HCL Guarantees' to employees

p y

We will not give you responsibilities

We will not respect your aptitude
We will not treat you equally

HCL Guarantees' to employees

p y

We will not give you responsibilities

You will have to take responsibilities

We will not respect

p
yyour aptitude
p
We will respect your attitude

We will not treat you equally

We
W will
ill ttreatt you fairly

Employees
p y
freedom,, releases potential
p

The exciting part about being a HCLite is that the

rules of determining how far you can go are written
by YOU. You could inscribe your name on a brick, a
wall or a whole building depending on what you
care to bring and deli
deliver.
er

Vineet Nayar, Trainee, Batch of 1985,

EmployeesFirstCustomerSecond
A Journey of Transformation
AJourneyofTransformation

CycleofTransformation
y
Implementation Challenge

Vision,
Mission&
Values

Strategy
C
Creation
i

Wh t f t t
Whatofstrategy
NewProducts
New Propositions
NewPropositions
NewMarkets

Change
g
Management

I l
Implementation
t ti

How
How ofstrategy
of strategy
Howthebusinessruns
Engagement
Empowerment
Ownersofchange

Whats common to these firms?

ThelargestairlineintheUnitedStatesby
numberofpassengerscarrieddomesticallyper
year.

To Provide the Best Customer Service,

Service
Put your Employees first. - Colleen Barrett,
President

Thelargestcoffeehousecompanyintheworld,
with15,012storesin44countries

We built the Starbucks brand with our

people not with consumers.
people,
consumers Because
the best way to meet and exceed
consumer expectations was to hire and
t i greatt people.
train
l We
W invested
i
t d in
i
employees.
- Howard Schultz, Chairman

EFCS:THEHOW APPROACH

TheNeedtoChange
g

Customers

Customer

Employees
TheValue
Zone

Employee
EnablingFunction
Management

Whatswrongwiththetraditionaltopdownleadership
model?

The Catalysts
TheCatalysts
2001

EmergenceonthefirstGenYintheworkforce
h fi G
i h
kf

2004

GenY Alarge%ofHCL
NewWAYSOFWORKING

Revive & Renew

R

HCL Playingtowin
IInvolve & Belong

En
ngage & Empowe
er

Transparen
nt & Open

ManagersembraceEFCS

EmployeesFirstCustomerSecond
In
ntrospectt & Accep
pt

2005

EFCS
S TheFramework
e a e o

FewEmployeesFirstInitiatives@HCL
e
p oyees s
a es @

ParticipationMetrics
p

13

ParticipationMetrics
p

14

AchievingtheWow

EmployeesFirstEnables,EngagesandEmpowers
employees to maximize the value by creating the
employeestomaximizethevaluebycreatingthe
WOW inthevaluezone

EFCS

Identifiesandempowersnaturalleadersat
every level
everylevel.
Increasestheaccountabilityofseniorexecutivesto
f t li
frontlineemployees.
l
Decentralizestheworkofleadership
Ensuresthateveryleaderissomeoneothersare
trulywillingtofollow.

EFCS:ImpactAcrossTheOrganization

HCLRevenueshavegrownbyover3.7timessince
HCL b
HCLbeganitstransformationjourneyin2005
it t
f
ti j
i 2005

(USD Million)
(Before Transformation Journey)

18

(During Transformation Journey)

HCLEBITDAIncomehasgrownby3.6timessince
HCL b
HCLbeganitstransformationjourneyin2005
it t
f
ti j
i 2005

(USD Million)
(Before Transformation Journey)

19

(During Transformation Journey)

ProofduringRecession
P f
PerformanceonaCalendarYear(CY)basis
C l d Y
(CY) b i

CY Revenues Comparison
YoY Incremental Revenue & YoY Growth
Incremental Revenues
(CY09 CY08)

YoY Growth

TCS

-$12 mn

-0.2%

Infosys

-$55 mn

-1.2%

Wipro

-$38 mn

-0.9%

IBM GS

-$3,893 mn

-6.6%

Accenture*

-$2,793 mn

-11.8%

$466 mn

23.5%

Company

HCL

* For Accenture, revenue periods are DJF08-SON08 and DJF09-SON09

20

CSATIndex(Independentsurveys)
IncreaseinCustomerExperiencescoresacrossall
Li
LinesofBusiness
fB i

43% increase in CSAT Index

21

70% increase in response rate

IncreaseinEmployeeSatisfaction
100
80
60
40
20
0

70%increaseinESATIndex

Apr 2006
Apr2006

Oct 2008
Oct2008
EmployeeEngagementSurveysweredonebyHewitt
ThemeasurementscoreistheEmployeeEngagementIndex
HCLrankedNo.1EmployerinIndiaandBestEmployerinAsiabyHewittin
its 2009 Study The study recognizes HCL as an organization focused on
its2009Study.ThestudyrecognizesHCLasanorganizationfocusedon
refiningitshumancapitalprograms,empoweringitsemployeesandshowing
remarkableconsistencyinitsdaytodaybusinessandinitsresponseto
difficulttimes

22

TheWorldIsTalking
g

RecognizedastheBestEmployer,HCLattractsthebesttalentsacrosstheglobe
Andthatiswherethetransformationbegins!

April,2006:FortuneacknowledgesHCL Technologies
asTheworld'smostmodernmanagement

June2007: HarvardBusinessSchoolpublishedacase
studyonHCLTechnologies,underBusiness
Transformation.

November2007:TheEmployeeisalwaysright:At
HCL,workersgettogradethebosses,andeverybody
canseetherating.

December,2007:HCLsEmployeesFirstasaNew
g
p y
andRadicalManagementPhilosophywillcatchon
withtheworldsoonerorlater

23

October2008:HCLTechnologieswinsthe
prestigiousWorkforceOptimasAwardsin
th I
theInnovationcategory
ti
t

March,2009:
March
2009: The
Theparticularinterestof
particular interest of
HCLsexperienceisthatitinvolvesthe
transformationofanexistingculturerather
thancreatinganewonefrom scratch

GlobalServices1002009:
g
HCLTechnologiesisleadersinHuman
CapitalDevelopment

Cooking
g up
p a CEO!

The exciting part about being a HCLite is that the rules

of determining how far you can go are written by YOU.
You could inscribe your name on a brick, a wall or a
whole
h l b
building
ildi d
depending
di on what
h t you care tto b
bring
i
and deliver.

Vineet Nayar
Nayar, President & CEO HCL
Technologies,

What if we invest in our employees, and they leave?

What if we don
dontt invest in our employees and,
and they stay ?

Thank you for your attention

Thankyouforyourattention

Down load whitepapers

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