June 2009

Employee engagement
in recessionary times
A changing talent
perspective
Contents
Employee engagement- The HR challenge
Key findings
Aligning efforts with strategy
Communication
Training and leadership development
Rewards and recognition
Participant profile
Contacts
2
4
6
11
15
20
24
25
2
Employee engagement-
The HR challenge
2
The economic outlook in the last 3 quarters has been
dominated by retrenchment and cost cutting. Globally
businesses are facing complex internal and external
challenges that are shaping their approaches to
employee engagement. Companies are finding it
difficult to keep their employees focused, motivated and
productive amidst business slowdown and job
insecurities. The real challenge lies in motivating and
providing opportunities for growth and development of
those workforces that are retained.
As the market dynamics and customer preferences are
changing, companies are focusing on finding innovative
practices related to talent management and at the same
time keeping a close watch on the cost.
Companies appreciate that to remain viable and
competitive both in the short term and long term, they
must focus and improve on their ability to attract,
develop and retain top talent.
Deloittes Human Capital Advisory Services (HCAS) team
in India undertook a cross industry dipstick survey on
Employee Engagement in Recessionary Times. The aim
of this survey was to understand how organizations are
reassessing their priorities to manage their talent in
smarter and more strategic ways. The output of the
survey is intended to provide insights into how
organizations across are meeting their business and
talent challenges with innovative practices.
The survey polled 41 companies spread across 5
locations of Bangalore, Chennai, Delhi, Hyderabad and
Mumbai. The timeframe for the survey was April May
2009 and data is based on primary research. A detailed
profile of the respondents can be found at the end of
this report.
About the survey
33
Key findings
4
3
This report presents the major findings of the survey
about how companies are managing employee
engagement in todays turbulent economy. It also takes
a look at the immediate strategic priorities and focus
areas as identified by HR leaders.

Aligning efforts with strategy
!
Companies continue to invest in critical talent as there
is an increased fear that competitors may try to lure
valuable employees
!
Companies are increasingly involving employees in cost
management, quality and client service initiatives
!
A significant slowdown in recruitment, and the focus is
now on retention and selective hiring, driven purely by
critical skills and business needs

Communication
!
Increased frequency of communication with employees;
focus on transparency and positive communications
while at the same time conveying a realistic picture of
the companys performance and plans
!
Emphasis on periodic employee surveys to keep track of
employee sentiment and increased efforts to handle
employee concerns
Training and leadership development
!
Companies are keeping a close watch on training spend
and are more focused on multi-skilling existing
employees
!
Companies are heavily investing in building a strong
leadership pipeline identifying, engaging and
developing high-performing employees from within the
organization
Rewards and recognition
!
No drastic changes in compensation structures and
reward philosophies
!
Employee rewards have been tied up with specific
initiatives (cost cutting, client service et al) where
employee efforts are clearly identifiable and have an
immediate positive impact on business
Findings
Focus areas
Re-assessment
!
Re-assessment of the jobs and skills that drive the most
value in the organization. Identification of critical
workforce segments and creation of customized
programs for their skill enhancement
!
A clear understanding of what employees really value
and what can be ignored, and based on that,
investment in appropriate areas and cut backs on low
priority ones
!
Picking the right mix of rewards. Identifying catalysts
beyond Monetary reward - A challenging opportunity
or appointment on a critical client account et al
Re-deployment
!
Companies are undertaking re-deployment of resources
to maximize outputs
!
Organization restructuring to eliminate layers and
redundant groups
!
Use of workforce planning to improve future flexibility.
Companies are also redefining the mix of full-time vs.
part-time and regular vs. contract employees
!
Undertaking additional initiatives and training programs
to multi-skill people
Re-positioning
!
Companies are revisiting their Employee Value
Proposition
!
Rebranding to improve image in talent market and
ward off myths and speculations
!
Even if an immediate branding exercise is not needed,
companies are undertaking communication campaigns
to stress on positive offerings to employees- stability,
continued growth and development
5
Aligning efforts with strategy
6
Challenges today, opportunities tomorrow
Measuring returns
The present slowdown has clearly forced organizations
to re-evaluate their employee strength and decide
between options of letting go of those employees who
are replaceable and retaining only those employees who
form their critical workforce or no change at all in
workforce. The survey found that a majority of
companies are following a wait and watch approach by
not retrenching their employees immediately but instead
trying to balance both their employee and operational
costs.
With companies putting a freeze on hiring, an
interesting observation is that some companies have
opted to recruit consultants or freelancers- a move that
would help organizations save on employee benefit
costs. Lucrative bonus and international travel- once a
selling proposition to prospective employees is being
substituted with opportunities for advancement, flexible
working hours and relocation within the company
across teams.
Creating a leadership pipeline and an effective talent
pool still remains a top priority. Though most of the
companies surveyed have not gone on a downsizing
overdrive, the strategic focus is clearly on building
internal capability, separating the critical workforce from
the rest. Recruitment strategy is a clear shift from
quantity to quality.
Some companies have implemented metrics in place
that would help identify how their initiatives affect the
way individuals or groups operate. Such measures are
critical in determining the ROI of any specific HR/training
initiatives. Performance expectation is clearly set against
HR initiatives and training activities so the correlation is
clearly observable and no unnecessary expenditure is
incurred on efforts that dont deliver maximum value to
business.
Organizations, especially in the hi-tech space are
continuing to invest in proprietary knowledge and
technological up-gradation in order to deliver increased
value to demanding clients.
Making a difference:
One of the companies in the manufacturing space has
identified a theme for the year - The Will to Win.
This theme is further defined around 3 Ps

People: Behaviours /values which represent The Will
to Win
Planning: Build the business plan around it & connect
organization/employee Goals to it
Profitable growth: Link business/employee
performance to The Will to Win
Energize employees: Excitement about the theme is
created through internal communication campaigns,
and by connecting rewards and recognition framework
with the right behaviours associated with the theme.
The business slowdown has clearly brought about
changes in job roles and job competencies-companies
reported an increase in job redesign, job rotation and
multi-skilling. Key performance indicators for each job
have also undergone changes as a result of performance
standards being considerably hiked (fig. 1). One of the
companies in the manufacturing space reported a
renewed focus on quality compliance as a key
performance indicator that is driven across the
management levels.
The survey also found that owing to increased business
pressures, certain management levels have been asked
to take on additional responsibilities. 36% of the
companies surveyed responded that the middle
management has been impacted the most, while 43%
agreed that employees at all levels in the organization
have been equally impacted by changes in job roles and
competencies.
37
Performance
benchmarks have
been considerably
hiked with measures
being stringent and
monitored quarterly
Figure 1. Changes brought about by recession
More than 90% of companies surveyed stated that there
has been regular communication to employees about
the companys performance and future plans. A
common feature across most companies is that these
messages have clearly been driven from the top
management.
The survey found that companies are increasingly
involving employees in bringing about cost
49%
51%
37%
44%
32%
Job
competencies
Key result areas Key performance
indicators
Span of control
management and innovation into the business, and
improving overall quality and client service (fig.2).

While focus group discussions (58%) and open forums
(46%) rank as the preferred methods for capturing
employee inputs, formal questionnaires and contests are
some of the other methods employed by companies.
Figure 2. Areas where employee inputs are asked for
39%
34%
71%
49% 49%
56%
Maintaining current
engagements
Winning new
business
Cost
management
Quality
improvement
Improved client
service
Innovation
Job
roles
39
Managing attrition
The survey found that there has been an overall
decrease in attrition rates. 23% of companies surveyed
reported attrition figures of less than 5% and 44% of
companies reported figures between 5-10%. However,
few companies in the Retail and Pharma space reported
higher attrition figures between 21-25% (fig. 3).

Of the overall attrition faced by companies, 65% is
voluntary attrition and the rest is involuntary. Companies
surveyed in the Retail and Real estate sectors faced an
increased attrition at the junior management levels
especially for positions like frontline sales and field
officers.

Making a difference:
One of the IT companies surveyed has given their
new hires the flexibility to defer their joining dates
wherein they are encouraged to go for higher
education, while the company continues to provide
them base salaries. In this particular case,
employees were more than willing to oblige.
Figure 3. Overall attrition
44%
23%
9%
9%
15%
Less than 5%
5% to 10%
11% to 15%
16% to 20%
21% to 25%
Interestingly, companies in the IT product space
reported facing increased attrition at the middle
management levels-this could be attributed to the
scarcity of niche skills especially in the product
development domain and due to competitors optimizing
on the recessionary period to poach resources by
offering them higher pay and job security.
Companies surveyed responded that past performance
records and feedback from managers were the two
methods mainly employed by companies to identify
employees to be retrenched. A few companies also
reported relying on client feedback and assessment
centres to identify such employees.

The survey found that an increasing number of
companies have offered support to such employees by
means of counseling (56%), placement assistance
outside the company (32%) and by giving them the
option to join back the firm at a later time(14%).
10
Communication
311
Figure 4. Focus areas for communication
10%
73% 73%
32%
39%
56%
41%
46%
44%
41%
Change in
business plan
Cost
management
Retrenchment Learning Maintaining
current
engagements
Organization
performance
New
initiatives
Winning new
business
Quality
improvement
Improved
client service
Employee communication has taken on an even greater
importance, especially to counter low employee morale.
The frequency of employee communications is definitely
on the rise companies surveyed reported that they
have been communicating more frequently with their
employees over the past few months and that there is
an increased focus on coaching leaders on how to be
assertive while communicating bad news and how to
maintain morale and productivity in their teams.
Companies surveyed agreed that times are tough and
unpopular actions are required- such as communicating
about layoffs and salary reductions, or discussing with
employees regarding their concerns and frustrations.
While more than 70% of companies stated that HR and
managerial staff have been dealing independently with
most of the employees concerns regarding job security
and potential impacts of the current recession, 43% of
companies reported using Townhall meetings as a way
of addressing such concerns on a common platform. A
few companies surveyed have also provided key
members from the management or HR representatives
with key messages, a Frequently Asked Questions (FAQ)
guide, and training on how to manage employee
anxiety.
Companies surveyed agreed that poorly managed
communication can often be a source of uncertainty
among employees. Too little effort invested in
communication can result in a lack of trust, high
attrition of top talent, damaged company reputation,
and a sharp decline in employee morale and
productivity. Additionally, poorly structured
communication can lead to misinterpretation of
information and perception of false promises.
Most companies surveyed felt that senior management
should be clearly visible in building excitement about the
future and creating a positive environment that boosts
employee morale.

According to the survey, organization performance, new
initiatives and cost management are the areas that
communication messages are currently focused on. The
need to focus on quality and client service is also being
clearly communicated to employees. Cost management
messages are sent out to employees on a regular basis
as well as whenever there are specific instances of cut-
backs, for example, cut-backs on business class travel
(fig. 4).
12
The survey found
that most companies
are focused on a
common set of
principles: maintain
transparency, target
the right audience,
and consistently
drive the message of
change
Figure 5. Methods for communication
78%
39%
12%
59%
29%
78%
7%
Podcasts Open Houses /
face-to-face
meetings
Internal
employee
surveys/ polls
Organization
newsletters
Blogs Intranet /
internal
company
website
E-mails
from
management
At the core of our
communication drive is
the clear message-Strive
for perfection with
greater momentum
Amit Verma, Director-Human Resources,
NVIDIA Graphics Pvt. Ltd.
Most companies already have a communication strategy
in place that applies to all employees, but if reductions
in force are anticipated or certain work groups are more
seriously impacted by the current recession, then the
communications are accordingly tailored to their needs.
Emails from management (78%), open houses (78%)
and organization newsletters (59%) are the most
commonly used methods of communication. A few
companies also stressed on the need for two-way
communication between the management and
employees. They have actively been using various
channels like the company website, blogs and employee
survey polls as a means to constantly keep track of
employee opinions and feedback. Infact, 29% of
companies surveyed reported conducting employee
opinion polls on a regular basis (fig. 5).
Increasingly, organizations recognize that a compelling
employer brand is critical to becoming an employer of
choice and there is a clear focus on building stronger
brands as part of their talent strategy.
Survey participants reported having a clearly established
and well-defined employee value proposition, and said
they believe their employer brand provides a clearly
differentiated competitive advantage that helps attract
and retain the best talent.
While 76% of companies surveyed reported that there
has been no recent change in their value proposition to
employees, most of them also agreed that this was only
because they already had clearly defined employer
brands that include a strong focus on job security, and
talent development. The few companies that have
changed their value proposition in recent times stated
that they have now focused on aspects like no
retrenchment or cut in employee salaries and benefits
and business being booming as usual the value
proposition of being a part of a stable organization.
Employer branding
Making a difference:
One of the IT Product companies surveyed has
recently started an initiative where about 10-15
employees across different levels and departments
are randomly selected and invited for a lunch
meeting with the Managing Director. Employees
seem thrilled to be invited to a platform where they
have a chance for an informal dialogue and also to
discuss concerns and suggestions with the highest
level of management.
14
Training and leadership
development
315
16
Even in a time of layoffs, benefit reductions, and other
belt-tightening measures, companies surveyed recognize
the imperative to retain and train key talent. When
asked to anticipate how their companys focus on
training and development will change over the next
year, 50% of the respondents reported that there would
be an increased focus on training and development
initiatives, while the rest clearly stated that even if there
is no increase in spending on training initiatives, there
would not be any cut-backs either and that all learning
programs would be carried out as usual.
One of the main reasons for the continued emphasis on
employee retention and training is the recognition by
companies surveyed that they must make the most of
current employees instead of recruiting talent from the
outside, and they are doing this by investing in multi-
skilling and building new skills in their existing
workforce.
Some companies surveyed are trying to cut back on
training spend by delivering learning programs creatively
at lower costs while some are increasing investment in
learning only for critical workforce segments that have
an unusually high impact on business value and some
others are cancelling or deferring learning programs that
dont deliver immediate value.
While companies agree
on the fact that training
would be an area of focus
in the coming months,
they also believe that
training spend would
need to be closely
monitored
Training efforts are clearly focused on key talent
groups
Companies surveyed believe it is important to first
identify which talent groups are critical and deserve
special focus and resources. This requires a clear talent
strategy and understanding of the business talent
priorities. Without this clarity, they believe that
companies are likely to make short-term talent decisions
that harm their long-term prospects and hinder their
ability to capitalize on recovery from the learning spend.
The survey found that most companies have centred
their training efforts on key work groups like
Technology, Sales and Marketing and Customer Service.
Infact, Sales and Customer Service teams have received
additional training programs to equip them with skills
needed to deliver in tougher markets. (fig. 6).
Companies also seem to have a clear focus on the areas
of training being provided to employees. Most
companies surveyed stated that job-specific (63%),
multi-skilling (39%) and personal development (36%)
were the main areas in which training programs were
Figure 6. Training focus by work groups and levels
4%
2%
5%
4%
5%
3%
4%
3%
6%
5%
7%
5%
3%
6%
4%
7%
3%
1%
5%
4%
5%
5%
Technology Production Sales and
marketing
Support Customer
service
Research &
development
4%
4%
Entry-level Junior management Middle management Senior management
17
being provided. Communication and business
development skills were the other areas in which
training programs were being conducted.
As companies are keen on developing talent while at
the same time, keeping a check on the training spend,
they have been looking at innovations in training
program delivery. While classroom and on-the-job
training along with workshops continue to be the most
commonly used modes of training delivery, quite a few
companies reported an increased use of technology-
based training like virtual classrooms and podcasts.
Infact, 32% of companies surveyed reported relying
heavily on web-based learning (fig. 7).
Most companies also reported a significant drop in
hiring of external vendors, and increased
Figure 7. Training methods
encouragement for internal trainers through incentives
and frequent Train-the-Trainer programs.

The survey found that companies tackle talent
development challenges by implementing manager
development programs and by holding managers
directly accountable for talent development and
engagement through the incentive process. Managers
are also being involved in the process of defining
employee career paths. These companies also stated
that talent development is not solely the responsibility of
HR, but a responsibility shared between both business
and HR requiring active engagement, commitment, and
accountability from leaders and managers.
Talent development is not solely an HR effort
Classroom
training
Seminars Web based
learning
Virtual
classrooms
Workshops Buddy
program
On the job
training
Fast track
learning
programs
80%
27%
32%
10%
37%
17%
66%
15%
18
Leadership development
Organizations today seem to be clearly focused on
building strong leadership capability. The survey found
that 70% of companies have undertaken initiatives for
identification and development of high-potential
leadership. Both the amount of attention paid to
leadership development and the quality of leadership
programs seem to have considerably improved.
As organizations struggle to hold on to their best talent
and build a leadership pipeline, it seems that leadership
development is not being considered a casual one-off
exercise. It is increasingly becoming more integrated
with other talent management systems, particularly
succession planning and performance management.
Apparently, organizations have discovered that focusing
on the quality and integration of leadership
development can have a positive impact on business
growth.
Most companies surveyed have stated building
leadership pipeline (68%), retention of critical workforce
(51%) and succession planning (51%) as the chief
reasons as to why leadership development is the current
focus area. Companies also stated a freeze on hiring at
senior management levels as another influencing factor.
The survey found that these programs are being
conducted across all levels in the organization and not
just focused on senior management. A few companies
stated that they offer a series of leadership development
programs that start at entry level and continue right
through the ranks of senior leadership. Elements of such
programs include rotational assignments, courses at
major universities, and task forces focused on solving
real-life business problems.
The emphasis also clearly seems to be on building the
next line of leaders across work groups like Technology,
Sales and Support with slightly lesser importance being
paid to R&D and Customer Service (fig. 8).
The survey also found that leadership development
programs are interwoven with the performance
management systems and high potential employees are
identified through the performance appraisal process,
assessment centres and nominations from superiors
based on an employees outstanding achievements at
work. A few companies reported conducting leadership
development programs not just for high-performers but
also for employees possessing core/critical skill sets and
those who would be extremely difficult to replace.

Making a difference:
An IT services company has launched an initiative
called Developing Customer Centricity. People from
every department across the organization who have
demonstrated Customer Centricity in their work are
selected and then based on questionnaires and
focus groups with these people, the behavioural
indicators for the same are arrived at. Post this
exercise, the company has associated with an
outbound learning agency and designed a program
that would be conducted across the entire company
to ensure all employees demonstrate same levels of
customer centricity.
Figure 8. Leadership development focus by work groups and levels
Technology Production Sales and
marketing
Support Customer
service
Research &
development
Entry-level Junior management Middle management Senior management
5%
9%
5%
2%
5%
5%
3%
1% 1%
2% 2% 2%
2%
2%
3%
4%
8%
7%
7%
9%
4%
4%
5%
5%
Keeping high potentials engaged
Companies surveyed reported that post identification of
high performers; delivering high-quality leadership
programs and keeping such high potential employees
engaged were the key focus areas.
The survey found that allowing high potentials to handle
critical projects or challenging business lines and work
on new initiatives were the main ways of keeping such
resources fully engaged. 61% of companies surveyed
stated that their leaders would identify key
developmental roles in the organization, and allow high
potentials to handle such roles thereby enabling them to
gain critical experiences through these roles. Some of
these roles focus on handling critical projects or global
operations, others innovation and still others running a
P&L. 27% of companies said they kept their top
performers engaged by actively involving them in new
product development. Few companies reported
engaging their high potentials by ensuring them access
to cross-functional experiences and by using global
assignments as a training ground for developing global
management capability (fig. 9).
Companies also give such high-potential employees
additional opportunities to interact with senior
management.
It is critical to inform
potential leaders of their
status and the efforts that
the organization is
undertaking to build on
their capabilities
Figure 9. Keeping potential leaders engaged
19
27%
61%
51%
61%
32%
17%
New product
development
Handling critical
accounts / projects
Handling
challenging
business lines
Working on new
initiatives
People initiatives Others
Rewards and recognition
20
A well-planned rewards and recognition program is a
key driver for employee retention and engagement.
The current slowdown has forced companies to adopt
more stringent measures for evaluating performance.
While employees seem to acknowledge that they would
need to considerably hike their performance levels, they
also expect to be rewarded appropriately for their
efforts.
All companies surveyed already have in place or are
working towards putting in place a reward structure
that closely links pay with performance. The focus is also
on ensuring that these reward programs would help
retain the average performers and reward top talent.
The survey found that companies are also working on
building employee recognition programs that are
meaningful and appropriate. Companies are looking at
innovative recognition and awards programs especially
as a way to keep employees satisfied, despite moderate
salary hikes.
78% of companies surveyed stated that the rewards
structure has remained relatively unchanged in the
current economic downturn. Companies have restrained
from making any drastic salary/benefit cuts, and are
taking a more balanced approach.
Though monetary rewards and performance bonus
remain the widely used mechanisms for rewarding
employees, companies are using sponsorships for
further studies and nominations for training programs as
other ways of rewarding performance (fig. 10).
No drastic cuts
Figure 10. Methods of rewarding employee performance
Monetary
rewards
Bonus Paid leave Flexible
working
hours
More
holidays
Sponsorship
for further
studies
Nominations
for training
programs
Nominations
for assessment /
development
centres
Job rotation
66%
54%
24%
12%
10%
39%
44%
22%
34%
321
When employees see
their contributions
being perceived as
important, valued
and recognized, they
are more likely to
embrace the
organizations
corporate goals and
thereby work harder
at enabling
companies to achieve
the same in tougher
times
Certificates Cash awards Mailers to all
employees
Plaques Mention on
the intranet /
newsletter
Gifts Gift
certificates
Team outings
to celebrate
achievements
Leadership
role
Certificates, mailers to all employees and cash awards
are the most preferred means of recognizing employee
efforts. A mention in company newsletters, plaques and
team outings are other commonly used ways to show
employee recognition (fig. 11).
The survey found that companies are evaluating
employees on more parameters than just high
performance at work: innovation at work, cost-cutting
initiatives, and for ideas that impact bottom-line and
increase team effectiveness.
The survey also found that the Rewards and Recognition
program is clearly focused on the junior and middle
management levels; and specifically across work groups
like Technology, Sales and Support.

An interesting fact is that barring a handful of
companies (29%), the rest have not introduced any new
incentive schemes for the sales force. As such, the
earlier incentive schemes have largely remained
unchanged, despite the need to push for increased
sales.
Figure 11. Methods of recognizing employee performance
Companies should
develop rewards and
recognition programs
that are perceived by
employees as consistent
and transparent
Sanjay Raina, Executive Vice President Human Resources,
United Spirits Limited
68%
56%
61%
44%
49%
39%
37%
46%
34%
323
In compiling this report, we surveyed 41 companies
nation-wide, spread across Bangalore, Chennai, Delhi,
Hyderabad and Mumbai (fig. 12). Companies surveyed
cover a cross-section of industries (fig. 13).
Participant profile
Figure 12. Respondents by region
63%
5%
15%
5%
12%
Bangalore
Hyderabad
Chennai
Mumbai
Delhi
Figure 13. Respondents by industry
44%
27%
7% 5%
17%
Hi-tech*
Pharma
Manufacturing
Others**
*Hi-tech includes IT, ITES and Telecommunications
**Others include Retail, Real estate & infrastructure, Energy and health care
FMCG
Figure 14. Respondents by employee strength
12%
24%
5%
5%
17%
Less than 100
250-500
2000-3000
100-150
500-1000
20%
15%
2%
150-250
1000-2000
3000+
In terms of employee strength, the largest chunk of
participants (24%) falls in the 250 -500 employee
bracket (fig. 14).
24
Contacts
P. Thiruvengadam
National Practice Leader | Human Capital
Deloitte Touche Tohmatsu India Pvt. Ltd.
+91 80 6627 6108
pthiruvengadam@deloitte.com

Reshmi Dasgupta
Deloitte Touche Tohmatsu India Pvt. Ltd.
+91 80 6627 6156
redasgupta@deloitte.com

Sethuraman Shivram
Deloitte Touche Tohmatsu India Pvt. Ltd.
+91 44 6688 5420
shsethuraman@deloitte.com
Sucheta Hota
Deloitte Touche Tohmatsu India Pvt. Ltd.
+91 124 679 2000
suhota@deloitte.com

Saraswathi Chandrasekharan
Deloitte Touche Tohmatsu India Pvt. Ltd.
+91 40 4031 2642
schandrasekharan@deloitte.com

Vishalli S Dongrie
Deloitte Touche Tohmatsu India Pvt. Ltd.
+91 22 6619 8832
vdongrie@deloitte.com
Bangalore
Chennai
Delhi
Hyderabad
Mumbai
325
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About Deloitte Human Capital Advisory Services (HCAS)
Deloitte HCAS practice is globally the second largest human resource consulting practice. We are broad-based business
consultants who specialize in integrating people issues with business strategy. Our mission is to enhance your organizations
performance, productivity, and profitability through people.
Our Service Offering is spread across 3 domains:
Total Rewards - Uniquely addressing overall business strategy, corporate culture and global alignment of employee programs.
We provide design, delivery and performance improvement solutions to purchasers, providers and administrators of
employee programs. Our integrated approach includes technical experience in retirement, health care, compensation,
communications and tax.

HR Transformation - Advising clients on how to maximize the efficiency and effectiveness of their HR service delivery model
and operation of the HR function, ranging from process design to selfservice applications and enabling technologies, and
considering insourcing, outsourcing, and offshore solutions.

Organization and Change - Addressing the critical elements of organizational effectiveness, including workforce planning
and analytics, talent management, workforce strategies, the people dimension of transformation, and virtual workplace
management. We also help improve key components of change leadership, including leadership development, technology
and process adoption, learning and development, culture, knowledge management and capability transfer, and
communications.

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DTTIPL based on such parameters and analyses which in its opinion are relevant to the subject. DTTIPL makes no express or
implied representations or warranties regarding these materials or the information contained therein.

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2009 Deloitte Touche Tohmatsu India Private Limited
Member of Deloitte Touche Tohmatsu