Over the past couple of years, Aegis has been successful in creating, marketing and selling its

Employee Value Proposition (EVP) - GET SET GO - that reflects the true culture of the
organization along with the reason for its existence. The company has also scaled-up its
Diversity & Inclusion agenda - Aegis currently employs over 700 Persons with Disabilities
(PwDs) which comprises of over 1.8% of its total workforce. Aegis maintains a healthy
gender ratio of 63:37 and its presence in tier 3 and 4 cities provides opportunities to employ
socio-economic and culturally diverse people. The company employs 1.56% of its global
workforce as mature age people and 80-100% as local indigenous people.

Commenting on Aegis' HR practices, Annurag Batra, Chairman & Editor in Chief, BW

Businessworld said, "The BPO/KPO domain is a talent and human intensive industry. The
HR practices of Aegis have brought down attrition and contributed to happiness of team
members. I congratulate them on this people-friendly practice."

Recently, the Society for Human Resource Management (SHRM) also recognized Aegis for
its six-dimensional diversity & inclusion framework at the SHRM India HR Awards 2016.
SM Gupta, Global Chief People Officer, Aegis Limited said, "This award is a testimony to
the way Aegis engages talent and builds competitive advantage through its people to achieve
organizational results. It recognizes our workplace practices and systems used in managing
organizational change with respect to people and processes."

Aegis' people practices and its innovative model on HR focus on building robust processes
for attaining global agility, effectiveness and competitiveness. All organizational HR
practices are designed and implemented in order to ensure that they serve the business value
chain. Aegis incorporates sophisticated forecasting and workforce analytics into its business
processes. This enables the organization to translate companywide talent, business data and
external workforce segment data into workable insights to use and share with business
leaders. In order to attract, retain and motivate the right set of employees, Aegis has
continuously worked towards developing world-class systems and processes thus positioning
itself as "Employer of Choice".

How is Aegis creating a workplace that creates prosperity ?

Happy Employees, Happy Customers and Happy Shareholders, the mission statement of
Aegis enables the company to put employees at the core of all its people practices
With enviable employee engagement and attrition rates in an industry that has been
traditionally volatile, Aegis’s mission statement, a triad of equity ‘Happy Employees, Happy
Customers, Happy Shareholders’, helps the company to put employees at the core of all its
people practices.
Aegis implements a four-point strategy — a sense of purpose, involvement of employees in
CSR activities, enthusiasm and ownership, to ensure that employees enjoy and learn at work.
The HR vision at Aegis of ‘Creating a progressive workplace that enables partnership for
prosperity’ supports the company to institute innovative best practices and programs in the
realm of new hire orientation, people practices, rewards and recognition policies, talent
engagement programs and talent development programs. The company’s employee
engagement framework comprises 14 distinct parameters like Performance Management,
Career Development, Training, Rewards and Recognition that are driven by a strong sense of
purpose, ownership, leadership, and social responsibility. These parameters encompass every
stage of the employee life-cycle at Aegis, right from hiring to their retirement.
The internal job posting platform at Aegis has resulted in the internal movement of nearly
6,900 employees in the last five years, 1,700 of which have taken place in the last one year.
The ‘Global Talent Exchange Program’ has facilitated extensive movement of talent across
borders and geographies. The comprehensive hexagonal model of diversity at Aegis supports
the inclusion of people with disabilities, genders, mature age, socially and economically
disadvantaged, culturally & linguistically diverse, and indigenous people. The employee
value proposition (EVP) of Aegis, ‘Get-Set-Go’ caters to the end-to-end talent needs of the
organization and appeals to a diverse workforce as it provides guidance with a progressive
and enabling learning environment.

Diversity and inclusion practices at Aegis are framed with a focus on improving
employee gender ratio, catering to the needs of differently-abled, along with
attaining generational, economic, social, cultural and linguistic inclusivity
Aegis takes great pride in enhancing the capability of its employees and helps employees
achieve their desired career progression and success, even if that means exploring
opportunities beyond the organization.
The Aon Best Employers Study in Asia began in 2001 with an aim to provide insights into
how organizations can create real competitive advantage through people, explore what makes
a workplace of choice, and ultimately identify a list of Best Employers in India & other
geographies.
Well into its 18th year, the study is one of the most tenured annual workplace studies. This
year, the study’s theme was “#NextGen Org: Consistently Agile” The theme focused on the
tipping point of man and machine, of the need to be high performing today and relevant
tomorrow, of sustaining through innovating, of creating the organization of tomorrow and
building a bridge to the future with sustainable talent practices.
In honor of this year’s winners, Aon organized a learning conference in the day which saw
participation from the who’s who of the corporate world. The high point of the evening was
the when the winners were finally revealed. About 125 companies from 10 industries
representing almost 329,000 employees were scrutinized as part of the Aon’s Best Employers
India 2018 study. The Jury for 2018 comprised eminent business leaders and academicians
such as Mr. Ajay Piramal, Chairman, Piramal Group; Ms. Kalpana Morparia, CEO, JP
Morgan; Mr. Sanjiv Aggarwal, Senior MD, Helion Ventures; Mr. Inderjit Walia, Independent
Consultant (Former Group Director HR, Bharti Group), and Prof. Premaranjan, XLRI.
Employee Value Proposition (EVP)
The company has adopted a very compelling Employee Value Proposition (EVP) which is
GET-SET-GO. With a very young and diverse workforce, the company wanted a unique EVP
that would be closely integrated with all existing HR practices, understood by all, agnostic to
culture, language, continents, socio-economic strata, or age, and could benefit the
organisation on a sustainable basis. GET is about the brand aura: the PULL force! They GET
people in the company, by hiring based on their competencies and the role-fit. SET is about
setting people up for success. This is done by providing employees a progressive
environment of continuous learning, rewarding and recognising their contributions and
performance, and providing close guidance for progressively enriching their profile and
adding value to it. GO is about growth, either within the company, or beyond. As the
capabilities of people get enhanced through the interventions, they are all set to •GO' places
benefited by plethora of career avenues within the company. EVP resulted in the initiation of
action on 63 key HR deliverables around leadership development, competency enhancement,
talent acquisition, employee engagement and people policies. There has been a 1. 11 per cent
of improvement in on-time hiring. Post EVP implementation, the average global cost per hire
reduced from USD 100 per hire to USD 65 per hire leading to the cost savings to the tune of
USD 1.3 mn, thereby adding to business bottom-line. The offer acceptance rate improved
from 73 per cent to 87 per cent.
Hi-po/ Hi-per Classification and Development program
In an endeavour to identify and develop internal talent with the potential to fill key or critical
organisational positions, the company has institutionalised the process of •Hi-per/Hi-po
Identification and Classification Framework'. This is a process that spots high-potential, fast-
track individuals for whom they ensure an accelerated growth path. To identify Hi-per / Hi-
pos, inputs from the Performance Management System and competency levels and
developmental interventions are gauged through Potential Assessment Tool (PAT) and
Specialized Assessment Centre processes like CLIMB and ENABLE. Then, of the employees
on the 3*3 matrix and the inputs received from the competency assessment reports, the
Individual Development Plans (IDPs) are formulated for each Category 1 employee. The
Learning interventions for the Category 1 employees are assessed in accordance with the
Kirk Patrick model, and the results were captured for each of the four levels of Reaction,
Learning, Behaviour and Results. This initiative of developing key critical talent for
becoming able leaders of tomorrow had an impact on all three elements of the mission
statement: Happy People, Happy Customers and Happy Stakeholders. The impact may be
seen as below: 1) They were able to identify, groom and built a talent pool of 500+ future
leaders who can be moved in various roles over the next two-five years; 2) 33 per cent of
Category 1 employees got an upward role change, 33 per cent of the employees were given
job enrichment / enlargement and 12 per cent moved to other geographies through GTX
programme; 3) During the last two financial years, they recorded a revenue growth of 50 per
cent and profit growth of 490 per cent due to improved workforce capabilities and overall
performance; 4) The average global cost per hire reduced from $ 127 per hire in FY 09-10 to
$ 65 per hire in FY 12-13. This led to the cost savings to the tune of USD 1.4 mn, adding to
business bottom-line.
Six-Dimensional Diversity Framework
A hexagonal model of diversity at work has been implemented in Aegis explained as follows:
1) People with Disabilities (PwDs): The target for the current fiscal year is to employ PwDs
equal to two per cent of the global workforce; 2) Gender Inclusivity: The target for the
current fiscal is to have a gender mix, which is in accordance with the available employable
population in each geography; 3) Culturally and linguistically diverse people: The company
philosophy is to understand, embrace and operate in a multi-cultural world both in the
marketplace and workplace; 4) Mature age people: They have a target to employ four per
cent of mature age people in the current fiscal. The inclusion of PwDs, women and people
from socially and economically disadvantaged backgrounds led to a decline in attrition rate
by 20 per cent. The inclusion of Culturally & Linguistically Diverse (CALD) people
enhanced capability of serving a wide range of clientele. Mature age people brought on board
came with great mentoring skills.