HR Best Practices 2015 PDF

Risk Management
Solutions
Sales & Marketing
Solutions
Learning
Solutions
Economic Analysis
Group
Dun & Bradstreet
HR Best Practices 2015

Published in India by Dun & Bradstreet Information Services India Pvt Ltd. (D&B)
Registered Office
Dun & Bradstreet Information Services India Pvt. Ltd.
ICC Chambers, Saki Vihar Road,
Powai, Mumbai - 400072.
CIN: U74140MH1997PTC107813
Tel: +91 22 6676 5555, 2857 4190 / 92 / 94
Fax: +91 22 2857 2060
Email: eagops@mail.dnb.co.in
URL: www.dnb.co.in
Head Office
Sodexo SVC India Pvt. Ltd.
Nesco Complex, Indabrator Building,
Western Express Highway, Goregaon East,
Mumbai - 400 063
Tel - +91 22 4321 4321
Fax - +91 22 2685 5973
wecare.in@sodexo.com
Web: http://in.sodexo.com/
DISCLAIMER
The publication is strictly for private circulation and meant for the recipient addressees only. The Pubication shall not be reproduced,
republished, publicly circulated, disclosed or shared with any other party, or copied, modified, redistributed, or otherwise made available
to any third party, in any form whatsoever, including by caching, framing or similar means, whether in part or whole, without the prior
written consent of authorized representatives of Dun & Bradstreet Information Services India Private Limited (D&B). This Publication
is meant for the purpose of disseminating information for fair use by recipient addressees. Filler pictures used in the Publication are
only for representation purpose. D&B provides no advice or endorsement of any kind through this Publication. This Publication does
not constitute any recommendation by D&B to enter into any transaction or follow any course of action. All decisions taken by the
recipient addressees must be based solely on the recipient addressees evaluation of circumstances and objectives. D&B recommends
that the recipient addressees independently verify the accuracy of the contents of the Publication upon which it intends to rely. D&B
thus, expressly disclaims any and all responsibilities and liabilities arising out of the Publication or its use by the recipient addresses
or any other party.
All rights reserved
This publication is copyright and all rights are reserved. Apart from any fair dealing for the purpose of private study, research, criticism
or review as permitted under the Copyright Act, no part may be reproduced by any process without written permission. Enquiries
should be addressed to the publishers.
Although every effort has been made in compiling and checking the information given in this publication to ensure that it is accurate,
the authors, the publishers and their servants or agents shall not be held responsible for the continued accuracy of the information or
for any errors, negligence or otherwise howsoever or for any consequence arising therefrom.

ISBN 978-93-82060-59-8
Contents
Introduction . ................................................................................................ I
Preface . ...................................................................................................... III
Foreword......................................................................................................V
executive summary ...................................................................................VII
Methodology . ............................................................................................ IX
Survey Findings........................................................................................... XI
Experts Views..................................................................................... 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
LET YOUR EMPLOYEES
ENJOY THE REWARDS
AND BENEFITS OF
SODEXO MEAL PASS
BENEFITS AND REWARDS SERVICES
3TRONG%MPLOYEEMOTIVATIONPLAYSAPIVOTALROLEINBUSINESSGROWTHANDPROFITS/VER(2,EADERS
HAVEBROUGHTSMILEONTHEFACESOFTHEIREMPLOYEESBYMOTIVATINGANDREWARDINGTHEMWITH3ODEXO-EAL
6OUCHERS)TSYOURTIMETOGIVEYOUREMPLOYEESTHESodexo BenefitANDGETTHATBILLIONDOLLARSMILE
Stronger bond with

Employees
Enhances Best
Employer stature
Tax friendly
Employee benefits
Easy to Order and

Manage
Superb Ease of use

for Employees
Choice of over 1mn

Users across India
&OR3ODEXO"ENEFITSPLEASECALLUSATs%MAILUSATBENEFITSIN
SODEXOCOMs6ISITUSATWWWSODEXOBENEFITSIN
Introduction
Enterprises all over the world are experiencing
transformation in various business activities
including managing human capital, forging
partnerships and increasing global competitiveness
among others. Employers have realized that an
organizations success relies on more than hiring
good qualified employees. These changing dynamics
in organizational goal setting have highlighted the
need for effective Human Resource Planning and
Management across all stages of an employees
corporate life cycle. Adept recruitment and retention
practices are cited as the key drivers for employee
growth and satisfaction.
India, today, has a highly diverse and technology
savvy robust work force. It is imperative to ensure
the satisfaction of such a dynamic work force as it
positively impacts the productivity and in-turn the
success of an organization. It has been observed
historically that satisfied employees are more
likely to produce good quality work, optimized
performance and demonstrate more creativity.
Therefore, to enhance employee engagement,
organizations across the world need to focus on
creating a conducive work environment for employee
satisfaction and maximization of productivity.
The need to enhance employee engagement has
led to a greater focus on talent management,
strengthening of performance improvement tools
and managing work-life balance, resulting in the
changing role of HR in an organization. From being
an operational function earlier, HR, today, has
transformed into a business enabler. Companies
adopting this transformation have observed lower
employee turn-over, increased customer satisfaction
and higher employee commitment.
However, Indian organizations have realized that

they will have to move away from traditional HR
practices and adopt innovative strategies to enhance
employee engagement. The success stories of such
strategies are mostly limited to the company and
few other stakeholders associated with them. As
India needs to gain a much needed competitive
edge, it is indeed important to let the world know
about the achievements of such organizations.
With this intent, HR Best Practices 2015 seeks to
provide a platform for sharing of best practices that
can lead to transforming the thinking of all prominent
stakeholders. The publication is a knowledge book
of case studies in prominent HR areas of employee
retention, employee engagement, talent acquisition
& management, rewards & benefits and training
& development and will help to bridge the gap
between employees and employers, thus resulting
in internal workplace transformation.
Each organization in the publication and its
culture is unique and has experienced its own set
of challenges and solutions. Their initiatives are
meant to be viewed as scientific learning tools
for improving existing policies and overcoming
challenges. Enterprises both from traditional and
new age have shared their experiences. These
shared perspectives will help organizations relate
to the need for transforming in HR practices as
an important step in achieving the goals of the
business. HR Best Practices 2015 publication is
expected to serve as a keystone of best practices
that will contribute to the evolution of Corporate
Indias human resource policies, to build a better
future.
India is a diversified country and adopting globally

successful HR practices may pose to be a challenge.
II
Preface
Kaushal Sampat
President & Managing Director - India
Dun & Bradstreet
Dun & Bradstreet India, in association with Sodexo

India, is pleased to announce the launch of HR Best
Practices 2015. This is a first of its kind initiative
where the featured companies get an opportunity
to showcase the initatives undertaken in key human
resource (HR) areas of recruitment, employee
engagement, talent management and performance
improvement among others.
Sharing of HR Best Practices has been identified as

one of the most prominent areas that needs to be
implemented, especially for developing countries,
to maximize organizational and individual efficiency.
Human resource management will have to adopt
new and innovative technqiues to keep up with the
changing business and employment dyanmics of
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

the business environment globally. Organizations,
especially in developing economies, are facing
complex and rapidly changing business dynamics
leading to a profound shift in the work of the human
resources function. The role of human resources has
gradually evolved from that of a support function
to a strategic business partner for the organization.
Sharing of HR best practices, although at a nascent
stage, is emerging as a key element of the HR
corporate ecosystem. In view of the ever evolving
role of human resources and the critical role of
sharing of HR best practices, Sodexo India and Dun
& Bradstreet India have joined hands to launch the
publication HR Best Practices 2015.
Today, organizations regardless of their size and
business, are acknowledging the importance of
building and nurturing human capital. Human
resource strategies are aimed at creating inclusive
policies to develop a culture of cohesiveness
between all stakeholders of the organization.
Trends related to employee engagement, talent
management and performance improvement
are gradually gaining prominence to combat the
challenges of a dynamic, rapidly changing business
environment. The increasing use of technology has
transformed the way teams collaborate, organize
and learn and technology is being adopted on a
large scale to focus on value added activities for
the human resources function. In such a dynamic
scenario, the theme Transforming the Thinking
aptly describes the role of HR in supporting the
organisations business strategy and the need to

share knowledge across various trends of human
resource management.
Sodexo in India has been partnering with the
human resource community closely for the past
16 years. Through our close association with them,
we have realized that Corporate India has to look
beyond the traditional approaches of HR. The time
is right to adopt innovative approaches for aligning
the dual objectives of individual development and
achievement of organizational goals. Sharing of HR
best practices is one significant avenue that can
directly impact organizational performance and
sustainability and lead to long term benefits for
India Inc. With India having the worlds largest youth
population and poised to regain its robust growth
trajectory in the near future, sharing of universal
HR best practices becomes more pertinent than
ever before.
With this objective in mind, we have embarked on
the journey of creating a knowledge forum through
the compendium of HR Best Practices 2015 that
can serve as a benchmark for corporate India to set
higher standards for human resource management
in the coming days. We are confident that HR Best
Practices 2015 will prove to be a trendsetter making
Corporate India more competitive by strengthening
its human capital through sharing of HR best
practices. We look forward to your comments and
suggestions.
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

initiative of Dun and Bradstreet and Sodexo India, is
intended to serve as a knowledge sharing platform
including a collage of some of the excellent human
resource initiatives practiced across India Inc. The
publication represents interesting and effective
human resource initiatives undertaken by Indian
corporates across various areas of recruitment,
retention, talent acquisition and management,
employee welfare, and performance improvement
among others.
Based on a primary study of approximately 50
respondents comprising human resource senior
personnel, Dun and Bradstreet analyzed the key
human resource trends related to challenges,
skill shortage, talent management and employee
engagement among others. Some of the key findings
include
Maximizing productivity with limited human
capital turned out to be the most critical
challenge faced by HR leaders today. Effective
talent management strategies and creation
of modules to prepare employees to play
multiple roles to cater to the need of the hour
to meet business objectives with available
manpower are sighted as key focus areas. This
was clearly reflected in the findings where 57%
of respondents identified talent management
as the most critical area that needs immediate
attention in terms of adopting best practices
for Corporate India. Three major benefits of
effective talent management included retention
of skilled manpower, gaining a competitive edge
and meeting long term business prospects
The past few years have witnessed a surge

in employee engagement initiatives across
companies in Corporate India. However, more
than one third of respondents cited employee
engagement as a critical challenge faced by HR
leaders. More than 50% of HR leaders revealed
that flexible work arrangement and good
infrastructure as effective initiatives to catapult
employee engagement
Approximately 75% of HR leaders agree that
the country is facing issues related to skill
shortage primarily employability skills. 73% of
respondents cited difficulty to attract candidates
with suitable skillsets needed for their respective
industries/job roles as the major reason for skill
shortage. More than 50% respondents also
mentioned mismatch in salary and compensation
expectations as another major reason for skill
shortage
The publication has shared the views of experts on
the existing role of HR functions for an organizations
growth. These experts have captured the essence
of the evolving organizational needs and shared
their thoughts on how they expect the role of HR to
evolve. They believe that the role of human resource
management is going to be accentuated in the near
future for aligning employee and organizational
goals with each other. We at D&B will continue to
track this continuous osmosis in the business needs
as well as the evolving role of Human Resource
functions.
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.
Personalization
& Co-Branding
Gift that bonds

unlike payout
Robust Gift Network

of 4000+ brands
11000+ outlets across

500+ cities
Quick to order
and distribute
Non-taxable up to
INR 5000 per annum
VIII&ORMOREDETAILS4ALKTO3ODEXOATs%MAILUSATBENEFITSIN
Methodology
Background
HR Best Practices 2015, launched by Dun & Bradstreet
India in association with Sodexo India, is a compendium
of selected notable human resource initiatives.
Companies with annual turnover of more than ` 1,000
mn in FY14 were eligible for participation. The database
of companies was compiled from various sources,
including the internal D&B database, Sodexos client
list and companies which had previously participated in
D&Bs various publications.
Research Design
A detailed nomination form was developed seeking
information about best practices in various critical
segments of human resource management. These
segments were identified after having discussions with
industry experts and included Recruitment, Retention,
Talent Acquisition, Talent Management, Performance
Improvement, Training and Development, Team
Management and Leadership, Employee Engagement,
Compensation and benefits, Career Prospects, Records
Management, Information Dissemination, Industrial
Relations, Managing Diversity, CSR &Employee Welfare
and Future Workplace Trends.
Inviting Nominations
To invite nominations, mailers in the form of
questionnaire were sent out to a large universe of
companies. Every effort was made through multiple
channels of communication to ensure that companies
responded to the questionnaire. It was a self-nomination
process wherein companies nominated in specific
human resource segment/s by providing case studies
linked to their respective HR Best Practice. Companies
could nominate in multiple segments by sending a Best
Practice case study for each of the chosen segment.
Three Stage Approach
A three stage approach was adopted to select the
Best Practice case studies. The first stage involved
intense scrutiny by an internal team of HR from Dun
and Bradstreet having experience of more than five
years for shortlisting of nominations. Nominations
were shortlisted based on various parameters such as
defining the challenge and objective, available solutions
and the strategy chosen, stakeholder involvement and
outcome among others.
The second stage involved the scoring of shortlisted
nominations by an esteemed panel of experts with more
than three decades of human resource management
experience. Major indicators used for this process

included the innovative and sustainability level of
the initiative and its application in terms of scale and
size. The third stage involved the collation of scores
of the esteemed panel of experts to choose HR Best
Practices.
Representation of HR Best Practices
For the purpose of representation, HR Best Practices
are classified into five broad major segments based on
various life cycle stages
Recruiting
Welcoming
Living
Talent Acquisition
Career Prospects
Knowledge Sharing
Induction and
Orientation
Employee
Engagement
Diversity and Inclusion
Retention
Change Management
Performance
Management System
Growing
Talent Management
Learning and
Development
Performance Linked
Incentive
Rewarding
Hiring and On-Boarding
Long Term Incentive

Plan
CSR and Employee
Welfare
Industrial Relations
Compensation and
Benefits
Team Management
and Leadership
Rewards and
Recognition Program
Future Workplace
Trends
Jury-selected HR Best Practices are featured at the start

of each segment followed by remaining case studies.
Details related to all HR Best Practices/case studies are
obtained from information provided by respondents to
Dun and Bradstreet as a part of the nomination form.
Observations of Dun and Bradstreet are mentioned
only for jury-selected HR Best Practices.
Survey Findings
Dun & Bradstreet also attempted to identify the
prominent trends in various areas of human resource
management by analyzing quantitative information
included in the nomination form.
Experts Views
Dun & Bradstreet conducted interviews of HR
professionals to gain deeper insights into key trends
of human resource management based on their
experience and expertise.
IX
Survey Findings
Human Resource Management (HRM) has become
an integral part of corporate governance and growth.
Interestingly, over a period of time, the role of a companys
HR team has evolved from sourcing talent to identifying
new avenues of leadership management & development
and employee retention. To achieve these business goals,
the core mission of any HR team is to ideate a strategy
that is in compliance with the companys protocols as
well as in line with the operational goals of the entity
while impacting the employee performance positively.
Over time, HR has undergone significance osmosis and
has adopted a more holistic approach.
Traditionally, the role of HR as a business function was
limited to the recruitment and payroll function with
emphasis on personnel administration and developing
company policies for employee welfare. As organisational
goals started evolving and inclining more on the existing
business needs, the HR function transitioned from
being a business function to a business partner. As a
business partner, the HRs functions were broadened to
include recruiting, retention, leadership development,
engagement, learning and development, organisational
design, compensation planning and communication.
Today statically, the HR views into the productivity of
employees in alignment with the overall growth of the
organisation.
In view of this ever evolving and extremely crucial element
in the corporate ecosystem, Sodexo and Dun & Bradstreet
have joined hands to articulate the HR Best Practices
2015 from companies across India. Interests were
invited from companies from across India to share their
HR practices which have made a positive impact on their
business which in-turn would also serve as a good example
for other companies. An overwhelming response of c.103
nominations was received. The key findings of these HR
case-studies have been summarized in this report. The
findings primarily provide HR initiatives undertaken across
various HR functions including recruitment, retention,
talent acquisition and management, employee welfare,
and performance improvement among others.
A three stage approach was adopted to select the Best
HR case studies. The first stage involved intense scrutiny
by an internal team of HR professionals with over 5 years
of experience. The team shortlisted nominations based
S
on the following parameters: challenges and objectives,
available solutions and chosen strategy, stakeholder
involvement and the final outcome. The second stage
involved ranking of the shortlisted nominations by an
esteemed panel of experts with more than three decades
of HR experience. Major indicators used for this process
included innovative & sustainability level of the initiative
and its application in terms of scale and size resulting
in tangible business growth. The third stage involved
collation of scores of the esteemed panel of experts to
choose the Best HR practices and duly profiling them
as the Best HR Practices in the publication HR Best
Practices 2015.
As a part of our survey, we also spoke to HR professionals
and requested them to share their thoughts on the
evolution of HR functions and what the future of HR
functions would look like. They shared that for a company
to reach its business objectives successfully, it is essential
to recruit the right people, at the right time, and in the
right job profile. These activities meet the corporate goals
as well as fulfil the personal aspirations of each employee.
The scope of work of HR team is not only restricted to
recruiting the right people, it also includes effective
management so as to ensure retention. This results in
cost saving of training in respect of new employees and
accordingly, assisting in achieving corporate goals within
the desired time frame.
Over the years, HR has focused on designing new as well as
evolved policies that specifically cater to the organisations
needs, thereby donning the role of an effective business
partner. In the process however, HR also runs the risk of
ignoring the employees perspective. To overcome this
hindrance, the HR functions today aim to be friendlier of
the employee through various engagement modules. They
provide opportunities to employees to grow continually in
their professional and personal life by providing learning
opportunities in several areas in-line with the goals of
the company.
Periodic review and interaction with employees to
understand their difficulties and aspirations has become
an integral part. In parallel to these activities, the HR also
focuses on modifying their organisational role suitably
to ensure retention of right talent. They believe that to
build a highly engaged workforce many factors need to be
XII
Survey Findings
taken into consideration therefore continuous evolution
is inevitable & imperative. Further, with the entry of
younger workers and the proliferation of technology at
work, the whole environment has to be more flexible
and transparent.
Mentioned below are some key observations from our
survey:
The major focus of HR policies is to clearly articulate the
expectation that the company has from its employees and
simultaneously ensure that the employees are treated
fairly as they work to build the company. They have to
particularly clear that the focus in business is not just
about meeting specific goals, but also about the process
in which they are achieved. Although organisations
conduct routine analysis of their business operations, it is
essential to periodically review HR policies and procedures
periodically to suit the existing situations.
The HR function is an essential element of an organisations

strategic plan where necessary periodic steps are to be
taken to ensure that the HR policies are in line to achieve
strategic organisational goals.
Despite multiple roles involving HR in recent times,
the key function continues to remain the procuring of
the right talent. Non-availability of right skill set is the
biggest business challenge to an organisations growth.
In recent times however, India has seen a rise in business
confidence and high working population. Further, the vast
pool of educated individuals has ensured buoyancy in the
availability of work force.
Having said this, HR is still encountering the challenge of

recruiting employees with the right skill-sets especially
for highly specialised and experienced job profiles. As
very few seem to have them, their command over high
package with a periodic raise has impacted the companys
operational costs. Retention of these set of employees,
meeting their career aspirations, and balancing their salary
packages with the cost targets of the organisation has
become a challenging aspect for HR managers. Therefore,
the critical area sighted by HR is talent acquisition and
talent management.
XIII
Survey Findings
S
As shortage of skills was sighted as a critical challenge
by HR managers, it is imperative for them to understand
the reasons. Further, the need of any organisation is
to have employees with multiple skills-sets in-order to
play various roles whenever required. Thus, HR needs
to foresee the demand-supply gap of requisite skills in
their organisation. In addition they will need to ensure
that good L&D programmes are developed keeping in
mind the current trends as well as the organisational
goals. They have observed that many employees seem
to have qualifications to their credit but do not have
the necessary professional skills to deliver. Thus, while
on-boarding, the HR needs to ensure the employee has
the right talent mix and simultaneously chart a L&D
programme to build the professional skill-sets of the new
joinees to suit the organisations requirement.
HR believes that through effective employee engagement

and team leadership & engagement, this critical problem
area could be significantly arrested. In context to this,
globally as well as in India three effective employee
engagement initiatives seem to have significantly
demonstrated results. They include: Flexible work
arrangement along with stress-free workplace, good
infrastructure and long term rewards & awards.
The evolution of management theory and technology has

positively impacted the policy formulations for HR. More
businesses are realigning the roles of HR so that they can
best manage business operations and ensure growth of
their company is cost effective manner.
This has led to a situation where a certain class of

employees have become a precious resource for
employers, commanding a high package with a periodic
raise.
HR today works shoulder-to-shoulder with leaders in

creating retention modules engagement modules
and leadership development modules to ensure talent
management for long term prospects. In addition to this,
by providing professional skills & leadership guidance, HR
has ensured maximisation of productivity with limited
XIV
Survey Findings
human capital. These modules have resulted in significant

operational cost-savings which are clearly evident in many
of our case-studies featured in the publication.
Every organisation in India needs to build a company
with global competency. Thus the nature of work
and organisational relationships are likely to become
increasingly complex.
The development of every HR policy has to focus on
how to achieve timelier, accurate, and transparent
communication with the employees. In addition to
this, effectively integrating learning and development
initiatives at various stages of employment is becoming
increasingly the need for employee growth and retention.
While these are imperative, the challenge of making every
module more engaging and interesting has become the
prerogative for the HR.
The Best working places globally have accepted that
technology and web-based applications has played
a very crucial role in helping organisations connect the
dots. Taking this cue from global trends, the Indian
HR fraternity will have to adopt these two catalysts to
facilitate retention of skilled labour, gain a competitive
edge, meet long term prospects and keep up with the
changing business environment.
XV
Survey Findings
XVI
Experts Views
Sandeep Chaudhary
Chief Executive Officer, India
Aon Hewitt | Consulting
HR as a division, how much is it important to an

organization?
HR defines the unique competitive advantage by outlining
how the organization will leverage the human capital
to address business challenges and achieve business
objectives. It translates an organisations strategy into an
effective and actionable HR strategy, priorities and business
plan by identifying the best ways to attract, motivate, and
retain new and existing workforce.
In your experience, what are the two big things HR is
impacting to deliver to business needs
Organizations face a scarcity of the right talent and hence
have a tremendous effort on building technical, functional
and leadership skills aligned to the business strategy.
There is a huge drive among progressive organizations
to skill and empower line managers to be able to take
accountability for performance and development of their
teams.
Have you in any of your endeavours, come across a
company which has given an exemplary example of very
good HR practices especially with respect to Employee
retention & employee engagement
Aon Hewitts Best Employers research clearly highlights
Employee engagement as a top business priority for senior
executives. A growing group of best in class organizations
are gaining through establishing metrics and practices
to effectively quantify and improve the impact of their
engagement.
There is more focus on employer branding and articulating
an employer value proposition that delivers a unique
employee experience and becoming more customer
centric.
As an industry expert with your vast experience, what is
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?
Organizations today are focusing on how to achieve more

timely, accurate and transparent communication with
employees. It is being delivered to respond to three critical
areas whats the organizations vision and strategy to
execute, how does each and every employee contribute
towards meeting the short, medium and long term
business objectives and finally whats in it for an employee
to stretch and give in more than 100%
Looking forward, the next big change to see is the
collaboration between HR and technology. Progressive
organizations are thinking about Datafication of HR and
BigData in Human Resources. This explains the tremendous
business opportunity companies have to leverage their
employee data to improve operational performance.
Understanding the drivers of performance and retention,
using statistics to decide who to hire, analyzing how pay
correlates to performance, etc.
How important is training & development or skills
enhancement to an organization. Are companies really
investing in the same?
The human resources training function plays an
important role from the beginning of the employment
relationship. Today organizations face a big challenge
on capability development, succession planning and
building future leaders. Companies can gain a competitive
advantage by focusing on building the right capabilities
that drive meaningful business results. For this reason
training and development sits closest to business and
is under tremendous pressure to deliver. In a successful
organization capability is a part of the culture and not one
of the priorities.
Organizations that have achieved scale have done that by
creating new talent catchment areas and making training
vital constant in their growth trajectory. Today, in India
a lot of our success depends upon our ability to harness
talent and training & development will play an essential
role.
E-2
Experts Views
Namrata Tiwari
Chief People Officer
Burger King

organization?
HR Function or division is that part of an organization
which is concerned with People dimension. Every
organization is comprised of people; acquiring their
services, developing their skills, motivating them to high
levels of performance. And ensuring to maintain their
commitment to the organization is essential to achieve
organizational objectives. HR function plays an essential
role in developing a companys strategy as well as handling
the employee-centered activities of an organization.
According to your past experience, have you initiated any
schemes which have bought about any radical change in
the organization, could you please share some light on
this?
a. In my previous organization, I had worked on a few
projects
i.
Deliverable of one project - aligning one of the

core functions (medical) to the business drivers as
there were disconnects. It was a HR driven business
project and the outcome was very rewarding for the
organization. There were shifts required in many
areas and a huge change management exercise was
undertaken.
ii. Deliverable of another project to have a

listening organization and enabling transparent
communication from to top to bottom and vice
versa
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

Yes many e.g. Google, IBM, Castrol, Shopper Stop
of information with the employee? Could you also throw
light on the key areas companies need to really work
on?
Transparency is very important but should be limited
to the areas which are concerned with employees. One
should not over communicate as it back fires at times
and creates tension through gossips / unproductive
discussions etc. Companies should create an environment
and mechanisms so that the key information gets shared
by relevant stakeholders in various forums at the right time
and then gets cascaded appropriately by senior leaders.
Most medium size and above companies are investing in it.
The companies who intrinsically believe that employees are
assets and not commodities will do a good job on training
and development. T&D is a very important aspect which
can help an organization grow. Equipping employees with
new skills (technical / managerial/ functional/ leadership
etc.) goes a long way in the growth of the organization. It
helps reduce churn of employees too
E-3
Experts Views
Ajay Oberoi
Chief People Officer and Head Administration
IDBI Federal Life Insurance Company Limited

organization?
The HR division is as important as the incumbent,
leadership team, and the Board of Directors consider it to
be. It is often seen that the HR division a key differentiator
among companies either due to competence, individual
motives, or conveniences is relegated merely to carry out
what is needed by few so called powerful people/noise
creators within the organization, operational/mundane
jobs, some soft fluffy stuff, or if it has a say, in many cases,
it is Personality Driven than HR per say.
initatives which have bought about any radical change in
this?
An initiatives success is measured by the value added
to solve the problem. During the 2001 meltdown, our
organization faced major internal and external challenges
since key employees and franchisees feared their survival.
Through the P2P Power to Perform program, franchisees
were made aware of the criticality of holistic performance
management and the relevance of balanced scorecard to
manage business and situations.
Further, I had one-on-one meetings with about 70% of
our employees to share their concerns and to explain the
companys position and views. This instilled confidence
among franchisees and employees that the company
cares and will withstand market vagaries/onslaught.
During the preparatory phase of growth, the C3E Clarity,
Competence, and Capacity for Business Efficacy initiative
helped us build and direct leadership focus on critical
success factors such as required people, competencies,
processes, policies, and infrastructure.
Great places to work are characterized by a high degree of

pride in employees, friendly work environment, integrity
of leadership, competent managers, and commitment
towards gender diversity and society.
During my recent visit to the US, I had the opportunity to
visit the Facebook office at Menlo Park. Everything that
I saw was ample testimony of Very Good HR Practices
being lived. When I see as an outsider, after having spent
more than two decades with Tata Motors, journey of HR
practices from the inception would qualify as being good
for that period of time.
of information with the employee. Could you also throw
on?
Importance of transparency of information with employees
is akin to appropriate clothing for the body. It is needless
to mention that sharing of information should be timely,
adequate, and appropriate for the situation and should
build a bond of trust between the employee and the
employer rather than building a wall of anxiety, suspicion,
fear, or disillusionment. Untimely over or under dose of
information sharing should be avoided.
Some of the areas where companies need to work on for
gaining appropriate, adequate, and timely information
are performance feedback, reward framework, workforce
restructuring /rationalization, M&As, and policies.
Training and development is as important as blood and
hygiene for the body. Organizations that invest in T&D are
better equipped to meet the future challenges and rarely
fall prey to poaching rather than building syndrome.
E-4
Experts Views
While product training, which is critical for immediate

survival/business of the company, is well managed, the
quality, behavioral, and leadership training sessions,
which are key to organizational building and growth are
often reduced to an entertaining activity. Unfortunately,
the very same executives who spend a lot of time and
money in ensuring training and development for their
children at home to make them ready for the future ignore
the vigor of the same for employees at the office. Thus,
many companies in mass markets, focusing heavily on
product training, need to improve and expand the scope
of development activities within the company.
What are your thoughts on the challenges and solutions
for dealing with Generation X employees and Generation
Y employees within the same organization?
If one first analyzes how the same combination of Gen X
and Y gets managed within the family (even the nuclear
ones) across different cultures and geographies, finding an
answer to manage it at the company level will not be very
difficult. Differences between Gen X and Y essentially stem
from differential exposures caused due to exponential
advancements in technology and environments of plenty
that were not available hitherto.
Thus, as a company, if we start mitigating those factors
for Gen X that caused Gen Y to think/act differently and
start sensitizing both Gen X and Y about others approach
to work like in case of managing cultural diversity, most of
the challenges of managing Gen X and Y would be taken
care of.
E-5
Experts Views
Dr. Saritprava Das

Associate Dean
Institute for Technology and Management
What according to you SHOULD be the core objectives of

the HR team in an organization irrespective of the size?
HR teams objective should be to play a role of organizational
effectiveness partner by supporting the organization in
addressing key peoples challenges/issues and by providing
competitive solutions to the organization and employees
while creating a culture of continuous development.
Employees are our biggest strength and are a vital part of
our organization and are the only competitive advantage,
which cannot be acquired but need to be developed over
a period of time.
Human Resource Function forms a very key and strategic
part in the companys strategy, and the HR functional goal
should be aligned with the corporate strategy, corporate
objectives, and long-term and short-term plans.
HR function should not merely render services but should
actively participate and influence business decisions
through effective people strategy and processes such as
talent development, effective hiring, and productivitybased manpower planning.
The HR function should focus on retention of frontline
staff where attrition has become a key concern. This could
be achieved by creating a culture of learning and having an
effective performance management system. Further, HR
ensures that the employees feel motivated and celebrated
to keep the wheel rolling in the organization.
The core focus of HR in any organization should be
continuous development and round-the-clock support
to the employees as a happy and engaged employee can
create a happy customer.
What has been your observation in the terms of the
osmosis HR activities in an organisations have been
through. What do you see to be the future of the focus of
HR departments moving forward?
HR as function has undergone a complete transformation
from traditional personnel management to todays strategic
business enabler and facilitators role. HR activities today
focus on creating and adding value to business and are no

more restricted to mere administration of time-office and
documentation. HR managers today contribute efficiently
towards both the top and bottom line of the business and
have created footprints of success, globally.
HR has been consistently creating a lot of value but the
contributions are not really visible. The HR department
across companies should focus more on putting frames
with adequately supported data, facts, and figures to speak
the language of business. It will bring more objectivity in
HR processes and systems and the actual value created
can be measured quantitatively and qualitatively.
According to your experience, why has employee
engagement become an imperative part of the HR
mandate?
Without applying much of rocket science, the thumb rule
here is A happy and engaged employee can create a
happy and engaged customer. If the employees are not
actively engaged with the corporate objectives, despite
the companys consistent efforts, there will be no fruits to
be borne by the organization.
Essentially, this fact is often elapsed by business leaders
that at the bottom of the pyramid, it is our people who
are responsible for executing those strategies and plans.
If they do not have the visibility of the outcome of actions
they undertake, the pyramid will shake at the bottom and
collapse.
It is imperatively clear and transparent communication,
hearing the voice of the employees, and ensuring the
employees get an opportunity to learn, grow, and
accomplish a sense of fulfilment for working in the
organization become the core elements of employee
engagement.
In your opinion, have you come across a company who
has shown exemplary performance in HR activities
especially with respect to Employee Retention
NTPC is one such example I would like to quote out of
E-6
Experts Views
my experience. Despite being a public sector company,

NTPC has all the best practices existing in the most
profound corporate world today. It has a well-defined
career progression framework. It invests on its people for
training and educating them to cope with the changing
environment, it upgrades its technology continuously to
maintain the competitive balance, and it has well-designed
initiatives for work-life balance, which are possibly missing
in many corporate MNCs today.
Moreover, NTPC has a unique culture of its own where
employees are celebrated, consistently rewarded for good
and tenacious efforts, and they possess visibility of what
the management intends to do.
E-7
Experts Views
Rajeev Kumar Singh

Senior Vice President - HR & ADMN
Luxor Writing Instruments Private Limited

organization?
The HR department is responsible for many people related
issues in an organization, which include:
* Recruiting suitable candidates
* Identifying and meeting the training needs of existing
staff
* Ensuring employee welfare and
* Ensuring a safe work environment for employees
HR as a whole ensures that all HR policies such as health
and safety, training, and staff appraisals are being carried
out in accordance with the companys policies and
procedures.
initiatives which have bought about any radical change
in the organization, could you please share some light on
this?
The company provided crche services inside the factory
where majority of female employees work. This initiative
has brought down absenteeism of female workforce by
almost 30%.
This year we have implemented various employee
engagement and retention initiatives such as staff
subsidies where our employees can avail discounts on
various household items and consumer goods along with
easy pay EMI schemes. Further, we introduced subsidized
lunch policy to provide employees with good quality food
along with company car policy. All these initiatives have
helped us retain key resources and thereby, reducing the
attrition by2% compared with 12% on a monthly basis.

of information with the employee. Could you also throw
on?
Transparency with employees is called internal transparency
and is a measure of how open the company is with its
employees. Without transparency, companies risk losing
their most talented future managers (Generation Y). It is
a tool to bind the organization strongly together ensuring
that all employees have a deep, personal commitment to
the aims of the organization.
Training and Development are very important to any
organization that aims at progressing. Training targets
specific goals such as understanding a process and
operating a certain machine or system. Development on
the other hand emphasizes on broader skills applicable
in a wide range of situations (decision making, creativity,
and managing people). Through T&D, we can address
employees weaknesses and strength, improve employee
performance, ensure employee satisfaction, and increase
employee productivity.
The main challenge faced in dealing with Generation X
and Y is to find and create a team that can understand the
strengths of each generation. Encouraging older employees
to mentor younger ones is one good way to promote intergeneration understanding and collaboration.
The best solution is to get to know your team. Only then
you can customize a proper work environment to fit their
needs.
E-8
Experts Views
Pallavi Dhawan Gupte
Head People Team
Dun & Bradstreet India

policies, which have bought about any radical change in
this?
Any change takes time and is a combination of various
initiatives that are driven to support the key change.
However for the purpose of this edition - I would like to
highlight one key initiative that helped bring a change in our
organization culture. We created a 3 year Compensation
strategy that the organization would follow, to help bring
the talent at the right compensation levels as compared to
the market/ competition. This was done with the view to
retain and attract high quality talent.
As a part of this strategy, we relooked at both the fixed as
well as variable components on the compensation for both
sales and non-sales roles and also brought in attractive pay
plans for the leaders at the top. All plans were linked to
the organizations key business objectives.
This helped us bring down attrition to almost half. More
stable work force and clarity of pay plans helped meet the
organizations objective and we saw an upswing in all key
financial parameters.
The key to this success was the fact that we followed a
structured approach, we ensured to create awareness,
collect feedback and enroll team members at all the major
junctures.
We now have a Pay for Performance philosophy, structured
approach to performance management and Merit process.
Its a culture that is highly flexible, modern and result
oriented. This helps us create and retain high performing
teams.
I believe transparency is the key to building trust with your

employees. At D&B we strongly believe in maintaining
transparency of information with our employees through
effective communication. One key mode of communication
for us is quarterly town halls conducted by our President
and MD for all the employees, where business, policy,
people and strategy updates are shared in an open platform
and discussed through Q&A. Senior Business Leaders also
conduct similar sessions for their respective teams.
All major change initiatives are driven through a structured
communication that flows down the line to reach all team
members. Gathering employee feedback is a must to test
the success of any major change that we implement in
the organization. Leaders also do chatter sessions online
to connect with team members at all levels and share
information. HR team looks at all important employee
touch points and runs a campaign You said it we heard
it where employees feedback is responded in a structured
way.
In my opinion, companies should adopt a flexible and
modern approach and encourage diversity in their teams.
It would be ideal for companies to actually leverage
generation Xs experience and Ys expertise. This would
be a good method to synergize the strengths of both
the generations. Companies must create diverse teams
intentionally to ensure that each employee can work on
each others strengths. Respect for each other is the key
to help these teams be more successful.

of information with the employee? Further, could you
shed some light on the key areas companies need to
really work on?
E-9
Experts Views
E - 10
Listings
Alphabetical Listings
Sr No Company Name
City
State
ADP Private Limited
Hyderabad
AP
Amtek Auto Limited
New Delhi
Delhi
Apollo Hospitals Enterprise Limited
Chennai
TN
Arvind Limited
Ahmedabad
Gujarat
ATS Infrastructure Limited
New Delhi
Delhi
Bayer Vapi Private Limited
Vapi
Gujarat
C. L. Gupta Exports Limited
Amroha
UP
Canon India Private Limited
New Delhi
Delhi
Charutar Arogya Mandal
Karamsad
Gujarat
10
Compunnel Technology India Private Limited
Delhi
Delhi
11
Coromandel International Limited
Secunderabad
Telangana
12
Crescent Foundry Company Private Limited
Kolkata
WB
13
Dalmia Cement (Bharat) Limited
Dalamiapuram
TN
14
DCB Bank Limited
Mumbai
Maharashtra
15
Emkay Global Financial Services Limited
Mumbai
Maharashtra
16
GOL Offshore Limited
Mumbai
Maharashtra
17
HCL Technologies Limited
New Delhi
Delhi
18
HealthCare Global Enterprises Limited
Bengaluru
Karnataka
19
Hospet Steels Limited
Koppal
Karnataka
20
IIC Technologies Limited
Hyderabad
AP
21
IndiaFirst Life Insurance Company Limited
Mumbai
Maharashtra
22
Inox Wind Limited
Una
HP
23
IVRCL Limited
Hyderabad
AP
24
Kancor Ingredients Limited
Mumbai
Maharashtra
25
Kotak Mahindra Old Mutual Life Insurance Limited
Mumbai
Maharashtra
26
L&T Construction Equipment Limited
Mumbai
Maharashtra
27
Lokmat Media Private Limited
Mumbai
Maharashtra
L-2
Listings
Sr No Company Name
City
State
28
Mahindra Partners (Mahindra & Mahindra Limited)
Mumbai
Maharashtra
29
Marwadi Shares & Finance Limited
Rajkot
Gujarat
30
Neel Metal Products Limited
Gurgaon
Haryana
31
Omega Healthcare Management Services Private Limited
Bengaluru
Karnataka
32
Owens Corning (India) Private Limited
Mumbai
Maharashtra
33
Persistent Systems Private Limited
Pune
Maharashtra
34
Piramal Glass Limited
Mumbai
Maharashtra
35
Popular Vehicles & Services Limited
Cochin
Kerala
36
Power Grid Corporation of India Limited
Gurgaon
Haryana
37
Reliance Capital Asset Management Limited
Navi Mumbai
Maharashtra
38
Rockwell Automation
Noida
UP
39
RR Kabel Limited
Vadodara
Gujarat
40
Schneider Electric India Private Limited
Gurgaon
Haryana
41
SEW Infrastructure Limited
Hyderabad
AP
42
SMC Global Securities Limited
New Delhi
Delhi
43
Span Diagnostics Limited
Sachin
Gujarat
44
Syngene International Limited
Bengaluru
Karnataka
45
Synthite Industries Limited
Kolenchery
Kerala
46
Tata Capital Limited
Mumbai
Maharashtra
47
Technosoft Corporation
Chennai
TN
48
The Tata Power Company Limited - Strategic Engineering Division
Mumbai
Maharashtra
49
United Breweries Limited
Bengaluru
Karnataka
50
WABCO India Limited
Chennai
TN
51
Wipro Limited
Bengaluru
Karnataka
L-3
Listings
HR Segment-wise Listings
Recruiting
Sr No
Company Name
Talent
Acquisition
ADP Private Limited
Amtek Auto Limited
Apollo Hospitals Enterprise

Limited
Arvind Limited
C.L. Gupta Exports Limited
10
Compunnel Technology India

Private Limited
11
Coromandel International
Limited
12
Crescent Foundry Company

Private Limited
13
Dalmia Cement (Bharat)

Limited
14
DCB Bank Limited
15
Emkay Global Financial

Services Limited
16
17
18
Healthcare Global Enterprise
19
20
21
IndiaFirst Life Insurance
22
Inox Wind Limited
23
IVRCL Limited
24
25
Kotak Mahindra Old Mutual

Life Insurance Limited
26
L&T Construction Equipment

Limited
27
Lokmat Media Private

Limited
Recruitment
Welcoming
Career
Prospects
Information
Dissemination
Records
Management
Induction and
Orientation
P
P
P
P
P
L-4
Listings
Living
Growing
Rewarding
Team
Employee Managing
Industrial Change Talent Performance
Compensation Employee
Retention
T&D Management
Engagement Diversity
Relations Mgmt Mgmt Improvement
& benefits
Welfare
& Leadership
P
Rewards &
Recognitions
Program
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
L-5
Listings
L
Recruiting
Sr No
Company Name
Talent
Acquisition
Recruitment
28
Mahindra Partners
(Mahindra & Mahindra
Limited)
29
Marwadi Shares & Finance

Limited
30
31
Omega Healthcare
Management Services
Private Limited
32
Owens Corning (India)

Private Limited
33
Persistent Systems Private

Limited
34
35
Popular Vehicles and Services
36
Power Grid Corporation of

India Limited
37
Reliance Capital Asset

Management Company
38
Rockwell Automation
39
RR Kabel Limited
40
Schneider Electric India

Private Limited
41
42
SMC Global Securities

Limited
43
44
Syngene International
Limited
45
46
47
Tata Power Co. Limited

- Strategic Engineering
Division
48
49
50
Wabco India Limited
51
Wipro Limited
Welcoming
Career
Prospects
Information
Dissemination
Records
Management
Induction and
Orientation
P
P
L-6
Listings
Living
Growing
Rewarding
Team
Employee Managing
Industrial Change Talent Performance
Compensation Employee
Retention
T&D Management
Engagement Diversity
Relations Mgmt Mgmt Improvement
& benefits
Welfare
& Leadership
Rewards &
Recognitions
Program
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
L-7
Recruiting
R
DCB Bank Limited
6th Floor, A Wing, Peninsula Business Park, Lower Parel, Mumbai - 400013, Maharashtra
Tel: 022-66187000; Fax: 022 24978637
Email: muralim.natrajan@dcbbank.com; Website: www.dcbbank.com
D&B D-U-N-S No 65-060-0310
DCB Banks Top Recruit Programme to Acquire the Right Talent

Challenges
DCB Bank Ltd (DCB Bank) aimed to reach out to a large number of campuses across India to hire the best talent who were not only
academically sound but had the skills to deal with the customers and handle sales pressure. However, the bank was able to visit only
few campuses due to time constraint. Therefore, it had to find a way to touch base with multiple campuses at one time.
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.
Company Details
Management Details
HR Segment
Talent Acquisition
Managing Director & CEO
Murali Natarajan
Industry
Banking
Head - Operations, Technology & HR
R Venkattesh
Company Turnover
` 10 25 bn
Chief Financial Officer
Bharat Sampat
Case study details as provided by the company; Tabular details as provided by the company and from its website
Recruiting
Outcome
The bank recruited eight candidates successfully from the flagship programme into various roles in the organisation. In the current
year, DCB Bank is providing top performers with cash scholarship and an opportunity to work as an intern with the bank.
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.
Recruiting
R
Rajan House, Ground Floor, Appasaheb Marathe Marg, Prabhadevi, Mumbai - 400025, Maharashtra
Tel: 022-2497003; Fax: 022-2493006
Website: www.kancor.in
D&B D-U-N-S No 65-083-8472
KILs VRND tool for Talent Management

Challenges
Kancor Ingredients Ltd (KIL) is one of the leading manufacturers and exporters of spice extracts from India and has been seeing
steady growth in both top line and bottom line over the years. Based on the need to move up the value chain, need to accelerate
growth, and improve margins, the company needed to chalk out a comprehensive competency based potential matrix.
Action Taken
To achieve this, three main areas such as value re-launch, building of infrastructure, and
key resource succession planning were identified as broad strategic goals.
Vision 2025
The company identified that it required putting in place a process, which would help in
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.
Strategic Proposals
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
terms of skill sets, difficulty in terms of attracting people at affordable costs, and nonsubstitutability of the position with other positions. Each role is scored based on the
above four factors to determine its criticality, where roles can have a maximum score of
6 and a minimum score of 1.
Competency Based Framework
Key Resource Succession Planning
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
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
and potential.
Identification of Critical Positions
Identification of Key Resources
Mapping Critical Positions and Key Resources
Rewards & Recognition
Individual Development Plans
Results & Process Review

Source: Kancor Ingredients Limited

Company Details
Management Details
HR Segment
Talent Acquisition
Chief Executive Officer
Geemon Korah
Industry
Food Ingredients
Ashoke Roy
Company Turnover
` 1 5 bn
Rajesh Udhoji
POTENTIAL
Recruiting
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.
Recruiting
R
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
Wipros Career Engine Programme for its Employees

Challenges
Wipro Ltd (Wipro) operates in the IT industry which is highly employee/people intensive where highly skilled personnel are required
on an ongoing basis. Further, manpower costs in the industry are relatively higher given that skilled manpower is not adequately
available. Furthermore, attrition rates in the industry are also relatively higher owing to career growth as a major reason mentioned
by employees, who also mentioned that they did not know who to seek advice from. The employee perception survey, exit interviews
and other feedback forums pointed clearly in this direction.
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.
Source: Wipro Limited
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.
Company Details
Management Details
HR Segment
Career Prospects
Chairman
Azim H Premji
Industry
IT & ITeS
T K Kurien
Company Turnover
Above ` 50 bn
Chief HR Officer
Saurabh Govil
Recruiting
At each level the company has a system of enablement and identification for people who have to make a career choice. The process
follows three steps namely:
Step 1 - Explore Role Options: Employee visits the career hub and understands the requirements for the next level of roles.
This is an online self-service system with details of the job requirements, competencies required and a self-assessment test to
understand it better.
Step 2 - Get Ready for the Next Role: Based on the career choice one has to go through an enablement programme at the
end of which the person is assessed for readiness for the role. These are designed based on the knowledge and behavioral
competencies required for such roles.
Step 3 - Move into the New Role: The certified and assessed employees are eligible for moving into the respective roles.
However, the movement is based on further assessment subject to open positions in the company. The best of the certified
employees move into the people management or specialist role based on a further assessment as and when the vacancy
arises.
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.
Recruiting
R
ADP Private Limited
6-3-1091/C/1, Fortune 9, Raj Bhavan Road, Somajiguda, Hyderabad - 500082, AP
Tel: 040-67570000; Fax: 040-67573333
Email: vipul.singh@adp.com; Website: www.adp.com
D&B D-U-N-S No 91-858-6756
ADPs Multidimensional Box of Surprises for New Recruits

ADP Pvt Ltd (ADP) has a long and stringent recruitment process, with less than 1% of the resumes being screened and interviewed.
ADP was finding it difficult to sustain interest of the candidate during the long and tedious interview process. Further, communication
with the candidate after the offer letter was minimal, leading to a low yield rate. To overcome this issue, ADP zeroed in on
multidimensional box of surprises, a programme showcasing the mind, heart, and body of the organisation to the prospective
associates, which helped in providing complete information about the organisation in an experiential manner. It comprised of
multiple levels of communication, which are sent across to candidates from the time the offer is made until the candidate completes
all the joining formalities. Every individual communication signifies the values in which ADP strongly believes. This box of surprises
benefitted the company in terms of attrition rate, lead time, improvement in employee productivity, and improvement in yield rate
leading to a reduction in cost of recruitment.
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.
HR Segment
Industry
Company Details
Talent Acquisition
IT & ITeS
Managing Director
VP & Head - HR
Management Details
Shakti Sagar
Vipul Singh

19, Bishop Gardens, Raja Annamalaipuram, Chennai - 600028, TN
Tel: 07299099303
Email: jacob_jacob@apollohospitals.com; Website: www.apollohospitals.com
D&B D-U-N-S No 91-667-0198
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.
HR Segment
Industry
Company Details
Recruitment
Healthcare

Management Details
Satyanarayan Reddy
Jacob Jacob
10
Recruiting
H.M.Patel Center for Medical Care and Education, Gokal Nagar, Karamsad - 388325, Gujarat
Tel: 02692-222130 / 222567; Fax: 02692-223466
Email: sureshr@charutarhealth.org; Website: www.charutarhealth.org
D&B D-U-N-S No 65-083-8449
CAMs 360 Degree Approach for Long Term Recruitment Prospects

Charutar Arogya Mandal (CAM) operates charitable hospitals that cater to the poor and the needy offering huge concessions. Hence,
it leaves no room for the trust to match the corporates in the healthcare sector. Getting competent candidates, especially clinicians,
has always been a challenge. CAM informed its recruitment agency to shortlist candidates willing to amalgamate academics and
research along with patient care. After shortlisting, the recruitment process starts with the first level interaction with the HR head,
followed by a round of telephonic interactions aimed at convincing the candidate to make a physical visit to the campus. On the
visit, candidates are introduced to passionate employees who have created a niche for themselves in the medical fraternity. This is
followed by formal interviews and visits to some indoor patients to assess patient interaction. The process ends with a meeting with
the CEO, followed by negotiations on final remuneration with the HR head. The strategy adopted by the trust is a full proof method
that helps the trust motivate candidates for a social cause and demand less packages. This strategy has helped attract several
competent super specialists such as neurologists, neuro-surgeons, and pediatric cardiac intensives among others.
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.
HR Segment
Industry
Company Details
Recruitment
Healthcare
Chairperson
General Manager - HR
Management Details
Amrita Patel
Suresh Rajagopalan

Dalmiapuram - 621651, TN
Tel: 04329-235382
Email: g.dalmia@dalmiacement.com; Website: www.dalamiabharat.com
D&B D-U-N-S No 86-024-1385
Dalmia Cements People Connect Approach in Talent Acquisition Process

Dalmia Cement (Bharat) Ltd (Dalmia Cement) faced the issue of hiring right talent within a stipulated timeframe. To deal with this, it
devised talent acquisition process based on people connect approach, which not only helped in retaining talent but also helped in
tapping potential resources. It adopted the strategy of profile sourcing through internal job posting, employee referral, job portals,
social media, manpower consultants, and internal transfers. The process involved screening of profiles of potential candidates as
per SOP, followed by a briefing process. Later, short-listed candidates would undergo a personal discussion and a pre-joining visit to
the town/plant of posting. Dalmia Cement conducted a formal induction process where structured introduction to the organisation,
safety measures, and one buddy is assigned to each joinee. Later, an induction feedback is provided to the new employee at the end
of one and three months of joining. Further, monthly review with HOD is provided, with the final review taken by a panel comprising
members of the HR department. With this process, the company was able to recruit 15 candidates for different positions with
average turnaround time of just 40 days.
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.
HR Segment
Industry
Company Details
Talent Acquisition
Cement
Managing Director
Executive Director
Management Details
Gautam Dalmia
R A Krishnakumar
11
Recruiting
R
DCB Bank Limited
Tel: 022-66187000; Fax: 022 24978637
D&B D-U-N-S No 65-060-0310
DCBs Budding Banker Programme for its Employees

The most trying period for an organisation is to get an identical replacement for an existing vacant position. DCB Bank Ltd (DCB Bank)
faced a similar requirement issue where the company found it difficult to identify replacements for employees with the necessary
skills within the stipulated period. Initially, they adopted the Hiring Laterally strategy, which included building a pool of employees
from other banks. This did not work since these individuals were not comfortable with internal transfers. Therefore, DCB came out
with another strategy known as the Buddy Banker Programme. The bank wanted to create All-rounders in banking operations
capable of adorning any role within the organisation. DCB Bank created an ecosystem where they hired fresh graduates through an
intensive selection process. These shortlisted candidates would undergo 10-day classroom training to understand various aspects
of banking, followed by six months of on-the-job training by the unit heads where the candidates are placed and evaluated. Further,
in case of any contingency, the bank has a ready pool of employees capable of taking over different roles such as branch banking,
credit, corporate banking, SME, and trade finance.
Company Background
services, among others. Further, the bank offers working capital finance, term finance, and export credit to corporates.
HR Segment
Industry
Company Details
Recruitment
Banking
Management Details
Murali Natarajan
Head - Operations, Technology & HR R Venkattesh
Company Details
Management Details
HR Segment
Industry
12
Recruiting
Company Details
Management Details
HR Segment
Industry
DCB Bank Limited

Tel: 022-66187000; Fax: 022 24978637
D&B D-U-N-S No 65-060-0310
Budding Programmes to Move up the Corporate Ladder

DBC Bank Ltd (DCB Bank) offers opportunities for employees to move up in different roles by offering trained mobility through rolebased learning programmes. Such a programme benefits the bank since it encourages employees to apply for posts they would
have otherwise not applied due to lack of knowledge and experience in that function. The bank has had a gamut of programmes
including budding branch manager, budding branch operations manager, budding area sales manager, budding area credit manager,
budding regional sales manager, and budding sales manager. Based on performance, employees are selected for specific roles in the
bank. Shortlisted employees are put through behavioral event interviews conducted by a panel of senior leaders from business, risk,
and HR functions. Post selection, the employees are trained over the next six months, followed by tests and assessment activities.
With this initiative, career progression has been offered to more than 75 employees. This initiative has helped the bank fill mid-level
positions from within the bank.
Company Background
HR Segment
Industry
Company Details
Career Prospects
Banking
Management Details
Murali Natarajan
13
Recruiting
R
8, P Kalinga Rao Road, Bengaluru - 560027, Karnataka
Tel: 080-40206305
Email: jayson@hcgoncology.com; Website: www.hcgoncology.com
D&B D-U-N-S No 65-031-6263
Effective Recruitment by Forging Academic Partnerships

Each year HealthCare Global Enterprises Ltd (HCG) caters to more than 40,000 patients. The company runs into a demand for
oncologists to conduct its activities successfully. Due to limited number of institutions offering these courses, it was extremely difficult
to recruit technical staff such as specialized doctors. Moreover, high demand and hefty pay packets offered in developed countries
encourages migration and made situation worse. Hence, HCG tied up with heads of institutions/universities by inviting them as
guest speakers, resource persons for national level/international level seminars/conferences. This helped build an association with
students. HCG engaged with these students at various levels and provided information about the companys work culture. The
HCG HR ensured that they kept the institutions and students updated about HCGs achievements in clinical areas. Placements were
offered to students as per their preferred location and based on further negotiations, students were hired. This strategy helped
HCG in grooming doctors as per HCG standards. Further, it helped in easy hiring of oncologists in the last 2-3 years. The number of
doctors hired has increased from 11 in 2012 to 22 in 2014 (YTD).
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.
HR Segment
Industry
Company Details
Recruitment
Healthcare
Chairman
Head - HR
Management Details
B S Ajaikumar
Marian Jayson
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
Active Role in Academic Institutions Leading to Prospective Recruitment

IVRCL Ltd (IVRCL) faced the major challenges of skill gap, manpower mobility, and working conditions in the infrastructure industry.
The objective was to improve the skill acquired on a practical level as per the business requirements and attract the talent pool
towards the industry. IVRCL came up with the strategy of developing the employability skill by tying up with 50-60 campuses with
the right courses for the sector. The company arranged for expert visits to these campuses to provide awareness about career
prospects in the infrastructure segment. The experts helped these institutions implement relevant curriculum as per the industry
requirements and helped them develop value added services such as project management, QS, project planning, cost estimation,
and soft skills. The HR team of IVRCL remained constantly in touch with students and placement officers to keep them updated
about various opportunities in IVRCL, career options available, and latest developments in the infrastructure sector. Further, the
company invited consultants and placement agencies for critical talent required for various future and present projects.
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.
HR Segment
Industry
Company Details
Recruitment
Infrastructure
Management Details
Chairman & MD
E Sudhir Reddy
Group Head - HRD & Administration K Panduranga Rao
14
Recruiting
4th Floor, Vinay Bhavya Complex, 159 A, CST Road, Kalina, Santacruz (East), Mumbai - 400098, Maharashtra
Tel: 022-65993626; Fax: 022-66726254
Website: www.insurance.kotak.com
D&B D-U-N-S No 72-537-7720
Recruitment Shared Services Centres Helping HR to Focus on Core Activities

At Kotak Mahindra Old Mutual Life Insurance Ltd (Kotak Mahindra), decreased profit margins necessitated measures to maintain
high productivity at the same cost, even as sales were becoming difficult with more players coming in and the attrition rate
increasing. This put constant pressure on the HR department to recruit high numbers, faster, to maintain productivity levels. The HR
managers were mired in less value-add transactional activities such as employee lifecycle and development, vendor management,
and building a brand for the company, which led to employee productivity and profitability taking a further hit. The company
initiated a Recruitment Shared Services Centres, which brought about tangible benefits such as turnaround time for CV upload
reducing by 57%, reduction of time spent of a HR manager in transaction and co-ordination. Further, it helped the company identify
parameters that were critical to quality. The company was able to hire the right kind of managers, with the right quality, which
helped in increasing productivity and profits. The HR manager now played the role of a business partner looking after problem
solving, forecasting, and decision making.
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).
HR Segment
Industry
Company Details
Talent Acquisition
Life Insurance
Managing Director
Head - HR
Management Details
Murlidhar Gangadharan
Sugata Dutta

Piramal Tower Annexe, 6th Floor, Peninsula Corporate Park, Lower Parel (West), Mumbai - 400013, Maharashtra
Tel: 022-30466969 / 30466901; Fax: 022-24908824
Email: sk.raijada@piramal.com; Website: www.piramalglass.com
D&B D-U-N-S No 65-018-1209
Leveraging Technology for Talent Acquisition

Talent acquisition process is typically a time consuming and costly activity for many organisations. Piramal Glass Ltd (Piramal Glass)
faced similar issues and decided to simplify the process and cut down the unnecessary costs involved. The company decided to
source candidates through referrals, networking, social media, and other sourcing portals. Further, it leveraged technology in the
form of interviews through concall/video conferencing. Sourcing from referrals and other social media networking sites helped in
improving the quality of candidate and reduced the related costs. Moreover, the process helped the company leverage technology
effectively for interviews of candidates from across the country via concall/video conferencing. This was a win-win situation for
Piramal Glass and the candidates since the interviews were easily conducted from any location. Furthermore, it saved costs in terms
of consultancy fees, admin arrangements, and time taken for the selection process. This recruitment technique helped in bringing
down the average TAT (defined as no. of days from raising the manpower requisition form to releasing the offer letter) from 61 days
to 42 days in FY14.
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.
HR Segment
Industry
Company Details
Recruitment
Glass
Management Details
Director
Vijay Shah
President - Corporate HR & Group IR S K Raijada
15
Recruiting
R
Kuttukaran Centre, Mamangalam, Cochin - 682025, Kerala
Tel: 0484-2341134; Fax: 0484-2340755
Email: johnson@popularv.com; Website: www.popularv.com
D&B D-U-N-S No 91-543-5333
Standard Recruitment Manual as a Talent Pool Building Strategy

Popular Vehicles & Services Ltd (PVSL), wanted to come up with an effective recruitment process that would create a pool of
prospective employees and would ensure increase in productivity and retention rate. Accordingly, the HR designed a standard
recruitment manual, which dwelt on manpower requisition, sourcing of candidates, interview process, and selection of right
candidates through effective decision-making. For manpower requisition, outlets/workshops were allowed to make requests for
manpower to their respective HODs, which would be evaluated by the functional HODs and approved by the HR. Thereafter, pooling
of manpower would be undertaken either internally or through external avenues. The entire interview process would be scheduled
in such a way that the entire recruitment process would take place within a span of 13-15 days from manpower requisition. This
manual brought about a system and uniformity in its recruitment process. It helped the company improve turnaround time with
respect to recruitment. The recruitment procedure was so systematic that all employees with a Popular tag found it easier to
secure jobs overseas, particularly in the ME.
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.
HR Segment
Industry
Company Details
Recruitment
Dealer & After Sales Services of Cars
Chief Operating Officer

Head - HR
Management Details
Thomas Stephen
Johnson Mathew

One Forbes, Dr. V.B Gandhi Marg, Fort, Mumbai - 400001, Maharashtra
Tel: 022-67459000; Fax: 022-66106722
Email: amar.sinhji@tatacapital.com; Website: www.tatacapital.com
D&B D-U-N-S No 65-033-1577
SPARK Method of Talent Acquisition

Summer Programme to Acquire and Redefine Knowledge (SPARK) is a summer internship programme designed by Tata Capital Ltd
(TCL) for summer interns to help them transition into full-time employees. This programme helps TCL build and strengthen campus
relations, increases organisations visibility, and brand awareness and allure on campus. SPARK is an eight week programme for MBA
students in which they get to work on live projects with senior executives of the company. The programme starts with an induction
session and ends with a presentation and pre-placement offer to best students of the batch. Further, there are informal training
sessions called lunch and learn where the interns connect, share, and question the senior leaders within the company. Business
heads directly outline those projects that are crucial to the achievement of business goals. This ensures that the work is real-time
and the success of deliverables is important to all stakeholders. Two weeks before the completion period, the project managers and
the reviewer are requested to complete the summer interns evaluation.
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.
HR Segment
Industry
Company Details
Talent Acquisition
Financial Services
Management Details
Praveen Kadle
Head - HR
Amar Sinhji
16
Recruiting
42, Off Saki Vihar Road, Andheri (East), Mumbai - 400072, Maharashtra
Tel: 022-67513600
Email: shyam.iyer@tatapowersed.com; Website: www.tatapowersed.com
D&B D-U-N-S No 91-846-8831
Acquiring Talent through GROW (Get Ready for Opportunity Within)

The Tata Power Co Ltd - Strategic Engineering Division (Tata Power SED), faced shortage of talent due to lack of career growth
opportunities within the organisation. Tata Power SEDs structured and careful probing and analysis revealed that employees were
seeking more opportunities to broaden their horizons. Hence, it came up with the GROW (Get Ready for Opportunity Within)
initiative, which could give employees a venue to move vertically within the organisation. As part of this initiative, opportunities
arising from either attrition or new manpower requirements are first advertised to the current employees before hiring lateral
candidates from outside. Employees who joined as freshers and have spent two or more years in the organisation or lateral hires
that have been with the company for at least one year are eligible to apply. The eligible applications are filtered and the shortlisted
employees are moved to their new roles within 60 days. More than a dozen opportunities have been released this way and a large
number of employees have benefited. The total time taken for the process from the release of ads to the employee taking up new
role is approximately 90 days.
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.
HR Segment
Industry
Company Details
Talent Acquisition
Defence

Head - HR
Management Details
Rahul Chaudhry
Shyam Iyer
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.
HR Segment
Industry
Company Details
Recruitment
IT & BPO Services
Co-Founder & CEO

Director & Head - HR
Management Details
Radhakrishnan Gurusamy
Jude Xavier
17
Welcoming
W
Saudamini, Plot No-2, Sector-29, Gurgaon - 122001, Haryana
Tel: 0124-2822104; Fax: 0124-2571899
Email: anilsaberwal@yahoo.com; Website: www.powergridindia.com
D&B D-U-N-S No 65-014-6749
Formal Transfer of Knowledge through Gyan Arjan Knowledge Management Policy

Challenges
Knowledge management (KM) refers to the identification, capturing, evaluation, retrieval and sharing of an enterprises information.
The information could be in the form of database, documents, policies, procedures, expertise, experiences, and other forms. The
objective of knowledge management is to ensure that information is collected and stored in such a way that members can easily
find and use it when needed. Power Grid Corporation of India Ltd (PGCIL) more importantly, wanted to leverage its knowledge
management to gain a perspective on where the organisation stood vis--vis its competitors. Therefore, PGCIL, sought to formulate
a knowledge management policy that would translate personal knowledge into organisational knowledge.
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.
Analyse
Acquire
Create
Share
Use
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.,
Company Details
Management Details
HR Segment
Information Dissemination
Chairman & MD
R N Nayak
Industry
Power
General Manager - HRD
Anil Saberwal
Company Turnover
` 25 50 bn
Director - Personnel
Ravi P Singh
20
Welcoming
HR, Finance, IT, common collaboration of core expertise, vigilance and miscellaneous. The corporate yellow pages of PGCIL will be
collated in a more systematic manner. The printed hard copy that will emanate at the end of this process will be used for wider
dissemination. This will facilitate a more organised and systematic dissemination of information.
Further, the company has made individual staff members responsible to gather, organise and share their own explicit and tacit
knowledge. The staff members have to define their key knowledge goals that are aligned to the departmental objectives and
goals. Further, the staff members are responsible for updating databases of good work practices and lessons learned to retain
organisational knowledge. The company confers the title of Affinity Member on an individual employee who posts a piece of
knowledge, while those employees who volunteer to improve the content contributed by the affinity members and who offer
expert opinion are conferred the title of Domain Leaders.
The company has appointed nodal officers who are responsible for preparing knowledge map that defines knowledge needs,
knowledge assets and its categorization, knowledge owners for explicit content, knowledge users, and for updating this map
regularly. Further, they are accountable for improving the circulation of knowledge throughout the organisation. The nodal officers
are responsible for creating awareness and conducting at least two knowledge sharing sessions per year. As per the requirements,
the nodal officers have to identify the knowledge agents to facilitate knowledge managements at remote locations.
To encourage participation in the knowledge management practices, the company has also planned to provide incentives and
recognition to its employees. Following are few of the incentives and recognitions planned by the company:
Contribution to KM to be included as a key performance indicator in the performance appraisal system of the company
Knowledge Currency Unit (KCU) scheme to be established to incentivize sharing of tacit knowledge. The names of the employees
that earn KCU will be displayed on the KMs webpage
The list of top contributors with their total KCU will be published on the knowledge portal each month
The Affinity Members, Domain Leaders and Users of KM portal may be conferred titles such as Gurus, Reviewer and Knowledge
Amateurs to create enthusiasm and peer pressure, which is the prime mover behind any new scheme to evangelize it
A Rolling Shield would be given to the Best community of practice, which is based on knowledge management activities done
during the calendar year
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.
21
Welcoming
W
D-179, Okhla Industrial Area, Phase 1, New Delhi - 110020, Delhi
Tel: 0124-4160000; Fax: 0124-4160011
Email: shikha.rai@canon.co.in; Website: www.canon.co.in
D&B D-U-N-S No 65-083-8464
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.
HR Segment
Industry
Company Details
Consumer Electronic Products
Management Details
President & CEO
Kazutada Kobayashi
Senior Director - HR Operations
Shikha Rai

Energy House, 81 DN Road, Mumbai - 400001, Maharashtra
Tel: 022-266352; Fax: 022-66352386
Email: ajay.chitnis@greatoffshore.com; Website: www.goloffshore.com
D&B D-U-N-S No 65-024-3020
Simple but Effective way of Knowledge Sharing through Creation of Newsletter

GOL Offshore Ltd (GOL Offshore) faced a major challenge in terms of the gap between employees and the management. There
seemed to be a lacuna in the communication channels, leading to employees getting information from misinformed sources.
Employees were unaware of the current happenings within the company. Hence, the HR department introduced a quarterly
communiqu a newsletter that was circulated to all employees. The company used this newsletter to convey positive messages
and focus on the achievements of employees and the organisation as a whole. It carried a note from the President on a monthly
basis and helped familiarize the sea staff with the top management and HODs. Every department was actively involved in the
preparation of the newsletter. It worked as an effective tool for conveying information and helped inspire and motivate employees.
The newsletter initiative was applauded by all employees since it inspired them and they reiterated their commitment and loyalty
to the management and the company. Further, it helped in negating the effect of rumor.
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.
HR Segment
Industry
Company Details
Marine, Offshore Oilfield Services
Management Details
President & COO
R M Choudhary
GM - HR, Administration & Training Ajay Chitnis
22
Welcoming
Nana Mava Main Road, Off 150 Feet Ring Road, Rajkot - 360001, Gujarat
Tel: 0281-2332001; Fax: 0281-2331170
Email: akshay.goswami@marwadionline.net; Website: www.marwadionline.com
D&B D-U-N-S No 91-591-0324
Organized Way of Functioning through Prudent Record Management Practices

Marwadi Shares & Finance Ltd (Marwadi Shares), in the past had a poor record management with no MIS for employees, which
meant that they used the manual way of maintaining employee data, resulting in loss of productivity. The company adopted
several strategies and took many initiatives to improve record management of employees. Steps taken by the company include
establishment of a strong system department, converting all the records into software database, recruiting skilled employees for the
system department, spreading awareness about record keeping, preparing joining kit for employees, providing training on record
management, and maintaining regular MIS for employee data.
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.
HR Segment
Industry
Company Details
Records Management
Equity Broking
Management Details
Chairman & MD
Ketan H Marwadi
Assistant Vice President - HR
Axaybharti N Goswami
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
RRKs Daily Meeting Programme for Information Dissemination

Information dissemination is vital for proper functionality of any organisation. RR Kabel Ltd (RRK) experienced a similar challenge in
terms of information dissemination. To address this issue, the company came up with the concept of daily business meetings. These
meetings were held every day at all the seven locations of the group. These meetings, which lasted 30 minutes, had a well-defined
agenda. The topics regarding past days performance and troubled areas are identified and information regarding other units and
any other relevant information is distributed to all departments. Daily briefings are the other mode of communication used by the
company, which involves a 15 minute daily session and a weekly session of 30 minutes for each department. The communication
takes place through notices and circulars on the communication board, emails, in-house magazines, posters, and instructions at
point of work.
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.
HR Segment
Industry
Company Details
Electrical Equipment
Chairman
Managing Director
Management Details
Rameshwarlal Kabra
Tribhuvanprasad Kabra
23
Welcoming
W
Tel: 022-67513600
D&B D-U-N-S No 91-846-8831
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
HR Segment
Industry
Company Details
Induction
Defence

Head - HR
Management Details
Rahul Chaudhry
Shyam Iyer
Company Details
Management Details
HR Segment
Industry
24
Welcoming
Company Details
Management Details
HR Segment
Industry
Company Details
Management Details
HR Segment
Industry
Induction is the first step for knowing your organization better
25
A BILLION
DOLLAR
SMILE,
IS WHAT YOU EXPECT

ON EMPLOYEES FACE
LET YOUR EMPLOYEES
ENJOY THE REWARDS
AND BENEFITS OF
SODEXO MEAL PASS
3TRONG%MPLOYEEMOTIVATIONPLAYSAPIVOTALROLEINBUSINESSGROWTHANDPROFITS/VER(2,EADERS
HAVEBROUGHTSMILEONTHEFACESOFTHEIREMPLOYEESBYMOTIVATINGANDREWARDINGTHEMWITH3ODEXO-EAL
6OUCHERS)TSYOURTIMETOGIVEYOUREMPLOYEESTHESodexo BenefitANDGETTHATBILLIONDOLLARSMILE
Stronger bond with

Employees
Enhances Best
Employer stature
Tax friendly
Employee benefits
Easy to Order and

Manage
Superb Ease of use

for Employees
Choice of over 1mn

Users across India
&OR3ODEXO"ENEFITSPLEASECALLUSATs%MAILUSATBENEFITSIN
Living
L
306/3, Phase II, GIDC Vapi - 396195, Gujarat
Tel: 0260-2407044; Fax: 0260-2400055
Email: sushil.patel@bayer.com; Website: www.bayer.com
D&B D-U-N-S No 86-217-5049
Structured and Systematic Approach for Successful Change Management

Challenges
Bayer Vapi Pvt Ltd (BVPL) had a change of management when the company was acquired by Bayer CropScience, which resulted in
a need to bring in new changes in certain areas identified by the new management through an OD intervention. Safety approach,
adherence to compliance, transparency and fairness, and recognition were some of the specifically identified problem areas.
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:
Step 2
Bonding for
Greatness (BFG)
for the top
management to
arrive at a vision.
Step 1
Train the Trainer

(TTT Programme)
the torch bearers to
roll out "The
Journey: Good to
Great."
Step 4
The Roll Out:

Employees
understand the
CREDO/MWBs/
Bayer Philosophy
and LIFE Values
Welcome changes
are visible
Step 3
Source: Bayer Vapi Private Limited
Company Details
Management Details
HR Segment
Change Management
Chairman
Dirk Backhaus
Industry
Agro Chemicals
Managing Director
K R Sekhar
Company Turnover
` 5 bn - 10 bn
Head - HR
Sushil Patel
28
Living
The process included identification of 16 cross-functional line managers as trainers, to bring to the forefront the managers to be
developed by the consultants to support the visioning exercise. The whole process started with the session (Journey Good to Great)
in which 35 participants per session were called with the objective to take them closer to their first step towards the new vision.
A total of 41 sessions were conducted covering 96% of the staff and 99% of the workers. Following are some of the many other
supporting steps that were taken:
BBS (Behavioral Based Safety Awareness and PPEs to contract workers)
Employee handbook in regional language was distributed
Grievance Redressal Mechanism was channelized
Events and celebrations were held (Science day/Family day/ Environment Day/Safety Day/Doctors Day/Womens Day)
Canteen and bus facility was initiated
Working hours were modified as per statutory norms from 12 hours to 8 hours
A Spot Recognition Scheme Bay Spot was launched
Enhanced feedback culture was introduced
The stakeholders in the process were external consultant, employees, leadership team, statutory auditors, and third-party
associates.
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.
29
Living
L
D-179, Okhla Industrial Area, Phase 1, New Delhi - 110020, Delhi
Tel: 0124-4160000; Fax: 0124-4160011
Email: shikha.rai@canon.co.in; Website: www.canon.co.in
D&B D-U-N-S No 65-083-8464
Canon Indias Five-Point Employee Engagement Framework

Challenges
Over the past few years, Canon India Pvt Ltd (Canon India) has seen tremendous growth in terms of employees that are spread
across several offices in India. However, with accelerated growth in employees, comes the challenge of integration and satisfaction
of workforce. Very soon, Canon India realized the need to connect to its employees, especially the sales force, which was distributed
across geographies. The company had a clear objective of engaging with its employees through effective and transparent
communication, recognition, and appreciation.
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:
Rewards and
Recognition
Communication
Printed and online
magazines such as
Pulse and Livewire
rolled out sharing
the important
business updates
and articles by
employees
CEO Blog
Monthly CEO live
broadcast with
Q&A session for
employees
Annual performance
awards
Spot awards (meal
vouchers) for
recognition by
manager of
respective teams
Quarterly meal with
CEO
Thank you cards - an
electronic portal for
peer recognition and
thanking colleagues
Thank you stories Inspiring stories to
recognize efforts at
the peer level
Employee
Engagement
Celebrating
festivals
Employee and
family events
Birthdays
Women's day
Organisational
Practices
Passion Monday Business formals with
tie mandatory with an
element of RED to
bring passion to work
Casuals on Friday
Delight day - An ISO
initiative for
conserving energy
Say Hello - Good
Morning Walk to
promote the culture of
greeting employees
Flash Mob - Simple 1
minute dance/aerobics
sequence generating
energy in the
employees post lunch
Benefits
Post maternity
support
Employee loan
policy
Education
assistance plan
Employee referral
scheme
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 Details
Management Details
HR Segment
Employee Engagement
President & CEO
Kazutada Kobayashi
Industry
Consumer Electronic Products
Senior Director - HR Operations
Shikha Rai
Company Turnover
` 10 bn - 25 bn
30
Living
such as spot awards and exchange of thank you cards have shown an increasing trend, encouraging a peer recognition culture
within the organisation.
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.
Month
No. of Spot Awards
Thank you Cards
July 2014
42
213
Aug 2014
82
145
113
221
Sept 2014
Source: Canon India Private Limited
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.
31
Living
L
Tel: 04329-235382
D&B D-U-N-S No 86-024-1385
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.
Company Details
Management Details
HR Segment
Employee Engagement
Managing Director
Gautam Dalmia
Industry
Cement
Managing Director
Puneet Yadu Dalmia
Company Turnover
` 10 bn - 25 bn
Executive Director
R A Krishnakumar
32
Living
Source: Dalmia Cement (Bharat) Limited
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.
33
Living
L
402, Bhageerath, Senapati Bapat Road, Pune - 411016, Maharashtra
Tel: 020-67030000; Fax: 020-67030009
Email: anand@persistent.co.in; Website: www.persistent.com
D&B D-U-N-S No 65-013-9876
PSPLs Pro-active Approach towards Maintaining Gender Diversity

Challenges
Gender diversity in corporate leadership has been widely debated. Several studies have been conducted globally to bring a change.
Some countries have even passed a legislation to mandate female representation on the board. Gender diversity is considered
as a major concern at Persistent Systems Pvt Ltd (PSPL) as well, owing to a sharp drop of women executives in its middle to
senior management positions. To maintain a healthy diversity at PSPL, the company is now focusing on improving diversity at the
leadership positions.
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
Company Details
Management Details
HR Segment
Managing Diversity
Chairman & MD
Anand Deshpande
Industry
Software Development & Technology Services
Executive Directors & COO
Mritunjay Singh
Company Turnover
` 1 bn - 5 bn
Sameer Bendre
34
Living
company also runs another initiative called Prerna, which has the charter to focus on women to take up leadership positions.
PSPL created a four point action plan to improve the gender diversity gap in the company including organisation, managers, women
employees, and male counterparts.
At an organisational level, it is extremely crucial to form and implement women centric policies.
At the managers level, the company decided to sensitize managers to encourage them to offer opportunities to women
employees.
Women employees are groomed and trained to come forward and take up opportunities and exhibit confidence.
Lastly, it was extremely crucial for male employees to take these considerations for women employees positively. The company
is proactively involved in helping its women workforce and is dedicated to help them in future as well.
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.
35
Living
L
Wabco India Limited
Plant No. 1, 3rd Main Road, Ambattur Industrial Estate, Chennai - 600058, TN
Tel: 044-42242000; Fax: 044-42242009
Email: justin.ap@wabco-auto.com; Website: www.wabcoindia.com
D&B D-U-N-S No 86-003-7304
WILs Multi-Layered Strategies towards Retaining Human Capital

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. Some of the key challenges that the HR team of WIL faced were retention of talented workforce, managing
expectations of newly inducted employees, and their smooth onboarding into the new organisational culture. During that phase,
the attrition level of WIL reached the highest at 10.14%.
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
Work Life
Balance
Employee
Connect
Key
Actions
Career
Progression
Plan
Communiation
Channels
Leadership
Development
Mentoring/
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.
Company Details
Management Details
HR Segment
Retention
Chairman
M Lakshminarayan
Industry
Automobile
Managing Director
P Kaniappan
Company Turnover
` 10 bn - 25 bn
Vice President - HR
A P Justin
36
Living
Outcome
The above initiatives helped the company in not just reducing its attrition rate but also achieving greater employee engagement
levels. The HR team at WIL managed to do a commendable job in bringing down the attrition rate.
Attrition Trend
12
% Attrition
10
10.14
8.77
7.28
6
4
3.09
2
0
2011
2012
2013
2014 YTD
Year
Source: Wabco India Limited
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.
37
Living
L
Wabco India Limited
Plant No. 1, 3rd Main Road, Ambattur Industrial Estate, Chennai - 600058, TN
Tel: 044-42242000 / 30902600; Fax: 044-42242009 / 30902609
Email: justin.ap@wabco-auto.com; Website: www.wabcoindia.com
D&B D-U-N-S No 86-003-7304
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 -
Source: Wabco India Limited
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.
Company Details
Management Details
HR Segment
Employee Engagement
Chairman
M Lakshminarayan
Industry
Automobile
Managing Director
P Kaniappan
Company Turnover
` 10 bn - 25 bn
Vice President - HR
A P Justin
38
Living
The WIL management emphasised more on TEI, having an exclusive organisation to implement and manage TEI policies company
wide as a part of TQM promotion and sustenance. WIL operated through TEI vehicles comprising employee suggestions, quality
control circles (QCC), supervisory improvement teams (SIT), cross-functional teams (CFT), taskforces suiting the role, and level of
every employee for continuous improvement. WILs success in waste elimination, productivity improvement, lead time reduction,
new product development, and profit improvement were various indicators of total involvement of the employees. WIL ensures
employee involvement in every improvement activity and has achieved results in the past.
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.
39
Living
L
ADP Private Limited
Tel: 040-67570000; Fax: 040-67573333
D&B D-U-N-S No 91-858-6756
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
HR Segment
Industry
Company Details
Retention
IT & ITeS
Managing Director
VP & Head - HR
Management Details
Shakti Sagar
Vipul Singh
Company Details
Management Details
HR Segment
Industry
40
Living
Company Details
Management Details
HR Segment
Industry
ADP Private Limited

Tel: 040-67570000; Fax: 040-67573333
D&B D-U-N-S No 91-858-6756
ADPs Connect with Leaders Initiative to Enhance Employee Engagement

ADP Pvt Ltd (ADP) recognized that employee engagement is a critical factor for success of the business and hence, conducted an
annual associate engagement survey across the organisation, which revealed two major critical areas connect with leaders and
health and wellness. For this, ADP came out with various initiatives such as a platform for associates to interact directly with the MD
and other leaders, hi-tea with MD for new joinees, blog for open discussions, floor walks by MD wherein associate had to voice their
concerns and E-channels to promote open communication, newsletters, and open communication forums and town halls, among
others. Further, ADP launched safety and health programmes comprising health awareness sessions, regular health check-ups,
drive active lifestyle, and New You, which focused on providing knowledge on healthcare issues and guiding the associates towards
a healthy lifestyle. These resulted in engagement score of 80% in 2013 compared with 76% in 2012. Further, various issues such as
hygiene at cafeteria, logistic issues to childcare centers, and policies (usage of mobiles on floors) were noted and action steps were
taken.
Company Background
HR Segment
Industry
Company Details
Employee Engagement
IT & ITeS
Managing Director
VP & Head - HR
Management Details
Shakti Sagar
Vipul Singh
41
Living
L
Amtek Auto Limited
3, L.S.C.Pamposh Enclave, Greater Kailash - I, New Delhi - 110019, Delhi
Tel: 011-4344444; Fax: 011-42344000
Email: rajesh.soni@amtek.com; Website: www.amtek.com
D&B D-U-N-S No 65-012-8317
AALs Initiatives for Grooming Employees for a Higher Role

Amtek Auto Ltd (AAL) has various practices, which it follows for reducing employee attrition rate in the organisation. The company
believes in creating a climate where employees identify themselves within the organisation with a sense of belonging and pride.
AAL acknowledges the high performing employees and grooms them to handle critical tasks in the future. Further, these star
performers are promoted to help others perform better and share knowledge, which helps create a culture of mutual learning.
Furthermore, AAL organises a mutual admiration day where employees can highlight good qualities of colleagues, which helps
create a better work environment. The company keeps enhancing the work profile of employees through higher responsibilities,
bigger team size, and independent projects. The company arranges for family visits to the plant to promote oneness of employees
with the organisation. Further, employees are provided with the opportunity to work in cross-functional teams and attend various
development programmes at top business schools of the country. Special rewards for high performing candidates are provided as
incentives.
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.
HR Segment
Industry
Company Details
Retention
Auto Ancillarires
Managing Director
Director - HR
Management Details
D S Malik
Rajesh Soni
Company Details
Management Details
HR Segment
Industry
42
Living
711/92, Deepali Nehru Place, New Delhi - 110019, Delhi
Tel: 0120-7111500; Fax: 0120-7111550
Email: veena@atsgreens.com; Website: www.atsgreens.com
D&B D-U-N-S No 86-347-2396
Transforming Employee Engagement System at ATS

High attrition rate of employees has been a major challenge in the infrastructure sector. ATS Infrastructure Ltd (ATS) took steps
to understand various concerns of the new employees, which made them, leave their previous company. Some of the findings
were delay in payment of salaries, unavailability of good accommodation near the worksite, lack of means of transport in remote
locations, no HR department or any designated person to address to onsite employees concerns, lack of recognition, and absence
of structural appraisal system. To address these issues, the HR department at ATS took several measures such as monthly visits by
the HR team on every site to address the employee issues, ensuring that salaries are given on time, providing employees with salary
slips, and having a comprehensive appraisal system. Further, ATS introduced individual awards as well as group awards to be given
during the HR visit every month, while providing improved transportation and accommodation facilities. ATS introduced an on-thejob and off-the-job training system so as to engage employees.
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.
HR Segment
Industry
Company Details
Retention
Real Estate
Chairman & MD
Vice President - HR
Management Details
Getamber Anand
Veena Bansal

105, 1st Floor, Local Shopping Centre, Derawal Nagar, Delhi - 110009, Delhi
Tel: 0120-4677800; Fax: 0120-4677888
Email: ajai.mehrotra@compunnel.com; Website: www.compunnel.com
D&B D-U-N-S No 65-083-8480
Employee Retention through Robust Professional and Personal Support

Compunnel Technology India Pvt Ltd (Compunnel) has undertaken several initiatives to reduce the employee attrition rate. The
company has initiated various facilities for its employees welfare. Work from home or part time work facility extended to office at
home facility, medical emergencies by providing financial support, sponsoring employees childrens education, and reimbursement
policy for any certification programme for enhancement of employees skills are some initiatives taken by the company. Further,
Compunnel has created Individual Development Plans (IDPs) for each employee, which is used to identify training, mentoring, and
self-learning needs of employees. To support its employees career progression, the company designs and implements extensive
training and development programmes. Further, it provides its employees with a leadership development programme comprising
training sessions such as business communication, soft skills, and customer orientation skills. Moreover, the company has rewards
programmes such as annual, bi-annual performance incentives, and On the Spot appreciation awards. It honors its most valued
employees with long service awards for those who have successfully completed 5 or 10 years with the company. All these initiatives
have reduced the employee attrition rate appreciably in the organisation.
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.
HR Segment
Industry
Company Details
Retention
IT Provider
Management Details
President - Learning & Technology Services Sriraj Mallick
Vice President - HR
Ajai Mehrotra
43
Living
L
Tel: 0120-4677800; Fax: 0120-4677888
D&B D-U-N-S No 65-083-8480
Simple but Effective Initiatives Contribute to an Effective Employee Engagement Programme

Compunnel Technology India Pvt Ltd (Compunnel) treats its employees as its biggest assets. The company has undertaken several
employee engagement initiatives with the objective to engage the employees with the company and make them feel about the
company as their second home. It provides welcome kits for new employees containing exhaustive details about the organisation,
media kit, and laptop bag, among others. Compunnel organises a special induction session for all new employees and has a buddy
programme in place. It communicates its vision and mission regularly with employees. The companys award programmes recognize
employees contribution to innovation and enhanced customer satisfaction. Compunnel has a wide-ranging Rewards and Recognition
Programme comprising star awards, annual awards, spot awards, super achievers awards, and quarterly outstanding employee
awards. Compunnel has undertaken several initiatives such as recreational facilities, birthday celebrations, quiz competitions,
theme days, sports events, Compunnel Foundation Day (Annual Day), annual family excursion for two nights and three days, annual
family day picnic, and Compunnel Fun Calendar for each financial year. It has undertaken all these initiatives with the objective to
make work place - a fun place.
Company Background
HR Segment
Industry
Company Details
Employee Engagement
IT Provider
Management Details
Vice President - HR
Ajai Mehrotra

Tel: 04329-235382
D&B D-U-N-S No 86-024-1385
Managing Labour Issues through Continuous Engagement with Local Community

Dalmia Cement (Bharat) Ltd (Dalmia Cement) faced major challenges of labour owing to local community dominance and influential
local leaders intervening in the functioning of its plants. To overcome this, the company took various initiatives centred on employee
engagement, providing employment to the local community, and adherence with various government regulations, among others.
The company placed its people in shop floors and nearby industries/villages to receive first-hand information on labour unrest,
unrest in village community, and influential and politically connected people to mitigate the problem. The company spends around
` 2 mn every year in CSR activities in the local area to provide facilities such as infrastructure, education, and livelihood support and
thereby, connecting with the local community. Further, the company hired semi-skilled/unskilled workers from the local village. It
has ensured complete adherence to all the government regulations and maintains proper records. The approach has helped the
company have zero industrial relations issues and no loss of productivity due to labour unrest.
Company Background
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.
HR Segment
Industry
Company Details
Industrial Relations
Cement
Managing Director
Executive Director
Management Details
Gautam Dalmia
R A Krishnakumar
44
Living
Tel: 022-266352 / 222; Fax: 022-66352386
Email: ajay.chitnis@greatoffshore.com; Website: www.goloffshore.com
D&B D-U-N-S No 65-024-3020
Using CSR for Encouraging Employee Engagement

Employee engagement involves activities aimed at ensuring that the employees stay committed to the organisations goals and
values and stay motivated to contribute to the organisations success. For many years, GOL Offshore Ltd (GOL Offshore) HR team
had been conducting employee engagement activities such as family get-togethers and sports activities. Although these brought
about a feeling of camaraderie, the level of engagement was still perceived to be superficial. Employees wanted more than mere
fun activities. Hence, the company introduced CSR projects that would make employees experience the feeling of contributing
to society at large. Accordingly, an events calendar was drawn up to come up with something that would have companywide
participation. It essentially meant clubbing employee engagement with CSR. This contribution to worthy causes brought about an
increase in employees level of emotional satisfaction and fostered goodwill.
Company Background
HR Segment
Industry
Company Details
Employee Engagement
Management Details
President & COO
R M Choudhary

806, Siddharth, 96, Nehru Place, New Delhi - 110019, Delhi
Tel: 011-26444812; Fax: 011-26436336
Website: www.hcltech.com
D&B D-U-N-S No 91-845-9314
Connecting Employees Careers through Career Connect Programme

Employee career management and higher engagement of employees plays a major role in ensuring availability of skilled resources
at all times. HCL Technologies Ltd (HCL Technologies) realized that it tends to lose skilled employees with great potential due to
non-visibility of career options within the company and in addition, the company incurs higher cost for replacement. To address
this it introduced Career Connect, an in-house social media platform which enables employees to highlight their career preferences
and seek support on their career goals. It co-created Career Development Plan, a plan which works on five dimensions, knowledge,
skill, experience, exposure and behavioral attitudes and defines development activities to enable the employee to achieve their
career aspiration within an agreed upon timeline. Talent Pipelines, another intervention adopted by the company helps identify
the business or functional areas with growth prospects and helps channelize aspirations of employees who have the required skill
sets. HCL Technologies has been successful in piloting a couple of talent pipelines in niche skill areas within a year. By integrating the
Career Connect programme with other programmes has aided the company redirect its high potential talent in niche domains.
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.
HR Segment
Industry
Company Details
Career Prospects
IT Industry
Founder & Chairman

Chief HR Officer
Management Details
Shiv Nadar
Prithvi Shergill
45
Living
L
8, P Kalinga Rao Road, Bengaluru - 560027, Karnataka
Tel: 080-40206305
Email: jayson@hcgoncology.com; Website: www.hcgoncology.com
D&B D-U-N-S No 65-031-6263
Using Maslows Hierarchy of Needs for Framing Employee Retention Programmes

Each year, HealthCare Global Enterprises Ltd (HCG), caters to more than 40,000 patients and conducts 800 radiation treatments, 120
surgeries, and 500 chemotherapy infusions. The company runs into a demand for oncologists to conduct its activities successfully. Due
to a limited number of institutions offering these courses, it is extremely difficult to recruit technical staff such as specialized doctors.
Moreover, high demand and hefty pay packets offered in US, UK, and Australia encourage migration, worsening the situation. HCGs
objective was to retain and engage the existing in-house talent. HCG decided to develop programmes based on Maslows Hierarchy
of Needs. With reference to this model, the organisation has met the most basic and fundamental needs of its doctors. Further,
initiatives such as participation in decision making, exposure, and rewards and recognitions, helped the organisation create a sense
of esteem and belongingness in its doctors. HCG has derived benefits evident from the reduced attrition rate, which decreased from
5.14% in 2012 to 1.43% in 2014. Further, the company has hired 22 doctors in 2014 (YTD). HCG constantly endeavors to achieve
employee satisfaction and aims at keeping them engaged.
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.
HR Segment
Industry
Company Details
Employee Engagement
Healthcare/Hospitals
Chairman
Head - HR
Management Details
B S Ajaikumar
Marian Jayson

301, B Wing, The Qube, Infinity Park, Dindoshi - Film City Road, Malad (East), Mumbai - 400097, Maharashtra
Tel: 022-33259500; Fax: 022-33259600
Email: subhash.menon@indiafirstlife.com; Website: www.indiafirstlife.com
D&B D-U-N-S No 65-049-5398
Successful Employee Engagement through Employees First Policy

Employees of IndiaFirst Life Insurance Company Ltd (IndiaFirst) faced various challenges such as added responsibilities, hectic hours,
month-end pressure, and inadequate field office facilities. Thus, as part of its employee engagement exercise, the company initiated
Happy Employee is a Happy Organisation drive. As part of the strategy, the company initiated flexi hours with opportunities such
as flexi time for a fixed duration on specific days and work-from-home policy, which an employee can avail for a day each month.
Other initiatives undertaken include company transport, canteen facility, employee referral, concierge service, sabbatical policy,
advantage leave, conference calls, and certain employee and family wellness. Further, the company encouraged ideation through
forums such as Town halls, ThinkFirst, and IdeaFirst. The company believes in the policy of placing Employees First, which aims
at maintaining a fine balance between the overall benefits, money, growth and learning opportunities, engagement levels and
emotional bonding, and fair treatment without any bias. IndiaFirst constantly aims at improvising its policies to suit the requirement
of the employees and organisation at large.
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.
HR Segment
Industry
Company Details
Employee Engagement
Insurance
CEO & Director

Head - Employee Care
Management Details
R S Setia
Subhash Menon
46
Living
L&T House, N M Marg, Ballard Estate, Mumbai - 400001, Maharashtra
Tel: 080-22165100; Fax: 080-23636065
Email: suhas.gy@larsentoubro.com; Website: www.larsentoubro.com
D&B D-U-N-S No 65-083-8423
Application of Gemba Kaizen Principles for Employee Participation and Engagement

There is a growing consensus that suggests that increased employee engagement boosts productivity and innovation. At L&T
Construction Equipment Ltd (L&T Construction Equipment), tapping the creative potential of people for improvements forms the
core of employee engagement. For the past two decades, the company has implemented Kaizen System, a business philosophy
or system based on making regular positive changes to improve productivity. Selected Kaizens from the departments were being
presented once in a quarter to the management and Kaizen contributors were given certificates. The department contributing
maximum number of Kaizen per person in a quarter was being given a rolling shield. This practice helped the company achieve
its purpose of people participating in improvements voluntarily and contributing Kaizens. Later, the focus shifted from number of
Kaizens to quality of Kaizens. Thus, the company introduced the Gemba Kaizen initiative. It did away with quarterly presentations,
while visits by top management team to the Gemba was introduced in the planned schedule. Improvement contributors received
certificates from the Chief Executive at the workplace. As a token of appreciation, best Kaizen contributors from each department
were given a memento, which improved employee participation and engagement in contributing Quality Kaizens.
Company Background
L&T Construction Equipment is a wholly-owned subsidiary of Larsen & Toubro Ltd and manufactures construction equipment and
hydraulic components.
HR Segment
Industry
Company Details
Employee Engagement
Engineering
Management Details
Chief Executive
D Keshava Kumar
Head - HR, IR & Adminstration
G Y Suhas

126-B, 12th Floor, Mittal Tower, Nariman Point, Mumbai - 400021, Maharashtra
Tel: 0240-2485301/04; Fax: 0240-2484130
Email: balaji.muley@lokmat.com; Website: www.lokmat.net
D&B D-U-N-S No 65-083-8415
Simple, Diverse, and Effective Initiatives to Encourage Employee Engagement

Lokmat Media Pvt Ltd (Lokmat), being in the media sector expects its employees to be highly productive and motivated. The
company follows a package of activities for employee engagement and development. To recognize the various challenges and other
issues faced by employees, the company came out with the Employee Satisfaction Survey, which helps identify and understand
problems and the employee needs. The analysis done on the survey is placed before the top management for discussion and
relevant improvement/actions. Lokmat has a strategy of awarding employees with Lokmat achievers awards, which are given in a
grand and high voltage function with fun filled entertainment arranged in between awards. Further, the company provides training
to its employees as part of its employee engagement initiative. Training includes workshops, leadership games, and art of living
courses. The company has an in-house magazine HR samachar and annual town hall meetings, which help showcase performing
employees and provides them with a platform for direct communication with the senior management.
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.
HR Segment
Industry
Company Details
Employee Engagement
Media
Management Details
Chairman & Editor-in-Chief
Vijay Darda
Senior General Manager - HR
Balaji Muley
47
Living
L
Tel: 0281-2332001; Fax: 0281-2331170
Email: kmarwadi@marwadionline.net; Website: www.marwadionline.com
D&B D-U-N-S No 91-591-0324
A Comprehensive Three Years Study to formulate Retention Strategies

Marwadi Shares & Finance Ltd (Marwadi Shares), with an objective to understand the business areas that are potentially affected by
high attrition rate conducted a three year study that focused on comparative attrition rate analysis of inter-department, employee
tenure, and designation, among other aspects. Major findings of the study revealed that high attrition rates were observed for
higher level of employees with tenure of 1-2 years. Some of the retention strategies that the company implemented included
initiating an exit interview to identify possible reasons for attritions, introduction of employee retention bonus and loyalty bonus,
streamlining of salary structure across department and designation, introduction of employee promotion policy, improved work
culture, and encouraged team work. The study observed that Marwadi Shares could control attrition rates and retain talent in such
a dynamic and volatile industry mainly due to streamlined salary packages, better job profile, job satisfaction, and better career
prospects. The study observed that good work culture, better attitude of seniors, and better employee relations contributed to
lower attrition rates for the company.
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.
HR Segment
Industry
Company Details
Retention
Equity Broking
Management Details
Chairman & MD
Ketan H Marwadi

No.33, NAL Wind Tunnel Road, Murugeshpalya, Bengaluru - 560017, Karnataka
Tel: 080-41557333
Email: guruvayurappan.v@omegahms.com; Website: www.omegahms.com
D&B D-U-N-S No 67-636-8486
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.
HR Segment
Industry
Company Details
Employee Engagement
KPO/BPO Services

VP - HR & Compliance
Management Details
Gopi Natarajan
Guruvayurappan P V
48
Living
Tel: 080-41557333
D&B D-U-N-S No 67-636-8486
OHPLs Positive Spark Programme for Managing Diversity

Omega Healthcare Management Services Pvt Ltd (OHPL) believes in living by its corporate values, which are printed on the ID cards
and displayed at all company offices. All new employees joining OHPL go through a formal induction programme, which explains
its corporate values in detail and helps them imbibe the culture of the organisation. OHPL launched a unique programme called
the Positive Spark Card programme. When a colleague goes that extra mile, one can say thank-you via this card. In the card,
recognition can be bestowed on the recipient for exemplary alignment with any of OHPLs corporate values. A Champion Award
goes to the employee who receives the maximum number of spark cards in a given period. This unique programme encouraged
many employees to promote a culture of appreciating others in the workplace and helped in blending corporate values into the
fabric and ethos of the work environment by encouraging employees to demonstrate these values at every possible instance in a
palpable fashion.
Company Background
HR Segment
Industry
Company Details
Managing Diversity
KPO/BPO Services

VP - HR & Compliances
Management Details
Gopi Natarajan
Guruvayurappan P V

7th Floor, Alpha Building, Hiranandani Gardens, Powai, Mumbai - 400076, Maharashtra
Tel: 022-66681739; Fax: 022-66681700
Email: sanjay.rao@owenscorning.com; Website: www.owenscorning.com
D&B D-U-N-S No 65-074-4980
OCILs Lateral and Vertical Initiatives to Restore High Performance

Owens Corning (India) Pvt Ltd (OCIL) had built its Taloja plant in 1996 based on the philosophy of High Performing Organisation (HPO).
Accordingly, the set up was that of a flat organisation, educated workforce, supervision-less set up, supported empowerment, and
collaborative decision-making. However, with the slowdown in the economy, maintaining the HPO environment became difficult.
In order to keep the employees engaged and motivated, the HR came out with a strategy, which involved various initiatives being
taken under the areas of communication, leadership connect, training and development, compensation, well-being, TPM rollout,
and Infrastructure. These involve initiatives such as plant leaders meeting along with HR at their respective work place, having
lunch with leader once a week, and daily hurdle process where the performance indicators from previous shift are discussed. The
performance accelerator and capability enhancement programmes provide the experience of unique learning with wide range of
topics focused on personality development, functional skill development, and leadership skill development. Leadership excellence
and advancement programmes create leadership capabilities and cross-functional capabilities. The company is involved in many
other programmes in the key areas mentioned above.
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.
HR Segment
Industry
Company Details
Employee Engagement
Manufacture & Sale of Fiber Glass
Managing Director
Director - HR
Management Details
Anindya Ghosh
K Sanjay Rao
49
Living
L
Tel: 022-30466969 / 30466901; Fax: 022-24908824
D&B D-U-N-S No 65-018-1209
Piramals Inter-Departmental Interaction for Effective Employee Engagement

A Happy Employee means a Happy Organisation is not just a theory now. In fact, it has been tried, tested, and proven that
employee satisfaction and motivation results in growth of an organisation. Piramal Glass Ltd (Piramal Glass), desired to create a
platform for employees to express themselves about HR related services and expectations. The objective was to satisfy internal
customers and encourage them to come forward and share their concerns, suggestions, and discussions related to effectiveness
of the HR department or related services in improving productivity, quality, and performance. It implemented VOC meetings. The
process starts with organising meetings on every fourth Tuesday, Wednesday, and Thursday for different functions. Key members
of the HR and administration department attend the meeting, while the sectional head/HOD nominates employees each time for
these meetings. Minutes of these meetings are recorded and circulated to the respective HODs, which is reviewed every month by
the President. The points raised and the action plans drawn are looked at effectively by the companys management. The overall
VOC resolution has increased to 95% over the years, helping the company sustain growth and employee satisfaction.
Company Background
industry.
HR Segment
Industry
Company Details
Voice of Customer meetings
Glass
Management Details
Director
Vijay Shah

Tel: 0484-2341134; Fax: 0484-2340755
D&B D-U-N-S No 91-543-5333
PVSLs Long-Term, Talent-Nurturing Employee Retention Initiatives

Popular Vehicles & Services Ltd (PVSL) being in the automobile industry had to have robust employee retention programmes in
place to retain trained employees. The company believed in providing long-term careers to employees. Therefore, it encouraged
promotions from within the organisation. Career paths were developed for different roles and shared with employees during
induction. PVSL has an alumni club to discuss, share, and compare the companys organisation culture with other companies.
The company incorporated various initiatives such as Stay Interview, which involves connecting with employees, a small section
every month, by way of a standardised questionnaire, open door policy wherein employees/customers are entitled to approach
departmental heads/HODs and seek answers to their concerns, and learning and development programmes. PVSLs employee
retention programmes were highly effective in improving productivity since they were able to sustain relatively higher employee
retention rates among its competitors across levels. Many employees had tenures that exceeded 10 years.
Company Background
PVSL was formed in 1983. It was initially engaged in the trade of automobile and engineering spare parts. Currently, its primary
HR Segment
Industry
Company Details
Retention

Head - HR
Management Details
Thomas Stephen
Johnson Mathew
50
Living
Tel: 0484-2341134; Fax: 0484-2340755
D&B D-U-N-S No 91-543-5333
PVSLs Participatory Employee Engagement Initiatives

Popular Vehicles & Services Ltd (PVSL) had a proper HR department right from the time it commenced operations, which emphasised
on employee retention and development, even during bad times. To keep employees motivated and committed to the organisations
goals, it introduced Idea Quest, where the objectives was to foster a participative work culture, cultivate a sense of entrepreneurship,
and stimulate creativity of employees in work improvement and cost reduction. Further, morning meetings where matters such as
sales, service numbers, bookings, customer feedback and discussions thereon, welcoming of new members, explanation of mails
from principals and head offices, and company highlights were implemented. Moreover, events such as clay modeling, model
painting, drawing competitions, birthdays, and festivals are celebrated by the company. Further, the company conducts wellness
programmes such as health check-up camps, eye camps, and dental camps. It has a laughing club, which combines enjoyment
with health awareness. All these programmes have gone a long way in keeping PVSLs employees motivated and committed. These
initiatives resulted in managing a high retention rate, with many employees having stayed on for more than 10 years.
Company Background
PVSL was formed in 1983. It was initially engaged in the trade of automobile and engineering spare parts. The companys primary
HR Segment
Industry
Company Details
Employee Engagement

Head - HR
Management Details
Thomas Stephen
Johnson Mathew
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
Rockwells Change Management Intervention for Implementing Strategic Decisions

Rockwell Automation (Rockwell) faced a tough year in 2013 with internal structural inefficiencies and insufficient opportunity
creation leading to around 30% contraction in business. The company took certain strategic decisions and decided to change its
strategy to focus, simplification, and execution. The leadership team realized that to make this change successful it needed a strong
change management intervention. It was not only important to make the structural changes for implementing the new sales model,
but was equally important that the employees embraced the change and saw this as an opportunity, rather than a necessity.
Rockwells first step was to put together a cross-functional project team for implementing this change. The company conceptualized
this change as having two sides, the hardware, which focused on designing the new organisation structure and role alignment
while software focused on aspects such as large-scale communication and competency development. The company followed a
three-pronged approach of Awareness, Acceptance, and Internalization to drive this change across the organisation. This change
was broken down into seven steps comprising preparing ground for change, creating a compelling vision, communicating and
creating commitment, facilitating action through employee empowerment, generating quick wins, consolidating learning, sustaining
momentum and expanding and institutionalizing.
Company Background
Rockwell was established in 1903 and is in the business of providing industrial automation and information solutions to its clients.
HR Segment
Industry
Company Details
Change Management
High-Tech / Engineering Industry
Regional Director
Management Details
Dilip Sawhney
Pankaj Rai
51
Living
L
RR Kabel Limited
Tel: 0265-2321891; Fax: 0265-2321894
D&B D-U-N-S No 91-845-4968
Encouragement Employee Engagement through Family Involvement

Employee engagement at RR Kabel Ltd (RRK), takes place through various annual events calendar. The various designated days that
are celebrated by company are road safety week, national safety week, and earth day, among others. These events are deigned
to involve not just the employees but also their family members. The company brings out in-house magazine SETU and Team Talk,
which is an efficient medium for communicating news and provides a quiz involving employee activities. It sensitizes employees on
number of critical safety issues at work, roads, and environmental preservations. The company has two special awards Brightest
Dad Award for the child of an employee who has performed his work without a non-conformance and the Smartest Husband
Award for the spouse of an employee who has made the best suggestion at work.
Company Background
HR Segment
Industry
Company Details
Employee Engagement
Chairman
Managing Director
Management Details
Rameshwarlal Kabra

6-3-871, Snehalata, Greenlands Road, Begumpet, Hyderabad - 500016, AP
Tel: 040-66300000; Fax: 040-66300001
Email: sreenubabu.t@sewinfra.com; Website: www.sewinfrastructure.com
D&B D-U-N-S No 91-888-8335
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.
HR Segment
Industry
Company Details
Employee Engagement
Infrastructure
Management Details
Managing Director
V Rajasekhar
Senior Vice President - HR
T S Babu
52
Living
11/63, Ground Floor, Shanti Chambers, Pusa Road, New Delhi - 110005, Delhi
Tel: 011-30111000; Fax: 011-25754365
Email: reemagarg@smcindiaonline.com; Website: www.smcindiaonline.com
D&B D-U-N-S No 91-944-3502
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 worklife 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.
HR Segment
Industry
Company Details
Employee Engagement
Financial Services & Investment Solutions
Chairman & MD
Director - HR
Management Details
S C Aggarwal
Reema Garg

Biocon Park, Plot 2&3, Bommasandra Industrial Estate, Phase - IV, Bengaluru - 560099, Karnataka
Tel: 080-28082808; Fax: 080-28083150
Email: dola.mukherjee@syngeneintl.com; Website: www.syngeneintl.com
D&B D-U-N-S No 91-583-3842
Employee Engagement through Competency Framework and Employee Friendly Facilities

To recruit the finest pool of scientific graduates, post graduates, and post docs, Syngene International Ltd (Syngene) leverages its
healthy industry-academic relationships with some fine institutes such as IISc, IIT, NIT, UDCT, and NIPER. Once the hiring is completed,
it conducts a formal induction process to ease the new hires into the organisations culture by taking them through a journey of
the organisation. The company provides them with information on its processes and policies. To develop and nurture the talent,
the company provides several technical, behavioral, compliance, safety programmes, and leadership development programmes,
depending on the needs analysis and the competency framework. To enhance and manage the performance of its employees, the
company in addition to setting their goals, has set in place the reward mechanism in order to recognize the high performing teams
and employees. To create a highly engaged workforce, the company provides transportation, child-care facility, round-the-clock
transportation, in-house ATM, annual health check facility, a child care centre, and a well-equipped gym to keep fit along with many
other amenities to ensure a safe and pleasant work environment.
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.
HR Segment
Industry
Company Details
Others
Contract Research Industry
Director
Head - HR
Management Details
Peter Bains
Dola Mukherjee
53
Living
L
Synthite Corporate House & Technology Centre, Synthite Valley, Kadayiruppu, Kolenchery - 682311, Kerala
Tel: 0484-2889000; Fax: 0484-2889050
Email: georgepaul@synthite.com; Website: www.synthite.com
D&B D-U-N-S No 65-013-1857
My Voice and Synthite Star Initiatives at SIL

Synthite Industries Ltd (SIL), in its early days had a system in which the higher management used to interact with the employees
regularly and address their grievances. With the transformation of the company towards a more professional work environment,
these interactions were no longer a viable option. In order to address the grievances of the employees, a platform was created
called My Voice in which every employee and his/her team is empowered to express grievances in a forum. My Voice calendars
were created for each division of SIL. The employees are informed about the meeting one week prior, which gives them enough time
to prepare for the meeting. All actionable decisions on the grievance aired at My Voice are categorized and the outcome, whether
actionable or not, is communicated to the employees regularly. SIL implemented a recognition initiative called Synthite Star Award
to recognize an individual or a team who display exemplary performance, dedication, and support in business. Supervisors and all
the members in the above categories are empowered to recommend people for the award.
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.
HR Segment
Industry
Company Details
Employee Engagement
Manufacturing Products from Spices
Managing Director
Head - Corporate HR
Management Details
George Paul
Rajesh Kumar

Tel: 022-67513600
D&B D-U-N-S No 91-846-8831
VOICES Model of Employee Engagement

VOICES stand for voice of internal customer engagement and satisfaction. It is a tool built by The Tata Power Co Ltd - Strategic
Engineering Division (Tata Power SED) for employee engagement. It is based on an action learning framework using facilitation for
conducting an employee engagement workshop. Through facilitation, the participation of each member in a team can be ensured
using this process. The prerequisites of conducting this workshop include study of driver score of each department in detail and
analysis of reasons for low scores using both qualitative and quantitative data. The VOICES action plan comprises five sessions. In
the first session, the verification of drivers identified by HR takes place and their impact on productivity is discussed. In the second
phase, problems faced by each individual are put forward using post-it. The facilitator buckets these so that the action plan can be
arrived at easily. The third phase comprises prioritising the issues, which is accomplished by vote. In the fourth session, root cause
is analyzed and ideas to a tackle it are gathered. The last phase comprises ideas, which are addressable by the department are
discussed and an action plan is decided upon.
Company Background
HR Segment
Industry
Company Details
Employee Engagement
Defence

Head - HR
Management Details
Rahul Chaudhry
Shyam Iyer
54
Living
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
Technosofts Activities to Imbibe the We feeling in Employees

Developing a feeling of belongingness or as we can put it We Feeling within the teams, develops relationship and brings in
accountability. Technosoft Corporations (Technosoft) HR engagement team decided on a few solutions to bring in employee
engagement. These solutions touched on aspects such as greeting mails, fun programmes, celebration of festivals, family outings,
wellness programmes, and team building efforts. Further, the company introduced team building activities, project team outings,
and team lunch. It developed the HR Connect forum where employees could discuss their concerns, grievances, and share views.
Skip level meetings were introduced as a channel to address employee concerns. Townhalls were arranged where the monthly/
quarterly updates from the management were provided. The company recognized the best performers, teams, and employees
who had worked for a long time for the company. It sponsored certification programmes for its employees so that they could
sharpen their work-related skills. To enable the employees nurture their personal interests and hobbies, the company introduced
the confluence forum. These activities had the desired outcome and employees became highly participative, took ownership, and
volunteered for activities. While productively improved, the company was able to control attrition.
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.
HR Segment
Industry
Company Details
Employee Engagement
IT & BPO Services
Co-Founder & CEO

Management Details
Jude Xavier

24, Vittal Mallya Road, UB City L3,4,5, Bengaluru - 560001, Karnataka
Tel: 080-39855150
Email: kganguly@ubmail.com; Website: www.kingfisherworld.com
D&B D-U-N-S No 65-007-1087
UBLs Employee Engagement Initiatives to Restructure its Internal Communication System

United Breweries Ltd (UBL) was confronted with a number of challenges such as dissemination of timely information to all employees,
collaboration/communication between units in different locations, and no official forum where employees could share their ideas,
thoughts, and experiences. UBL took various initiatives such as Presidents webcast, a platform for direct interfacing between
employees and the senior management team, Sampark and Yammer, a contemporary technology-based employee intranet portal,
and state-of-the-art enterprise social networking platform Drishti, a platform for sharing ideas, and climate survey, a third-party
administered employee perception survey. The process of reorganising internal communication took about three years before it
started yielding results. The Presidents webcast resulted in faster, easier, and flexible open communication. It resulted in better
learning and knowledge management. Around 81% of the executives started engaging on the UBL social environment learning,
sharing, and contributing to an engaged workplace. As per the latest climate survey, 77% of the employees consider UBL as a great
place to work. Interest in learning on unstructured and structured platforms has increased manifold.
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.
HR Segment
Industry
Company Details
Employee Engagement
Liquor
Management Details
President & MD
Kalyan Ganguly
Executive Vice President - HR
Manmohan S Kalsy
55
Growing
G
Tel: 011-26444812; Fax: 011-26436336
D&B D-U-N-S No 91-845-9314
Performance Improvement at HCL Technologies

Challenges
In 2005, HCL Technologies Ltd (HCL Technologies) was gradually climbing the ladder of growth and success by expanding its global
footprint and enhancing its operations. It registered a cumulative average growth of 35% around that period. However, in order
to scale up rapidly, the company identified the need to re-think and re-design the role of both management and leadership.
The employee-customer interface was identified as a key area of transformation, as it resulted in both creation of business and
technology.
Need to Seed
Desire to
Nurture
Commitment
to Harvest
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.
Company Details
Management Details
HR Segment
Performance Improvement
Founder & Chairman
Shiv Nadar
Industry
IT
President & CEO
Anant Gupta
Company Turnover
Above ` 50 bn
Chief HR Officer
Prithvi Shergill
58
Growing
Self-Discovery Tools: HCL Technologies created an ideapreneurship assessment tool that measures their ideapreneurship
quotient in an employee and suggests steps to enhance performance. It also helps an individual employee become an ideal
Ideapreneurs.
Ideapreneurship reward and recognition policy: This policy further promotes ideapreneurship in employees by offering
monetary reward and recognition for contribution towards various ideapreneurship platforms.
Awareness through success stories: In order to spread awareness about ideapreneurship at work in HCL Technologies, the
communication teams created the chronicles of ideapreneurship, a book containing over 50 stories of real employees adding
real value through innovation in Value Portal and Lead Gen.
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.
D&Bs Observation: Ideapreneurs leading the way at HCL Technologies
Company Background
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.
59
Growing
G
8-2-350/5/B-22, Road No 3, Banjara Hills, Hyderabad - 500034, AP
Tel: 040-39144444; Fax: 040-39144455
Email: shekhar.murthy@iictechnologies.com; Website: www.iictechnologies.com
D&B D-U-N-S No 91-510-1497
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 industryfocused 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
Source: IIC Technologies Limited
Company Details
Management Details
HR Segment
Training and Development
Managing Director
Rajesh Alla
Industry
Geospatial Solutions
Derrick Peyton
Company Turnover
` 1 bn - 5 bn
Vice President - HR
Shekhar Murthy
60
Growing
Since the above engagements were more focused on academy success, IIC made a strategic decision to focus on short industryfocused programmes. The training under a programme is imparted in an environment that co-houses with the production floor to
enable participants to get a near real experience. The programmes are designed with strong pedagogic foundations and delivered
with SPICE ensuring that participants are ready to be deployed in project assignments directly.
The SPICE model of IIC Training Programmes
Source: IIC Technologies Limited
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.
61
Growing
G
Inox Wind Limited
Plot, No.1, Khasra No.264 to 267, Industrial Area, Village Basal, Dist. Una - 174303, HP
Tel: 0120-6149600; Fax: 0120-6149610
Email: kallolchakraborty@gfl.co.in; Website: www.inoxwind.com
D&B D-U-N-S No 85-888-6449
IWLs Skill Will Tool for training and development

Challenges
Inox Wind Ltd (IWL) is a fully integrated player in the wind energy market with manufacturing plants at Una in HP and Rohika in
Ahmedabad. The challenge faced by the Una unit was to ensure productivity and enhanced output matching the required quality
with the available manpower. Majority of the technicians were local with no experience in wind energy products, which required
high assembly line skills. The management of Una unit faced the challenge to improve maximum output to meet business needs.
Therefore upgradation of skills was the only solution.
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
High Will,Low Skill (Q1)

Will
Parameter
High Will, High Skill (Q2)
Skill-Will Scatter Plot
Low Will, Low Skill (Q3)
Low Will, High Skill (Q4)
Low
High
Source: Inox Wind Limited
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.
Company Details
Management Details
HR Segment
Kailash Tarachandani
Industry
Renewable Energy
Head Group - Corporate HR
Kallol Chakraborty
Company Turnover
` 10 bn - 25 bn
Director
Rajeev Gupta
62
Growing
After completing the assessment for training need and individual development programme in consultation with respective HODs
and unit heads, a versatile matrix is developed for each job area and is displayed with the employees photograph in the training
room. After the completion of the above processes, an annual development calendar is prepared. Further, after the completion of
the annual training, a monthly calendar is prepared, which is circulated to all teams at the beginning of each month through mails
and is advertised on display boards.
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.
63
Growing
G
4th Floor, Vinay Bhavya Complex, 159 A, CST Road, Kalina, Santacruz (East), Mumbai - 400098, Maharashtra
Tel: 022-65993626; Fax: 022-66726254
Email: sugata.dutta@kotak.com; Website: www.insurance.kotak.com
D&B D-U-N-S No 72-537-7720
Institutionalizing Center of Excellence (COE) programme for Achieving Business Excellence

Challenges
The private life insurance industry went through a rapid growth phase in its first decade of existence. However, this phase of rapid
growth resulted in accelerated growth of careers not necessarily in sync with capabilities. At Kotak Mahindra Old Mutual Life
Insurance Ltd (Kotak Mahindra), the important challenge was to rationalize cost while leveraging its reach to span across every nook
and corner of India where an insurable opportunity might exist. High standards of customers became the frontiers of differentiation
in the insurance space and determinants of relative success. This required the company to perform, provide outstanding service to
existing customers, think out-of-the-box, and be agile. Further, agent productivity, motivation, and longevity became an important
challenge for the entire industry. Thus, it was essential that a company invested in the training and development of agency workforce,
to improve customer orientation and productivity. The business problem to be solved was of taking a high cost, low productivity
agency and turning it around sustainably.
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.
Company Details
Management Details
HR Segment
Managing Director
Murlidhar Gangadharan
Industry
Life Insurance
Cedric Fernandes
Company Turnover
` 1 bn - 5 bn
Head - HR
Sugata Dutta
64
Growing
Outcome
The entire journey as mentioned above was spread across more than 1.5 years of phased rollout. Around 311 Mid-level managers
have undergone the COE programme so far. As a result of this intervention, the average Lic/RDM increased by 145% over the
previous year, new productivity increased by 31% along with the new license contribution to monthly CPI and average CLA/RDM in
JFM increasing by 4% over the previous year.
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).
65
Growing
G
5th Floor, B-Wing, Mahindra Towers, Dr. G M Bhosale Marg, Worli, Mumbai - 400018, Maharahstra
Tel: 022-24918426
Email: mahindra.anand@mahindra.com; Website: www.mahindra.com
D&B D-U-N-S No 65-007-2630
Mahindras Talent Development and Team Building Platform

Challenges
Mahindra Partners, which manages a portfolio of 11 diversified businesses, wanted to leverage the diversity and agility of its portfolio
companies with the experience of the Mahindra Group. The intent was to partner with businesses in creating an offering, which
would simultaneously engage employees, address their learning objectives, and leverage the diversity of expertise in the company
to crowd source solutions to business issues.
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:
Company Details
Management Details
HR Segment
Talent Management
Chairman & MD
Anand G Mahindra
Industry
Private Equity
Executive Director
Pawan Goenka
Company Turnover
Above ` 50 bn
President Group HR, Corporate

Services, and Aftermarket Sector
Rajeev Dubey
66
Growing
Pitching of Ideas
Top 6 teams get the
chance to pitch their
ideas to the CEOs of the
target companies
Acquaints the
participants with certain
business constraints and
barriers to the
implementation of their
solutions
Creation of Working
Group
A robust tracking
mechanism is created,
which involves creation
of Small Working Group
under CEO/COOs
chairmanship
The purpose of the
working group is to
enable implementation
of ideas/solutions and to
track their
implementation
The EAs to CEOs and
other fresh minds
provide complete full
CEO buy-in
Rewards & Recognition
Benefits
Project implementation
is factored in
competency rating of
annual appraisal process
Successful
implmentations are
featured in the in-house
magazine (Medley) and
intranet portal
(MtTouchpad)
Execution team for each
project gets recognition
from leadership team
Robust and intensive

learning and
development for
participants
Drives engagement in
non-participants through
social media
Creates awareness
among senior leaders on
the available talent in
the sector
Enables cross-skilling of
talent pool and
rotational opportunities
Source: Mahindra Partners (Mahindra & Mahindra Limited)
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.
67
Growing
G
Tel: 022-66681739; Fax: 022-66681700
D&B D-U-N-S No 65-074-4980
OCILs Talent Development strategy for HPOs

Challenges
Owens Corning (India) Pvt Ltd (OCIL) had built its Taloja plant in 1996 based on the philosophy of High Performing Organisation (HPO).
Accordingly, the set up was that of a flat organisation, educated workforce, supervision-less set up, and supported empowerment
and collaborative decision-making. Consequently, OCIL had a lean structure offering very less scope for growth. Therefore, OCIL
faced the challenge of offering better growth and engagement of employees and reviving the essence of an HPO by addressing
talent development.
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.
Source: Owens Corning (India) Private Limited
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 crossCompany Details
Management Details
HR Segment
Talent Management
Managing Director
Anindya Ghosh
Industry
Director - HR
K Sanjay Rao
Company Turnover
` 5 bn - 10 bn
Director - Finance
Jagdish Agarwal
68
Growing
functional panel interviews are undertaken. Furthermore, psychometric tests and interview analysis calibration are used.
OCILs 100-days long onboarding programme is structured to ensure that new joinees have critical interactions, experiences,
and information. OCIL has a New Leader Assimilation programme to give new leaders and their teams a head start.
Building talent refers to talent development. OCIL launched in-house programmes for employees at junior levels and
university-sponsored programmes for middle level employees. Integrated Leadership Development Programme, spread over
8-9 months, comprising external training, project work, plant visits, assignments, assessments, and in-house training was
launched. Performance Accelerator and Capability Enhancement (PACE), spread over 5-6 months, were introduced for specific
target groups. Leadership Excellence and Advancement Programme (LEAP) for advanced management development involved
preparing participants to lead at higher levels. Industrial Development Plans are done at the beginning of every year and
involves cross-functional training for 6-12 months, grooming talent to cater to roles that are one level up.
Binding talent refers to performance review and development. OCIL introduced an online tool called Talent Centre for the
same. It equips leaders with information to develop and coach team members. It offers employees feedback on how they
are viewed. Rewards are in monetary and non-monetary form. Moreover, it introduced Bounce Talent, which refers to a
performance recovery programme for underperforming individuals.
Bounce Talent through Performance Recovery Process: Managing Talent in the company is not just focusing on the high
potential employees but also to periodically reviews and develops the individuals that are not up to the mark. The Performance
Recovery Process is an important part of performance management to help employees improve and bridge the gaps in case of
underperformance.
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
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.
69
Growing
G
Tel: 022-66681739; Fax: 022-66681700
D&B D-U-N-S No 65-074-4980
OCILs all-round structured approach for Organisational Change

Challenges
Owens Corning (India) Pvt Ltd (OCIL) Taloja plant has been a strategic plant for the company. It operates with the concept of selfdirected work groups without any supervision. OCIL has a flat organisation structure having only four layers between Managing
Director and junior most employees.
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
Capability
building
Infrastructure
concerns
Employee
Engagement
Employee
Retention
Company Details
Management Details
HR Segment
Managing Director
Anindya Ghosh
Industry
Director - HR
K Sanjay Rao
Company Turnover
` 5 bn - 10 bn
Director - Finance
Jagdish Agarwal
70
Growing
Leadership: Misaligned individuals in the company with poor willingness to adopt new ways were disengaged in a phased
manner and many new faces were brought up. For meritorious cases, role enhancement and upgradation was done and
organisational structure was reworked to make customer needs the key focus.
Employee Engagement: Prolonged absenteeism cases were looked into to understand the reason with suited intervention. The
entire process of recruitment was revised to induct high quality talent facilitating a quick process and cultural acquaintance.
Communication was enhanced with the help of newsletters, monthly plant leader communication, and quarterly operation
review meeting, among others. Further, the company revamped the pay scale.
Retention: The company got a market survey conducted by a professional agency for understanding gap versus market pay
point. The survey revealed that a major employee section was underpaid as per the industry benchmark. Hence, a compensation
correction exercise was executed.
Infrastructure: Canteen and locker room facilities were renovated along with improvement in the transportation facility.
Skill and Capability Building: Cross function and skill enhancement for selective employee was undertaken in a structured
manner. Employees were sent to other overseas plants to support and acquire expertise.
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.
Improved Employee Engagement score: 2011 versus 2014
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
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.
71
Growing
G
Tel: 022-67513600
D&B D-U-N-S No 91-846-8831
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.
MAP consists of three sessions:
What they know about the leader?
What do we not know, but would like to know about Leader?
Session 1 What did they want from the leader?
Questions asked What did the leader needed to know about the team?
by facilitator
Discussion between Facilitator and Leader on the outcome of Session 1.

Sharing of key feedback and points of improvement suggested by the team.
Session 2 Identification of key improvement areas.
Leaders meet Consolidation of points of discussion and correlation to action plan
the facilitator
Session 3 Meeting with

the Team ,
Leader and
Facilitator
Joint presentation of key improvement areas by Facilitator and Leader.

Discussion of feedback and other matters of substance.
Roll-out of Way-Forward action plan
Closure of session
Company Details
Management Details
HR Segment
Team Management & Leadership
Rahul Chaudhry
Industry
Defence
Neelesh Tungar
Company Turnover
` 1 bn - 5 bn
Head - HR
Shyam Iyer
72
Growing
The MAP helps in the 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 system can therefore translate into new levels of team dynamics and thus ensure positive and consistent growth throughout
the organisation.
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.
73
Growing
G
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
Leveraging the Power of Technology for Creating Social Mentoring Platform

Challenges
Wipro Ltd (Wipro) has a very diverse knowledgeable workforce (more than 140,000 employees) across technological, domain, and
functional expertise spread across six continents. The company realized the need to make this knowledge and expertise accessible
to all its employees, thereby, creating an atmosphere where one employee could learn from another. Considering the 70-20-10
Learning Principle of Centre of Creative leadership, the company realised that the 20% of learning through mentoring and coaching
initiative was relatively untapped. Wipro decided to work on a scalable mentoring solution, which could address the needs of a
global Wipro. The objective was how to make a scalable mentoring solution which could address the needs of a global Wipro.
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.
Company Details
Management Details
HR Segment
Online Mentoring & Learning

System
Chairman
Azim H Premji
Industry
IT & ITeS
T K Kurien
Company Turnover
Above ` 50 bn
Chief HR Officer
Saurabh Govil
74
Growing
Learning Networks initiative is based on the tenets of social, self-sustaining, and self-governing, requiring minimum HR interference.
The platform connects the mentees with the relevant mentors, after understanding the learning need of the mentee, the expertise
of the mentor, the location, career role, and availability of mentor, all this is done using application level algorithms. The participants
can at any point close connections, request for meetings, provide feedback, like profiles, and write testimonials for each other. All
the transactions on the platform are sent as emails and notifications to employees. The meetings between the mentors or mentees
can be face-to-face, on video call, or teleconference. Efforts are taken to see that the first few meetings are face-to-face to improve
effectiveness of the mentoring process. The mentoring can be either one-on-one or through discussion forums, which are manyto-many mentoring.
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.
75
Growing
G
Amtek Auto Limited
3, L.S.C.Pamposh Enclave, Greater Kailash - I, New Delhi - 110019, Delhi
Tel: 011-4344444; Fax: 011-42344000
Email: rajesh.soni@amtek.com; Website: www.amtek.com
D&B D-U-N-S No 65-012-8317
Amteks Capsule Programme for Training and Development

Amtek Auto Ltd (AAL) believes in creating a climate where employees identify themselves within the organisation with a sense of
belonging and pride. AAL has a fully customized training programme for soft skills called the Capsule Programme with duration of
four hours aimed at addressing the behavioral issues arising out of daily operations. This initiative has been highly successful in
improving the work culture by reducing the communication gap and decreasing the time and effort spent on the supervisory issues
and thus, increasing focus on quality output and timely completion of projects. Thus far, more than 3,500 employees across various
levels have been acknowledged with accolades received from employers, stakeholders, and supervising managers. Further, AAL has
a juniors first philosophy where juniors are allowed to show visitors around the plant, which gives them an opportunity to learn at
the same time bearing higher responsibility. Furthermore, AAL has a practice of any time meeting, which helps addressing issues
and grievances on day one itself.
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.
HR Segment
Industry
Company Details
Auto Ancillarires
Managing Director
Director - HR
Management Details
D S Malik
R Soni

19, Bishop gardens, Raja Annamalaipuram, Chennai - 600028, TN
Tel: 07299099303
Email: jacob_jacob@apollohospitals.com; Website: www.apollohospitals.com
D&B D-U-N-S No 91-667-0198
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.
About the Company
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.
HR Segment
Industry
Company Details
Healthcare

Management Details
Satyanarayan Reddy
Jacob Jacob
76
Growing
18 km, MBD-Delhi, NH-24 Vill. Jivai, Amroha - 244221, UP
Tel: 0591-2477000; Fax: 0591-2477300
Email: ajaijohri@clgupta.com; Website: www.clgupta.com
D&B D-U-N-S No 92-460-2639
Job Shuffling for Employees Training at CLG

C. L. Gupta Exports Ltd (CLG) is a company engaged in the handicrafts sector where quality of the products delivered is highly
dependent on the skill of the employees at the factory. Hence, proper training for continuous development of the employees
is essential for meeting quality standards of the clients. CLG organises training camps for continuous improvement and skill
upgradation for the employees. The challenge faced by CLG was getting the required number of employees in different areas to
attend training secessions. To address this issue, CLG started with the strategy of interchanging employees from different sections of
work, especially employees from the packing and spraying metal/glass and wood sections. This helped the employees gain valuable
experience in varying processes and learn different aspects of the products value chain.
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.
HR Segment
Industry
Company Details
Handicraft Industry
Management Details
Chairman
Ajai Gupta
GM - HR & Administration
A K Johri

Coromandel House, 1-2-10, Sardar Patel Road, Secunderabad - 500003, Telangana
Tel: 040-27842034 Ext:401; Fax: 040-27844117
Email: mehank@coromandel.murugappa.com; Website: www.coromandel.biz
D&B D-U-N-S No 65-005-0271
Operating Training Stimulator to aid Training

Coromandel International Ltd (Coromandel), state-of-the-art plants have made manufacturing operations more efficient. However,
one major challenge is having skilled and trained personnel to operate these plants. Sensing the demand for trained personnel, and
training and development as a major concern area, the company considered various options and finally, it zeroed in on providing
training through a stimulator for its personnel. Operator Training Stimulator was selected as a training tool for process plants. It
is considered as the state-of-the-art technique for training, enabling the person to understand all the process operations such as
startup, shutdown, and critical conditions, as it would have the same interfaces, screens, and displays as in the plant. The company
decided to employ SimInfosystems for developing the stimulator. With the adoption of this simulator-training model, the company
has benefitted a lot and for the last three years has trained engineer trainees, process engineer trainees, and operations technician
trainees for its plants. Further, it has been able to cater to the skilled and trained manpower requirement at its sulfuric acid plant.
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.
HR Segment
Industry
Company Details
Manufacturing of fertilisers
Managing Director
EVP & Head - HR
Management Details
Kapil Mehan
Arun Leslie George
77
Growing
G
Suite 406, 4th Floor, Lords Building, 7/1 Lord Sinha Road, Kolkata - 700071, WB
Tel: 033-33420115; Fax: 033-22821886
Website: www.crescentfoundry.com
D&B D-U-N-S No 91-803-8394
Crescents initiatives for Recruitment and Talent Management

Crescent Foundry Company Pvt Ltd (Crescent) faced the problem of specialised skillsets when it came to recruiting and retaining
employees at junior levels. As part of the solution, Crescent began partnering with industrial training institutes to find prospective
skilled employees from recent graduates or alumni. Further, it created a database of prospective recruits using the 99ATS application
tracking and recruitment software. Further, the employee referral system was made applicable to all levels. To combat high
attrition, Crescent improved employee engagement with activities such as celebration of festivals and birthdays, organising family
get-togethers, and buddy lunch for new joinees. The company introduced training programmes, counseling sessions, and the
employee induction programme to help map the growth of employees. Crescent recorded 50% sales growth over four years from
` 0.69 bn in FY10 to ` 1.4 bn in FY14. The employee strength rose by 41% in three years time. The companys attrition rate reduced
from 17% in FY12 to 9% in FY14.
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.
HR Segment
Industry
Company Details
Talent Management
Iron Foundry
Founder Director
Head - HR
Management Details
Madhusudhan Nathany
Sumanta Samadder

Tel: 04329-235382
D&B D-U-N-S No 86-024-1385
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
HR Segment
Industry
Company Details
Talent Management
Cement
Managing Director
Executive Director
Management Details
Gautam Dalmia
R A Krishnakumar
78
Growing
Tel: 04329-235382
D&B D-U-N-S No 86-024-1385
Dalmia Cements Initiatives to Enhance People Competencies by Providing Training

Regular training and development has become an important aspect of HR at Dalmia Cement (Bharat) Ltd (Dalmia Cement). The
company adopted various ways to train its employees. One such initiative is the gap analysis of skills, which is done through various
processes such as performance management system, self-assessment, inputs from line manager, and feedback from HOD. After
analysing these gaps, a training calendar is prepared covering various types of training. The company conducts a special training
programme as per recommendations of department heads/function heads. Further, fresh recruits are exposed to all functions in
the plant as per the induction schedule. They are provided with on-the-job training in various areas of specialisation. Moreover,
Dalmia Cement offers worker-teacher programme where workers are given an opportunity to teach their peer groups providing
confidence and positive vibes about the programme and the organisation. With the help of all these initiatives, the company was
able to increase its average training man-days from 2.5 days in 2008-09 to 7.6 days in 2013-14.
Company Background
HR Segment
Industry
Company Details
Cement
Managing Director
Executive Director
Management Details
Gautam Dalmia
R A Krishnakumar
DCB Bank Limited

Tel: 022-66187000; Fax: 022 24978637
D&B D-U-N-S No 65-060-0310
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
HR Segment
Industry
Company Details
Talent Management
Banking
Management Details
Murali Natarajan
79
Growing
G
DCB Bank Limited
6th Floor, A Wing, Peninsula Business park, Lower Parel, Mumbai - 400013, Maharashtra
Tel: 022-66187000; Fax: 022 24978637
D&B D-U-N-S No 65-060-0310
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
HR Segment
Industry
Company Details
Banking
Management Details
Murali Natarajan

7th Floor, The Ruby, Senapati Bapat Marg, Dadar (West), Mumbai - 400028, Maharashtra
Tel: 022-66121212; Fax: 022-66121299
Email: ruth.singh@emkayglobal.com; Website: www.emkayglobal.com
D&B D-U-N-S No 85-955-4980
Emkays Talent Management Strategy for New Recruits

Emkay Global Financial Services Ltd (Emkay) implemented an effective talent management strategy, especially for new recruits.
The company made use of technology to automate the recruitment and performance tracking/monitoring processes. It had a
systematic on-boarding process for new recruits across the organisation. During the first 6-12 months of their employment, new
recruits underwent training by way of mentoring, on-the-job training, and job support. A high level of engagement was maintained
with new recruits during the first year. These measures helped ensure retention during the first 12 months and beyond. This system
helped identify and develop high potential and brilliant recruits. Such candidates were deployed carefully and correctly to keep
them engaged. Reward programmes were designed to align reward programmes with talent and business strategies, to build and
sustain reward effectiveness and efficiency of all employees.
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.
HR Segment
Industry
Company Details
Talent Management
Financial Services
Management Details
Managing Director & CFO
Krishna Kumar Karwa
Head - HR
Ruth Singh
80
Growing
Tel: 022-266352/222; Fax: 022-66352386
Email: ajay.chitnis@goloffshore.com; Website: www.goloffshore.com
D&B D-U-N-S No 65-024-3020
GOL Offshores Trainee Programme for Middle Management

GOL Offshore Ltd (GOL Offshore) faced a serious challenge in terms of recruiting its middle management, since the company found
it difficult to fill the gap. Either the company could not find a suitable replacement or potential leaders among existing staff were
not ready to take up unfamiliar roles. GOL Offshore decided to recruit and develop qualified university graduates/individuals with
keen forte in management careers and who were already employed. This would ensure that candidates already had management
perspective or learnings at the time of recruitment, and would be eligible for appointment to executive positions immediately after
completing probation. All departments were asked to draw up areas where fresh graduates needed to be recruited and trained for
specific tasks. Later, this was examined by HR and universities/institutes were contacted to recruit fresh graduates. Consequently,
GOL Offshore was able to reduce recruitment costs, since fresh graduates are flexible with respect to remuneration expectations.
Company Background
HR Segment
Industry
Company Details
Management Details
President & COO
R M Choudhary

Tel: 011-26444812; Fax: 011-26436336
D&B D-U-N-S No 91-845-9314
Adopting a Scientific Approach for Identifying and Grooming Prospective Leaders

Leadership development is a major challenge for various organisations. To address the distributive nature of organisation, the need
for collaborative style of leadership is demanding. Similarly, HCL Technologies Ltd (HCL Technologies) realized a demand of running
innovative and effective initiatives which can develop cognitive, people and collaborative skills of upcoming leaders to address these
challenges. To tackle this, the company came up with innovative initiatives/programmes such as to Certified HCL Leader Programme,
Leadership Crucible, Advanced Business Leadership Programme and Women Leadership Development Programme so as to develop
future leaders. The Technical Competency Index, KGain (Knowledge gain) Index metrics and HCL Organisation Management System
were used to evaluate the process. Based on the above metrics and evaluations, the feedback on the trainer, trainee, channel of
delivery, content are all taken into account and the training programmes are continuously updated. Further, the company has also
established a separate Leadership Academy to provide learning support to leaders and develop leadership competencies to meet
organisational growth and needs.
About the Company
HR Segment
Industry
Company Details
Team Management & Leadership
IT Industry
Founder & Chairman

Chief HR Officer
Management Details
Shiv Nadar
Prithvi Shergill
81
Growing
G
Hospet Road, Ginigera, Koppal - 583228, Karnataka
Tel: 08539-28660306/07/08; Fax: 08539-286662
Email: manjunath.bp@hospetsteels.com; Website: www.hospetsteels.in
D&B D-U-N-S No 86-217-0214
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.
HR Segment
Industry
Company Details
Talent Management
Manufacturer of Alloy Steel

Vice President - HR
Management Details
B K Tiwari
Manjunath B P
Company Details
Management Details
HR Segment
Industry
82
Growing
L&T House, N M Marg, Ballard Estate, Mumbai - 400001, Maharashtra
Tel: 080-22165100; Fax: 080-23636065
Email: suhas.gy@larsentoubro.com; Website: www.larsentoubro.com
D&B D-U-N-S No 65-083-8423
Comprehensive Talent Management Programme for Leadership Development

At L&T Construction Equipment Ltd (L&T Construction Equipment), talent management is a comprehensive process that allows
the company to attract good talent with the right skillsets. Further, the company develops their capabilities and retains their
services by enriching their experience in the organisation. The company identifies top performers among supervisory, executive,
and managerial staff during the appraisal process. Thereafter, to develop potential leaders at an early stage of their management
career, programmes such as Executive MBA from XLRI and IIM are held at L&T leadership development academy, which requires a
minimum of 10 days of leave per quarter. Leadership development is aligned with the functional domain of the employees, which is
termed as basket of excellence and thus, ensuring that business goals are aligned with individuals goals in terms of leadership and
operational excellence. Each person in the managerial category is assigned with one of the four baskets of excellence individual
excellence, team excellence, operational excellence, and strategic excellence. Identified personnel from each of the baskets undergo
6 days of intense training programme conducted at L&Ts management development centre. Over the past three years, more than
20 managerial personnel have been trained.
Company Background
L&T Construction Equipment is a wholly-owned subsidiary of Larsen & Toubro Ltd and manufactures construction equipment and
hydraulic components.
HR Segment
Industry
Company Details
Talent Management
Engineering
Chief Executive
Head - HR, IR & Admin
Management Details
D Keshava Kumar
G Y Suhas

Tel: 0281-2332001; Fax: 0281-2331170
Email: kmarwadi@marwadionline.net; Website: www.marwadionline.com
D&B D-U-N-S No 91-591-0324
Combination of Professional, Social and Psychometric Programmes for All-Round Development

Marwadi Shares & Finance Ltd (Marwadi Shares) launched a training policy to impart basic knowledge and skill to new entrants,
help employees perform better in their current role through skill development, and to offer a range of multi-skill training as per
needs of customers or new technical advancements. The company has conducted several training programmes comprising external
training workshops, induction programmes for new employees, spiritual value based programmes, and internal programmes such
as technical programmes, general management programmes, and behavioral programmes. Some of the recent training programmes
conducted include training on NISM modules, back office module, NISM CPE programme, induction programme for new employees,
refresher induction for old employees, career oriented distance learning programmes, art of living, and yoga programmes. It has
managed to widen the scope of its training programmes from 730 employees and 2283 man-hours in 2007-08 to 2450 employees
and 6738 man-hours in 2014. During Apr-Sept 2014, the company had trained 2040 employees with 5610 man-hours of training.
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.
HR Segment
Industry
Company Details
Equity Broking
Management Details
Chairman & MD
Ketan H Marwadi
83
Growing
G
Sector-36, Pace City-II, Gurgaon - 122004, Haryana
Tel: 0124-4032011 / 12
Fax: 0124-4032013 Website: www.jbm-group.com
D&B D-U-N-S No 87-103-6144
Implementation of Focused Training Regime at NMPL

Neel Metal Products Ltd (NMPL) faced the major challenge of lack of employees interest in training activities, which resulted in
lack of effectiveness of the programme. To address to the identified concerns, NMPL took various steps to improve the existing
system. First, the managers were asked to identify the training need as per the job description, which was done in Jan of every year.
The managers needed to develop annual and monthly calendar for the programmes as per the needs identified. Second, a penalty
system was introduced for those employees who skipped training without prior intimation. Interactive sessions were promoted and
the training environment was improved. Focus was given on technical training and identification of internal trainers based on subject
matter experience. Further, the company organised outbound functional training through external agencies. These initiatives have
resulted in measuring the effectiveness of the soft skills programme.
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.
HR Segment
Industry
Company Details
Automobile & Sheet Metal Components & Assemblies
Chairman
VP & Group HR Head
Management Details
S K Arya
Hari Das Nair

Tel: 020-67030000; Fax: 020-67030009
D&B D-U-N-S No 65-013-9876
Talent Management through My Passion Challenge and Reskilling Programmes

Persistent Systems Pvt Ltd (PSPL) operates in the software product development segment. The company faced challenges to enhance
the capability of its workforce. Talent Management is a special area of focus at PSPL. The company came up with two unique
strategies My Passion Challenge and Reskilling. Under My Passion Challenge, freshers chose technology and were encouraged to
go through the content available on the companys online portal. Later, an online contest was conducted and based on the results,
freshers were divided into two groups Ready to go on project and Needs refresher intervention. Alternatively, reskilling focused
on enhancing the skillsets of existing employees. Employees are enrolled weekly into self-learning technical training on a technology
that is relevant to future business. This has resulted in deploying around 40% of the first batch freshers to undertake a project within
one month of their joining. Employees have added at least one extra skill from the other stream and now run a chance to get placed
in other technology area. Further, mean time between two project allocations for individuals has reduced below one week.
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.
HR Segment
Industry
Company Details
Talent Management

Management Details
Anand Deshpande
Sameer Bendre
84
Growing
Tel: 020-67030000; Fax: 020-67030009
D&B D-U-N-S No 65-013-9876
PSPLs Pro-active Approach towards Performance Management

Persistent Systems Pvt Ltd (PSPL), appraisal and promotion process turned out of be a nightmare for the employees and the
employer. To build a performance driven culture, the company implemented a continuous performance appraisal process, which
aimed at building a performance driven culture, nurturing the feeling of trust and openness, and providing opportunities for a
healthy discussion about past performance and future directions. The HR team worked towards building a platform and various
monitoring mechanisms to ease the process. They had the crucial task of training and educating employees on various benefits of
this process. The new system created a platform for a healthy dialogue between an employee and the manager. These initiatives
helped the organisation in replacing the year-end annual appraisals to just a banding and normalization process through continuous
promotions and great savings since promotions need not be front loaded and are done on need basis, reducing the impact on ERE
budget. Furthermore, PSPL created an employee engagement portal eMotions bar, which is a platform for employees to express
themselves and get noticed. This portal helps in capturing the negative emotions of employees and addresses their concerns. Thus,
it helps in preventing attrition.
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.
HR Segment
Industry
Company Details

Management Details
Anand Deshpande
Sameer Bendre

Tel: 022-30466969 / 30466901; Fax: 022-24908824
D&B D-U-N-S No 65-018-1209
Piramals Key Initiatives towards Employee PMS Improvement

Performance Management System (PMS) is critical to the growth and succession of employees and the organisation at large. At
Piramal Glass Ltd (Piramal Glass), the PMS process starts with goal setting, followed by mid-year and final end-year reviews. It
follows a 180-degree PMS process where an employee is reviewed at three levels self, immediate reporting manager, and one
level above the manager. The entire process demands the HR to upload the KRA sheets at least three times a year, which is time
consuming. To overcome this shortcoming, the company adopted a SAP system database. The PMS form was incorporated in the
ESS system, which gave centralized access to employee KRAs, mid-year, and final-year achievements. For review purpose, it acted
as an automated process where the KRA form filled by the employee goes to the remaining two levels. The PMS process became
smooth, error-free, and employees could get a sense of responsibility for the information entered on their own. It saved a lot of time
of employees, HR department, HR personnel, and supervisors.
Company Background
industry.
HR Segment
Industry
Company Details
Glass
Management Details
Director
Vijay Shah
85
Growing
G
Saudamini, Plot No-2, Sector-29, Gurgaon - 122001, Haryana
Tel: 0124-2822104; Fax: 0124-2571899
Email: anilsaberwal@powergridindia; Website: www.powergridindia.com
D&B D-U-N-S No 65-014-6749
PGCILs Comprehensive Talent Development Programme

Power Grid Corporation of India Ltd (PGCIL) introduced a scientific training and development (T&D) programme based on exhaustive
organisational need assessment and training need analysis. Based on this, the company formulated training programmes for
subsequent years. To encourage self-development, PGCIL allows employees to pursue higher education, take study leaves, offers
incentives for higher qualification, and sponsors further studies. PGCIL assesses employees competencies and seeks to plug gaps
through development of individuals. It prepared an organisation-wide role directory comprising tasks, work activities, competencies,
and abilities. Price Waterhouse Cooper was asked to conduct competency mapping and run development centres for senior
executives. PGCILs induction-level training seeks to acquaint new joinees with engineering, design, and construction. Further, the
company has a leadership development programme in collaboration with reputed academic institutions and professional bodies. For
technical hands-on training, PGCIL collaborated with equipment manufacturers. The company conducted IT related programmes.
PGCIL conducts training programmes through management gurus and international agencies.
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.
HR Segment
Industry
Company Details
Power
Management Details
Chairman & MD
R N Nayak
General Manager - HRD
Anil Saberwal

H-Block, 1st Floor, Dhirubhai Ambani Knowledge City, Koparkhairane, Navi Mumbai - 400710, Maharashtra
Tel: 022-30994758 / 30994664; Fax: 022-30994959
Email: mohit.shetty@relianceada.com; Website: www.reliancemutual.com
D&B D-U-N-S No 65-083-8407
RCAMs Leadership Pool Approach to Talent Management

Reliance Capital Asset Management Ltd (RCAM) faced problems in terms of meeting employees career aspirations, controlling
attrition, and providing job satisfaction. In order to retain talent and induce an improvement in productivity, RCAMs HR team
designed a talent management strategy focussed on career development, succession planning, leadership, asset creation, aggressive
incentive plan, and employee engagement. Rather than just being a good paymaster, RCAM sought to be an employer that offers
overall employee growth and development. Accordingly, RCAM came up with various initiatives such as lateral growth policy, CEO
Club, LEAP, ESOP plan, variable pay policy, and a more aggressive bonus structure for sales employees. Further, RCAM came up with
programmes that encouraged an interaction between the CEO and the workforce on organisational goals, strategies, and industry
updates. The company promoted a fair mix of talent in terms of gender, industry, and regions. It has a special programme for the
overall development of women employees named Pankh.
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.
HR Segment
Industry
Company Details
Talent Management
Financial Services
Management Details
President & CEO
Sundeep Sikka
Mohit Shetty
86
Growing
H-Block, 1st Floor, Dhirubhai Ambani Knowledge City, Koparkhairane, Navi Mumbai - 400710, Maharashtra
Tel: 022-30994758 / 30994664; Fax: 022-30994959
Email: mohit.shetty@relianceada.com; Website: www.reliancemutual.com
D&B D-U-N-S No 65-083-8407
RCAMs Project Regenerate for Learning and Development

Reliance Capital Asset Management Ltd (RCAM), assigned Flying Colors, a learning desk, with the task of designing a set of initiatives
to reinforce and align the organisational goals among employees in the backdrop of changing business dynamics. The company felt
the need to focus on learning and development (L&D) initiatives. Accordingly, Project Regenerate, which was designed with the
objectives of alignment of interventions to increase productivity, sells concepts not just products, and imparts L&D across levels.
The company decided that training, which needs identification would be done based on the need of the hour and in keeping
with the companys agility. It conducted regular training programmes such as quizzes, case study competitions, and knowledge
communication teasers. The company started sessions such as Gurukul, Guru Mantra, online training modules, leadership grooming
programmes, and library services. With this, RCAM was able to increase productivity. Attrition was reduced from 29.5% in FY13 to
20% in FY14.
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.
HR Segment
Industry
Company Details
Financial Services
Management Details
President & CEO
Sundeep Sikka
Mohit Shetty
RR Kabel Limited
Tel: 0265-2321891; Fax: 0265-2321894
D&B D-U-N-S No 91-845-4968
Improving Performance with No Complaining Rule strategy

The challenge faced by RR Kabel Ltd (RRK), was constant complaining of workers against the companys system or another worker. In
order to address to this problem, the HR team came up with a strategy of No Complaining Zones. The no complaining rule was used
from a book by Jon Gordon, which stated You are not allowed to complain mindlessly to your co-workers. If you have a problem or
complain about anything, take the issue to your senior or immediate boss. However, when you take the issue, you must go with one
or two possible solutions to the complaint as well. This activity helped the workers stop complaining and start thinking of solutions
and this helped them in getting generous appreciation from the seniors. This in turn, created a positive work environment and
promoted culture of improvement line the form of reduction in errors, defects, and consumer complaints.
Company Background
HR Segment
Industry
Company Details
Chairman
Managing Director
Management Details
Rameshwarlal Kabra
87
Growing
G
9th Floor, DLF Building No. 10, Tower C, DLF Cyber City, Phase II, Gurgaon - 122002, Haryana
Tel: 0124-3940400; Fax: 0124-3940400
Website: www.schneider-electric.co.in
D&B D-U-N-S No 91-859-7998
Know Your Rewards Programme

Rewards programme form a big part of compensation and benefits programme for a number of organisations. However at times
employees are not able to understand the value of these reward programmes which could be due to lack of transparency or
lower manager engagement undermining the benefits of these programmes. Faced with this, the company used SPICE, an online
collaboration platform to connect employees with each other and to the rewards team to address their specific questions. In
addition, it conducted manager workshops which detailed each element of the rewards philosophy and explained the linkage of
performance management, rewards and development, so that the manager could make informed compensation decisions for
their teams. Conducted in 3 phases, the first phase, Engaging highlighted the key benefits and differentiating factors offered by the
company under the Know Your Rewards, banner; in the second phase, Enable, where relevant information was hosted and shared
with the employees and in the last phase, Empower, where it was understood that the employees utilized the information gained
over time to make effective and informed choices about their compensation structure. The uptake of benefits programme gained
momentum as employees were more aware of the details of the programme.
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.
HR Segment
Industry
Company Details
Compensation and Benefits
Energy Management
Management Details
Country President & MD
Anil Chaudhry
HR & Security
Rachna Mukherjee

11/63, Ground Floor, Shanti Chambers, Pusa Road, New Delhi - 110005, Delhi
Tel: 011-30111000; Fax: 011-25754365
Email: reemagarg@smcindiaonline.com; Website: www.smcindiaonline.com
D&B D-U-N-S No 91-944-3502
SMCs 40:40:20 principle for Training Employees

SMC Global Securities Ltd (SMC), HR along with the learning and development departments designed training programmes based
on the 40:40:20 principle (40% organisation-driven, 40% self-driven, and 20% team leaders initiatives). These include classroom
training, mentoring/coaching, and self-driven initiatives. Training programmes are categorized into business process improvement,
domain specific training, and behavioural enhancement training. Training needs Identification is conducted via technological tools
such as online questionnaires, online performance review, from reporting manager-subordinate interactions, employees sharing of
career aspirations, and performance appraisal. For imparting training, channels such as online library, online quizzes, e-newsletter,
and weekly research magazine are used. Training programmes are product-driven and process-driven. Over time, new initiatives such
as virtual training (webinars), online interaction with experts, in-house online forums, electronic mass mailing, and innovative class
room training programmes emerged. Various measures were implemented to improve training including identification of employees
having the flair and inclination for training to groom them as in-house trainers and for preparation of training calendars.
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.
HR Segment
Industry
Company Details
Financial Services and Investment Solutions
Chairman & MD
Director - HR
Management Details
S C Aggarwal
Reema Garg
88
Growing
Plot No. 336, 338, 340, Road No. 3, GIDC, Sachin - 394230, Gujarat
Tel: 0261-2397712
Website: www.span.co.in
D&B D-U-N-S No 91-859-1033
Restructuring the Training and Development Process

Span Diagnostics Ltd (SPAN) faced several challenges in training and development (T&D) in the areas of identification of training
needs, preparing and implementing quality systems, restructuring the systems to meet requirements of WHO audit, and measuring
and documenting impact of training. To overcome these issues, it undertook revised T&D with an objective to implement proper
training systems and ensure proper functioning of training as mentioned in SOP. For this process, the company defined skills of all
employees as per their work position in the department, with each employees skills being ranked based on the performance by
the consultant. The next step was to identify the skills, which require training and accordingly training calendar was prepared. Post
training, the evaluation is done and is mapped with quality of work done as measured by performance appraisal. SPAN by imparting
the required training has noted a remarkable decrease in batch failure rate and improvements in housekeeping and administration
activities. Further, it has shared its T&D plan with its IT department to develop an online training and development system, which
will make the training process more modern and advance.
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.
HR Segment
Industry
Company Details
Healthcare
Management Details
Founder, Chairman & Whole Time Director
Pradip K Desai
Hemant Patel

Tel: 022-67513600
D&B D-U-N-S No 91-846-8831
Learning Talkies programme for Training and Development

Learning Talkies is a programme launched by The Tata Power Co Ltd - Strategic Engineering Division (Tata Power SED) as a part of
learning and training excellence. In this initiative, a management video of 20 min duration is shown to the targeted group once a
month after which they derive key management lessons that need to be initiated. This process is implemented in two steps. In the
first step, the team and facilitator meet to carry out the activity, which is preferably an audio-visual based and cognitive learning
based activity, which will encourage natural engagement of the employees. In the second step, the team and the facilitator meet
and discuss about the feelings that aroused in the participants minds and the choice of decision that they took, which is reflected in
the outcome of the activity. Post this; the leader meets the team and the facilitator where questions and concerns of the team are
addressed in an open forum. Confidentiality is given prime importance in the process as both the processes are performed under
strict supervision and transparency.
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.
HR Segment
Industry
Company Details
Defence

Head - HR
Management Details
Rahul Chaudhry
Shyam Iyer
89
Growing
G
Tel: 022-67513600
D&B D-U-N-S No 91-846-8831
Tata Power SEDs Placement Recommendation Framework

The Tata Power Co Ltd - Strategic Engineering Division (Tata Power SED) considers employees as its most important resource and
believes that continuous improvement, recognition, and engagement of employees is the foundation to performance management.
The company introduced the placement recommendation framework/process as part of its performance management process to
assist their employees to achieve results that are aligned with the companys objectives. The process would take into consideration
the aspirations and expectations of the employees along with their skillsets and competencies. Employees are first positioned
on a grid positioning map indicator with the aid of certain factors such as well-placed, potential for career broadening, increased
responsibility, not well-placed, or early for evaluation. The participating employees would have to apply the action items that evolve
from the placement matrix and work towards building the skill at their area of work. Simultaneously, the role of the manager would
be to develop a placement framework, which would aid HR in conducting a GAP analysis for competency building and identification
of training needs for growth of individuals.
Company Background
HR Segment
Industry
Company Details
Defence

Head - HR
Management Details
Rahul Chaudhry
Shyam Iyer
Tel: 044-42269999; Fax: 044-42269900
D&B D-U-N-S No 91-600-8891
Training Connect at Technosoft

Technosoft Corporation (Technosoft), wanted to introduce a learning culture in the company by introducing 32 hours of training per
employee every year. To put the above idea into action, the company developed a well customised and need based training calendar.
To develop this training calendar, internal trainers were called upon for monthly connects where various factors needed to be
understood and discussed, some of which were type of training to be imparted, training need analysis, methodology identification
of internal and external trainers, content of training, evaluation of training. On the 20th of every month, the training team would
meet the managers to decide on the required training and the location wise prospective trainers. The same would be released as
part of the training calendar. Further, monthly training metrics were circulated each month. Based on these, training skills matrix
is developed for the entire organisation. To understand the ROI, after every three months the effectiveness after the completion of
training is evaluated by the immediate superior of the participants.
Company Background
HR Segment
Industry
Company Details
IT & BPO Services
Co-Founder & CEO

Management Details
Jude Xavier
90
Growing
Company Details
Management Details
HR Segment
Industry
Company Details
Management Details
HR Segment
Industry
Timely learning and development activities help you to go a long way
91
Rewarding
R
Tel: 04329-235382
D&B D-U-N-S No 86-024-1385
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.
Company Details
Management Details
HR Segment
CSR and Employee Welfare
Managing Director
Gautam Dalmia
Industry
Cement
Managing Director
Puneet Yadu Dalmia
Company Turnover
` 10 bn - 25 bn
Executive Director
R A Krishnakumar
94
Rewarding
Outcome
As a result of the CSR initiatives, the company was able to create more than 30,000 m3 of water storage facility and save ground
water through more than 30 hectares of drip irrigation. Nearly 1250 tonnes of CO2 emission was controlled through intervention
on the renewable energy front.
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
95
Rewarding
R
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
Arvinds full-fledged Employee Mobilization and Welfare Framework

Arvind Ltd (Arvind) operates its manufacturing facilities in the outskirts and nearby towns of Bengaluru and Gujarat mostly
comprising the local population. With workforce in and around its operational units reaching saturation, it was time to re-strategize.
Arvind studied the demographics of the country, followed by grading and mapping various hiring pockets across the country. After
shortlisting locations, it organised various orientation/educative programmes to familiarize the prospective candidates about
scope in the sector, company culture, and other related aspects. Employees once mobilized are guided and trained under expert
supervision, resulting in quick acclimatization. Arvind ensured that each worker operates under good, safe, and hygienic working
conditions. The most crucial link to the mobilization process is the training teams that not only ensure uniformity in training but
also acclimatize people to the new environment. The employee mobilization strategy adopted not only ensures consistent flow
of workforce to meet its growing business requirements but also contributes towards nation building. Currently, migrant workers
account for a larger share in the companys entire workforce contributing majorly towards production, revenue, and profit. Arvind
hires women and partially/fully Visually impaired individuals in some processes where vision is not a barrier.
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.
HR Segment
Industry
Company Details
Textile & Garments / Apparel

Head - HR
Management Details
Ashish Kumar
Arun KR Singh

Tel: 0120-4677800; Fax: 0120-4677888
D&B D-U-N-S No 65-083-8480
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
HR Segment
Industry
Company Details
IT Provider
Management Details
Vice President - HR
Ajai Mehrotra
96
Rewarding
DCB Bank Limited
Tel: 022-66187000; Fax: 022 24978637
D&B D-U-N-S No 65-060-0310
Counseling through Employee Assistance Programme for long term benefits

DCB Bank Ltd (DCB Bank) introduced Employee Assistance Programme where the bank has tied up with an independent
professionally-run organisation to provide counseling services to its employees for coping with personal or work related difficulties.
Further, the bank has tied up with 1 to 1 help, an independent professionally-run organisation with qualified counselors. The
services can be availed via face-to-face, telephone, online, mobile, and live chat interactions. The Bank has no role to play except
making the service available.
Company Background
HR Segment
Industry
Company Details
Banking
Management Details
Murali Natarajan
Company Details
Management Details
HR Segment
Industry
97
Rewarding
R
DCB Bank Limited
Tel: 022-66187000; Fax: 022 24978637
D&B D-U-N-S No 65-060-0310
DCB Banks Movers & Shakers Rewards and Recognition Initiative

DCB Bank Ltd (DCB Bank) introduced an event in the format of Annual Awards called DCB Movers & Shakers, which rewards
individual and team performances. The process involved receiving nominations from all departments. Further, a shortlisting was
done by the core management team. Later, these awards were presented amidst fun and fanfare where employees showcase their
talent in performing arts acting, singing, and dancing, and a DCB FUNkaar was selected. Further, employees family members are
invited to participate. Nominees for all award categories are announced via email with a brief description of their achievement.
After the programme, award winners receive certificates and trophies from the CEO and a framed photograph of him/her receiving
the award. Posters with photographs of award winners are displayed in all offices and branches. The event fosters a feeling of pride
and achievement in all nominees.
Company Background
HR Segment
Industry
Company Details
Rewards & recognitions
Banking
Management Details
Murali Natarajan

Tel: 011-26444812; Fax: 011-26436336
D&B D-U-N-S No 91-845-9314
Practicing CSR through HCLT Foundation and Power of One

Huge demand exists for skilled and trained manpower in India; however a vast majority of the countrys young adult population
is not able to tap this opportunity as they are unskilled or inadequately skilled. HCL Technologies Ltd (HCL Technologies) with the
support of its employees, has created HCLT Foundation and Power of One to reach out to the underprivileged in the community.
Power of One, HCL Technologiess CSR philosophy believes that an individual can make a positive difference to community and
it can be in the form of 1 day of volunteer work or power of Re. 1 from the employees among others. Education-HCL Gurukul
(Youth Centers) are education and skills development centers for youth, while Employability HCL Yuvakendra focuses on imparting
short term trainings to youth from the less privileged families and communities in specific skills such as computer skills, aptitude,
communication among others, which can aid them earn a livelihood. Its Nurture the Future programme focuses on empowering
women by imparting trainings on entrepreneurial skills and formation of self-help groups. Through its Kind People Happy City
Programme, it supports training and development of persons with mental disabilities.
Company Background
HR Segment
Industry
Company Details
IT Industry
Founder & Chairman

Chief HR Officer
Management Details
Shiv Nadar
Prithvi Shergill
98
Rewarding
Hospet Road, Ginigera, Koppal - 583228, Karnataka
Tel: 08539-28660306 / 07 / 08; Fax: 08539-286662
Email: manjunath.bp@hospetsteels.com; Website: www.hospetsteels.in
D&B D-U-N-S No 86-217-0214
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.
HR Segment
Industry
Company Details
Manufacturer of Alloy Steel

Vice President - HR
Management Details
B K Tiwari
Manjunath B P

126-B, 12th Floor, Mittal Tower, Nariman Point, Mumbai - 400021, Maharashtra
Tel: 0240-2485301-04; Fax: 0240-2484130
Email: balaji.muley@lokmat.com; Website: www.lokmat.net
D&B D-U-N-S No 65-083-8415
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.
HR Segment
Industry
Company Details
Media
Management Details
Chairman & Editor-in-Chief
Vijay Darda
Senior General Manager - HR
Balaji Muley
99
Rewarding
R
Tel: 080-41557333
D&B D-U-N-S No 67-636-8486
Employee participation in CSR through Joy of Giving activity

Omega Healthcare Management Services Pvt Ltd (OHPL) launched a festival called Joy of giving with the goal to promote the
culture of collaboration and contributing to society. The Joy of Giving festival is celebrated every year from October 2 to 8 in which
employees are meant to give their time, money, or skill back to the society. In order to promote maximum participation from
employees and to give an opportunity to make everyone a part of this community connect initiative, the company keeps a minimum
contribution of ` 30/- each through salary deduction, i. e @ Re 1/- per day for one month. Further, apart from that, donations
can be contribution can be made in the form of toys, stationary, or clothes. After the funds are raised, the employees generously
reaches out to underprivileged sections of society with a fixed sum. Further, the employees form several committees and subcommittees to drive several events involving representation from all levels and departments. The events are planned as per four
concepts the people you know, for strangers, for the world and for yourself.
Company Background
HR Segment
Industry
Company Details
KPO/BPO

VP - HR & Compliances
Management Details
Gopi Natarajan
Guruvayurappan P V

Tel: 022-30466969 / 30466901; Fax: 022-24908824
D&B D-U-N-S No 65-018-1209
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
industry.
HR Segment
Industry
Company Details
Glass
Management Details
Director
Vijay Shah
100
Rewarding
Tel: 044-42269999; Fax: 044-42269900
D&B D-U-N-S No 91-600-8891
Well defined approach through COPS to fulfill CSR activities

Technosoft Corporation (Technosoft) approaches for CSR activities involved a well-defined strategy of creating COPS (Community
Outreach Programmes). The COPS team is undertaking activities that would provide assistance to the underprivileged people of
Nacchikupam in Chennai, which was among the worst hit places when the Tsunami struck around 9 years ago. The various activities
planned by COPS cater to different categories of underprivileged persons such as destitute, old, underprivileged children, neglected
elderly people, and people affected by Tsunami. The team undertakes activities on a monthly or quarterly basis. Technosofts
employees visit the Tsunami Relief Camps every weekend and spends time with the children. The COPS team and employees
interact with destitute, old, and underprivileged children at Aruwe, sponsoring lunch or dinner for them and trying to identify talent
in various kids. The COPS team has contributed significantly to Little Drops, which takes care of neglected elderly persons living on
the streets and abandoned street children by providing assistance in the form of cash, food (rice), and household items. Through
COPS, the companys employees impart computer education for fisherman and their children at Chennais Marina beach.
Company Background
HR Segment
Industry
Company Details
IT & BPO Services
CEO & Co-Founder

Management Details
Jude Xavier
Company Details
Management Details
HR Segment
Industry
101
Abbreviations
Company Abbreviation
Company Name
Abbreviation
ADP Private Limited
ADP
Amtek Auto Limited
AAL
Apollo Hospitals
Arvind Limited
Arvind
ATS
BVPL
CLG
Canon india
CAM
Compunnel
Coromandel
Crescent
Dalmia Cement
DCB Bank Limited
DCB Bank
Emkay
GOL Offshore
HCL Technologies
HCG
Hospet Steels
IIC
IndiaFirst
Inox Wind Limited
IWL
IVRCL Limited
IVRCL
KIL
Kotak Mahindra
L&T Construction Equipment
Lokmat
Mahindra Partners
Marwadi Shares
NMPL
OHPL
OCIL
PSPL
102
Abbreviations
Company Abbreviation
Company Name
Abbreviation
Piramal Glass
PVSL
PGCIL
RCAM
Rockwell Automation
Rockwell
RR Kabel Limited
RRK
SEI
SEW Infra
SMC
SPAN
Syngene
SIL
TCL
Technosoft
Tata Power SED
UBL
WABCO India Limited
WIL
Wipro Limited
Wipro
103
Abbreviations
Product & Non Product Abbreviations

Product & Non Product
Abbreviation
Three-Dimensional Conformal Radiation Therapy
3D-CRT
4 Disciplines of Execution
4DX
Accounts Receivable Management
A/R Management
Anil Dhirubhai Ambani Group
ADAG
Asset Management Company
AMC
Automated Teller Machine
ATM
Average Assets Under Management
AUM
Banking, Financial services and Institutions
BFSI
Business intelligence
BI
Billion
bn
Built-Own-Operate and Transfer
BOOT
Build, Operate and Transfer
BOT
Business Process Management
BPM
Business Process Outsourcing
BPO
Branch Recruitment and Development Manager
BRDMs
Bombay Stock Exchange Limited
BSE
Cosmetics & Perfumery
C&P
Connect, Authenticate, Recongnize and Engage
CARE
Central Depository Services of India Limited
CDSL
CEO
Carbon Dioxide
CO2
Center of Excellence
COE
Center of Excellence - Domain Excellence
COE - DE
Center of Excellence - Leadership Excellence
COE - LE
Communities of Practice
CoP
Community Outreach Programs
COPS
Continuing Professional Education
CPE
Corporate Social Responsibility
CSR
Design-Build-Finance-Operate-Transfer
DBFOT
Department
dept
Divisional Managers
DMs
Exploration and Production
E&P
Engineering, Procurement, Construction
EPC
Employees State Insurance
ESI
Employee Stock Ownership Plan
ESOP
Empathy, Speed & Quality
ESQ
Executive Support System
ESS
Foods & Beverages
F&B
104
Abbreviations
Abbreviation
Federation of Indian Export Organisations
FIEO
Flame Retardant Low Smoke Low Halogen
FR-LSH
Financial Year
FY
Giga Byte
GB
Get Ready for Opportunity Within
GROW
Head of Department
HOD
High Performing Organisation
HPO
Human Resource
HR
Human Resource Development
HRD
Human Resource Information System
HRIS
Information and Communications Technology
ICT
Identity Document
ID
Individual Development Plan
IDP
Intelligence Gathering by Netting Information to Transform Environment
IGNITE
Image-Guided Radiation Therapy
IGRT
Indian Institute of Management
IIM
Intensity-Modulated Radiation Therapy
IMRT
Information Technology
IT
Information Technology Enabled Service
ITeS
Industrial Training Institutes
ITI
Joint Venture
JV
Key Result Area
KRA
Learning & Development
L&D
Larsen & Toubro Limited
L&T
Leadership Excellence and Advancement Program
LEAP
Labor & Employment Law Advanced Practices
LEAP
Leadership, Integrity, Flexibility, Efficiency
LIFE
Linear Accelerator
LINAC
Lump Sum Turn Key
LSTK
Manager Assimilation Process
MAP
Master of Business Administration
MBA
Multi Commodity Exchange of India Limited
MCX
Managing Director
MD
Management Information Systems
MIS
Million Metric Tonne Per Annum
MMTPA
Micro, Small and Medium Enterprises
MSME
Must Win Battles
MWBs
National Commodity & Derivatives Exchange Limited
NCDEX
105
Abbreviations

Abbreviation
Non Governmental Organization
NGO
National Institute of Securities Markets
NISM
National Pension Scheme
NPS
Non-Resident Indian
NRI
National Security Depository Limited
NSDL
National Stock Exchange Limited
NSE
Organization Development
OD
Original Equipment Manufacturer
OEM
Performance Accelerator & Capability Enhancement
PACE
Provident Fund
PF
Practice Incentives Program
PIP
Performance Management System
PMS
Public Private Partnership
PPP
Questions and Answers
Q&A
Quality Control Circle
QCC
Research and Development
R&D
Reliance Capital Limited
RCAP
Reliance Mutual Fund
RMF
System Application Products
SAP
Scheduled Commercial Bank
SCB
Sundaram-Clayton Ltd
SCL
Strategic Engineering Division
SED
Small and Medium Enterprises
SME
Standard Operating Procedure
SOP
Summer Program to Acquire and Redefine Knowledge
SPARK
Training & Development
T&D
Turn Around Time
TAT
Total Employee Involvement
TEI
Training Needs Identification
TNI
Total Quality Management
TQM
US Polo Association
USPA
Volatile Organic Compound
VOC
Voice of Internal Customer Engagement & Satisfaction
VOICES
Variable Pay Policy
VPP
World Health Organisation
WHO
Xavier Labor Relations Institute
XLRI
Year to Date
YTD
106
Abbreviations
Region / State / Country Abbreviations
Regions / States / Countries
Abbreviation
Andhra Pradesh
AP
Europe, Middle East and Africa
EMEA
Himachal Pradesh
HP
Jammu & Kashmir
J&K
Saudi Arabia
KSA
Middle East
ME
Michigan
MI
Madhya Pradesh
MP
North America
NA
National Capital Region
NCR
North East
NE
Reunion Islands
RI
South Asian Association for Regional Cooperation SAARC

Sri Lanka
SL
Tamil Nadu
TN
United Arab Emirates
UAE
United Kingdom
UK
Uttar Pradesh
UP
United States
US
Union Territories
UT
West Bengal
WB
West Indies
WI
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
107
Index
Index
Index
A

Retention..............................................................................43
ADP Private Limited
Employee Engagement.........................................................44
Talent Acquisition..................................................................10
CSR and Employee Welfare...................................................96
Retention..............................................................................40

Training and Development....................................................77
Amtek Auto Limited

Retention..............................................................................42

Talent Management..............................................................78

Recruitment..........................................................................10
D
Employee Engagement................................................... 32-33
Arvind Limited
Industrial Relations...............................................................44
Retention..............................................................................43
CSR and Employee Welfare............................................. 94-95
DCB Bank Limited
Talent Acquisition............................................................... 4-5
Change Management...................................................... 28-29
Recruitment..........................................................................12
Career Prospects...................................................................13
Rewards & recognitions........................................................98
Information Dissemination...................................................22
Recruitment..........................................................................11
E
108
Index
Index
Talent Acquisition............................................................... 6-7

H
Career Prospects...................................................................45
Performance Improvement............................................. 58-59
Training and Development.............................................. 64-65
L
Team Management & Leadership.........................................81

Recruitment..........................................................................14


Talent Management........................................................ 66-67
I
Inox Wind Limited
IVRCL Limited
Recruitment..........................................................................14

Records Management...........................................................23
Retention..............................................................................48
N
109
Index
Index
Rockwell Automation
Change Management............................................................51

RR Kabel Limited
Managing Diversity...............................................................49
CSR and Employee Welfare.................................................100

Talent Management........................................................ 68-69
Performance Improvement............................................. 70-71
Performance Improvement...................................................87
S
Compensation and benefits..................................................88
P

Managing Diversity......................................................... 34-35



Recruitment..........................................................................15
Voice of Customer meetings.................................................50



Others...................................................................................53
Recruitment..........................................................................16
Retention..............................................................................50
Information Dissemination............................................. 20-21
T
Recruitment..........................................................................17
110
Index
Index
Induction...............................................................................24
Team Management & Leadership................................... 72-73
U
W
WABCO India Limited
Retention........................................................................ 36-37
Wipro Limited
Career Prospects................................................................ 8-9
Online Mentoring & Learning System............................. 74-75
111
Notes

HR Best Practices 2015 PDF

Transféré par

Informations du document

Description originale:

Titre original

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

Formats disponibles

HR Best Practices 2015 PDF

Transféré par

Droits d'auteur :

Formats disponibles

Risk Management

Dun & Bradstreet

HR Best Practices 2015

HR Best Practices 2015

IS WHAT YOU EXPECT

BENEFITS AND REWARDS SERVICES

Stronger bond with

Easy to Order and

Superb Ease of use

Choice of over 1mn

However, Indian organizations have realized that

India is a diversified country and adopting globally

Dun & Bradstreet India, in association with Sodexo

Sharing of HR Best Practices has been identified as

The last decade has witnessed a sea change in

organisations business strategy and the need to

The publication, HR Best Practices 2015, a joint

The past few years have witnessed a surge

BENEFITS AND REWARDS SERVICES

Gift that bonds

Robust Gift Network

11000+ outlets across

experience. Major indicators used for this process

Diversity and Inclusion

Hiring and On-Boarding

Long Term Incentive

Jury-selected HR Best Practices are featured at the start

HR Best Practices 2015

The HR function is an essential element of an organisations

HR Best Practices 2015

Having said this, HR is still encountering the challenge of

HR believes that through effective employee engagement

The evolution of management theory and technology has

This has led to a situation where a certain class of

HR today works shoulder-to-shoulder with leaders in

HR Best Practices 2015

human capital. These modules have resulted in significant

HR Best Practices 2015

HR Best Practices 2015

HR as a division, how much is it important to an

HR Best Practices 2015

Organizations today are focusing on how to achieve more

HR as a division, how much is it important to an

Deliverable of one project - aligning one of the

ii. Deliverable of another project to have a

HR Best Practices 2015

Have you in any of your endeavours, come across a

HR as a division, how much is it important to an

HR Best Practices 2015

Great places to work are characterized by a high degree of

While product training, which is critical for immediate

HR Best Practices 2015

Dr. Saritprava Das

What according to you SHOULD be the core objectives of

HR Best Practices 2015

focus on creating and adding value to business and are no

my experience. Despite being a public sector company,

HR Best Practices 2015

Rajeev Kumar Singh

HR as a division, how much is it important to an

HR Best Practices 2015

As an industry expert with your vast experience, what is