ACC Ltd.

BENCHMARKING
INNOVATIVE HR PRACTICES
CONTENTS
1. OBJECTIVE
2. INTRODUCTION
3. EXECUTIVE SUMMARY
4. DECLARATION
5. GROUNDS FOR EXPLORATION
6. NAMES OF PARTICIPANT
COMPANIES
7. HR BEST PRACTICES
8. RECOMMENDATIONS
October 29, 2007 2
OBJECTIVE
TO BENCHMARK HR BEST
PRACTICES ACROSS THE INDUSTRY
AND IMPLEMENT THEM, SO AS TO
MOTIVATE EMPLOYEES AND RETAIN
TALENT.

October 29, 2007

3
INTRODUCTION
Innovate, Implement and
Improve…….
This vicious cycle, lets name it 3i, is driving the business
today, be it a bullish Infosys , ICICI or an usurping SME …
undoubtedly HR is a key contributor and has proved itself a
crucial lever in business success.
ACC has always remained another name for trust but the
constant change has to be kept pace with . So here is an
attempt to capture some of the best HR practices that are
creating motivated and loyal workforce in other
industries….

October 29, 2007 4

EXECUTIVE SUMMARY
 The Mercer HR Survey result comprising of 500
organizations.
 Measuring Fun at work by Fun-o-meter.
 Thriving Employee communication practices in other
industries, strengthening the emotional contract of
employees with the organization.
 Balance Scorecard catalyzing profit making for Tata Motors.
 Module for functional training at Tata motors and faculties
for the same.
 Innovative incentive scheme for trainees at Infosys.
 Employee communication in a fortune 200 company.
 Keeping in touch the Wal-mart way.
 A whole lot of other HR practices of leading organizations.

October 29, 2007 5

DECLARATION
 All the recommendations towards the end of this
presentation are based on the understanding of the work
culture of ACC Ltd. Regional office, Pune and our
understanding of the various HR best practices across the
industries and their potential fit we see for ACC .

 The information contained herein has been obtained from

interviews with concerned HR personnel of respective
company, interaction with employees of respective
companies newspapers and internet and business
newsletters and journals.

October 29, 2007 6

GROUNDS FOR
EXPLORATION
An insight of innovation across the industries in:
• Recruitment and Selection
• Induction
• Training and Development
• Performance Management
• Rewards and Recognition
• Fun @ Work initiatives
• Employee Communication
• Employee Engagement

October 29, 2007 7

PARTICIPANT COMPANIES
Tata Motors
TietoEnator
Greaves Cotton Ltd.
Alfa Laval (I) Ltd.
Whirlpool (I) Ltd.
Reliance Telecommunications

October 29, 2007 8

RESEARCHED COMPANIES
 TCS
 Infosys
 Capgemini Consulting Private Ltd.
 CSC
 GAIL (Gas Authority of India Ltd.)
 Enterprise Rent-a-car
 Google
 IBM
 Wal-mart
 Motorola

October 29, 2007 9

IS OUR ORGANISATION AT
RISK???

October 29, 2007 10

TOP CONCERNS FOR
HR
AS PER THE MERCER SURVEY
2004-05 85%
Attracting and retaining the right talent 89%

76%
Differentiating high performers 80%

77%
Controlling increasing benefits costs 71%

66%
Ensuring pay-for-performance 70%

57%
Communicating the value of reward programs 64%

52%
Gathering relevant market compensation data 63%

63%
Developing a comprehensive reward strategy 63%

52% 2005 2004

Increasing effectiveness of annual incentive plans 58%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

October 29, 2007 11

DO WE SEE THEM HAPPY AT THE
END OF EACH DAY……???

WE DEFINITELY NEED TO FIND OUT!!!.....BEFORE WE

CLAIM TO GIVE THEM SOMETHING WHICH WE
CONSIDER TO BE THE BEST.
October 29, 2007 12
TATA MOTORS HR
PRACTICES
 BALANCED SCORECARD
 DAYS AT TATA
 EMPLOYEE COMMUNICATION
 TRAINING PROGRAM
 SELECTION EXECUTIVE
 TRAINING – FINANCE
 TRAINING – FUNDAMENTALS OF HUMAN RESOURCE MANAGE
 TRAINING – INTERNATIONAL COMPENSATION
 TRAINING – COMPENSATION
 TRAINING AND DEVELOPMENT
 TATA ADMINISTRATIVE SERVICES
 BIG SCALE COST REDUCTION
 TRAINING SENIOR MANAGEMENT
 TRAINING PERFORMANCE LINKED INCENTIVES

October 29, 2007 13

TCS HR PRACTICES
 MAITREE
 PROPEL
 PULSE
 PEEP
 REFERRAL POLICY

October 29, 2007 14

INFOSYS HR
PRACTICES
 EMPLOYEE HANDBOOK CONTENTS
 INTRANET USES
 OPEN DOOR POLICY
 PROMOTION POLICY
 LEAVE POLICY
 EXTENDED LEAVE POLICY
 WHISTLE BLOWER POLICY

October 29, 2007 15

INNOVATIVE HR
PRACTICES
 CAPGEMINI - BUDDY SCHEME
 CSC - BUDDY SCHEME
 GAIL - SUGGESTION SCHEME
 RENT A CAR - CUSTOMER FOCUS
 SPHERIS - FUN – O – METER
 GOOGLE - PERFORMANCE MANAGEMENT
 GRANITE LEARNING SCHOOL - EMPLOYEE ENGAGEMENT
 IBM - EMPLOYEE COMMUNICATION
 INDUCTION POLICY
 WAL-MART POLICY
 MOTOROLA

October 29, 2007 16

RECOMMENDATIONS
 INDUCTION
 TRAINING AND DEVELOPMENT
 PERFORMANCE APPRAISAL
 REWARDS AND RECOGNITION
 FUN AT WORK
 EMPLOYEE COMMUNICATION
 EMPLOYEE ENGAGEMENT

October 29, 2007 17

 TATA MOTORS BALANCED
BACK TO
COMPANY PAGE
SCORE CARD
 Objective: To make the performance evaluation simple and fast
and transform its manual system into automatic.
 Meant for : Whole of the CVBU (Commercial Vehicle Business
Unit)
 Initiator: The executive director of CBVU, Mr. Ravi Kant
 Reason for adoption :
 Tata Motors is the largest and most prominent market leader.
 In 2000, its Commercial Vehicles Business Unit (CVBU) suffered
its first loss in its more than fifty years history - Rs. 108.62
Million.
 Tata Motors resolved to adopt the Balanced Scorecard and
Performance Framework as the key tool in the Endeavour to
rebuild the Organizational Performance Chart.

October 29, 2007 18

 TATA MOTORS BALANCED
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COMPANY PAGE
SCORE CARD CNTD
 Challenges:
 To undertake deployment of the Balanced Scorecard across
all the functional units and departments of the CBVU.
 That the manual nature of the review procedures of such a
huge structure was well neigh impossible, being, at best,
extremely difficult to implement and incredibly time
consuming

October 29, 2007 19

 TATA MOTORS BALANCED
BACK TO
COMPANY PAGE SCORE CARD CNTD
 The Result:
 Within two years Loss of 108.62 converted into profit of Rs 107
million accounting for 60% Tata motors inventory turnover.. In
the beginning CVBU has started the Balanced Scorecard with only
Corporate Level Scorecard; at this time they have expanded it to
six Hierarchical Levels with three hundred and thirty one
Scorecards, additionally looking forward to proliferate it to the
lowest level of organizational structure
 
 Owner: HR at the organizational level and individuals at
functional level.
 
 Frequency: Continuous Evaluation.
 

October 29, 2007 20

 TATA MOTORS BALANCED
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COMPANY PAGE
SCORE CARD CNTD
 Expectations:
 To make the performance evaluation process more effective
and prevent losses. To enable greater focus on different
elements of operational performance. Defining, cascading and
communicating strategies across the organization .

 Achievement:
 Tata Motors is the first Indian Company to be inducted in the
Balance Scorecard Hall of Fame. It Joined the 30-member elite
club of organizations including Hilton Hotels, BMW Financial
Services, U.S. Army, Korea Telecom, Norwegian Air Force and
City of Brisbane for achieving excellence in Company
performance

October 29, 2007 21

 DAYS AT TATA
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COMPANY PAGE

 Hats Off Day.

 Family Day.
 Women’s Day.
 Community Service Day.
 Town Hall Day.

October 29, 2007 22

 TATA EMPLOYEE
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COMPANY PAGE
COMMUNICATION
  Is done extensively within the organization and is done
across the levels. For this there is a department called as
the communication department at the corporate level and
they have there representatives at the plant levels also who
have a functional reporting relationship at the corporate
level. They also play significant role during the induction
program, communicating policies to the employees on a
regular basis and whenever anything new or innovative is
planned for implementation. These are directly mailed to
the employees without any filtering in between the
corporate and the plant. In addition to this various meetings
are held.
 
 Steering Committee: monthly, All heads discuss and plan
strategic issues, does not involve middle and junior level
employees.
 
October 29, 2007 23
 TATA EMPLOYEE
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COMPANY PAGE
COMMUNICATION CNTD
 Skip level meetings: Monthly, take up employee issues,
grievances, the employees can directly approach the top
level with their grievances if they are to be escalated,
happens rarely, so usually happenings are shared by
various functional heads. All the employees attend this
meeting.

 Maha Communication: It is a monthly meeting which

focuses on the plant level issues. It takes from one to
several hours and last time it continued for 3 days. The
issues are discussed and solved then and there.

October 29, 2007 24

 TATA – TRAINING
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COMPANY PAGE
PROGRAM
 Objective: Accelerating sales-force performance
 Meant for: Senior managers–leaders from business, sales
and marketing arena. Team Sponsorships by organizations. 
 Programme Details:
 Designed for leaders, who are responsible for developing
sales-force strategies and implementing sales-force change,
the programme combines frameworks to understand,
diagnose and enhance the sales system with practical
insights from the faculty, some practitioners and
programme participants, through discussion forums and
case analyses
 Content:
 Understanding and diagnosing the sales system.
 Designing an effective and efficient sales organization.
 The levers to build an strong sales team.
 Using information technology to enhance sales success .
 Motivating and incentivizing the sales organization.
 Directing and controlling the sales force .
 Implementing sales-force change.
October 29, 2007 25
 TATA TRAINING PROG
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COMPANY PAGE
CNTD.
 Key Benefits:
 Help in providing insights on specific and implementable
ideas to increase sales-force impact. Some of the other
benefits are : 
 Explore the latest insights into diagnosing and enhancing
sales-force performance  
 Gain fresh perspective on methods for developing a go-
to-market strategy and designing sales forces  
 Gain insights on key sales-force design to balance
effectiveness, efficiency and flexibility
 Understand the role of human-resource management
topics, such as recruiting, sales force culture, and
performance management
 Examine how motivation and incentives enable a sales
force to operate at high levels of performance
 Learn how information can be leveraged to enhance
sales-force performance
 Learn how companies have succeeded and failed with
sales-force change. 
October 29, 2007 26
 TATA TRAINING PROG
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COMPANY PAGE
CNTD.
 Faculty:
 Prof Prabhakant Sinha is a former Associate Professor of
Marketing, Kellogg School of Management, and Founder and
Co-Chairman of ZS Associates, a global management
consulting firm specializing in sales and marketing strategy,
operations, and execution
 Cost :
92000-100000 (plus service tax).
Variable for residential and non –residential participants
  Location:
TMTC (TATA Management Training Centre),Pune.

October 29, 2007 27

 SELECTION EXECUTIVE
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COMPANY PAGE

 Objective:
 To lay down a path of fast track growth for the potential
employees and thus retain talent.
  Meant for: Fast Track Employees
 Years Saved : 10 to 13 years.
 Program Details:
 Tata Motors has always strived towards excellence both in
its efforts towards total integration as well as in recognizing
its talented employees. The Company is constantly creating
prestigious programs to reward and retain its outstanding
employees. The Executive Selection Scheme is one such
program which is highly sought after by Tata Motors
employees. It is a matter of pride and prestige to be a part
of the ESS selection process and emerge a winner.ESS is a
fast track program for accelerated growth of high potential
professionals. This facilitates their early advancement to
challenging and visible assignments through a very
systematic procedure October 29, 2007 28
 SELECTION EXECUTIVE
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CNTD
 The selection involves a 3 stage process:
 1.Written Test
 2.Power Interview
 3.Assessment Centre

 Short-listed candidates are required to go through an

interview with the executive directors. Candidates selected
gain a huge lead in terms of promotion and learning. They
are promoted to Manager's level thereby saving almost 10
to 13 years of work time. The successful candidates are
relieved from their current jobs and put on various project
based training program under the guidance of senior
managers in the Company. If the candidates do not possess
management education, they undergo a 4 months MEP at
IIM, Ahmadabad. After successful completion of training the
candidates are mandatorily rotated across departments to
acquire general management skills. The ESS is a jewel in
Tata Motors overall profile as it provides a platform for
every employee of the Company to perform and achieve
maximum potential.
 
October 29, 2007 29
 SELECTION EXECUTIVE
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COMPANY PAGE
CNTD
 Owner: HR and Line Manager
 
 Frequency: Variable
 
 Expectation from Program:
Develop People and thus motivate them by providing
exposure to different aspects of the business and make a
blueprint of succession planning
 
 Employee Perceptions:
People perceive it to be an experience ,one of its kind and
they know performers are surely at an advantage at TATA
group. This programme has helped them to raise the
average stint of an employee. Employee satisfaction
surveys over the years have shown high satisfaction levels
over this programs.
October 29, 2007 30
 TATA TRAINING - FINANCE
BACK TO
COMPANY PAGE

 Objective: To understand the significant implications of

adoption of IFRS and explain requirements of IFRS that will
apply in 2007 as well as the transition process from Indian
GAAP to IFRS.
 Meant for:
CFOs; Company Accountants
Company Secretaries
 Program Details:
 This program would help:
 Understand IFRS reporting requirements for 2007
 Understand the transition process from Indian GAAP to IFRS
 Apply the IASB's new requirements on business
combinations, intangible assets, asset impairment and
share-based payment
 Apply revised Standards on financial instruments, tangible
assets, foreign currencies and consolidated financial
October 29, 2007 31
statements
 TATA TRAINING - FINANCE
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CNTD
 Put theory into practice with Tata Group company
experiences and case study exercises
 Individual Sessions would compare IAS/IFRS with the
relevant Indian AS and (in relevant topics, US GAAP) and
focus on implementation issues arising there from. These
sessions would be broadly classified as below:
 Revenue Recognition
 Valuation of Inventories
 Property, Plant and Equipment
 Financing Costs
 Employee Benefits
 Debt and Borrowing Costs
 Deferred Taxes
 Valuation of Investments
 Consolidation
 Business Combinations
 IAS for which there is no corresponding Indian AS (IAS 26,
30, 32, 39 and 41
October 29, 2007 32
 TATA TRAINING –
FUNDAMENTALS OF HUMAN
BACK TO
COMPANY PAGE RESOURCE MANAGEMENT
 Objective:
 To expose middle managers in the HR function of diverse
companies to the fundamentals of Human Resource
Management from a strategic perspective.
 To improve their contribution to business, and assist the
HR function in creating value.
  Meant for:
 HR Executives and Managers, not necessarily possessing
formal HR qualifications, with work experience of 5-10
years
 Functional or line managers, with an experience of 10-15
years, who presently manage significantly large groups
of people and plan to shoulder HR responsibilities in the
near future.

October 29, 2007 33

 TATA TRAINING –
FUNDAMENTALS OF HUMAN
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RESOURCE MANAGEMENT CNTD
 Program Details:
 While attending the program and thereafter, participants
will be required to carry out specific projects in order to
enhance their capabilities as HR professionals.
 These projects will be carried out individually and/or in
groups of participants belonging to same/ different
companies. The projects will be based on the application
of learning from HR Gurukul.
 Participants will qualify for the award of certificate only
after successful completion of the project work. The
learning sessions of each batch are spread over six
modules with one module being held every month. The
contents of each module are specified below. Each
module is:
 Of 4 days' duration, starting on Monday morning and
ending on Thursday
 Designed around a theme of HR practice.
October 29, 2007 34
 TATA TRAINING – FUNDAMENTALS
OF HUMAN RESOURCE
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MANAGEMENT CNTD
 Has cases and practical work situations built in for
demonstrating learning
 Residential at TMTC, Pune
 Of 4 days' duration, starting on Monday morning and ending on
Thursday
 Designed around a theme of HR practice
 Has cases and practical work situations built in for
demonstrating learning

October 29, 2007 35

 TATA TRAINING –
FUNDAMENTALS OF HUMAN
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RESOURCE MANAGEMENT CNTD
 Module One : The HRM Practitioner
 Learning Objectives :
 To develop self awareness and interpersonal sensitivity
of the participants in the context of an HR role through
the experiential learning methodology
 Module Two : HR Strategy and Organization Design
 Learning Objectives :
 To develop an understanding of HR's contribution to
business by familiarizing participants with the process of
formulation and implementation of business and HR
strategy
 To enhance understanding of the principles of micro and
macro organizational design

October 29, 2007 36

 TATA TRAINING – FUNDAMENTALS OF
HUMAN RESOURCE MANAGEMENT CNTD
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 Module Three : HR Systems and Processes

 Learning Objectives :
 To strengthen the understanding of competencies and their
applications
 To develop an understanding and ability to design and
implement effective manpower planning and selection
processes
 To develop an understanding of various aspects of
performance management and the ability to design and
implement an integrated performance management system
To develop an understanding of the concepts and principles
involved a compensation and benefits structuring and
management

October 29, 2007 37

 TATA TRAINING – FUNDAMENTALS
OF HUMAN RESOURCE
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COMPANY PAGE
MANAGEMENT CNTD
 Module Four : Human Resources Development Processes
and Practices
 Learning Objectives :
 To facilitate and develop the performance of employees
through the processes of feedback, counseling and coaching
 To enhance understanding of the training process and develop
the ability to ensure effective deployment of training function
 Module Five : Employee Relations
 Learning Objectives :
 To develop an appreciation of the strategic importance of
employee relations
 To develop an understanding of the various statutory provisions
relating to employee relations;
 Handling grievances; managing contract employees, trade
unions and collective bargaining
 To develop an appreciation of employee relations challenges in
the context of rightsizing and 5.Organizational restructuring;
role of HR in mergers and acquisitions

October 29, 2007 38

 TATA TRAINING – FUNDAMENTALS
OF HUMAN RESOURCE
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MANAGEMENT CNTD
 Module Six : Leadership and Organization Development
 Learning Objectives :
 To develop an understanding of, and the ability to design and
implement organizational change initiatives
 To enhance understanding of the processes and practices
involved in the assessment and development of leadership
capability across the organization
 
 Faculty:
 Faculty from academic institutions (Dr. S. Ramnarayan, Dr. Ajit
Prasad Ganesh, Mr. Shirish Joshi, Mr. Michael David, Dr. R.
Krishnamurthy)
 Executives from within and outside the Tata Group
 Owner: Programme Director –Mr Sunil Maheshwari
 Frequency: 3 times a year
 Expectation from Programme: To enable HR professionals to
have strategic HR perspective .
 Cost: Rs 144000 (plus service tax). PER HEAD

October 29, 2007 39

 TATA TRAINING – INTERNATIONAL
COMPENSATION
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COMPANY PAGE
 Objective:
 To serve as a meeting ground of already-practicing
compensation specialists, with the intention of creating a
space to share their current ideas on managing issues
related to international compensation. Besides, specialists
in the field – consultants – will share their perspectives.
Non-compensation issues such as expatriation and
repatriation policies, logistics of moving employees across
borders, etc., will also be discussed.
 
 Meant for:
 HR Heads
 HR professionals, responsible for international
compensation and employee management in their
respective organizations

 Programme Details:
 The methodology will comprise mainly of presentations on
specific practices in leading edge organizations, hands-on
exercises, conceptual inputs, and experience sharing
October 29, 2007 40
 TATA TRAINING – INTERNATIONAL
COMPENSATION CNTD
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COMPANY PAGE
 Content
 Putting international compensation practices in the
context of the business
 Understanding the nature of relationships among
national businesses — the degree of contact, portability
of expertise, power equations, etc.
 Understanding impact of HO country on remuneration
practices
 Expatriation and related aspects:
 The key issues
 Gross and net compensation levels for the same job vary
across countries
 Purchasing power of the salary varies from one country
to another in a way that currency conversion rates do
not explain
 Exchange rate fluctuations will affect expectations of
income October 29, 2007 41
 TATA TRAINING – INTERNATIONAL
COMPENSATION CNTD
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 Consequences of inflation fluctuations

 Making it palatable for the employee to move with family
 Components of an Expatriate Policy
 Sins” of expatriate policies
 Key global trends and practices in expatriate management
 Do’s and Don’ts of employee re-location
 Compensation for mobile employees

October 29, 2007 42

 TATA TRAINING – INTERNATIONAL
COMPENSATION CNTD
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 Faculty:
 Mr. Radha Nair, currently Director, TMTC, who has in the
recent past been involved in setting pay policies for board
members of Tata Group companies
 Dr. Ritu Anand, Vice President – HR, TCS
 Mr. Ronald Sequiera, Vice President – HR, Tata Power 
 Owner: Programme Director- Amitava Mukherji 
 Expectation from Programme:
 Updating the HR knowledge and skills regarding
international compensation designing and latest trends.
 Cost Involved: Rs 18,000-20000 PER HEAD.
 

October 29, 2007 43

 TATA TRAINING –
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COMPANY PAGE
COMPENSATION
 Objective:
 To provide to the participants adequate conceptual inputs, as
well as practice, so that they can return to their respective
organizations and take partial responsibility for managing the
compensation system of the organization
 Meant for:
 HR Heads
 HR professionals, responsible for compensation management in
their respective organizations
 

October 29, 2007 44

 TATA TRAINING –
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COMPENSATION CNTD
 Program Details:
 Controlling payroll costs is an important objective for HR.
On the other hand, the need to retain talent has become a
compelling imperative for organizations. And compensation
is seen as an important retention tool. These twin and
contrary objectives have led to the importance of
compensation as a subject. While in the past, the focus of
this subject was to create mechanisms for tax avoidance,
today the focus is on appropriate categorization of talent in
organizations, and meaningful benchmarking of their
compensation with other organizations. In addition, some
retention-specific compensation components have gained
currency. This program will focus on these current
compensation practices and related issues.
 Learning tools:
 The methodology will comprise mainly of hands-on
exercises, conceptual inputs, case studies and experience
sharing. October 29, 2007 45
 TATA TRAINING –
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COMPANY PAGE
COMPENSATION CNTD
 Content
 Linking the remuneration and reward policies and
practices to the organization's business and HR strategy
 Articulating the remuneration philosophy of the
organization
 Compensation structuring - the options available, their
applications, and their consequences
 Conditional pay approaches, deferred payment schemes,
and stock option schemes
 Compensation benchmarking — how is it done?
 Migrating to a different compensation philosophy —
issues and approaches
 Administration of compensation and benefits — the
evolving role of IT and outsourcing

October 29, 2007 46

 TATA TRAINING –
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COMPANY PAGE
COMPENSATION CNTD
 Faculty:
 Mr. Radha Nair, currently Director, TMTC, who has in the recent
past been involved in setting pay policies for board members of
Tata Group companies
 Dr. Sangram Tambe, Vice President – HR, Tata Motors
 Mr. B Sudhakar, Vice President – HR, Tata Chemicals
  Owner: Program Director -Amitava Mukherji
 Frequency: As per corporate communication.
 Expectation from Programme:
 To understand the designing compensation package so as to
use it as an effective retention tool .
 Cost : Rs 18000. PER HEAD
 

October 29, 2007 47

 TATA – TRAINING &
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COMPANY PAGE
DEVELOPMENT
 Learning Tools:
 Mixture of Experience sharing
 Case Study
 Presentation
 Interactive Workshop Sessions
 Faculty:
 Drawn from large audit firms and consulting houses, and senior,
experienced executives from Tata Group Companies
 Owner: Programme Director, Rajesh Haldipur
 and Programme Coordinator Pearl Mascarenhas
 Course Fees: Rs.44000-49000 PER HEAD
 Variable according to Residential and Non-Residential
Participants
 Frequency: decided after the need analysis.

October 29, 2007 48

 TATA ADMINISTRATIVE
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COMPANY PAGE
SERVICES
 Objective: “To groom young people to be future leaders for
Tata group.”
 “We are in a competitive human capital market and that
young human capital is looking for quick growth. The way to
hold employees today is to make their work and their day-to-
day activities in the company exciting and for them to profit
from a reward-and-recognition system that enables them to
grow with the organization.” And TAS is aiming to do just that.
-- Group Chairman, Mr Ratan Tata
 Owner: TAS and Sourcing ,Headed by Mr Rajesh Dahiya
 Auxiliary Support : CEO, Chairman, MD and ED of group
companies from time to time 
 

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 TATA ADMINISTRATIVE SERVICESTA
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 Selection and Program Details:

 TAS team/panel makes it a point that they are present on
the campuses on the first day of their recruitment process.
The selection starts with an eight page handwritten
application in which students have to write an essay on
their aspirations and why they wish to join the Tata group.
The selected students then go through a one year
development programme. TAS’s one-year development
module, called ‘group orientation and learning’ (GOAL),
emphasizes structured orientation through classroom inputs
at the Tata

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 TATA ADMINISTRATIVE SERVICES
CNTD
BACK TO
COMPANY PAGE Management Training Centre (TMTC) in Pune, and
‘field’ postings. It introduces TAS trainees to the seven
core sectors the Tata Group operates in, its current and
future challenges, and its drive to become a truly global
organization. Of GOAL’s four cross-functional, cross-
business and cross-located assignments, three include
stints of 15 weeks in the business functions in three Tata
companies. The fourth, a seven-week rural assignment,
exposes the trainees to the Tata corporate social
responsibility (CSR) programme and philosophy. It
introduces them to community work in rural India, and
enables them to understand the ethics of the Tata
Group.
 A TAS manager may do a stint at the Tata Motors plant
at Pune, then move to Mithapur to study the operations
at the chemical plant, and travel to New York to work at
TCS.”A lot of effort goes into identifying projects and
opportunities that can excite young TAS managers and
add value to their skills, while continuing to expose them
to different functions andOctober 29, 2007
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 Grooming TAS Managers :

 Each TAS manager is assigned a mentor, and is placed with
different Group companies, through their five-year
development program, following which they graduate from
being TAS managers to ‘Tata managers’ Mentorship is both
formal and informal. TAS managers also interact with senior
Group executives, discussing business, professional or even
personal matters. It is not uncommon for R Gopalakrishnan,
executive director, Tata Sons or Kishor Chaukar, MD, Tata
Industries to discuss business or individual professional
issues over a cup of coffee with a young TAS manager.
Many Tata leaders, including B Muthuraman, MD, Tata
Steel, Prasad Menon, MD, Tata Power and Bhaskar Bhat,
MD, Titan, invest considerable time in engaging with
them..These interactions mean more than passing on
knowledge or insights. “The biggest challenge is not making
great general managers out of greenhorn graduates; it is, in
fact how to inculcate the Tata culture into TAS managers,”
October 29, 2007 52
 Frequency: Annual
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 Expectation from Program: Develop leaders for TATA

group and imbibe the TATA culture and values in them.
 Percentage of applications received by premiere B-schools –
85%
 Percentage of Students selected – 25%

 TAS has become conspicuous because of :

 Stringent selection process.
 Program
 Salary
 Training outside India
These are the parameters which greatly influence a
student’s decision to join or not to join a company. This was
the outcome of an on-campus survey.

October 29, 2007 53

 TATA – BIG SCALE COST
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REDUCTION
 Objective:
 Big Scale Cost Reduction (BSCR).
 The programme will present a framework that could be used by
the Group Companies for reducing cost through a process-
driven approach. The programme will attempt to learn from the
best practices that the major Tata Companies have adopted, as
well as the other practices that McKinsey’s have developed and
used.

 Meant for:
 The programme will be aimed mainly at the middle-level
executives, who will be implementing BSCR in their businesses.
Since BSCR encompasses the entire organization, such a
programme will be extremely beneficial to the entire middle
management in a company that has embraced and embarked
upon BSCR.
 Participation is invited from managers in Tata Group Companies
October 29, 2007 54
(other than Tata Steel, Tata Motors and Tata Chemicals
 TATA – BIG SCALE COST
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REDUCTION CNTD
 Program Details:
 Big-scale cost reduction (BSCR) is a major agenda of all firms, as
competition demands elimination of all varieties of slack and
inefficiencies. Companies have to strive to reduce cost on a
continuous basis. The cost-reduction initiative has to be focused
on major cost elements and broad-based across all functions.
 This program is intended to create a momentum in Tata Group
Companies for BSCR. The focus will be on implementing cost-
reduction initiatives on a sustainable basis.

 Contents
 The following will be the contents of each half-day session :
 1. Open your eyes !
 Context setting
 Case studies of step-cost position improvement
 International examples
October 29, 2007 55
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REDUCTION CNTD
 Tata Group examples (Tata Motors/Tata Steel/Tata
Chemical)
 Key requirements for BSCR
 Mindset
 Broad-based involvement
 Top management commitment
 Rigorous tools and processes
 Institutionalized across the company

 2. Get your tools !

 Overview of process and methodology for the relevant cost-
reduction programme
 Relevant toolkit
 Total cost of ownership
 Creative idea-generation sessions
October 29, 2007 56
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REDUCTION CNTD
 Design benchmarking
 Linear performance pricing
 Clean sheet cost build-ups
 Best of benchmarking
 Value/cost-driver analysis

 3. Personal touch
 Problem solving leadership
 Team effectiveness
 Collaborative skills
 Managing conflict
 Leadership styles
 Individual leadership effectiveness
 Leadership in action
October 29, 2007 57
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REDUCTION CNTD
 4. Application
 Brainstorming specific cases for approach, based on results
of initial diagnosis (to be carried out with the invitation)
 Calibrating companies on ‘cost awareness‘ across the three
dimensions of Mindset
 Hard technical skills
 Soft/change-management skills

 Learning Tools:
 Combination of case studies and interactive discussions
along with lectures, backed by reading material
 
 Output:
 It has been estimated that through BSCR, Tata Motors alone
has saved over Rs 2,000 crores in 3 years
 

October 29, 2007 58

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REDUCTION
 Faculty:
 A mix of consultants from McKinsey’s, senior Tata
Group Managers, who have implemented BSCR, and
professors from the academic world.
 
 Owner: HR
 Programme Coordinator: Rose Pagare
 
 Frequency: As per corporate communication.
 Expectation from Programme:
 Development of an economic perspective in the
minds of employees so that all the processes are
carried out keeping it in mind so as to ensure
maximum efficiency and minimizing wastage of
resources and thus add to profits of the organizations.
 Cost : Rs 21000-23000 
 Location: TMTC, Pune.
October 29, 2007 59
 TATA TRAINING – SENIOR
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MANAGEMENT
 Objective:
 To enable participants to understand how the internal
audit function identifies and manages key risks that a
business faces; and institutes and reviews appropriate
internal controls to mitigate these risks
 To enable participants to understand how the internal
audit function is benchmarked, in order to take it to
world-class levels; while meeting the twin challenges of
transaction volume growth and geographical expansion
 To expose participants to current thinking on how
multiple compliance requirements, risks and deadlines
are incorporated into the internal audit scope and
schedule
 To expose participants to current thinking on how
multiple compliance requirements, risks and deadlines
are incorporated into the internal audit scope and
schedule
October 29, 2007 60
  Meant for: Senior executives and managers (typically
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MANAGEMENT CONTD
 Programme Details:
 Highly visible corporate scandals in recent years have
exposed the financial havoc that can be wreaked on
businesses and companies, if proper controls are not in
place; or where controls are in place but are not adhered to;
or the non-adherence is either not detected, or having been
detected, insufficient action is taken to prevent ill-effects of
such laxness or unethical business practices.
 The concomitant loss of economic value to the community of
shareholders led to the rise of the movement for better
corporate governance. It came out of the implicit recognition
that good business strategy was necessary, but not
sufficient, for sustained good corporate performance. This
necessarily has meant following principles of transparency,
instituting effective internal checks and balances at every
level, and constant monitoring and review of adherence to
these checks and balances through audits. The rapid growth
of businesses, as well as globalization have put increasing
pressures on managements to ensure that internal controls
keep pace, and on making reporting systems adaptive and
flexible enough to provide timely and accurate information
with appropriate granularity to manage compliances in
multiple jurisdictions, while simultaneously
October 29, 2007 addressing 61
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MANAGEMENT CONTD
 Methodology
 Rich background material on topics to be discussed is furnished
 Interactive experience-sharing by senior managers
 Group discussion of specific case studies
 Workshop-style panel discussion with eminent panelists
moderated by acknowledged experts
  Informal interaction with peers in same and related functions
from within and outside the Tata Group
 Faculty:
 A senior respected manager from the Tata Group
 Senior, experienced internal audit heads from companies within,
and outside the Tata Group, who have built world-class internal
audit functions will share their experiences and act as panelists
 Senior audit practice managers from Big-4 Consulting Firms will
also share experiences and act as panelists
  Owner: HR

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MANAGEMENT CONTD
 Programme Coordinator: Rose Pagare

 Programme Director: Rajesh Haldipur

 
 Frequency: As per training need analysis and
corporate communications.
 
 Expectation from Programme:
 Establishment of proper economic controls in place
and ensure adherence to them
 So as to prevent loss of economic value to the
community of shareholders.
 
 Cost Involved : Rs 24000.(approx) PER HEAD.

October 29, 2007 63

 TRAINING PERFORMANCE
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LINKED INCENTIVES
 Objective:
 To encourage and reward higher performance of the new
joiners as software engineers during the training program
 Meant for: Software Engineers in Personal Sub Band BT
 Average Payout:
 At an overall level, it is estimated that the average payout
of TPI would be at 10% of the
Fixed Gross Salary (FGS).
 Basis of calculation of incentive:
 The applicable percentage for TPI will be determined based
on the performance during the Training programme.

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LINKED INCENTIVES CNTD
 Performance will be determined based on the Cumulative
Grade Point Average (CGPA) across all the courses that
have been undertaken in the training program. The CGPA
will be determined as the sum of (the products of (the
grade point achieved in each course and the
number of credits of that course)) divided by the total
number of credits for the courses undertaken. For
examples on the calculation of CGPA,

 Category wise payout percentages:

 Where FGS is the Fixed Gross Salary.

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LINKED INCENTIVES CNTD
 Frequency:
 As per the training program.
 Expectation from Program:
 To underline the importance of training for new joiners
which is usually taken for granted by them as well as
others.
 To inculcate the a feeling of importance among the trainees
 Reward top performers from day one.

October 29, 2007 66

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 MAITREE:
 Founded on 23 February 2002 under the able guidance of
Mrs. Ramadorai, we strive to create a spirit of camaraderie
among TCS associates and their families by organizing
social activities and events.
 TCS has grown tenfold in the last few years. With the
workforce scattered around the globe in numerous
locations, TCS Maitree encourages associates and their
families to look on themselves as a part of the extended
family of TCS. This feeling has permeated the fabric of the
corporate. As a proud member of the Tata family, we seek
to carry on the tradition of service to the community.
  DRIVING FORCES: 
 Information sharing and interaction directed internally
within the TCS community
  Towards social service, working for the betterment of the
environment. October 29, 2007 67
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 ACTIVITIES:  There are dance classes conducted for the

employees, movie clubs and yoga classes.

October 29, 2007 68

 TCS – PROPEL
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 P rofessional Excellence,
 R ole Enhancement,
 O wning TCS Culture,
 P ersonal Growth,
 E mployee Involvement
 L earning
 PHILOSOPHY: Propel is a way, … “a way of life at TCS”
 Propel is a revolutionary team activity that facilitates the exchange of
ideas and helps in    immediate problem - solving. Propel's fun format
also encourages bonding and self development among TCS
associates
 It's an all encompassing approach to find solutions. Growth has it's
own challenges, where change remains a constant. Propel is a
platform and a tool to help bring about this change. It connects with
the TCS belief of “Let us make it a joy for all our stakeholders
 Propel helps build a culture of  collaboration, creativity and also
networks of relationships. Together we build an organization which
brings people together and human connect is the secret behind the
success.
Propel is a tool that helps you: Accelerate Solutions. Enjoy life.
 THEME:
 “Accelerate Solutions, Enjoy Life”
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 OBJECTIVE:
 Institutionalize the culture of valuing Associates through
processes that enable and enhance individual performance
and lead it to Empowered Project teams. Establish a reliable
channel through which the “Voice of Associate” is heard
and integrated with TCS Policy making.
 It is an integral part of the Organizational effectiveness
function. As a change platform, the Propel Movement has
evolved over the years. It launched with the “Care, Share,
and Grow” theme, and has moved to “Accelerate Solutions,
Enjoy Life” where it provides an opportunity to become a
leader, in enabling and institutionalizing change at multiple
levels in TCS – at a relationship, DC and at the
organizational level. Propel provides a forum to discuss
issues and ideas where people take ownership in promoting
their ideas and resolving issues at their level itself, which in
turns helps the organization in creating an ‘Ownership'
October 29, 2007 70
culture.
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 OWNERSHIP:
 Propel is championed by TCS Associates, Project Leaders,
Group Leaders etc from across functions. Contact points in
each geography are listed at the bottom of this page.
 This movement covers all Associates across TCS. Camps
and Confluences are conducted for problem solving,
discovery of new ideas, dialogue, reflection and fun. These
sessions also provide a platform for learning and interacting
 Propel is propagated across TCS by means of two kinds of
building blocks:
 Confluence
 A Confluence is a space and forum for Sharing, Dialogue
and Listening. Normally the duration of a Confluence is
three to four hours. It is conducted by two or more
Propellers, a maximum of 40 Associates from different
functions/groups get together to explore, discuss, reflect
and share their views on a particular theme. Sharing,
fostering “friendliness” and “role-taking”
October 29, 2007 is the agenda for a 71
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  Camp
 A Camp is a forum for improvement initiatives on specific
Voice of Associate themes. Normally the duration of a Camp
is two to three hours. It is conducted by a Propeller, 20-30
Associates from the same team (or similar teams) come
together to address and find a solution to a common
problem/issue. Giving inputs and idea generation for TCS
policy making and institutionalizing specific culture and
role-oriented practice is the agenda for a Camp.

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 TCS - PULSE
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 PULSE:
 Pulse is the company's annual Associate Satisfaction Survey.
Every year, we undertake this survey to measure and
understand the TCS Associate's attitude, opinions,
motivation, aspirations and satisfaction. In short, we get to
know you better.
 At TCS, we have always believed in continuous improvement
and giving the best to our Associates. Through Pulse, we
attempt to find out opportunities for improvement, invite
suggestions, ascertain shortcomings, design appropriate
plans, which finally conclude in action.
 UTILITY:
Pulse serves as a virtual performance evaluation for
corporate or support groups. Through this survey, groups like
HR, MATC, Administration, Internal Infrastructure Services,
Technical Communication, Marketing, Internal
Communication, Library and Information Centre, Quality,
Travel, Finance, Business Excellence, Information Security, all
October 29, 2007 73
seek your feedback and evaluation.
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 For support groups, this is an opportunity to understand
you, the customer, better and to take appropriate action to
serve you better. Every support group takes immense pride
in having a high ASI (Associate Satisfaction Index) 
 APPLICABILITY:
 Sector
 Geography
 Branch
 Delivery Centre
 Practices
 Large Accounts/ Relationships
 RD/CRD for US
 Designation
 Department
October 29, 2007 74
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 Years Of experience
 Age
 Gender
 Marital Status
 Nationality
 SCORING:
 ASI (Associate Satisfaction Index) is a measure of the
satisfaction levels of the respondents for the survey. ASI
figure takes into account the importance level that
associates have attached to each category of questions.
It is important to note that it does not represent the
percentage number of people satisfied or dissatisfied. The
higher the ASI, the higher the satisfaction level. ASI is
arrived at by applying the following formula:

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 Sum (S*I)/Sum (I)*Max (I)

Where….
S is Satisfaction for each question on a scale of 1 to 4
I is the importance level for each category of questions on a
scale of 1 to 4
Max (I) is the maximum value that I can have.
The same is formula is used for calculating CSI.
 ANALYSIS:
The analysis of PULSE results is done in two ways.
Analyzing four by four matrix report (Importance vs.
Satisfaction) for each category of questions, the categories
(and their questions) with High Importance and low
satisfaction are marked for action plans.
On the other hand, open-ended questions such as ‘three
things that you dislike at this location' would also trigger
action plans. Any other comments/Suggestions provided by
associates are also scrutinized for action
October 29, 2007 76
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 MODIFICATION :
The following process was followed to modify the
questionnaire.
Every Pulse questionnaire has an open-ended question that
asks for responses on how to improve the questionnaire.
The feedback of associates from previous surveys has been
incorporated to improve/modify the questionnaire.
Feedback from all Geography Heads, HR Heads, HR
representatives, and Process Owners worldwide was taken
to incorporate issues/items that are considered important
by associates.
The categories/questions were also validated against the
questions that are part of the surveys conducted by
external agencies.
 ADVANTAGES
As a matter of fact, many substantial improvements have
taken place as a direct result of the Pulse survey. There are
various examples that can be found
October 29, 2007 in the Pulse pages on 77
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Another direct result of a feedback/suggestion received on

Pulse is the customizable compensation and benefits
package for India payroll that was introduced this year.
 WHY TRUST IT?
The whole Pulse system is designed to ensure
confidentiality. No answer can be traced back to the
respondent, and neither will any effort be made to do so.
The survey is strictly anonymous.

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 TCS - PEEP
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 Objective: To carve out the career path for the employees
specially probationary.
 Meant for: All the employees
  Program Details:
 The employees after spending substantial time on a project
are called upon by their Appraiser and the reviewer
assigned by the company at the start of the project. There
is a discussion with the employee regarding his inputs and
achievements throughout the project and where he intends
to be in the time to come. Thus this is an unbiased session
wherein the immediate boss is not involved and the
employee can put up his expectations. This feedback along
with the remarks is sent to the HR who intern gives
feedback to the immediate boss and thus this forms a
blueprint of the career path of the employee.
 Owner: Appraiser and Reviewer along with HR.

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 Frequency: At the verge of Completion of an year/project,
whichever is earlier.
 
 Expectation from Programme:
 To identify the potential of the employee and his aspirations
and match it with the resources that the company can
provide to him in the near future, and thus do a career
planning.
 
 Cost Involved: Not available

 Employee Perceptions Likely to be:

 Employees put in a lot of efforts even during their probation
period as they are aware that once they give the initial stint
with the company a good start the company is going to
identify and reward them as soon as possible irrespective of
the time they spend. Now even the regular employees have
asked for this kind of interaction. So that they remain
motivated throughout and prevent burnout amidst the
projects. October 29, 2007 80
 TCS - REFERRAL
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POLICY
 Objective:
 To encourage the employees to get buddies in the
organizations so that they are retained longer.
 Meant to:
 Reward amounts are applicable only to associates who are
on India payrolls and who are active in the system at the
time of payment.
 HR associates are not eligible for the scheme
 You can make unlimited referrals across the country for a
wide range of skill sets
(With people having minimum 2 yrs experience)
  Program Details:
 Internal Referrals – Process flow
 Step 1: TCS Employee must log in to intranet>> (Buddy
Lao) to refer his/her buddy subject to openings available
and the eligibility criteria of the buddy for the same
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 Step 2: With the help of Emp id# and DOJ, Employee/
referrer will enter the first set of details under the section
<Refer a candidate> in the buddy Lao home page.
 Step 3: Both the buddy as well as the referrer will be sent a
system generated e-mail with the access details to portal
(login id and password). The login id is a unique identity in
terms of an EP reference no also called as EPIR.
 Step 4: As a next step, either the referrer or the buddy can
use the login id & password to enter details of the buddy
along with uploading his resume
 Step 5: Buddy to submit request number no to the
recruitment assistant at the time of interview
 Step 6: The referrer can view the status of the referred
buddy from time to time. 

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 The referral form looks like this: 
 Applicant’s Name
 Applicant’s Phone#
 E-mail Address
 Skill
 Total Experience
 Referring Employee
 Location Preference 
 Employee #
 Extension #
 Date Submitted
 Resume Included?    [ ]  Yes       [ ]  No

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CNTD
 Reward:
 The reward amount shall be credited to employee in the
Miscellaneous Component of his pay slip, within 45 days of
your buddy’s association with us (Subject to the
Background Verification Clearance of the Referred- Buddy).

 Employee Perceptions Likely to be:

 Quick Way to earn money.
 Opportunity to make and choose team mates whom they
already know.

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 INFOSYS HANDBOOK
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CONTENTS
 Essential Legal Provisions
 Introductory Statement
 Integration Clause and the Right to Revise.
 Equal Opportunity Employer
 Unlawful Harassment
 Acknowledgement of Anti Harassment Policy
 Employment Policies and Practices
 Immigration Law Compliance
 New Employees
 Probation and Confirmation
 Designations
 Job Duties
 Work Schedules
 Submission of Work Assignment Reports.
 Payment of Salaries

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CONTENTS CNTD
 Advances
 Personnel Records
 Personnel Records Names and Addresses
 Employee References
 Performance Evaluations
 The Promotion Policy
 Open Door
 Employment of Relatives
 Conflicts of Interest
 Reductions in Force
 Termination and Progressive Discipline
 Voluntary Termination

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CONTENTS CNTD
 Standards of Conduct
 Prohibited Conduct
 Off-duty Conduct & Outside Employment
 Drug and Alcohol Abuse
 Punctuality and Attendance
 Dress Code and Other Personal Standards.
 Customer Relations
 Confidentiality
 Business Conduct and Ethics
 News Media Contacts
 Operational Considerations
 Employer Property
 Use of Electronic Media
 Off-duty Use of Facilities
October 29, 2007 88
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CONTENTS CNTD
 Employee Property
 Security/Workplace Violence
 Health and Safety
 Ergonomics
 Smoking
 Cleanliness
 Parking

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 INFOSYS - INTRANET
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USES
COMPANY PAGE  The intranet is used for the following purposes:
  Facility and benefits along with the terms of their terms and
conditions of their seizure which are difficult to be
communicated orally.
 Internal telephone directory
 Request tracker
 Initiating campaigns
 Birth Day reminders
 Wishing birthday in an innovative way by anybody across the
organization.(People write poems, put messages across)
 Seek clarifications from HR on issues of concern.
 Especially outstation candidates can get all selected
information about the city at a glance and this is from a
reliable source which can be tracked and followed further.
 Surprise quiz
 Suggestion from the employees
 Nomination of referrals
 Posting of internal vacancies
 Achievements of employee outside within the organization.
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Objective: To encourage employees to communicate freely,

COMPANY PAGE


 Meant for: All employees

How it works:
 The mode of all kinds of communication is electronic.
 Suggestions for improving Infosys are always welcome. At
some time, you may have a complaint, suggestion, or
question about your job, your working conditions, or the
treatment you are receiving. We ask you discuss the situation
with your immediate supervisor or Human Resources without
fear of retribution or reprimand. Physical bulletin boards and
electronic bulletin boards are another source of sharing
information. E-mail and access to the web are available to
employees. Electronic bulletin boards have official and
general notices posted.
 
Owner: Supervisor and HR
 
Frequency: All round the year.
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Employee Perceptions:
 People extensively use these forums for communicating on
the following subjects:
 1.Networking
 2.Getting resources for work
 3.Giving buy and sell advertisements
 4.Locating becomes easy in such a huge organizations with
workforces spread across nations.
 5.Notifying any urgent information .
 All types of informal communication are done officially
through various forums or platforms provided by the
company they are:

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 Brown bag lunches

 Open houses
 Monthly CEO email
 Quarterly chat with CEO
 Quarterly Town Hall meetings

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POLICY
 Objective:
 To lay down the premises for promotion for the employees
working at different levels and differentiate the performers.
 Meant for: All the employees
 Reason for adoption:
 This promotion policy has come into effect because of the
role and band-based organization that Infosys has migrated
into from the existing Grade-based structure. As a result of
this change 15 grades have been transformed to 7 bands. 

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POLICY
 Role and Band based structure:
  Band Grade
 F SVP, VP
 E AVP, I
 D II, III, IV
 C V
 B VI, VII
 A2 A, B
 A1 C, D, E
 Criterion:
 The performance reviews must fetch a rating internally
decided for each level. However The overall grade is decide
on two parameters i.e.: 
 1.Qualititative
 2.Quantitive
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POLICY CNTD
 Qualitative
 The qualitative evaluation is based on the following qualities
exhibited by the employees.
 Leadership
 Initiative
 Problem Solving
 Ability to work with other groups
 Executive Relationships
 Ability to motivate
 Cross group Working
 Creativity
 Innovation
 Listening Skills
 Ability to provide solutions
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 Quantitative::
 This parameter includes the various targets assigned by the
supervisor at the beginning of a project and the weightage
to them. These targets may/may not differ from person to
person within the same band person. 
 Evaluation:
 The evaluation of the candidate by the supervisor and the
HR is based on the following three parameters
 Parameter 1 Appraisal Rating
 Parameter 2 Competency
 Parameter 3 Needs improvement or Recommendation
remarks.
  Depending upon the level for promotion these parameters
have different weightage and require the appropriate
record of previous ratings and remarks.
  Owner: Immediate supervisor and HR
October 29, 2007 97
 Time of promotions: Usually happens in April.
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POLICY CNTD
 Expectation from Program:
 It is normally expected that the Personal Band for each
employee would be the same as the Job Band. However,
10% of the employees have a Personal Band, which is below
the Job Band and about 5% of the employees which have a
Personal Band, which is above the Job Band. The Personal
Band has been introduced as a migration strategy and is
expected that in a period of up to 3 years, employees
should be in a Personal Band, which is the same as Job
Band.

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 INFOSYS - LEAVE
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POLICY
 OBJECTIVE: To avail the guidelines for availing leave for
employees based in India.
  ELIGIBILITY: This Policy is applicable to all employees
based in India.
  Types of Leave:
  Earned Leave: The eligibility for this leave varies depending
on the duration of the employee’s service in the Company as
defined in the Leave Policy applicable to India-based
employees. Employees earn this leave and are hence paid
regular salary on the days on which they avail of this leave.
 Extended Leave: Employees eligible for this leave are allowed
to avail of extended leave for up to a maximum period of one
year for exigent reasons as defined in the Policy on Extended
Leave
 Leave on Loss of Pay: Employees are currently allowed to
avail of leave on LOP of 90 days. Based on opinions sought
from external lawyers, this limit is being revised to 45 days,
and the details of the same are29,being
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 Leave Encashment:
 Leave is encashed at the beginning of each quarter. If an
employee joins during a quarter then the leave credit will
be prorated to the number of days left in the quarter. Any
fractions are rounded off to next half day.
  For Probationary: 15 days for per year of service.
 For Confirmed Employees: 15 Days for the first 2 years
of service. 20 days for every year thereafter.
 Authorized Signatory: VP and Head-HRD 
 Danger Zone Defined:
 If an employee is on leave without wages on both prefixing
and suffixing days
 of a holiday or weekly off days such weekly off holidays will
be treated as Loss of Pay days.
 Procedure For Leave Application:
 The application for leave should be made in the prescribed
form or on-line by using the Leave System.
 The employee should get the leave approved by his/her
Departmental Head and forwarded to the Personnel
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 Leave Encashment:
 
 Leave can only be encashed if the Leave Balance exceeds 30
or at the time of separation (Resignation / Retirement /
Termination).
 The minimum number of leave for which encashment can be
availed is 5 days. However, in cases where the encashable
leave balance is more than 5 days, such leave balance can be
encashed in total.
 Leave will be automatically encashed if the Leave Balance
exceeds 45.
 The compulsory Leave Encashment (i.e. if leave balance is
greater than 45 days) would be the difference between an
employees leave balance and 30 days.
 

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 The compulsory Leave Encashment (i.e. if leave balance is
greater than 45 days) would be the difference between an
employees leave balance and 30 days. 

 The leave encashment will be done only once in a year. The

employee desirous of availing leave encashment will have
to send his / her request to Finance during the month of
April and encashment will be done during the first week of
May. Therefore, the Leave Balance should have exceeded
30 days on March 31st, for it to become encashable.
 
 Formula For Leave Encashment:
 (Monthly Gross Salary * Number of leave being encashed) /
22
 Monthly Gross Salary = Basic +DA +Flexible Benefits
 22= Number of working days in a month for the purpose of
leave encashment
 
 Exceptions: Need approval from the MD.

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LEAVE
 OBJECTIVE
 To enable an employee to avail of extended leave, up to a
maximum of one year of continuous leave on Loss of Pay,
for exigent personal reasons.
 Meant For: All employees based in India 
 Criteria: Continuous service with the Company for a
minimum of 2 years in current employment.
 Considerations:
 Personal Reasons
 For Parenthood
 Sickness
 Child Adoption
 Travel with spouse to onsite locations (spouse could be
working with other companies as well
 Note : Specific approval needs to be taken from Unit /
Department Head for availing this benefit for any other
October 29, 2007 103
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LEAVE CNTD
 Authorized Signatory: Unit / Department Head and on
specific approval from the Director in charge of the
respective Unit / Department.
 Exceptions: All exceptions are subject to MD’s approval. 

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 INFOSYS - WHISTLE
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BLOWER POLICY
 Objective:
 To provide a mechanism for employees of the Company to
approach the Ethics Counselor, Chairman of the Audit
Committee of the Company ,for Any actual or potential
violation of the Code, howsoever insignificant or perceived
it may be.

 Meant for: All the employees

 
 Procedure
 All Protected Disclosures concerning financial/accounting
matters should be addressed to the Chairman of the Audit
Committee of the Company for investigation.
 In respect of all other Protected Disclosures, those
concerning the Ethics Counselor and employees at the
levels of Vice Presidents and above should be addressed to
the Chairman of the Audit Committee of the Company and
those concerning other employees should be addressed to
the Ethics Counselor of the Company.

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BLOWER POLICY CNTD
 If a protected disclosure is received by any executive of the
Company other than Chairman of Audit Committee or the
Ethics Counselor, the same should be forwarded to the
Company’s Ethics Counselor or the Chairman of the Audit
Committee for further appropriate action.
 Appropriate care must be taken to keep the identity of the
Whistle Blower confidential.
 Protected Disclosures should preferably be reported in
writing so as to ensure a clear understanding of the issues
raised and should either be typed or written in a legible
handwriting in English, Hindi or in the regional language of
the place of employment of the Whistle Blower.
 Oral reports will normally be documented by the Chief
Ethics Counselor / Chairman of the Audit Committee
accessing the voice mail by a written transcription of the
oral report.
 The Protected Disclosure should be forwarded under a
covering letter which shall bear the identity of the Whistle
Blower. The Chairman of the Audit Committee / Ethics
Counselor, as the case may be shall detach the covering
letter and forward only the Protected Disclosure to the
Investigators for investigation.
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BLOWER POLICY CNTD
 Protected Disclosures should be factual and not speculative
or in the nature of a conclusion, and should contain as
much specific information as possible to allow for proper
assessment of the nature and extent of the concern.
 For the purpose of providing protection to the Whistle
Blower, the Whistle Blower should disclose his/her identity
in the covering letter forwarding such Protected Disclosure.
 Investigation: 
 All Protected Disclosures reported under this Policy will be
thoroughly investigated by the Ethics Counselor / Chairman
of the Audit Committee of the Company who will investigate
/ oversee the investigations under the
authorization of the Audit Committee.
 The Ethics Counselor / Chairman of the Audit Committee
may at his discretion, consider involving any Investigators
for the purpose of investigation.

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BLOWER POLICY CNTD
 During the process of the investigation also the ethics
counselor /chairman of the audit committee also ensures
that the whistle blower or the person who assisted in such a
cause are provided proper protection and are not exploited
or threatened on account of whistle blowing.
 Owner: Chairman of the audit committee and the ethics
counselor
 Frequency: As and when the grievance is reported.
 Expectation from Programme:
 To inculcate Tata values in the employees and punish those
discarding them .
 Punishments:
 Warnings
 Demotion
 Sacking
 Employee Perceptions Likely to be:
 People start taking values seriously which are most talked
about and least thought about in the organizations.
October 29, 2007 108
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SYSTEM
 Objective:
 To make the new entrant feel good about the organization
and provide him with an option to bypass his immediate boss
in case of any problem he is facing with him.
 Meant for: New Entrants
 Why it was started??
 The company has institutionalized a practice where the new
entrant has the option to bypass his immediate boss to
address the matter to the management so that necessary
corrective action can be taken and to ensure a congenial
work environment," he says."By nature, socializing is not
easy. Some take to it naturally and others struggle to make
friends. Therefore, the buddy concept is a serious issue and
organizations like Cap Gemini lay special emphasis on this
aspect,“ says Dr. Sripada."As a management professional, I
have seen industrial cycles across manufacturing, telecom
and technology and each throws up different challenges.
From a customer perspective, the2007
October 29, bonding in the company is 109
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SYSTEM CNTD
 Programme Details:
 Cap Gemini handles its human capital, right from providing
a `buddy' the day a new entrant is inducted into the
company, and how crucial this aspect of building the
comfort level is in a volatile industry. This buddy takes the
guy right from the Coffee Club to the conference room,
making him feel he is important in the team. This is
followed by Fundoo Friday where the focus is on fun while
doing work. And Focus Friday is where people from across
the group interact and share experiences.

 Owner: HR
 
 Frequency: As and when a new joiner comes in
 

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SYSTEM CNTD
 Expectation from Programme:
 Every individual in an organization learns many practices
through socialization. It is here the buddy concept helps in
hand-holding the new entrant.
 In a globally competitive landscape, unless all the
associates work together as a team, they will not be able to
give their best

 Cost Involved: NIL

 
 Benefit to Organization:
 When we deal in multi-year and multi-million dollar
accounts, irrespective of a particular member being in a
team or leaving it, the work is done," he says. This is best
addressed through what Cap Gemini refers to as buddy,
who ensures that there is a `feel good factor' when the
employee enters the newOctober
job. The entire organization
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COMPANY PAGE  CSC – A FORTUNE 200 COMPANY
 Objective:
 To provide the new employee with a point of contact for
general queries regarding day-to-day operational issues
such as location of facilities, relevant company policies etc.
 To help the new employee integrate with the company by
providing him/her access to someone who is familiar with
our culture, attitude and expectations.
 Meant for: New Entrants
 Program Details:
 A Buddy is a person who will help the new joiner through
the initial few weeks to settle in and acquaint
himself/herself with the organization and its culture.
Through this program, we tend to alleviate the stress new
employees normally endure in a new work place. The role of
a Buddy is open to all employees who have been with CSC
for at least six months.
 Owner: HR October 29, 2007 112
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 Frequency: As per the requirement
 Cost Involved: Nil
 Expected Employee Behavior:
 For New Joiner: It is expected that he would feel more
comfortable in the huge organization and would be able to
associate himself with the company soon.
 For Buddy: It is a good means of employee engagement .It
would give him a change from his routine and he would feel
to have contributed to the organization in a different way. 
 Recommendation:
 It should be preferred to assign the buddy who shares the
same kind of background as the new joiner or who hails
from the same place.
 The new joiner can also be offered to choose his buddy.
 Feedback must be asked for regarding the buddy and at the
end of the quarter or the year best buddy award must be
given away. The feedback must
October 29,be readout in public.
2007 113
 GAIL - SUGGESTION
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SCHEME
 Objective:
 To provide a comprehensive scheme for stimulation of
positive thinking and creativity among the employees for
coming up with suggestions for bringing about more
economy, efficiency and effectiveness.
 To evolve a well designed procedure for receiving and
recording the suggestions.
 To frame an evaluation system for accepting the creative
ideas of the employees.
 To formulate a monetary reward scheme which would
recognize the best suggestion(s) and compensate the
author in a way that not only he feels motivated to continue
to provide good suggestions in future but also others feel
inspired to emulate him.
 Eligibility Criteria :
 All regular employees of GAIL, deputationists to and from
other organizations and all trainees in GAIL can participate
in the suggestion scheme. Any suggestion rendered by an
employee either in his own area of functioning or pertaining
to any other area / department, which satisfy the conditions
specified hereunder, would qualify for consideration for
acceptance under the scheme.
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SCHEME CNTD
 Procedure for Submission of Suggestions
 The following guidelines shall be followed in regard to
submission of suggestions for consideration by the
management:-
 Suggestions can be rendered individually or jointly by a
group of employees;
 Suggestions must be accompanied by detailed cost benefit
analysis, wherever applicable;
 Suggestions shall be submitted through Suggestion Box in
GAIL Intranet;
 Once a suggestion is received and recorded, modifications
shall be admissible provided the same is submitted within
seven days of submission of the original suggestion; and
 In case any suggestion was rendered but not accepted
earlier and has been revived with or without  modifications
due to change in environment, technology etc.,
the modified  suggestion   shall 
October 29, be
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SCHEME CNTD
 In case two similar suggestions are received, the
suggestion, which is received first, shall qualify for
consideration.
 Any suggestion, which has earlier been considered and
implemented in any one unit but has wider scope of
implementation in other units / work centers of the
company, can also be submitted afresh for consideration.
 Suggestion Committee comprises of –
 ED (PC - O&M & PD)          –      Chairman
 ED (Mktg.)                         – Member
 GGM (O&M)                       –       Member
 GM (Proj.)                           –        Member
 GM (HRD)                           –      Member
 GM (MS)                              –      Member /
Coordinator
 DGM (F&A)                       –      Member
October 29, 2007 116
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FOCUS
 Objective: To take specific customer feedback.

 Details:
 Andy Taylor’s Enterprise Rent a Car on Relentless Customer
Focus
“We decided that we had to add some metrics to our
customer satisfaction. We created a measurement called
ESQi, which is the Enterprise Service Quality index. It’s a
statistically valid sample of customers’ opinions taken
monthly, at every one of our branches. The customer gets
called seven to ten days following the close of the rental.
We have an outside company to collect the data, and there
are basically two questions. The first asks about the
customer’s satisfaction level, with five answers ranging
from “completely satisfied” to “completely dissatisfied”,
and the second asks how likely he would be to return to
Enterprise. Beginning in 1996 we told all employees, if
you’re not at corporate average or above on your ESQi,
your not getting promoted. And all of a sudden, customer
satisfaction went to the top of the list. The ESQi has given
us a greater sense of urgency and I would consider that the
greatest change that has occurred here. The process
enables us to go from being a 29,
October nearly
2007 $2 billion business in 117
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 Expected Employee behaviors:
 All levels of customer interactions are expected to be taken
seriously by all the employees so that there is no stone
unturned for
 Customer service.
 Employee believes that we mean, when we say customer
focus.

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 SPHERIS - FUN-O-
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METER
 Objective:
 To measure the effectiveness of fun at work
 Spheris India pvt ltd erstwhile healthcribe India pvt ltd part
of the India's second largest medical transcription company
believes I the philosophy of having fun @ work and has
been organizing fun related activities since many years .Jam
sessions held twice a year, an elaborate dance parties for
all the employees to dance their way throughout evening
wherein the entire décor is of a typical disco with DJ. The
family day is an elaborate event where family members of
employees receive a grand welcome.
 How was it started?
 A couple of years back when the spheres was in the peak of
organizing fun activities they realized that they needed to
measure the level of fun or rather to understand if the fun
events conducted were keeping the employees really
happy. Eventually this thought by the fun club gave birth to
an innovative tool: Fun-o-meter , ammeter to measure fun.
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 “An activity without a measure eventually goes out of hand
.One of the key benefits of measuring fun is to understand
the interest level of participation amongst the employees .
 Fun is taken seriously at spheres international and anything
serious or having business impact has to get on to the
dashboard at spheres and so it is.!!
 A dashboard item gets tracked on performance and also
helps capture the trends specially on counts of such
happiness, attrition and recruitment.

 Salient features of this practice:

 1.Fun Budget
 2.Appears on HR dashboard
 Spheris has budgeted a fun-o-meter number for every
month and this is one of the crucial parameter of HR
dashboard.
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 The level of fun on the fun-o-meter is calculated based on a
few simple parameters.
 1.The first of these simple parameters is the type of event:
sports, cultural, literary. A sports event earns 20 points. A
literary event earns10 points and a cultural event earns 15
points.
 2.Points also vary according to whether an event is
organized at external or internal venue. In-house events
earn 10npoints and external ones 20.
 3.The third parameter relates to prize in external events.
Winning teams in external events earn10-25 points and
individuals in external earn5-20.
 4.The last parameter is the number of participants .Points
earned can start from 20 from an event where participation
is limited to a max of 10 participants and rise to as much as
130 for an event where over 1000 people participate.
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 The sum of the scoring achieved from the above
parameters generate the fun level for each month and
subsequently for the entire year.
 In the final analysis measurement or no measurement
.Spheris and its employees are clearly living life king-size
and enjoying every minute. As Surya Ciryan ,VP-HR puts it.
The business benefit clearly is in the corporate culture that
we endorse and that is to have a large workforce happy and
relaxed leading to quality and customer delight. The benefit
to the employees lies in the work atmosphere that not only
gives a great opportunity to perform but also peace and
happiness”
 Owner: Fun Club(representatives of HR and other
departments as well)

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 Expectations :
 In the final analysis measurement or no measurement
.Spheris and its employees are clearly living life king-size
and enjoying every minute. As Surya Ciryan ,VP-HR puts it.
The business benefit clearly is in the corporate culture that
we endorse and that is to have a large workforce happy and
relaxed leading to quality and customer delight. The benefit
to the employees lies in the work atmosphere that not only
gives a great opportunity to perform but also peace and
happiness”

October 29, 2007 123

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COMPANY PAGE
MANAGEMENT
 Objective: To track the performance of employees and
thus prevent the annual shock of performance review.
 Owner: Self and automated
 Detail: 
 Larry Page -On automating Performance Tracking at Google.

“We did a simple thing that in retrospect was brilliant: We

wrote a program that asks every engineer what they did
every week. It sends them an email on Monday, and
concatenates the emails together in a document that
everyone can read. And it then sends that out to everyone
and shames those who did not answer by putting him or her
on the top of the list. It has run reliably every week since we
started, so forever week of our company’s history we have
a record of what everyone did. It’s good for performance
reviews, and if you’re joining a project team, in five minutes
you can read what your team members did last week or
months.”
 Expected Employee Behavior:
 Employees are expected to gauge their performances from
time to time in short durations and thus brings about
consistency in their performance. It also brings a kind of
October 29, 2007 124
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EMPLOYEE ENGAGEMENT
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 Objective: Employee Motivation and employee
engagement
 Meant For: All the employees
  Details:
 The company gets each employee to set his or her annual
objectives in the format “Learn………….so that I can………
…..”
In addition, “Granite Rock University” provides an entire
curriculum of classes ranging from product training to
computer skills to management skills and employees spend
an average of about 43 hours of training outside of
mandatory training like Safety. Individuals take
responsibility for charting their own careers and
professional development
 Expected Behavior from employees:
 The employees are expected to be responsible for the goals
set by them and they gradually start understanding hoe
their part affects business. This29,gives
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 IBM - EMPLOYEE
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COMMUNICATION
 Objective:
 To make the values alive in the organization and make the
employees ponder over its meaning and what they stand
for.
 Details:
 IBM held a three-day discussion via the corporate intranet
to debate and discuss about the company’s values, the
nature of the organisation and what it stood for.
 Participation:
 The forum dubbed “Values Jam” attracted about 50,000 of
IBM’s employees and elicited about 10,000 comments
about the proposed values.
 Expected Employee Behaviour:
 Such forums helps in three things:
  Does employee understand how values affect his business
in the organization.
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COMMUNICATION
 Sensing how important are organizational values to people
in the organization
 Is there any conflict in the way we perceive our self and the
employees perceive us.

 Owner: CEO

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COMPANY PAGE

 Objective: To involve and encourage participation of the

new hires during induction.
 Owner: HR Executives. 
 Detail:
 The new hires are expected to know and be aware of the
mission,values,policies and practices of the organization
,therefore they must be exposed to quizzes about the
practices latest achievements and values of the
organization. The ownership of this interaction must be
given to the HR executives so that they feel empowered
and get a feeling that they have freedom to do things their
way. Other such initiatives must be expected out of these
executives and some weightage must be given to these
initiatives in their performance review which must come
solely from the new hires feedback on a grading scale.

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 Expected behaviors:
 The HR executives who usually feel a lack of freedom in the
initial days of their work get motivated and challenged
because of this responsibility given to them. The new hires
will start taking interest in such activities as this will be a
break or them from the mundane training session which
usually become boring.
 Reward:
 The reward can be an interaction with a top line executive
in the form of an opportunity to have lunch or dinner in
person with him..which is a rare thing to happen.

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 WAL-MART POLICY
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 Objective:
 Sense the perception of the internal as well as external
customers well before it becomes a spot.
 
 Details:
 “At retail giant Wal-Mart, every Monday, members of
the senior executive team head out to Wal-Mart stores
around the world, where they talk with managers,
employees and customers. To ensure that they get a
complete picture, they also pay a few visits to
competitor’s stores.
On Thursday evening, they return to corporate
headquarters in Bentonville, Arkansas, armed with new
insights about the market and
their people. There, they discuss what they’ve seen
and heard, thus.
 
October 29, 2007 130
 WAL-MART POLICY CNTD
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allowing the organization to modify its strategies. On

Saturday thousands of store managers participate in a
videoconference and the senior team shares their
observations and provides direction for the coming week.
Come Monday, They’re on the road again
 Owner: Corporate HQ
 Expected Behaviors:
 Employees have a chance to report or approach the senior
for any grievance if the protocols for serving the customers
are not followed it can be prevented rather than curing.

October 29, 2007 131

 MOTOROLA – MULTI
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MEDIA COMMITTEE
 Multimedia Committee to promote alternative learning
technologies.

 MYTT:
Motorola Yesterday, Today, Tomorrow (MYTT) - is a new
history and culture course that teaches through the use of
stories. Subscribers receive via e-mail or intranet, two to
three episodes per week of engaging stories from
Motorola’s past, present or future. Subscriptions are also
available via CD-ROM. (MYTT) - is a new history and culture
course that teaches through the use of stories. Subscribers
receive via e-mail or intranet, two to three episodes per
week of engaging stories from Motorola’s past, present or
future. Subscriptions are also available via CD-ROM.
 The Motorola Career Planning Information on CD-
ROM –
The Motorola Career Planning Information on CD-ROM -
Corporate HR is designing a multimedia application that
runs on desktop computer CD-ROM drives, intranets. The
application will present Motorolians with career planning
information and tools that will help them define, plan and
achieve their career goals.
October 29, 2007 132
RECOMMENDATIONS

October 29, 2007 133

 INDUCTION
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 Objective: To involve and encourage participation of the

new hires during induction.
 Owner: HR Executives. 
 Expectation:
 The new hires are expected to know and be aware of the
mission, values, policies and practices of the organization
so that from the day one they know what their KRAs mean
to the organization .
 The management trainees who usually feel a lack of
freedom in the initial days of their work get motivated and
challenged because of this responsibility given to them.
The new hires will start taking interest in such activities as
this will be a break for them from the mundane training
session which usually become boring.
 Management Trainees feel empowered and get a feeling
that they have freedom to do things their way this can also
be a way of inducing creativity to out induction programs, a
win-win situation.

October 29, 2007 134

 INDUCTION CNTD
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PAGE
 Action Plan:
A. They must be exposed to quizzes about
3. The practices
4. latest achievements
5. Values of the organization.

G. If the induction checklist is provided to the New hires at the

first day of the induction and they are expected to submit it
back to the office on the last day of induction it can help us
evaluate the communication and effectiveness of the
induction.
H. Most of the organizations today prefer to go for a
customized induction program depending upon the profile
of employees and their number.

 Ownership: The ownership of this interaction must be

given to the Management Trainees as their stretched
targets and the evaluation can be based on the sole
evaluation by the new hires.
October 29, 2007 135
 INDUCTION CNTD
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PAGE
 Reward:
 The reward can be customized to the profile of the new
hires and this responsibility of gauging the right reward
must be left to the Supervisor based on the feedback of the
Management trainees.
 E.g.: Sponsorship for a relevant event based on the hobby
or interest of the winner.
 Challenges:
The management trainee is likely to not involve too much
or not take this responsibility if the KRA’s don’t mention it
as their responsibility and specify the weightage for
creativity ,effectiveness and communication in this task.

October 29, 2007 136

 TRAINING AND
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DEVELOPMENT
PAGE

 Need assessment can be done by the employees also. It is a

trend in most of the IT companies .The intranet is a medium
for this self-assessment wherein the employees can give in
their request from a list of training programs that company
is offering in the coming year. In this the training calendar
can be a great help to ACC.

October 29, 2007 137

 PERFORMANCE
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PAGE
APPRAISAL
 The discussions and reviews are either done on a quarterly
or on a half-yearly basis.
Daily Log Sheet can be an answer to this problem. It can
either be either a software or an excel sheet prepared by
the immediate supervisor which keeps a track of the daily
activities and the time taken for each of them.

 An eight hour shift does not guarantee full utilization of

time by the employee. This is a result of:
5. Day-to-day delegation of work by senior people which have
to be performed by the employees and actually does not
result in any way in the achievement of KRAs.
6. Gauging ROI-Help in gauging the effectiveness of the
training programs attended by the employees by comparing
pre and post training performance (time taken,
improvement in performance).
7. At the time of performance review discussions this log sheet
managed by the immediate boss can help in a great way to
make the performance more objective and focused.

October 29, 2007 138

 REWARDS AND RECOGNITION
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As we respect diversity of people in ACC we must also

COMPANY PAGE

respect their likes and dislikes therefore lets go for
customized rewards!!
 An internal survey with a list of rewards that the company
can offer wherein the items are to be rated.
 As most of the employees in ACC are 35+ therefore a
voucher or gift hamper for a spa treatment in a luxury
health clinic can be a relishing experience.
 An internal promotion of the rewards to be given, in the
form of attractive posters with catchy lines, pasted in the
corridors, common soft boards, definitely makes the
rewards more appealing.
 Another approach for deciding the reward can be
considering the occasion, for example, during Diwali a
hamper from an interior Shoppe or any apparel brand can
do the trick.
 A rolling trophy for inter-department ,inter-region
competition can create an impact.
 A hobby database : Creating a hobby database exclusively
for this purpose is one time investment but the payout is
incomparable. October 29, 2007 139
 FUN AT WORK
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PAGE
 Fun At Work is directly proportional to Employee Bonding.
 At All Levels
Weekly competitions like a one minute eating competition,
tongue twister competition are like quick breakfast and
save time!!(Can be done at the plant, region, as well as
the corporate level).
 At Regional and Corporate Level:
A messenger can be a miracle..can be used to
communicate ,share instant jokes..without getting up from
the workstation.
 For Regional Offices:
Use messengers for instant competitions like riddles
,jumbled words and instant declaration of the winner on the
messenger…it will be great fun!!

October 29, 2007 140

 EMPLOYEE
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COMMUNICATION
PAGE
 At Regional Offices, Corporate, Respective
Departments in Plants:
Using soft boards within the offices for general
communication, promotion of internal activities, appeal to
hidden creativity among the employees
 At Regional Offices and Corporate:
Using whiteboards with a marker in lunch rooms, reception
inviting comments and feedback on specific events, issues,
menu for day(if it was specially cooked)
 Initiative from Corporate:
Updating the employee handbook and time to time rapid
quizzing within the office on the messenger
 At Corporate as well as the Regional level:
Holding employee polls on intranet for evaluating HR
initiatives from time to time like fun events, quizzes etc.
This would also ensure more usage of the intranet and
probability of getting to know more about what's new in
ACC!

October 29, 2007 141

 EMPLOYEE ENGAGEENT
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At All Levels:
PAGE

Engaging different departments one by one to organize
welcome to guests (Asia-Pacific Head, Expats, Cultural days
decoration),right from decoration to escorting, turn by turn.
 Change Management Camps:
Change is easier said than managed in organizations.ACC is
to witness a change in a big way because of its expansion
mode. A change management camp in Panchgani
coordinated by an NGO is an answer to this question. It is
transformational.

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 EMPLOYEE ENGAGEENT
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PAGE
CNTD
 Highlights:
2. A Stay in Nature’s Lap
3. Team work Exercises
4. Ice-breaking Sessions
5. Meditation
6. Change oriented self –drafted plays by teams.
7. No gadgets allowed during the sessions.(Mobile, i-pods
etc).

October 29, 2007 143

REFERENCES
 TATA MOTORS (CVBU UNIT) – Mr. SAWANT.
 TIETO ENATOR – Mr. ALOK JHA.
 GREAVES COTTON Ltd. – Mr. VARGHESE
 RELIANCE COMMUNICATIONS – Mr. BENJAMIN BASKER.
 ALFA LAVAL (I) Ltd. – Mr. K. SWAMINATHAN.
 WHIRLPOOL (I) Ltd. – Mr. MOHIT SHARMA.

October 29, 2007 144

THANK
YOU!!!

October 29, 2007 145