further, the company provides various
facilities such as gym and sports facilities, entertainment and effective work balance, activities involving families of employees, and
emergency financial support.
The company has taken various initiatives for its employees overall safety and well-being. For safety, in the last three years, the
company has allied with DuPont to follow the DuPont safety principles and practices. For employee well-being, the company helps
new joinees with relocation, provides free dress and subsidised lunch, and reimbursement of mobile phone and school fees of
children. The company has an exclusive ethics helpline where employees can express discomfort with teams and the organisation.
Each complaint is treated with utmost confidentiality and is addressed through a proper redressal mechanism.
Stakeholder Involvement
Dalmia Cement strongly believes that the involvement of the management, reporting managers, and senior leadership teams will
assist in understanding people expectation and addressing it on a timely basis. It has organized a separate HR vertical to conduct
regular and periodical surveys to understand peoples expectation and grievances. Open door policy is in existence, where every
employee can directly access top leaders of the organisation at any point of time for any requirement which is the distinct USP of the
organisation. Further, Ask MD is another facility for employees to directly connect to the managing director of the group through
intranet facility.
Outcome
With the help of all these initiatives, the company was able to increase its retention rate from 75% in 2010-11 to 94% in 2013-14.
Further, it has seen a massive increase in engagement score in the survey conducted by Hewitt over the past few years.
Further, through various employee engagement initiatives, the company has witnessed an improvement in productivity levels of
the employees in the organisation.
D&Bs Observation: Employee engagement is critical to have a healthy retention ratio, especially when employees are located in
remote regions.
Experts View
The employee engagement methods are quite innovative and practical. The company has considered comprehensive framework
of employment engagement-Speak-Stay-Strive with good innovation and sustainability. The Employee Retention Rate share gives
a remarkable positive change.
Company Background
Dalmia Cement a part of Dalmia Group was incorporated in 1939. The company holds 47.3% stake in OCL India Ltd, a cement
player in Eastern India. The company is engaged in manufacturing, packing, and sale of cement and caters to the special needs
of strengthening airstrips, concretising railway sleepers, and cementing oil wells, amongst others. Dalmia Cement operates its
manufacturing facilities located in Dalmiapuram and Ariyalur in TN and Kadapa in AP with an installed capacity of 9 MMTPA. Further,
the company has set up 53 windmills in Muppandal, TN to generate eco-friendly captive power for its plants.
Objective
The major objective of the company was to maintain a healthy diversity. It aims to focus on improving diversity at the leadership
positions as the company had noticed a very sharp drop towards middle to senior management positions with fewer women
executives.
Action Taken
To find out the causes for this drop, the company conducted an intensive study within the organisation. It gathered data around the
various trends regarding women employees at PSPL, analysed causes around these trends and planned appropriate steps around
it.
Following were some causes and steps taken in implementing changes for the lack of diversity at senior levels:
It was observed that there are no first level biases (e.g. salary, hiring preference). However, the study revealed a set of second
level biases including spending more time on a particular grade compared with men, turn down advancement opportunities
for varied reasons or are at times deprived of such opportunities by their considerate managers. To address these issues, the
company started focusing on sensitizing managers about the importance of helping women take up these varied opportunities.
It also plans to work on grooming and training selected set of women managers to take up higher responsibilities and to help
build up their confidence levels.
Further, women seem to lag behind because managers shy away from giving feedback to women employees as strongly as
they would provide to their male counterparts leading to deprived opportunities for the women to excel. To overcome this,
the company is addressing some workshops/trainings to help managers understand how women receive feedback on their
performance.
Too few lateral hires at the managerial level indicate that the pool of lateral hires is inadequate, hence growing from within
becomes a necessity. To tackle this problem, PSPL offers easier return policy from maternity leaves and other breaks by
providing women employees the much needed temporary support. Further, it also encourages employees by providing them
flexibility at work like work from home and part time facilities.
The company has initiated Wonet, a womens network that will build up a strong well connected network for Women which
will act as a support group to deal with career related and other common issues faced by them. It also plans to initiative
Prerana that focuses on empowering women to take leadership positions.
Outcome
The company is encouraging women to resume work after their maternity leaves, by providing work-from-home and part-time
facilities. To tackle the networking issue, the company has formed Wonet, which aims at building up a strong well connected
network for women and acts as a support group to deal with career related issues and other common issues faced. Further, the
D&Bs Observation: A holistic approach is displayed demonstrating great commitment to overcome the challenges of gender
diversity at work place.
Experts View
Managing gender diversity and career path for women employee is a highly critical issue of the economy as a whole. In the IT
industry, it is of particular importance, since percentage of women employees in IT compared with other industries would certainly
be higher. The company has made efforts to address the issue and has adopted some good initiatives to keep women employees,
while addressing national and global challenges.
Company Background
PSPL, incorporated in 1990, was amongst the first companies in Punes Software Technology Park. It went public in 2010. The
company specializes in software product development and technology services. Its offerings include product concept and design,
agile product engineering, performance engineering and professional services such as cloud, security, BI and analytics and mobility
among others. It caters to more than 300 customers across sectors such as technology, telecommunication, life science, healthcare,
banking and financial services.
Action Taken
To understand the reason behind the high employee attrition, the HR team conducted exit interviews, talent interviews, employee
pulse surveys, and benchmarking visits to arrive at the root cause and take timely actions. Based on the results derived, the company
adopted Quick Response Six Sigma and 5 WHY analysis and formulated key focus areas.
WIL created avenues for employees to get exposure on global assignments and deputed them on various WABCO sites. Career
path was designed for each role and was reviewed by a solid line manager. Career plan of talent is defined in two ways career
plan within the function and career plan outside the function. Further, leadership development programmes including NextGen
Leadership for potential talent and Born2 Win were introduced. The main objective of the leadership programmes was to enable
participants to perform their current roles more effectively with enhanced managerial knowledge and skills. Further, it would
prepare them for leadership roles at different levels to take up challenges of rapid growth.
Global
Assignments
Key
Actions
Career
Communiation
Progression
Channels
Plan
Leadership Mentoring/
Development Coaching
From Jan 2013, WIL shifted its working pattern from 6 days to 5 days a week to help employees maintain work life balance. Additionally,
a structured communication process with initiatives such as Talk to Me, Women Employees Forum, Lets Get Acquainted were
introduced for employees.
Attrition Trend
12
10.14
10
8.77
8
7.28
% Attrition
4 3.09
2
0
2011 2012 2013 2014 YTD
Year
Employees have been the core of WILs growth strategy and have been well recognized by the global management and hence, WIL
has been de-linked from WABCO Asia and is considered a separate entity. To derive the best out of its talented workforce, the HR
team of WIL keeps churning out innovative methods.
D&Bs Observation: Perfect blend of managing growth and retaining organisational talent
Experts View
A multipurpose strategy for employee retention. High levels of innovation and sustainability along with the aim to cope with the
both national and global challenges.
Company Background
WIL was incorporated in 2004 as Auto (India) Engineering Ltd. In 2007, its name was changed to WABCO-TVS (India) Ltd and
subsequently, the SCL Brakes division was demerged into it in 2008. The company acquired its present name in Aug 2011.
WIL is a leading OEM player engaged in the designing and manufacture of conventional braking products, advanced braking
systems, and other related air assisted products and systems. Further, the company has gained prominence in the aftermarket
service segment through its widespread distribution network of more than 7,000 outlets and 250 service centers.
WILs Successful Employee Engagement Practices through TEI (Total Employee Involvement) Initatives
Challenges
The entity WABCO India Ltd (WIL) was formed in 2011 after the global WABCO group took majority control of the brakes division of
Sundaram-Clayton Ltd. The management had well anticipated the challenges of merging the work culture with a global organisation.
The challenges faced were retaining the loyal and hardworking old generation operators and induct and engage new generation
workforce and executives who possess abundant talent and have high aspirations. The HR team had to strike a balance between the
experienced and young talented employees.
Objective
WIL, being the one of the pioneer in dual air brake system had been enjoying high market share in India. Retaining this high market
share and sustaining the customer confidence was one of the main objectives in the changed circumstance. With the merger
of global WABCO, new export revenues opened for WIL. Thus the need to enhance employee engagement to meet the growth
strategies in OE, aftermarket and exports markets propelled the HR function to augment the employee engagement initiatives.
Available Solutions
The TQM process adopted by the company to improve its quality, process, and business constantly rests on the foundation of
employees practicing daily management. Hence, it was crucial for the HR team of WIL to initiate employee engagement initiatives.
TQM at WIL aims at enhancing customer satisfaction and improving business results. TQM rests on the solid foundation of employees
practicing daily management and is supported by five pillars as shown below -
Action Taken
Out of the above, Total Employee Involvement (TEI), a pillar to the success of TQM, has been among the important employee
engagement initiatives initiated by the company. Post the merger of WIL, the HR team identified several employee engagement
initiatives such as Talk to Me, Women employees forum, Lets get acquainted, I build WABCO, Employee Contact Meetings,
New Employees Get together, and Town hall meetings.
Outcome
The company has achieved 100% participation in suggestion, QCC, and SIT/CFT since many years. Several teams compete to
achieve the best QCC, SIT, and CFT team status every month and the same is rewarded by cash prizes, recognition, silver coins, and
opportunity to participate in external competitions.
Since almost 15 years, TEI has been achieving great success in the company. In 2013, savings through TEI projects stood at ` 291
lakhs, which has been benchmarked to ` 325 lakhs for 2014. WIL receives about 48 suggestions per person each year. The company
conducts QCC conventions each year that serves as a platform for past years review, sharing organisational goals for the current
year, and in setting targets. Further, the company organises theme based TEI projects with dedicated set of months for safety,
productivity improvement, cost reduction, quality improvement, and some special issues such as inventory reduction. Employee
engagement has been the core of WILs growth strategy and has been well recognized by the global management.
D&Bs Observation: Perfectly laid down engagement practices resulting in relentless contribution by employees
Experts View
A good thought process through employment engagement focusing on communication and employee involvement. The company
can also take the initiative forward with comprehensive employment engagement model balancing job, environment, and
returns.
Company Background
WIL was incorporated in 2004 as Auto (India) Engineering Ltd. In 2007, its name was changed to WABCO-TVS (India) Ltd and
subsequently, the SCL Brakes division was demerged into it in 2008. The company acquired its present name in Aug 2011.
WIL is a leading OEM player engaged in the designing and manufacture of conventional braking products, advanced braking
systems, and other related air assisted products and systems. Further, the company has gained prominence in the aftermarket
service segment through its widespread distribution network of more than 7,000 outlets and 250 service centers.
ADPs Approach of Career Driver has helped Employees to Chart their own Career Path
ADP Pvt Ltd (ADP), tried to analyze the reasons for attrition and career growth and career experiences emerged as two top reasons
for associates exiting the organisation. After deliberation, ADP zeroed in on the Career Development through its programme,
Career Driver, which was designed to aid the associate navigate their career growth and development at ADP. Taking a new role or
expanding in the current role calls for skill up gradation for the associate, the Individual Development Plan process is a continuous
cycle of planning, implementation and evaluation between an associate and the manager. Depending on the path chosen by the
associate, the development needs of the associate are matched with available development activities and the final development
plan comprises of a mix of on-the-job training, experiential learning and formal training classes. This approach has delivered the
desired results for ADP, associates have been able to plan and identify the relevant job profile for them thus not only in retaining
highly motivated associates but also in grooming leadership talent.
Company Background
Established in 1999, ADP is a subsidiary of ADP Inc. ADP offers a wide range of services, which include payroll, statutory, and HR
solutions. The company caters to diverse industries such as manufacturing, BFSI, ITeS, and ICT.
Company Background
Established in 1999, ADP is a subsidiary of ADP Inc. ADP offers a wide range of services, which include payroll, statutory, and HR
solutions. The company caters to diverse industries such as manufacturing, BFSI, ITeS, and ICT.
Company Background
AAL formed in 1987, is an integrated component manufacturer in India. AAL started its manufacturing unit in Gurgaon and has set
up, acquired, and entered into JV for various manufacturing units with state-of-the-art technology. AAL undertakes operations such
as forging, iron and aluminum casting, machining, and sub-assembly.
Company Background
ATS is a real estate company formed in 1998. The company carries out its business across the NCR Region, Dehradun, and Punjab.
It is involved in procurement of land, development and construction of multi-story residential apartments, villas, and other
infrastructure needs in a high-end residential complex.
Company Background
Compunnel is engaged in developing customised solutions with the latest technology in multiple venues including IT consulting and
staffing, custom business application development, eLearning, and enterprise applications.
Company Background
Compunnel is engaged in developing customised solutions with the latest technology in multiple venues including IT consulting and
staffing, custom business application development, eLearning, and enterprise applications.
Company Background
Dalmia Cement (Bharat) Ltd (Dalmia Cement), a part of Dalmia Group, was incorporated in 1939. The company is engaged in
manufacturing, packing, and sale of cement. It caters to special needs of strengthening airstrips, concretising railway sleepers, and
cementing oil wells, amongst others. Dalmia Cement operates its manufacturing facilities in Dalmiapuram and Ariyalur of TN and
Kadapa of AP with an installed capacity of 9 MMTPA. Further, the company holds 47.3% stake in OCL India Ltd, a cement player in
the Eastern India. Moreover, it has set up 53 windmills in Muppandal, TN to generate eco-friendly captive power for its plants.
Company Details Management Details
HR Segment Industrial Relations Managing Director Gautam Dalmia
Industry Cement Executive Director R A Krishnakumar
Case study details as provided by the company; Tabular details as provided by the company and from its website
Company Background
GOL Offshore came into existence following a demerger of the offshore division of The Great Eastern Shipping Company Ltd in 2006.
It provides integrated offshore oilfield services to upstream oil and gas producers to conduct offshore E&P activities. It operates in
offshore drilling services, offshore logistics support services, engineering services, port and terminal support services, ship repair
services, inspection, maintenance, and repair.
Company Background
HCL Technologies a part of the HCL Enterprise was incorporated in 1991. The company is amongst the leading IT services companies
in India. It has presence in about 26 countries across the Americas, Europe, Asia Pacific, Middle East and Africa. HCL Technologies
services offerings encompass BPO, Custom Application Services, Engineering and R&D Services, Enterprise Application Services,
Enterprise Transformation Services and IT Infrastructure Management Services.
Company Details Management Details
HR Segment Career Prospects Founder & Chairman Shiv Nadar
Industry IT Industry Chief HR Officer Prithvi Shergill
Case study details as provided by the company; Tabular details as provided by the company and from its website
Company Background
Established in 1989, HCG is headquartered in Bengaluru. The company is among the leading private players in Oncology treatment.
It operates dedicated cancer care network of 29 hospitals across pan India and Africa.
Company Background
Established in 2010, IndiaFirst offers insurance products in the areas of health, security/protection (term insurance), savings, and
wealth. Further, the company offers a wide range of group insurance products in credit life, term, and employee liability plans.
Company Background
L&T Construction Equipment is a wholly-owned subsidiary of Larsen & Toubro Ltd and manufactures construction equipment and
hydraulic components.
Company Background
Lokmat was incorporated in 1973. It is a multiplatform media company with a diversified portfolio of publishing, broadcast,
entertainment, community, and sports verticals. The company owns 24 hours news and current affairs channel called IBN Lokmat
through a JV with the Network 18 Group.
Company Background
Marwadi Shares was incorporated in 1992 as Marwadi Shares and Finance Pvt. Ltd. In 2006, the company was converted into a
limited company. It has 73 branches and more than 750 channel partners operating more than 7000 trading terminals across 184
cities. The company is a trader and clearing member of NSE, BSE, MCX, NCDEX, and NCDEX spot exchanges in the areas of equity,
derivatives, currency derivatives, mutual funds online, and commodity future trading segments.
Company Details Management Details
HR Segment Retention Chairman & MD Ketan H Marwadi
Industry Equity Broking Assistant Vice President - HR Axaybharti N Goswami
Case study details as provided by the company; Tabular details as provided by the company and from its website
Team Health Study Practices for Identifying Gaps and Taking Corrective Action
Omega Healthcare Management Services Pvt Ltd (OHPL) has a practice in place called Team Health Study, which has helped in
reducing the effects of absenteeism and attrition successfully by tracking employee engagement, employee behavior, and
leadership effectiveness constantly. This is done by conducting a satisfactory survey, which is designed to understand in terms of
seven dimensions, which are pride and ownership, communication, fairness and equity, team approach, training and career focus,
leadership and effectiveness of processes, and work-life balance. These surveys are conducted every six months, which provides
adequate time to understand the gap and take corrective actions. Majority of the recruitment is done from the referral policy, which
has a direct bearing on hiring. These initiatives have helped create an Omega culture that improved the trust between employees
and the management and thus, lowering or at least improving the predictability of attrition.
Company Background
OHPL is a provider of healthcare outsourcing services. OHPLs services include medical coding, medical billing, A/R management,
claims processing, and healthcare revenue management. The company delivers these services to hospital-based and office-based
physician specialties and their hospital clients. Data entry services comprise demographic information, payment posting, and data
validation whereas account receivable management includes denial processing claims and customer service.
Company Background
OHPL is a provider of healthcare outsourcing services. OHPLs services include medical coding, medical billing, A/R management,
claims processing, and healthcare revenue management. The company delivers these services to hospital-based and office-based
physician specialties and their hospital clients. Data entry services comprise demographic information, payment posting, and data
validation whereas account receivable management includes denial processing claims and customer service.
Company Background
OCIL was established in India in 1996. In the same year, the company established its first composites manufacturing facility in
India, in Taloja, Maharashtra. OCIL is one of the major players in the fiber glass business in India. The company is mainly engaged in
delivering products and services revolving around building material systems and composite solutions.
Company Details Management Details
HR Segment Employee Engagement Managing Director Anindya Ghosh
Industry Manufacture & Sale of Fiber Glass Director - HR K Sanjay Rao
Case study details as provided by the company; Tabular details as provided by the company and from its website
Company Background
Piramal Glass is a part of the diversified Piramal Group, which was formed in 1984. The company is engaged in delivering glass
packaging solutions for the pharmaceuticals, specialty foods and beverages, cosmetics and perfumery industries, and services
industry.
Company Background
PVSL was formed in 1983. It was initially engaged in the trade of automobile and engineering spare parts. Currently, its primary
business is that of being the authorised dealer for sales and service of Maruti cars.
Company Background
PVSL was formed in 1983. It was initially engaged in the trade of automobile and engineering spare parts. The companys primary
business is that of being the authorised dealer for sales and service of Maruti cars.
Rockwell Automation
A-66, Sector-64, Noida - 201301, UP
Tel: 0120-467-1338
Website: www.rockwellautomation.com
D&B D-U-N-S No 91-535-9509
Company Background
Rockwell was established in 1903 and is in the business of providing industrial automation and information solutions to its clients.
RR Kabel Limited
305/A, Windsor Plaza, RC Dutt, 3 Road, Vadodara - 390007, Gujarat
Tel: 0265-2321891; Fax: 0265-2321894
Email: rameshwarlalkabra@amratna.com; Website: www.ramratna.com
D&B D-U-N-S No 91-845-4968
Company Background
RRK was established in 1980 and is in the business of wire designs and engineering. RRK manufactures wires of multiple categories
such as building wires (Superex FR, Flamex FR-LSH), communication wires (ratna com, ratna co-X, and ratna lan), industrial cables
such as armored and unarmored cables, control cables, and braided cables. The companys international product range includes
2491X, tri rated cables, 318-Y, and 6491X.
CARE (CONNECT, AUTHENTICATE, RECONGNIZE, and ENGAGE) to Retain and Nurture Employees
SEW Infrastructure Ltd (SEW Infra), faced challenges in terms of high attrition rate, low rate of talent attraction/retention, and less
focus on learning and development of employees. To resolve these issues, the company came up with a HR transformation model
titled CARE (CONNECT, AUTHENTICATE, RECONGNIZE, and ENGAGE). The aim of this model was to stabilise every employee of the
organisation and transform them to passionately work for the growth of the organisation. The company emphasized on role and
goal clarity for all the employees. It started a balanced scorecard to align individual objectives with the organisations objectives.
The company framed a learning and development plan called Gurukool, which imparted training on leadership, supervisory skills,
and basic construction skills. It started defining a career path and promotions were based on competencies and performance
during appraisal. A special programme was designed to train the leaders to connect with the people. A regular dialogue between
the supervisor and subordinate was established to increase the engagement and feedback. These initiatives helped the company in
improving employee engagement at all levels.
Company Background
SEW Infra was established in 1959. The company operates as an engineering construction company, which undertakes infrastructure
construction activities such as dams and barrages, canals, lift irrigation, buildings, residential townships, water supply and sewerage
system projects, and hydro mechanical works.
Combining Work-Life Balance, Employee Benefits and CSR For Employee Engagement
SMC Global Securities Ltd (SMC), wanted to change the mindset of its employees from satisfied to engaged. Hence, it sought to
introduce employee engagement programmes. Although it initially faced the problem of employees perceiving this as a waste of
time, SMC was able to implement programmes aimed at stimulating intellectual and emotional commitment to work. Accordingly,
it derived a formula showing employee engagement to be a function of work-life balance, employee benefits, and CSR. For work-
life balance, on-floor activities such as team building games, competitions, dress codes for festivals, quizzes, and gala events were
introduced. With respect to employee benefits, free health check-up camps, discounted health care facilities, skill enhancement
training, webinars, and online library services were introduced. With the belief that CSR activities foster goodwill, SMC organised
blood donation camps, launched social-themed newsletters, participated in green initiatives, and organised eye donation drives.
Post-implementation, SMC observed improved performance and productivity, decreased absenteeism, strengthened customer
loyalty, satisfaction, and trust and confidence.
Company Background
SMC, incorporated in 1994, is a leading investment solutions provider. It offers a wide spectrum of financial services, including
institutional and retail brokerage of equity, currency, commodities, and derivatives. Further, it offers investment banking, PMS,
wealth advisory, online trading, depository services, fixed deposits, IPOs, MF distribution, insurance broking, clearing services, IPO
financing, and margin funding and research.
Company Details Management Details
HR Segment Employee Engagement Chairman & MD S C Aggarwal
Industry Financial Services & Investment Solutions Director - HR Reema Garg
Case study details as provided by the company; Tabular details as provided by the company and from its website
Company Background
Established in 1994 as a subsidiary of Biocon Ltd, Syngene is one of the Indias leading custom research and manufacturing
organisation, which supports R&D programmes from lead generation to clinical supplies.
Company Background
SIL was founded in 1972 and is a family owned and managed company. The company is a producer of oleoresins, which are value
added spice extracts. Its product range includes black pepper, mustard, garlic, and white pepper.
Company Background
Tata Power SED is a division of The Tata Power Company. The company is a private sector player in the indigenous design, development,
production, integration, supply and life-cycle business. Tata Power SED has been participating in the defence programme through a
dedicated R&D center at Mumbai and production facility at Bengaluru. Tata Power SEDs product range include weapons system and
their upgradation for ground forces, upgradation of tanks, armored vehicles and related equipment, ballistics, etc.
Company Details Management Details
HR Segment Employee Engagement Chief Executive Officer Rahul Chaudhry
Industry Defence Head - HR Shyam Iyer
Case study details as provided by the company; Tabular details as provided by the company and from its website
Technosoft Corporation
4th Floor, Unit 1, International Tech Park, CSIR Road, Taramani, Chennai - 600113, TN
Tel: 044-42269999; Fax: 044-42269900
Email: jude.xavier@technosoftcorp.com; Website: www.technosoftcorp.com
D&B D-U-N-S No 91-600-8891
Company Background
Technosoft is a privately held company formed in 1996. Headquartered in Southfield, MI, in the US, the company provides IT,
business process management, and consulting services. The company caters to the healthcare services, financial services, retail
services, and global in-house centers in local and state governments of the US.
Company Details Management Details
HR Segment Employee Engagement Co-Founder & CEO Radhakrishnan Gurusamy
Industry IT & BPO Services Director & Head - HR Jude Xavier
Case study details as provided by the company; Tabular details as provided by the company and from its website
Company Background
UBL was incorporated in 1999 as a public limited company. The company is primarily engaged in manufacture, purchase, and sale
of beer including licensing of brands.
Commitment
to Harvest
Desire to
Nurture
Need to Seed
Objective
To overcome the above challenges, HCL Technologies aimed at the objective of unleashing the power of Ideapreneurs working
in an Intrapreneurial environment characterized by various stages like ideations, nurturing ideas and recognizing & rewarding
outcomes.
Available Solutions
Some key initiatives taken were MAD JAM, Lead Gen and Value Portal which provided employees with channels to innovate on regular
basis and add value to customers and HCL Technologies by seeding ideas on a regular basis. Further, self-discovery tools such as the
ideapreneurship assessment tool helped an individual employee become an ideal ideapreneur. It measures their ideapreneurship
quotient and suggests steps to jumpstart elevate their performance. Moreover, the ideapreneurship reward and recognition policy
outlines the monetary reward and recognition available to employees for contributing to the various ideapreneurship platforms.
Strategies Chosen
HCL Technologies drafted a three-point strategy that helped create a sustainable platform for Ideapreneurs behavior.
HCL Technologies created a Programme FIRST (Future-ready Initiatives for Results and Smart Transformation) that introduced
practices that Enable, Empower and Engage employees through a framework of five critical processes - Career, Performance,
Rewards, Talent and Learning Management
The company associated with some education institutions to build a pool of ideapreneurship coaches and learning curriculums
enabling employees with tools, knowledge and systems to accelerate the process of ideapreneurship.
The company is conducting in-depth research to correlate Ideapreneurs profile mix and direct business outcomes.
Action Taken
Some of the key initiatives undertaken by HCL Technologies include:
Innovation Platforms: HCL Technologies created innovation platforms such as MAD JAM, Lead Gen and Value Portal that offered
employees with channels to innovate on regular basis and add value to customers and the company.
Outcome
Effectiveness of Ideapreneurship was measured through its awareness level which resulted in 91% awareness through 75,162
assessments conducted company-wide in FY14. The Lead Gen and Value Portal resulted in an overall growth of +400% across both
ideas generated and opportunity identified and implemented. Moreover, in terms of value, Ideapreneurs have contributed worth
USD 450 mn for various customers of HCL Technologies. The company has also registered a rise in its customer satisfaction index
over the last seven years, thereby helping build customer relationships beyond contract.
Company Background
HCL Technologies a part of the HCL Enterprise was incorporated in 1991. The company is amongst the leading IT services companies
in India. It has presence in about 26 countries across the Americas, Europe, Asia Pacific, Middle East and Africa. HCL Technologies
services offerings encompass BPO, Custom Application Services, Engineering and R&D Services, Enterprise Application Services,
Enterprise Transformation Services and IT Infrastructure Management Services. The company caters to all major verticals including;
financial services, government, telecom, manufacturing and energy & utilities among others.
IICs Short Industry Focused Training Programmes based on the SPICE model for Training and Development
Challenges
Getting high quality professionals in specialised areas such as geopolitical sciences and hydrographic survey is challenging for any
organisation. The challenge further increases when the compensation level of these specialised fields does not match with lucrative
fields such as ITeS and software companies. Top talent from universities prefer to join lucrative industries and hence, the companies
operating in specialised fields need to train its workforce continuously to meet the manpower demand. Since IIC Technologies Ltd
(IIC) operates in a specialised field, it faced similar challenges of skilled employees & compensation level.
Objective
IIC Academy was set up with the vision to become an international centre of excellence in geospatial sciences. The Academy offered
world-class accredited programmes on geospatial sciences, and undertook related applied research that has significant societal and
environmental impact.
Specifically, the Academy set out to achieve the following objectives in a period of three years:
Seek international recognition for its flagship programmes on nautical cartography and hydrographic surveying.
Ensure 100% placement for participants who successfully complete Academys entry level programmes through industry-
focused practice-driven approach.
Support Indian and International organisations and companies through customized training programmes that meet their
specific needs.
Create leaders of tomorrow through fun-based learning interventions for school students.
Build high-quality learning content that meet world-class standards.
Strategy Chosen
To meet the above-mentioned challenges, the company envisioned modes of engagement for academy success as shown in the
figure below:
Modes of Engagement
Action Taken
Over the period, the Academy has trained more 1400 participants in areas related to marine and land survey, nautical cartography,
GIS, photogrammetry, and LiDAR, both in India and overseas. Further, professional programmes such as team building and leadership
were conducted. Moreover, the Academy has offered its courses in countries such as New Zealand, Australia, Kingdom of Saudi
Arabia, Oman, Nigeria, and Bhutan. The programmes are developed on strong pedagogic foundations, which focus on learning
by doing and reflection and address adult-learning methods. These programmes are focused on teaching by using realistic case
studies. The outcome from case studies is reviewed by peers with structured feedback. The course structure is highly modular in
nature and can be customised to meet specific requirement of any organisation. Since the Academy has imparted the training in
other countries, it has a modified dataset to meet the requirements of a particular country. The programme is highly flexible in
terms of delivery. Participants who need extra attention are mentored more specifically to ensure that the learning outcomes are
indeed achieved.
Outcome
The academy has seen placement record of 100% with most participants getting placed in IIC. The academy is successful in creating
an impact in developing talent for specialised fields. The Academy has made positive impact on capacity building in geospatial
related areas, which has been recognized by international bodies. Skill building in niche technology areas is an important mandate
that the Academy has consistently met over the years expanding its presence domestically as well as globally, including Government
and Defense organisations. The Academy is committed to build a strong talent-pipeline for GIS related industries and provide
purposeful professional careers to the leaders of tomorrow.
D&Bs Observation: Specialised fields require workforce with specialised training and an academy such as IIC goes a long way in
bridging this gap.
Experts View
The talent shortage problem for such super specialty areas with limited glamour attached is well known. It was appreciable
that the company attempted and set up an Academy whose approach is akin to Make instead of Buy. It could further market
the Academy more aggressively by drawing more applicants and further adding to the talent pool. It could position itself as
Alternate Career Source for many who drop out from the rat race of more lucrative jobs/industries. Further, the process covers
key exemplary characteristics of HR practices in areas of innovation and sustainability, while addressing national as well as global
challenges.
Company Background
IIC is a geospatial solution provider, incorporated in 1994. The company is engaged in providing solutions and services for the
acquisition, management, integration, and dissemination of geospatial data. The company operates through four divisions viz.
marine, geospatial, strategic solutions, and geosurveys.
Action Taken
IWL aimed to develop its bottom line capabilities and to streamline it with the organisational structure to achieve business goals.
IWL offered both on-the-job and off-the-job training to its employees. The on-the-job training provided was directly related to
employees line of work where the employees get to know the people in their area and can get a feel of being a part of the team.
Off-the-job training was often more appropriate for training in specific new skills.
The company introduced a special tool called the Skill Will, which was used to determine what could be the best management
approach for a given staff member based on two metrics: their level of Skill and their level of Will. This Skill vs. Will method is
based on the following two aspects:
Skill How much the employee relies on his/her skill to complete his/her work?
Will How much the employee really wants to complete his/her work?
Based on these factors, a scatter plot is made and the employees are placed in any one of its four quadrants as shown below:
High Low
Will
Skill-Will Scatter Plot
Parameter
Low Will, Low Skill (Q3) Low Will, High Skill (Q4)
Low High
Skill Parameter
The employees in the first quadrant (Q1) are provided with 7 days of structured skill training. The employees in the second quadrant
(Q2) are provided with small projects on quality, productivity, and cost reduction. The employees in Q3 are provided with monthly
feedback in their performance and motivational training. For the employees in the last quadrant (Q4), the company provides job
rotation opportunities, counseling, and help in removing personal grievances, if any.
Outcome
The learning and development programmes have helped increasing employee productivity and build performance culture resulting
in measureable outcomes such as:
Improved productivity and lower employee turnover
Increase in sense of ownership in the business and high levels of motivation.
Employees have become more organized, productive, flexible and are able to meet the needs of both the internal as well as
external customers
Embrace new skills & abilities in areas such as decision-making making them more effective
Helps in reducing higher cost of recruiting new staff
Further, the impact of the programme has been tremendous both culturally and on the bottom line front. The employees see their
growth through the continuous training imparted to them, which has increased their engagement levels. The Una unit, which could
manufacture 15 turbines per month last year, has now enhanced its capability by manufacturing 30 turbines in a month.
D&Bs Observation: IWL follows a structured method of identifying the areas in which each of its employees requires training and
develops a detailed plan for improving the required element customized as per the employees.
Experts View
A good structured approach to cultivate people. The main aspect is that no skill-will quadrant is treated as exit ready. IWL
attempts to develop each employee and offer suitable training and development opportunity to make poor one good and good
one a better employee. The company has high levels of innovation and sustainability along with the aim to cope with national and
global challenges.
Company Background
IWL, a fully owned subsidiary of Inox Wind Infrastructure Services, is a fully integrated wind energy company with manufacturing
plants at Una, HP and Rohika, Gujarat. IWL manufactures components of wind turbine generators designed for low speed wind
site.
IWL works in two business models turnkey solutions and equipment supply model. Under turnkey solutions, IWL undertakes
development of wind projects from designing to commissioning as well as operation and maintenance. Under the equipment
supply model, IWL supplies equipment associated with wind turbine generator for onsite use.
Available Solutions
The two alternatives at hand were a) to continue with the existing system and processes already in place and b) to create a new
approach for enhancing the productivity by accelerating leadership development at the middle level that will play a major role in
frontend sales.
Action Taken
Kotak Mahindra opted for the second approach since it was the only sustainable way forward in reducing the costs and increasing
the overall productivity and customer experience.
The Center of Excellence (COE) programme got institutionalized as the induction process for mid-level managers since 2012. The COE
training programme was designed for Divisional Managers (DMs) and Branch Recruitment and Development Managers (BRDMs) to
enhance recruitment and selling skills of participants through structured inputs designed to ensure skill transfer. COE is structured
as a 14 day programme. The COE model essentially comprises the following:
Domain Excellence (COE DE) (6 Days): Objective of this module is to beef up skills of the manager on critical domain aspects
in Tied agency viz. recruitment of agents and selling. The idea here is that the supervisor must possess knowledge and skills
that can position him/her as a leader who leads from the front. The Domain Excellence captures Kirk Patrick Level 1 (reaction
score through feedback survey) and Level 2 (learning score through skill validations) of training evaluation.
Leadership Excellence (COE-LE) (2 Days): Objective of this piece of the COE is to provide necessary inputs to the participant
to enable him/her to coach and lead his/her team successfully. Aspects such as role and responsibilities, competency based
interviewing skills, performance coaching/review, and clear understanding of the execution platform @ KLI viz the 4 Disciplines
of Execution (4DX)(Franklin Covey) are covered.
Execution Excellence (COE-EE) (6 Days): The Execution Excellence model is a unique and first-in-the-industry model where
the manager is provided with an environment that is neutral A live Training center. The manager has an opportunity here to
implement/practice all his/her newly acquired skills and process knowledge. This piece essentially was to carry the COE DE
and LE into Kirk Patrick Level 3 and 4 where the participant would apply the knowledge and skills into behaviors and derive
results.
This was followed by the implementation of the 4DX framework across the Tied agency to improve the overall productivity.
Subsequently, Agency HR and Agency Training started applying 4DX post 8 months after the Tied Agency. Consequently, productivity
of Trans Markets has gone up between 25-35% in all Transformation Markets.
Further, selling of products became easier because of various tools and sales kits that were designed. Propositions for the advisors
and agents were enhanced with new career opportunities and higher commissions, resulting in lower agent attrition. Margins for
distributors as well as insurance companies increased. The overall new license productivity increased and so did the distribution
with new life advisors.
D&Bs Observation: The COE programme enabled leadership across all spectrums to be in sync with the overall organisational
strategy of a need based, customer-centric sales approach.
Experts View
The company has thought through the key problem ailing them (essentially the industry) and has arrived at the most appropriate
solution that is likely to work. A planned OD intervention for increased efficiency and productivity during bad times is a good
idea. COE concept is quite comprehensive and appears well implemented. Further, the company has high levels of innovation and
sustainability along with the aim to cope with national and global challenges.
Company Background
Kotak Mahindra is a joint venture between Kotak Mahindra Bank Ltd, its affiliates, and Old Mutual. The company started operations
in 2001 and offers insurance solutions to both individuals as well as groups (such as corporates, which are treated a single entity
under group schemes).
Action Taken
The HR Council of the company comprising key HR and Learning and Development leaders from across Mahindra Partners portfolio
companies along with Corporate HR, conceived The Mind Games to leverage this unique combination of the diversity and agility of
their portfolio companies and the experience of the Mahindra Group.
Concept: The Mind Games is a platform for Talent Development and Crowd-sourcing innovative solutions for live operational cases
of the businesses.
Teams of three employees from each portfolio company were asked to choose LIVE business cases of other companies and provide
innovative and practical solutions for the issues on hand.
Mahindra Partners Managing Partner served as the business anchor to ensure that each case was relevant to the business. An HR
Anchor ensured that the cases aided development of the participants. Company Champions were appointed for each company
generated buzz and they drove participation.
A unique feature of this competition is the Sounding Board, which comprises both senior business leads from different companies
and a selection of Subject Matter Experts (SMEs). These SMEs are senior leaders selected from certain industry verticals in Tech
Mahindra, who can provide the participants with deeper insights into the industry with which their case deals. Therefore, the Sounding
Board helps provide deeper insight while ensuring that the solutions are grounded and viable in terms of implementation.
Outcome
Three rigorous evaluation rounds involving senior leaders, then CEOs, and finally Mahindra Group Board Members were conducted
to shortlist the top two teams from 33 teams. These two teams were suitably rewarded with I-pads, holiday packages, and an
opportunity to present their case solutions at the Mahindra Partners Senior Leadership Conclave. Further, without restricting the
exposure to the winners only, the Top 13 presentations were shared with the Business and HR Heads of Mahindra Partners.
To ensure that the idea-sharing/case solving competition continues to be a motivator for future iterations of the competition, the
company took few additional initiatives to encourage participation as stated underneath:
Creation of Working
Pitching of Ideas Rewards & Recognition Benefits
Group
Top 6 teams get the A robust tracking Project implementation Robust and intensive
chance to pitch their mechanism is created, is factored in learning and
ideas to the CEOs of the which involves creation competency rating of development for
target companies of Small Working Group annual appraisal process participants
Acquaints the under CEO/COOs Successful Drives engagement in
participants with certain chairmanship implmentations are non-participants through
business constraints and The purpose of the featured in the in-house social media
barriers to the working group is to magazine (Medley) and Creates awareness
implementation of their enable implementation intranet portal among senior leaders on
solutions of ideas/solutions and to (MtTouchpad) the available talent in
track their Execution team for each the sector
implementation project gets recognition Enables cross-skilling of
The EAs to CEOs and from leadership team talent pool and
other fresh minds rotational opportunities
provide complete full
CEO buy-in
The Mind Games framework developed by the company enhanced the synergy across the divisions companies enormously and
thus, added value exponentially to both the division and its employees.
D&Bs Observation: The framework has been effectively implemented to develop talent and enhance employee engagement.
Company Background
Mahindra Partners, the Private Equity arm of the Mahindra Group, manages a portfolio of 11 diversified businesses with combined
revenues of more than $900 mn. The companys portfolio spreads across steel to vocational education, film making to fine foods,
and water crafts to logistics and retail. As a division that incubates and promotes companies of the future, Mahindra Partners
combines the exuberance of a start-up with the maturity and expertise of the Mahindra Group.
Action Taken
To overcome this challenge, OCIL was able to come up with an OCIL talent philosophy and a talent management roadmap following
a lot of brainstorming.
The OCIL Talent Philosophy talked about employees being respected and being given opportunities to grow professionally and
personally. Further, it talks about leveraging skills and talent of employees and continuously striving for development to deliver high
quality products and services. It lists down the following values integrity, respect, accountability, fun, sharing, and candor. Four
actions were noted for implementing this philosophy buying, building, binding, and bouncing talent.
Buying talent refers to talent acquisition. OCIL has a training programme called Young Engineer Programme, seeking to induct
fresh engineering talent into the system. Trainees undergo extensive training in core processes as well as short cross-functional
stints. OCILs robust and transparent selection process consists of written examination and panel selection. Online tests are
used in campus hiring and onsite selection processes. Further, for senior level hiring, post-preliminary screening and cross-
Outcome
The outcome of the new talent development roadmap was 17 upward movements of employees over a three year period, some
from junior ranks. Some employees took opportunities for global roles. Engagement scores improved significantly. The attrition rate
reduced from 22% in 2011 to 11% by 2014. Net efficiency improved from 87.4% in 2011 to 90.9% in 2014. The key learning for OCIL
was that talent needs to be managed well to bring about performance.
D&Bs Observation: A Talent Development programme is aimed at increasing employee engagement in a flat organisation.
Experts View
Talent management framework selected is quite comprehensive, goal oriented, and focused on addressing each aspect of talent
and every employee category. The process covers key exemplary characteristics of HR practices in the areas of innovation and
sustainability, while addressing national as well as global challenges.
Company Background
OCIL was established in India in 1996. In the same year, the company established its first composites manufacturing facility in
India, in Taloja, Maharashtra. OCIL is one of the major players in the fiber glass business in India. The company is mainly engaged in
delivering products and services revolving around building material systems and composite solutions.
The companys products portfolio include insulation, roofing shingles used in residential, commercial and industrial applications,
and glass composite material used in transportation, electronics, marine, and wind energy. OCIL operates its state-of-the-art
manufacturing facilities at Taloja in Maharashtra and Thimmapur near Hyderabad.
Available Solutions
OCIL currently wanted to turn its performance around and bring the Indian business back on track in the long run. Some of the
available solutions at hand were to attempt redoing efforts done over previous years, increasing hiring, or inducting temporary
manpower for a desired period. Further, extending communication and imparting training for increasing awareness and improving
contributions in quality and safety were the other solutions.
Action Taken
OCIL planned a structured approach to turnaround the situation and prepare grounds for future and long-term projects. Various
leaders at international level were responding to the need for the issue. Further, the plant heads were made to realise the gravity of
the situation and professional help was sought from experts. The next step was diagnostic and involved preparation of a roadmap
for turnaround. Analysis was done on various aspects such as exit interview, employee engagement survey, quality and safety
statistic, head count, and labour cost factor. The collective data helped the company come up with the problem statement and
initiate action for change.
Various tools were used to bring up concern areas with the help of an external consultant. There were many concerns discovered,
with some of them being high overtime and absence at workplace, low contribution to quality and safety, low morale, pay not on
par with market, lack of skill depth, low contribution on productivity enhancement measures, facilities such as canteen, locker room
were not up to mark. A two year span was considered to implement the action plan that was made to deal with the challenge in
which various actions were initiated on different fronts.
Reviving Taloja Plant HPO
Leadership
Skill and
Employee
Capability
Engagement
building
Infrastructure Employee
concerns Retention
Outcome
The result of the changes was seen in the form of reduction in attrition rate from 22% in 2011 to 11% in 2014 and 50% reduction in
overtime hours. Head counts were reduced by 15% in 2014 along with sick leave falling by 33% over the previous year. Further, net
operating efficiencies improved to 90% with product manufacturing cost reducing on a yearly basis.
D&Bs Observation: OCIL brought an organisation change to bring up the performance of the employees and thus, the plant in a
systematic way aiming for the benefits in the long run rather than going after shot-term solutions.
Experts View
An all-round structured approach was used to address the issues faced by the company. Further, bottom-line figures would have
further helped to understand the overall impact of the intervention. Further, that company has mediocre levels of innovation and
sustainability along with the aim to cope with both national and global challenges.
Company Background
OCIL was established in India in 1996. In the same year, the company established its first composites manufacturing facility in
India, in Taloja, Maharashtra. OCIL is one of the major players in the fiber glass business in India. The company is mainly engaged in
delivering products and services revolving around building material systems and composite solutions.
The companys products portfolio include insulation, roofing shingles used in residential, commercial and industrial applications,
and glass composite material used in transportation, electronics, marine, and wind energy. OCIL operates its state-of-the-art
manufacturing facilities at Taloja in Maharashtra and Thimmapur near Hyderabad.
Implementing MAP (Manager Assimilation Process) for Ensuring Greater Transparency and Engagement
Challenges
The major challenge of The Tata Power Co Ltd - Strategic Engineering Divisions (Tata Power SED) was to create and deliver
products to satisfy consumers needs, to expect individuals across cross-functional teams to understand each others, strengths
and weaknesses, and communicate with clarity the outcomes expected from the tasks and its alignment to organisations business
goals. Team Dynamics become critical for people to perform their roles effectively and deliver optimal performance to achieve
targets. Thus, teamwork is a very important component of performance and success in an organisation.
Action Taken
Tata Power SED facilitated MAP (Manager Assimilation Process) to enable the leaders:
To gather feedback from the team members and take subsequent courses of action
To develop strong communication systems among team and the leader
To improve engagement and motivation in the organisation
To set viable and relevant expectations of the team and the team leader
MAP uses the Johari window and multi rater feedback process in a highly effective way. Tata Power SED believes that for a leader
to manage a team effectively, he/she needs to know the aspirations and the expectations of his/her team. This will help the leader
stream the execution focus by leveraging on people strengths and values to achieve optimal performance and deliver results. This is
now the part of process for all the lateral new comers at mid and senior levels after completion of six months stay in the company
and with the leaders who have moved to other departments as part of job rotation. For this process, a neutral HR representative is
appointed to act as a facilitator.
HR Segment Team Management & Leadership Chief Executive Officer Rahul Chaudhry
Outcome
The whole process is finished in half a day resulting in benefits such as development of the leader and the team with clear and
consistent communication systems, which would enable the organisation to sustain well-founded team dynamics that are flexible
and easily upgradable. Further, through MAP, the overall organisational effectiveness will be set on a platform that can ensure
growth and stability to teams within the organisation. This is a system, which can translate into new levels of team dynamics
ensuring positive and consistent growth throughout the organisation.
D&Bs Observation: A well-developed process for identification and implementation of the feedback taken from the employees
about their leader.
Experts View
A good and structured approach towards team management ensuring positive and consistent growth in the organisation. The
process covers key exemplary characteristics of HR practices in the areas of innovation, sustainability, and addresses national as
well as global challenges.
Company Background
The Tata Power SED is a division of The Tata Power Company. The company is a private sector player in the indigenous design,
development, production, integration, supply and life-cycle business. Tata Power SED has been participating in the defence
programme through a dedicated R&D center at Mumbai and production facility at Bengaluru.
Tata Power SEDs product range include weapons system and their upgradation for ground forces, upgradation of tanks, armored
vehicles and related equipment, ballistics and data fusion, electronic warfare systems, and related equipment.
Wipro Limited
Doddakannelli, Sarjapur road, Bengaluru -560035, Karnataka
Tel: 080-28440011; Fax: 080-28440256
Email: saurabh.govil@wipro.com; Website: www.wipro.com
D&B D-U-N-S No 65-017-4378
Action Taken
Wipro conducted detailed focus group discussions with the internal stakeholders and realised that most mentoring solutions were
not sustainable or scalable due to heavy dependence on the HR department. Hence, it decided to base its mentoring solution on
the principles of
Learning through social in order to make it more scalable
Self-governing and self-sustaining solution through a technological platform and
Minimal HR interface in process steps
The solution had to be accessible to its diverse global workforce and necessitated a robust platform with a strong technology
interface and sound process. Having considered the various options, which wereBuy or Build a solution or a hybrid of Buy
and Build solution. Wipro decided to Build the solution. The concept of Learning Networks emerged after much deliberation,
discussions, and iterations.
Learning Networks has had three major impacts on business. One is the framework exists for 100,000 employees of the company
and provides development opportunity, since it allows them to discuss on various areas such as building specific competencies,
career development, and work life balance. The forum provides an opportunity to connect employees with similar beliefs, which
would have been otherwise difficult, thereby, directly influencing employee engagement levels.
Outcome
Wipro has benefitted with Learning Networks, it has received extremely positive reviews from employees. It has been able to make
around 302 connections globally, with around 1350 mentor registrations across 26 countries and 4000 mentee registrations across
37 countries. To avail greater benefits of the forum, the company has linked this programme to several other organisation wide
initiatives such as new manager skill building (Manager Excellence Framework), Women in Leadership Mentoring, and Individual
Development Plans.
D&Bs Observation: Learning Networks provides the opportunity for people within the company and across geographies to
communicate and learn and the scalability is an important feature.
Experts View
Learning Networks is an apt innovation to manage mentoring a key to developing talent in IT. Wipro has cracked the problem
effectively through its solution. Further, high levels of innovation and sustainability were noticed along with the aim to cope with
both national and global challenges.
Company Background
Wipro was established in 1945 as Western India Vegetable Products Ltd. It diversified into the IT industry in 1981 and in 1983
established its software products and exports subsidiary, Wipro Systems. It ventured into the IT services industry in 1990 and
further expanded its operations into the BPO business in 2002. In 2008, the company ventured into the eco-energy business.
Wipro was listed on NYSE in 2000 and in 2013 it demerged its diversified business. Today, it is among the leading global players in
the field of Information Technology, IT Services, Outsourced R&D, Infrastructure Services, Business Process Services, and Business
Consulting. Wipro has more than 950 clients spread globally.
Company Background
AAL formed in 1987, is an integrated component manufacturer in India. AAL started its manufacturing unit in Gurgaon and has set
up, acquired, and entered into JV for various manufacturing units with state-of-the-art technology. AAL undertakes operations such
as forging, iron and aluminum casting, machining, and sub-assembly.
Apollo Hospitals Intensive Training and Development Programme for Enhancing Client Satisfaction Levels
Apollo Hospitals Enterprise Ltd (Apollo Hospitals) since its inception was on clinical excellence, which led to slim focus on service
excellence. As a result, the company grew to become medical outcome oriented and lacked knowledge on the emerging needs of
customer experience. To address this challenge, Apollo Hospitals undertook gap analysis and used multi-dimensional approach
involving benchmarking its services against the service industry leaders, learning from the best practices, cross exposure, and
developed strategic measurable plans to bridge the gaps. The companys service excellence team conducted workshops for
the leaders of its flagship unit, Apollo Main Hospital. The workshop resulted in team members coming together breaking their
departmental silos, which further resulted in brainstorming and contemplating on various issues for the benefit of the organisation.
Simultaneously, Apollo Hospitals saw a paradigm shift towards the culture where complaints were celebrated. Further, it adopted
few of the best practices such as Towel art in the room and carrot and apple card. This all has helped in increase in patient satisfaction,
a jump from 30% to 49% in the first year and later to 58% in second year, a huge leap of 10% during the post discharge calls was
observed.
Company Background
CLG operates in the business of providing handicraft goods and has a vertically integrated in-house facility for processing metal,
glass, and wood. Processing metals includes brass, aluminum, zinc alloy, copper, and iron whereas finished metal products include
kitchen accessories, wall decorative, bath accessories, and window treatment. Wood processing comprises sawing, seasoning,
treatment, machining, carpentry, and finishing. CLGs metal processing facility is equipped with CNC and pneumatic machines for
precision and volume manufacturing.
Company Background
Coromandel, a part of the Murugappa Group was established in 1961. The company is one of the leading players in phosphatic
fertilizer. Coromandel operates through its various business segments such as fertilizers, specialty nutrients, crop protection
chemicals, and retail in AP and Karnataka.
Company Background
Crescent was incorporated in 1982 is engaged in the manufacture of manholes, manhole covers, manhole cover castings and
channel gratings, and other steel fabricated products. Further, it provides customised solutions for foundry, plastics, and fabricated
products.
Combination of KRA-based Scorecard and Skill Matrix used for Talent Management
To deal with the challenge of changes in process and industrial technology, Dalmia Cement (Bharat) Ltd (Dalmia Cement) designed
an effective performance management programme. Each employee is part of a programme comprising comprehensive KRA
based scorecard where employees fill a self-appraisal form. Performance assessment helps in identifying a low performer, areas
of development, training requirement, and assignment of right work/profile. Dalmia Cement developed skill matrix for all the
workmen working on the shop floor, which helps the employee to attain technical knowledge and become acquainted with the
process/system. The company implemented a Performance Improvement Plan (PPI) where low performers are assigned to a
mentor/reporting manager. Review of the programme is done at the end of three months and if the employees performance is not
up to the mark they again goes through the PIP cycle. To ensure that the senior management gets proper feedback, the company
has implemented a 360-degree feedback with the help of a third party in order to maintain confidentiality of the process.
Company Background
Dalmia Cement (Bharat) Ltd (Dalmia Cement), a part of Dalmia Group, was incorporated in 1939. The company is engaged in
manufacturing, packing, and sale of cement. It caters to special needs of strengthening airstrips, concretising railway sleepers, and
cementing oil wells, amongst others. Dalmia Cement operates its manufacturing facilities in Dalmiapuram and Ariyalur of TN and
Kadapa of AP with an installed capacity of 9 MMTPA. Further, the company holds 47.3% stake in OCL India Ltd, a cement player in
the Eastern India. Moreover, it has set up 53 windmills in Muppandal, TN to generate eco-friendly captive power for its plants.
Company Details Management Details
HR Segment Talent Management Managing Director Gautam Dalmia
Industry Cement Executive Director R A Krishnakumar
Case study details as provided by the company; Tabular details as provided by the company and from its website
Company Background
Dalmia Cement (Bharat) Ltd (Dalmia Cement), a part of Dalmia Group, was incorporated in 1939. The company is engaged in
manufacturing, packing, and sale of cement. It caters to special needs of strengthening airstrips, concretising railway sleepers, and
cementing oil wells, amongst others. Dalmia Cement operates its manufacturing facilities in Dalmiapuram and Ariyalur of TN and
Kadapa of AP with an installed capacity of 9 MMTPA. Further, the company holds 47.3% stake in OCL India Ltd, a cement player in
the Eastern India. Moreover, it has set up 53 windmills in Muppandal, TN to generate eco-friendly captive power for its plants.
Company Details Management Details
HR Segment Training and Development Managing Director Gautam Dalmia
Industry Cement Executive Director R A Krishnakumar
Case study details as provided by the company; Tabular details as provided by the company and from its website
DCB Banks LEAP and RISE Programmes for Talent Management of Middle Managers
DCB Bank Ltd (DCB Bank), sought to groom its middle management to take on larger roles and responsibilities to prepare them for
the next level. In other words, it wanted to build a strong and capable middle management. The bank previously conducted multiple
classroom based solutions, but they did not seem to be effective. Hence, it launched the Leadership Excellence and Advancement
Programme (LEAP) four years ago. The objective of which was to make learning more effective by actually putting participants
through grueling tasks for two days per month for 6 months.
Company Background
DCB Bank formerly known as Development Credit Bank Ltd was established in 1930. In 1995, DCB Bank was converted into a Scheduled
Commercial Bank. The bank offers personal banking, corporate banking, SME banking, NRI banking, and other banking services to
its clients. Under personal banking, DCB offers current account, savings account, deposit schemes, loan schemes, investment and
services, among others. Further, the bank offers working capital finance, term finance, and export credit to corporates. As on Mar
31, 2014, the bank operated through a network of 130 branches and 238 ATMs with a workforce of around 3,188.
DCB Banks Power of Three Empathy, Speed, and Quality Training Programme to Inspire Employees
DCB Bank Ltd (DCB Bank) has embarked on the journey of Power of Three Empathy, Speed, and Quality (ESQ) to inspire every
employee in the organisation across levels. The key focus is to make a positive difference in the level of service that the bank offers.
The bank aggressively runs the ESQ training programmes to ingrain the ESQ culture in each employee. The bank has trainers from
HR, business, and other support functions. It has started Train the Trainer programme where trainers are certified to deliver ESQ
training to employees. It is mandatory for all employees to attend the one-day ESQ Foundational skills programme and two-day
advanced ESQ programme after 45 to 60 days of basic programme. Further, all managers will have to go through coaching for the
ESQ programme to be able to coach and support their teams to deliver a WOW experience to customers. The ownership of
imbibing a culture of ESQ in the organisation lies with every supervisor who has to ensure that employees live up to ESQ by himself/
herself demonstrating those traits.
Company Background
DCB Bank formerly known as Development Credit Bank Ltd was established in 1930. In 1995, DCB Bank was converted into a Scheduled
Commercial Bank. The bank offers personal banking, corporate banking, SME banking, NRI banking, and other banking services to
its clients. Under personal banking, DCB offers current account, savings account, deposit schemes, loan schemes, investment and
services, among others. Further, the bank offers working capital finance, term finance, and export credit to corporates. As on Mar
31, 2014, the bank operated through a network of 130 branches and 238 ATMs with a workforce of around 3,188.
Company Details Management Details
HR Segment Training and Development Managing Director & CEO Murali Natarajan
Industry Banking Head - Operations, Technology & HR R Venkattesh
Case study details as provided by the company; Tabular details as provided by the company and from its website
Company Background
Emkay was incorporated in 1995 and is a member of the cash and derivatives markets on the NSE and BSE. It is a DP with CDSL.
Apart from trading, Emkay offers services such as portfolio management, investment banking, demat services, wealth management,
margin financing, and distribution of mutual funds and insurance. It provides research services with respect to economic research,
mutual funds, IPOs, derivative strategies and impact analysis of credit policy and budget among others.
Company Background
GOL Offshore came into existence following a demerger of the offshore division of The Great Eastern Shipping Company Ltd in 2006.
It provides integrated offshore oilfield services to upstream oil and gas producers to conduct offshore E&P activities. It operates in
offshore drilling services, offshore logistics support services, engineering services, port and terminal support services, ship repair
services, inspection, maintenance, and repair.
Performance Evaluation and Feedback Process are Integral Components of Talent Management
To overcome the challenge of defining KRAs and goals and linking it with performance evaluation and feedback, Hospet Steels Ltd
(Hospet Steels), designed a programme for employee engagement in the performance management process. With the help of
external trainers, the company trained employees in setting their KRAs and goals and then implemented the process of quarterly
performance evaluation and feedback. The company implemented awareness sessions on performance management process
to increase the engagement of employees in the overall process. Awareness sessions were conducted for all the employees in
the rank of deputy managers and above. The company started identifying the needs for training of employees through appraisal
process. After identifying the needs, the company implemented various training and development programmes to bridge the gap
between expected and actual performance. Conducting performance management programme at regular intervals helped the
company in identifying talent available within the company. It helped in career and succession planning of the talent available
within the organisation. Further, it helped in providing feedback to employees on areas of improvement. Regular feedback resulted
in improving understanding between the employees and the reporting manager.
Company Background
Hospet Steels was established in 1996 through a strategic alliance of Kalyani Steels Ltd and Mukand Ltd. The company is engaged in
manufacturing of alloy and special steel.
Company Background
L&T Construction Equipment is a wholly-owned subsidiary of Larsen & Toubro Ltd and manufactures construction equipment and
hydraulic components.
Company Background
Marwadi Shares was incorporated in 1992 as Marwadi Shares and Finance Pvt. Ltd. In 2006, the company was converted into
a limited company. It has 73 branches and more than 750 channel partners operating more than 7000 trading terminals across
184 cities. The company is a trader and clearing member of NSE, BSE, MCX, NCDEX, and NCDEX spot exchanges in the areas of
equity, derivatives, currency derivatives, mutual funds online, and commodity future trading segments. Further, the company is a
depository participant of National Security Depository Ltd and Central Depository Services of India Ltd.
Company Details Management Details
HR Segment Training and Development Chairman & MD Ketan H Marwadi
Industry Equity Broking Assistant Vice President - HR Axaybharti N Goswami
Case study details as provided by the company; Tabular details as provided by the company and from its website
Company Background
NMPL is a JBM group company involved in manufacture of auto parts and fittings for the white goods industry. The products range
of NMPL includes BIW parts and skin panels, complete frame assembly, exhaust systems, fuel tank, tubes for turbo components,
under body frames, and wheel assemblies. NMPLs facility is available in the press line up to 1200 tons, weld lines, and ED coating
plant.
Company Background
PSPL, incorporated in 1990, was amongst the first companies in Punes Software Technology Park. It went public in 2010. The
company specializes in software product development and technology services. Its offerings include product concept and design,
agile product engineering, performance engineering and professional services such as cloud, security, BI and analytics and mobility
among others. It caters to more than 300 customers across sectors such as technology, telecommunication, life science, healthcare,
banking and financial services.
Company Details Management Details
HR Segment Talent Management Chief Executive Officer Anand Deshpande
Industry Software Development & Technology Services Chief People Officer Sameer Bendre
Case study details as provided by the company; Tabular details as provided by the company and from its website
Company Background
PSPL, incorporated in 1990, was amongst the first companies in Punes Software Technology Park. It went public in 2010. PSPL
specializes in software product development and technology services. Its offers product concept and design, agile product engineering,
performance engineering and professional services such as cloud, security, BI and analytics and mobility among others.
Company Details Management Details
HR Segment Performance Improvement Chief Executive Officer Anand Deshpande
Industry Software Development & Technology Services Chief People Officer Sameer Bendre
Case study details as provided by the company; Tabular details as provided by the company and from its website
Company Background
Piramal Glass is a part of the diversified Piramal Group, which was formed in 1984. The company is engaged in delivering glass
packaging solutions for the pharmaceuticals, specialty foods and beverages, cosmetics and perfumery industries, and services
industry.
Company Background
PGCIL was incorporated in 1989 as National Power Transmission Corporation Ltd. It was accorded the status of a Navratna in May
2008. PGCIL is primarily engaged in transmission of bulk power, across several states. The company has business interests in telecom
and consultancy services.
Company Background
RCAM was incorporated in 1995. It is a part of the Reliance Anil Dhirubhai Ambani Group and a subsidiary of Reliance Capital Ltd.
RCAM is registered as a portfolio manager. Further, it renders advisory services to offshore clients. The company has approvals to
manage and/or advise pooled assets including offshore funds, insurance funds, provident funds, and pension funds.
Company Background
RCAM was incorporated in 1995. It is a part of the Reliance Anil Dhirubhai Ambani Group and a subsidiary of Reliance Capital Ltd.
RCAM is registered as a portfolio manager. Further, it renders advisory services to offshore clients. The company has approvals to
manage and/or advise pooled assets including offshore funds, insurance funds, provident funds, and pension funds.
RR Kabel Limited
305/A, Windsor Plaza, RC Dutt, 3 Road, Vadodara - 390007, Gujarat
Tel: 0265-2321891; Fax: 0265-2321894
Email: rameshwarlalkabra@amratna.com; Website: www.ramratna.com
D&B D-U-N-S No 91-845-4968
Company Background
RRK was established in 1980 and is in the business of wire designs and engineering. RRK manufactures wires of multiple categories
such as building wires (Superex FR, Flamex FR-LSH), communication wires (ratna com, ratna co-X, and ratna lan), industrial cables
such as armored and unarmored cables, control cables, and braided cables. The companys international product range includes
2491X, tri rated cables, 318-Y, and 6491X.
Company Background
Schneider Electric India Pvt. Ltd (SEI) is a 100% subsidiary of Schneider Electric Industries SAS, a global specialist in energy
management. It has a Regional Project and Engineering Centre, over 10 distribution centres and over 2000 authorized partners,
which includes Distributors, System Integrators, Panel Builders in India and 31 global manufacturing plants.
Company Details Management Details
HR Segment Compensation and Benefits Country President & MD Anil Chaudhry
Industry Energy Management HR & Security Rachna Mukherjee
Case study details as provided by the company; Tabular details as provided by the company and from its website
Company Background
SMC, incorporated in 1994, is a leading investment solutions provider. It offers a wide spectrum of financial services, including
institutional and retail brokerage of equity, currency, commodities, and derivatives. Further, it offers investment banking, PMS,
wealth advisory, online trading, depository services, fixed deposits, IPOs, MF distribution, insurance broking, clearing services, IPO
financing, and margin funding and research.
Company Details Management Details
HR Segment Training and Development Chairman & MD S C Aggarwal
Industry Financial Services and Investment Solutions Director - HR Reema Garg
Case study details as provided by the company; Tabular details as provided by the company and from its website
Company Background
SPAN was formed in 1976 to develop and manufacture wide-ranging ready-made diagnostic products to serve the needs of the
healthcare industry. SPAN offers a wide array of products such as reagents, anti-biotic disc, and instruments.
Company Background
The Tata Power SED is a division of The Tata Power Company. The company is a private sector player in the indigenous design,
development, production, integration, supply and life-cycle business. Tata Power SED has been participating in the defense
programme through a dedicated R&D center at Mumbai and production facility at Bengaluru. Tata Power SEDs product range
include weapons system and their upgradation for ground forces, upgradation of tanks, armored vehicles and related equipment,
ballistics and data fusion, electronic warfare systems, and related equipment.
Company Details Management Details
HR Segment Training and Development Chief Executive Officer Rahul Chaudhry
Industry Defence Head - HR Shyam Iyer
Case study details as provided by the company; Tabular details as provided by the company and from its website
Company Background
Tata Power SED is a division of The Tata Power Company. The company is a private sector player in the indigenous design, development,
production, integration, supply and life-cycle business. Tata Power SED has been participating in the defence programme through a
dedicated R&D center at Mumbai and production facility at Bengaluru. Tata Power SEDs product range include weapons system and
their upgradation for ground forces, upgradation of tanks, armored vehicles and related equipment, ballistics, etc.
Company Details Management Details
HR Segment Performance Improvement Chief Executive Officer Rahul Chaudhry
Industry Defence Head - HR Shyam Iyer
Case study details as provided by the company; Tabular details as provided by the company and from its website
Technosoft Corporation
4th Floor, Unit 1, International Tech Park, CSIR Road, Taramani, Chennai - 600113, TN
Tel: 044-42269999; Fax: 044-42269900
Email: jude.xavier@technosoftcorp.com; Website: www.technosoftcorp.com
D&B D-U-N-S No 91-600-8891
Company Background
Technosoft is a privately held company formed in 1996. Headquartered in Southfield, MI, in the US, the company provides IT,
business process management, and consulting services. The company caters to the healthcare services, financial services, retail
services, and global in-house centers in local and state governments of the US.
Dalmia Cements structured and focus approach to CSR and Employee Welfare
Challenges
In the current business scenario, CSR and employee welfare are becoming a highly significant and integral part of various
organisations. In line with this trend, Dalmia Cement (Bharat) Ltd (Dalmia Cement) undertook various CSR initiatives and offered
various benefits to employees. However, the company faced a major challenge in terms of employee retention due to its plants
being located in remote areas.
Action Taken
Through its CSR activities, the company took initiatives with regards to water conservation, which included creating and repairing
existing check dams, deepening of ponds in villages, creation of farm ponds, drip irrigation, and rain water harvesting. For energy
conversation, the company has promoted the use of bio gas plant, installed 50 solar street lights, provided 200 fuel efficient stoves,
and provided 50 solar lanterns, among others. To achieve this objective, the company has implemented various strategies such as:
Appointment of a field team
Field work to create awareness about promoting water conversation and renewable energy initiatives
Help beneficiaries to avail various government schemes
Networking with various government organisations
Providing subsidies
Further, Dalmia Cement feels the responsibility for the welfare of its employees. In this regard, the company provides a conducive
work environment, various medical facilities, subsidised lunch, and sports facilities, among others. The company pays special
attention to sports through initiatives such as:
Event management committee organising various sports competitions for employees and their families
Play grounds for various outdoor sports
Gym within the plant
Dalmia Cement pays special attention on safety of its employees. It provides structured safety induction for its new joinees, conducts
regular safety audits, identifies a safe environment and health zone, celebrates safety week every year, rewards employees for
excellence in adhering to safety procedures, and adopts the DuPont safety culture.
HR, managers, and senior team leaders are all committed towards ensuring the employees wellness in while working for the
organisation. Consistent involvement of the top management can be seen through the regular introduction of various new wellness
interventions.
Stakeholder Involvement
HR, managers and senior management are all committed to ensuring employees wellness in the organisational life as it is a critical
factor for growth of the organisation. Top management involvement is evidenced through introduction of new wellness interventions
from time to time on a regular fashion.
Further, with the help of various employee welfare initiatives, the company is able to reduce its employee attrition levels and
improve the scores in employee engagement over past few years as shown in the figure below:
Furthermore, sustaining success of the existing wellness programmes and continuous ascertainment of the growing need and
health interventions are some of the top most priorities that the organisation has set for itself and is fulfilling for the benefit of its
employees.
D&Bs Observation: Giving back to the community in which any organisation operates helps in overall development of the
organisation. Focus on employee welfare helps in boosting employee morale and enthusiasm.
Experts View
A good approach to solve major problem of water and power at the local level. A structured CSR strategy giving traces to society
and giving goodwill to the organisation. Further, the process covers key exemplary characteristics of HR practices in areas of
innovation, sustainability, while addressing national as well as global challenges.
Company Background
Dalmia Cement (Bharat) Ltd (Dalmia Cement), a part of Dalmia Group, was incorporated in 1939. The company is engaged in
manufacturing, packing, and sale of cement. It caters to special needs of strengthening airstrips, concretising railway sleepers, and
cementing oil wells, amongst others. Dalmia Cement operates its manufacturing facilities in Dalmiapuram and Ariyalur of TN and
Kadapa of AP with an installed capacity of 9 MMTPA. Further, the company holds 47.3% stake in OCL India Ltd, a cement player in
the Eastern India. Moreover, it has set up 53 windmills in Muppandal, TN to generate eco-friendly captive power for its plants.
Arvind Limited
Naroda Road, Ahmedabad - 380025, Gujarat
Tel: 079-30138000; Fax: 079-30138671
Email: arun.kst@arvindexports.com; Website: www.arvind.com
D&B D-U-N-S No 86-218-1930
Company Background
Arvind was established in 1931 for manufacturing of fabrics. The company primarily operates in textiles (yarn, fabric, and garments)
and branded garments segment.
Providing Employment Opportunities for Hearing Impaired Individuals Comes Across as a Significant Achievement
Compunnel Technology India Pvt Ltd (Compunnel) conducts a variety of activities in areas related to CSR and employee welfare. One
of its significant achievements includes recruitment of hearing impaired candidates from Noida Deaf School in the IT Support and
Design teams. Before joining, the candidates, team members from support functions and the design team go through an exhaustive
training programme on sign language. This training equipped the teams to learn how to interact with these candidates and help
assimilate them in the companys culture. The company practices Go Green initiative ensuring maximum utility on use of energy,
power, and paper. Initiatives by the companys Pride Committee involve book collection for less privileged children, raising funds
for displaced minority groups, old clothes, and funds distribution to disaster-hit areas of the country. Furthermore, the company
sponsors education for children of the staff members from primary school level to college or for higher level education. Compunnel
has joined hands with NGO called Sainyam Support for Autism Inclusion by you and me, which involves educating the society
about Autism, and how to accept and treat Autistic kids.
Company Background
Compunnel is engaged in developing customised solutions with the latest technology in multiple venues including IT consulting and
staffing, custom business application development, eLearning, and enterprise applications.
Company Background
DCB Bank formerly known as Development Credit Bank Ltd was established in 1930. In 1995, DCB Bank was converted into a Scheduled
Commercial Bank. The bank offers personal banking, corporate banking, SME banking, NRI banking, and other banking services to
its clients. Under personal banking, DCB offers current account, savings account, deposit schemes, loan schemes, investment and
services, among others. Further, the bank offers working capital finance, term finance, and export credit to corporates. As on Mar
31, 2014, the bank operated through a network of 130 branches and 238 ATMs with a workforce of around 3,188.
Company Background
DCB Bank formerly known as Development Credit Bank Ltd was established in 1930. In 1995, DCB Bank was converted into a Scheduled
Commercial Bank. The bank offers personal banking, corporate banking, SME banking, NRI banking, and other banking services to
its clients. Under personal banking, DCB offers current account, savings account, deposit schemes, loan schemes, investment and
services, among others. Further, the bank offers working capital finance, term finance, and export credit to corporates. As on Mar
31, 2014, the bank operated through a network of 130 branches and 238 ATMs with a workforce of around 3,188.
Company Background
HCL Technologies a part of the HCL Enterprise was incorporated in 1991. The company is amongst the leading IT services companies
in India. It has presence in about 26 countries across the Americas, Europe, Asia Pacific, Middle East and Africa. HCL Technologies
services offerings encompass BPO, Custom Application Services, Engineering and R&D Services, Enterprise Application Services,
Enterprise Transformation Services and IT Infrastructure Management Services.
Company Details Management Details
HR Segment CSR and Employee Welfare Founder & Chairman Shiv Nadar
Industry IT Industry Chief HR Officer Prithvi Shergill
Case study details as provided by the company; Tabular details as provided by the company and from its website
Health is Wealth forms the core of the companys Employee Welfare Schemes
Hospet Steels Ltd (Hospet Steels) has a vision of building a better and sustainable way of life for its employees and improves their
surroundings. The biggest challenge for the company was how to enhance health and reduce the burdens of illness and disability on
their employees. To begin with, they adopted the strategy of designing a CSR Policy, employee welfare evaluation, and a feedback
process. The company organised various health awareness camps and undertook treatment for all the surrounding villages for
better health. For employee welfare, Hospet Steels provides various facilities such as housing, education, transportation, recreation
club, canteen, and banking. To inculcate a savings habits in the employees, Hospet Steels provides facilities such as superannuation,
gratuity, PF, and ESI. Further, to encourage good performance, the company provides rewards to performers under various
categories. Furthermore, under statutory welfare schemes, the company made provisions for hygienic drinking water, suitable
seating arrangements, and ready availability of first aid appliances. Under non-statutory welfare scheme, the company provided
regular medical check-ups, flexible work schedules, and external counseling services for employees and family members
Company Background
Hospet Steels was established in 1996 through a strategic alliance of Kalyani Steels Ltd and Mukand Ltd. The company is engaged in
manufacturing of alloy and special steel.
Welfare Schemes in diverse critical areas of health, financing and education promotes Employee Loyalty
Lokmat Media Pvt Ltd (Lokmat), for employee welfare, provides various benefits to help employees with social security, employee
facilities, administration, and employee felicitation. Medical checkups are conducted once every two years where all employees
aged 30 years and above are selected for the process where various tests are conducted on the employees. Besides a mediclaim
policy, the company provides group personal accident insurance, group term insurance policy (on concessional rates), and group
saving-linked insurance policy for the employees. Further, Lokmat has a strong administrative policy, which covers a whistle blower
policy as per government standards, sexual harassment policy at workplace, loan policy, and employee corporation credit society.
Further, the company provides loan for the purposes of medical, social, and educational purposes for its employees. Employee
felicitation is done for the employees who have completed more than 25 years of service. Lokmat provides scholarship to the wards
of the employees and the selected wards are felicitated at the hands of unit/branch heads.
Company Background
Lokmat was incorporated in 1973. It is a multiplatform media company with a diversified portfolio of publishing, broadcast,
entertainment, community, and sports verticals. The company owns 24 hours news and current affairs channel called IBN Lokmat
through a JV with the Network 18 Group.
Company Background
OHPL is a provider of healthcare outsourcing services. OHPLs services include medical coding, medical billing, A/R management,
claims processing, and healthcare revenue management. The company delivers these services to hospital-based and office-based
physician specialties and their hospital clients. Data entry services comprise demographic information, payment posting, and data
validation whereas account receivable management includes denial processing claims and customer service.
Betterment of the society through initiatives based on Knowledge, Action, and Care
Values of Piramal Glass Ltd (Piramal Glass) encompass knowledge, action, and care for enhancing knowledge in the community, taking
appropriate actions for the betterment of the society, and caring for the community. CSR activities of Piramal Glass are exhaustive
and based on three crucial pillars education, involving computer literacy, recognizing meritorious students, and health, which
involves organising camps for medical and dental checkups, blood donation, HIV awareness sessions, providing ambulance services,
arranging seminars on stress management, and women empowerment. The women empowerment initiatives include conducting
tailoring and embroidery classes, jewelry making, classes for Best out of Waste, bag making, pickle making, parlor classes, fabric
painting, and sand painting. Apart from these, the company undertakes special projects such as adoption of anganwadis, planting
approximately 300 trees each year, and supporting the specially-abled children. The main objective behind each of its CSR objective
is to empower people as the company believes in helping people help themselves. The company through these activities has been
successful in serving the community and contributing towards nation building.
Company Background
Piramal Glass is a part of the diversified Piramal Group, which was formed in 1984. The company is engaged in delivering glass
packaging solutions for the pharmaceuticals, specialty foods and beverages, cosmetics and perfumery industries, and services
industry.
Technosoft Corporation
4th Floor, Unit 1, International Tech Park, CSIR Road, Taramani, Chennai - 600113, TN
Tel: 044-42269999; Fax: 044-42269900
Email: jude.xavier@technosoftcorp.com; Website: www.technosoftcorp.com
D&B D-U-N-S No 91-600-8891
Company Background
Technosoft is a privately held company formed in 1996. Headquartered in Southfield, MI, in the US, the company provides IT,
business process management, and consulting services. The company caters to the healthcare services, financial services, retail
services, and global in-house centers in local and state governments of the US.
Company Abbreviation
Company Abbreviation
Month Abbreviation
January Jan
February Feb
March Mar
April Apr
May May
June Jun
July Jul
August Aug
September Sep
October Oct
November Nov
December Dec
Index
Index
Talent Acquisition..................................................................11
Training and Development....................................................76
Employee Engagement................................................... 32-33
Arvind Limited
Industrial Relations...............................................................44
CSR and Employee Welfare...................................................96
Talent Management..............................................................78
ATS Infrastructure Limited
Training and Development....................................................79
Retention..............................................................................43
CSR and Employee Welfare............................................. 94-95
B DCB Bank Limited
Bayer Vapi Private Limited
Talent Acquisition............................................................... 4-5
Change Management...................................................... 28-29 Recruitment..........................................................................12
C Career Prospects...................................................................13
Index
G K
GOL Offshore Limited Kancor Ingredients Limited
Information Dissemination...................................................22 Talent Acquisition............................................................... 6-7
Employee Engagement.........................................................45
Kotak Mahindra Old Mutual Life Insurance Limited
Training and Development....................................................81
Talent Acquisition..................................................................15
H Training and Development.............................................. 64-65
HCL Technologies Limited
L
Career Prospects...................................................................45
Talent Management..............................................................82
M
CSR and Employee Welfare...................................................99 Mahindra Partners (Mahindra & Mahindra Limited)
Index
O Rockwell Automation
Recruitment..........................................................................17
R
Reliance Capital Asset Management Limited Employee Engagement.........................................................55
Index
The Tata Power Company Limited - Strategic Engineering Division
Talent Acquisition..................................................................17
Induction...............................................................................24
Employee Engagement.........................................................54
Performance Improvement...................................................90
U
United Breweries Limited
Employee Engagement.........................................................55
W
WABCO India Limited
Retention........................................................................ 36-37
Wipro Limited