The 15Th NaTioNal CoNfereNCe of - HR Showcase Showcase Publication Final.pdfThe 15th National Conference of National HRD Network, November 17 - 19, 2011 - Palace Grounds, Bangalore

The 15Th NaTioNal CoNfereNCe of NaTioNal hrD NeTwork

17-19 November 2011PalaCe GrouNDs, baNGalore

4 HR SHOWCASE - LIVE & BREATHE THE CHANGE

HR ShowcaseLive and Breathe the Change

© 2012 - National HRD Network

All rights reserved. No part of this book may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage or retrieval system, without permission in writing from the publisher.

Edited, Designed, Printed & Published byTetra Media Pvt. Ltd. for National HRD Network

Tetra Media Pvt. Ltd.306, 3rd Floor, DLF GalleriaDLF Phase IV, Gurgaon - 122009Tel: 91-124-4148101/02/03

National HRD NetworkC-81C, DLF Super Mart IDLF City, Phase IVGurgaon – 122002Tel: +91-124-4041560

ISBN: 978-81-910871-3-0

5HR SHOWCASE - LIVE & BREATHE THE CHANGE

7 Foreword by Harish Devarajan8 HR Showcase Organizing Team9 Panel of Judges10 Live and Breathe the Change

Jury awarDs14 Bharti Airtel16 Coromandel International18 Infosys20 ITC Hotels22 KEC International24 Mahindra & Mahindra26 Titan Industries28 Wipro Infotech

CONTENTS

mosT imPaCTful PraCTiCes30 3M India32 ICICI Bank34 Maruti Suzuki36 TAFE38 Texas Instruments40 HUL42 Schneider Electric44 Tata Motors


imPaCTful PraCTiCes46 Atkins46 Biocon47 Blue Star47 Britannia Industries48 CGI India48 Ericsson49 GE49 GMR Group50 HAL50 Harrisons Malayalam51 HCL Technologies51 HSBC52 IBM52 IndiaFirst Life Insurance53 Infosys BPO53 The Murugappa Group54 PeopleStrong54 Raychem RPG55 Reliance Industries55 RPG Life Sciences56 SABMiller56 SANOFI57 Shell India57 Taj Hotels, Resorts and Palaces58 Tesco Hindustan Service Centre58 TVS & Sons

59 Most Popular HR Showcase Exhibit Awards60 About National HRD Network

CONTENTS


As the core group of the confer-ence organizing committee members brainstormed about

the design of NHRD Network’s 15th National Conference, we were guided by a few goals, one of which was to provide for and achieve a high level of interaction in the conference. We aimed to ensure that the conference provided a platform for recogniz-ing good work being carried out by HR professionals in their respective organizations.

The HR Showcase was success-fully implemented by the Network’s Bangalore Chapter as part of the HR Carnival 2010 and its quintessential proposition seemed to perfectly fit the theme of the National Conference – “Live and Breathe the Change”. The invitation was to showcase one inno-vative HR practice from the participat-ing organizations, which has created significant business impact. The showcase’s tagline was, “If you have it, flaunt it”.

It strived to recognize the good work being done by HR folks and encourage learning through sharing of best prac-tices. The showcase was an attempt to break the straight-jacket mold of conference design and create space and opportunity for folks to mingle freely, creatively present their experi-ences, and informally engage with fellow professionals to understand the success they have had with innovation and experimentation.

103 organizations applied with their entries, while 43 were shortlisted

Foreword

to set up their showcase stall. The showcase was open for viewing/interaction between 1 pm and 5 pm on November 17, 2011, at the Palace Grounds, Bangalore (which was the venue for the National Conference).

The nature of the design made it more appealing for the younger generation and helped to bridge the proverbial generation gap that seemed to exist in the Network conferences. The HR Showcase 2011 truly lived up to the dream that led to its conception – the turnout for the HR Showcase was overwhelming and saw close to 2500 visitors! The ambience was infectious with its vibrancy and passion. It set the perfect tone for the conference inauguration that followed.

I take this opportunity to express my sincere thanks to the organizations that participated in the event, to the HR professionals who put in so much effort to showcase their high-impact practices, to the jury members who invested their time to shortlist/select the best entries, and finally the orga-nizing team that really made this dream come true.

The soft copy of this collection can be accessed/viewed at www.nhrdban-galore.com.

I am sure this book will enable many more to live and breathe the Change!

Harish Devarajan

Live and breathe the change…

HarisH Devarajan

Conference Convener – NHRDN 15th National Conference, Bangalore


HR Showcase Organizing Team

Dr. Anil Paila Rao Dean & Director, Welingkar insti-tute of Management Develop-ment & research, Bangalore

Jayanth NarayananvP & Managing Director, asia Pacific Operations, rideau recog-nition solutions, Bangalore

Lakshmi Jayanth NarayananProgram Manager, rideau recog-nition, solutions, Bangalore

Prof. Sudeshna Reddyasst Prof. iT & Manager CMC, Welingkar institute of Management Development & research, Bangalore

Student VolunteersFrom Welingkar Institute of Management Development & Research, Bangalore

•nikita Bansal • Priyanka nahar • Maneesh Bhatia • Bhakti Pandey • sukirti Gur • sukriti sharma • Prateek Gupta

Associate Partners

Magazine PartnerGifts PartnerAcademic PartnerProgram Design and Management

HR Showcase Team


Panel of JudgesAcADemiciANS

iNDuStRy VeteRANS

BuSiNeSS meDiA PRofeSSioNALS

Prof. Akhileshsenior Professor in Management, iisc

Hema Ravichandarex Head Hr , infosys

Vinay Kamath Deputy editor, The Hindu Business Line

Srinivas Rao strategy Consultant

Prof. Vasanthi Srinivasan Professor, iiMB

PVR murthyindustry veteran & Consultant

ester martinezManaging editor, People Matters

Aquil BusraiChairman, aquil Busrai Consulting

Prof. (Dr.) t. V. Raoadjunct Professor, iiM a & Chairman, T.v. rao Learning systems

manohar Arcotindustry veteran and Lead-ership Coach

Anjali Prayag senior assistant editor, The Hindu Business Line

marcel ParkerChairman, ikya Global

Kamal SinghDirector, aiMa-CMD


For time and the world do not stand still. Change is the law of life. And those who look only to the past or the present are certain to miss the future.” - John F. Kennedy. No better words

than the quote by the late American President to summarize the essence of the 15th National Conference of the National HRD Network held at Palace Grounds, Bangalore on the theme ‘Live and Breathe the Change’.

The world today is reeling under the havoc unleashed by the two titans of change: Technology and Population. One of the most dramatic technological advances involves the Internet, which has brought in concepts like boundary-less-ness and global village. Population, pushing the seven billion mark, is chang-ing the rules of the game too. India, contributing to 17.5 percent of the world’s population, is sitting on a volcano of 550 million employable youth and in the

Live and Breathethe ChangeThe 15th National Conference of National HRD Network, November 17 - 19, 2011 - Palace Grounds, Bangalore

Compiled by: Blessy Pais, Editorial Team Member - NHRD Newsletter and Dr. Padmaja Palekar, Chief Research Officer – The Strategist with inputs from Prof. M. H. Sharieff and Ankita Singh, Welingkar Institute of Management Development and Research, Bangalore and participants of the conference

years to come, is slated to be the world’s most popu-lous country. Who do we rope in to be the ‘Lord of the Rings’ that will take these titans head-on? Who will be the harbingers of change, catapulting us into the future? What means do we employ to help us build a robust ecosystem and gear ourselves up to meet the onrushing winds of change?

The 15th National Conference sought to provide some insights to these questions. Education, research and capability enhancement will be the fundamental building blocks, which help bridge the gaps and scale us to newer heights. For that to happen, we have to invest time, energy and resources to develop not just the current generation, but also to understand and adequately prepare ourselves for the needs and aspi-rations of the generations to come. However, at the very core of every intervention, lies the human/people

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dynamic. Today, businesses are keenly looking to the fields of creativity, arts and spirituality to draw lessons on the fundamental concepts like ‘bringing feeling to the workplace’, ‘the importance of inspiring people and not merely motivating’, the value of ‘excellence’ and ‘re-energizing the human mind’.

the future of Work, organizations and PeopleThe conference opened with a discussion on the

mindset required in organizations and individuals as we prepare for change. The session on ‘Riding the winds of change’ by Sri Sri Ravishankar, Spiri-tual Leader and Founder, Art of Living, questioned whether values also change when organizations change and people change?

This was followed by a fifteen-minute video of the life and times of Dr. Udai Pareek, his work and contri-bution to the HRD movement in India.

The evening ended with a session by Edward E. Lawler III, Distinguished Professor of Business, Univer-sity of Southern California and R. Gopalakrishnan, Executive Director, Tata Sons discussing on the topic, ‘Sculpting enduring organizations’.

Prof. Lawler took the audience through the various aspects that currently impact business and organiza-tions - technology, multiple generation workforce, the physical environment, mobile workforce, global trends, etc., while Gopalakrishanan explained the same through an analogy of humans and drawing insights from Max Kleiber's theory who said that any living species is born with the same number of heartbeats. But some use them quickly and perish in a day, for example a fruitfly, while some others die much later, for example the elephant.

Whose Business is People?Anand Shankar, CEO, Aon Hewitt India with Dr.

Santrupt Misra, CEO, Carbon Black Business & HR Director, Aditya Birla Group; P.M. Kumar, Business Chairman, Group Corporate Development, GMR; Vijay Chandok, President, International Banking and Small & Medium Enterprises, ICICI Bank; Bijou Kurien, Presi-dent & CEO, Lifestyle, Reliance Retail; and Dr. Chan-drashekar Sripada, VP & Head HR, IBM (India & South Asia) presented the case on ‘Whose business is people’.

It cannot be singled out to an individual or society or line manager or HR, etc… rather it is a sum of the efforts put in by each stakeholder. HR needs to look out for the future of organizations and partner with line managers to build and develop the framework to move from the mindset of treating people as ‘headcount’ to ‘centers of expertise and value creation’.

Vijay Chandok explained this with the example of the pitstop during the Formula I races, explaining how, although it is the driver who wins the race, he is just the face who wins the race. Similarly, in the organizational context, a line manager is an important stakeholder but needs to be ably supported by a team of HR and other partners.

emerging technologies: Social media and its impact on Lives

Gopalrathnam, VP & CIO, Cisco and Uppaluri Moorthy, GM – Developer and Platform Evangelism, Microsoft presented their views on the ‘Emerging technologies and their implications for HR’. Technol-ogy is no more a ground of competition, but it is now an innovative connector.

Vivek Paul, Consulting Professor, Stanford Univer-sity of Medicine and Steve Cadigan, VP Talent, Linke-dIn spoke on social media and the benefits that HR can harvest from this new kid on the block. Paul spoke of the emergence of the alternative organization model thanks to social media – the networked enterprise. Caution-ing the delegates, he said that any social media initia-tives should ideally ‘start small, have a purpose, and gradually populate with content’. Cadigan spoke of the journey of LinkedIn, having moved from being a mere professional networking tool, to being a recruitment option, providing insights to recruiters and candidates.

Securing the future of the HR Profession and the HR Professional

Dave Ulrich shared his views on securing the future of the HR profession and the HR professional. Refer-ring to the article in the Fast Company, ‘Why we hate HR’, where Keith Hammond had argued that “HR is the corporate function with great potential – the key driver in theory of business performance, and also the one that most consistently under-delivers”, Dave made

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the audience rethink the role of HR. He argued that the future of HR lies in the fact that HR should add value to the business, both in the business context (which shaped decision making) and specific stakeholders around whom business strategies are created. It is important for HR to become more outcome-centric rather than remaining activity-centric. HR should understand the expectations of each of its stakeholders (employees, line managers, customers, communities and investors) and align the practices to their needs. Stressing on the need to upgrade the HR profession-als to deliver this, he questioned, “Are we aware of the competencies required by HR professionals to be successful?”

make your own conference (myoc)A unique feature of the 15th National Conference,

MYOC was an open forum that provided participants with the opportunity to have discussions on diverse subjects under the HR spectrum and not covered under the main conference agenda.

out, only 5% of the workforce is college educated. With an estimated skill gap of 240 million across 21 sectors, Chenoy spoke of the need for an immediate interven-tion by the Government, NSDC, the organizations and other stakeholders.

overhauling our education System and tapping into Diverse talent Pools

Soundarya Rajesh, Founder & CEO - Avtaar Career Creators; Sean Blagsvedt, CEO - Babajob.com and Shekar Arora, Executive Director, HR - Ashok Leyland - NTTF Customer presented interesting discussions on the efforts made by their organizations to tap the diverse talent pools. Sean explained how he tapped into the informal markets to help develop careers for people even at the lowest level, and Soundarya spoke about helping women seek sustainable careers given their dual roles of homemakers and corporate honchos. Shekhar Arora took a different view on explaining how his organization tapped into the local talent and made cultural transformations, so much so that amendments had to be made to the labor laws.

Dileep Ranjekar, CEO, Azim Premji Foundation; Anand Sudarshan, MD & CEO, Manipal Education and Dr. Pankaj Chandra, Director – IIM, Bangalore debated on ‘Overhauling the education system’. They focused on higher education and the trajectories that it may take, the dilemma of society’s involvement with institutions providing higher education and a similar plight when it comes to the institutions’ engagement with society.

Building Accountability and Powering up Perfor-mance

Dr. Prajapati Trivedi, Secretary, Performance Management, Government of India and Lakshmi-narayanan, Vice Chairman, Cognizant Technologies took us through their perspectives on performance management.

This session was an eye opener for most of the delegates; Dr. Trivedi shared his views on the present system of performance management in the Govern-ment, which has been researched and benchmarked with other nations like New Zealand and others. In large scale operations like the Government, the determinants of performance are 20 percent people and 80 percent system. “You cannot depend on one person to change. You need systems. Bad systems can chew up good people,” he said. Lakshminarayanan explained that at Cognizant, everyone is measured on three parameters: top line, bottom line and growth. The concept of ‘consequence management’ in addi-tion to ‘performance management’ emerged during

It is important for HR to become more outcome-centric rather than remaining activity-centric

MYOC started as pre-conference online discussions through various social media platforms since Septem-ber 2011, wherein the virtual space was thrown open to any professional (HR and non - HR) from any industry to lead or join a discussion/discussion thread. Each subject was assigned a moderator and the best subjects were discussed during the main conference, wherein other delegates could join the group and benefit from the discussions.

Building india’s Human capitalDilip Chenoy, MD, NSDC; Naveen Unni, Partner,

McKinsey & Co. and Mohandas Pai, Chairman, Mani-pal Universal Learning brought in their experience and thoughts to this imperative topic.

While India is on the threshold of embracing great-ness and the opportunity to scale the heights of world leadership is in sight, there are still many hurdles to cross. There is a need to build capabilities in systems, structures and spirit. The plenary session looked both at the big picture as well as detailed some of the signifi-cant building blocks. While India has over 500 univer-sities, 25,000 colleges and 3.5 million students passing

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his address. Dr. Vasanthi Srinivasan, Professor, IIM, Bangalore and moderator of the session aptly summed it up as rhetoric, i.e. words and action – where they meet, it results in performance.

An evening with excellenceExcellence is a way of life and not just an orga-

nizational strategy. We must seek it, nurture it and revel in it all the time. The pursuit of excellence is a continuous process; one that is constant, like change. The expert and renowned exponent of Bharatnatyam, Padma Shree Malavika Sarukkai and Arundhati Nag winner of Sangeet Nataka Academy Award together took the audience to what it takes to be an achiever par excellence.

A Peep into tomorrow and Voice of youthWith a view to provide a comprehensive under-

standing of key HR practices, future trends, challenges and their business impact on organizations, Dr. Pallab Bandyopadhyay, Director Human Resources, Citrix Systems, India presented the research findings titled ‘A peep into tomorrow’ from the sectoral and generational studies undertaken to find ‘future fit’ of the HR func-tion. The detailed report was shared with the delegates in the form of a CD, as a takeaway from the conference.

Five years down the line, when the batch of today’s 16-to-21-year-olds join the workforce, are organiza-tions prepared to welcome this workforce? What is it that today’s youth seek from the workplace; have organizations embarked on enabling their workplaces to meet this generation’s aspirations? Steve Correa, an Independent Consultant, presented the findings of the study: ‘Voice of Youth, Gen. Next Aspirations’. The main objective of the research was to understand the youth’s aspirations at/from the workplace. A total of 2,118 youth in the age group of 16–21 years from schools/colleges across the country, across household income groups, parent’s education levels, parent’s occupation bands, etc. were interviewed. The research findings point to one question: “Are the aspirations of this generation any different from the one before and therefore, is there a Gen-Y?”

co-creating our tomorrow – Large Scale interac-tive Process (LSiP)

A never before attempted process of involving 800+ conference participants in a 2-hour interactive session was an attempt to break away from the unilat-eral structure of conferences. This 2-hour session of intensive brainstorming led to encouragement of cross-fertilization of ideas. A tech-enabled system compris-

ing of SMS polling along with a panel of experts, came together to help bring the best suggestions and insights to the forefront.

Session facilitator - Anil Sachdev, Founder and CEO, School Of Inspired Leadership along with Apex Panel Members NS Rajan, Partner & Global Leader, People & Organization, Ernst & Young and Satish Pradhan, Chief, Group HR, Tata Sons engaged with the 800 odd participants and worked together to search an answer to the question: “Is there a simultaneous process to engage all the 800 plus participants at the same time?” through a LSIP. The design of this session was to co-create a people agenda based on the emerging realities around us and one, which each participant would be able to pursue back at their respective workplaces.

charting your own DestinyThis session featured two individuals who have

dared to be different. K. Pandiarajan, Chairman, Ma Foi Randstad and Lucian Tarnowski, Founder & CEO, BraveNewTalent, shared their dreams, the journey thus far, and some key learnings.

Tarnowski, an entrepreneur in his early 20s, shared that being an entrepreneur is like a match that lights the fire; but the fire will die out if there is no wood to sustain the fire. Hence, it is very important for the entrepreneur to have the right people around him to sustain the momentum that he generates. Pandiarajan spoke about the need to look beyond the ‘practical’ and ‘possible’; being practical and looking at only what is possible does not help an entrepreneur. Being an entrepreneur is about taking risks, being able to see beyond the ordinary and mundane, and to be able to create the future.

As the conference drew to a close and as people filed out of the auditorium, our minds drifted to one thought: in a time and age when every sixth person of the world lives in our country and the physical distances between people is diminishing, it is ironic that we are beginning to live in our own silos and emotionally distancing ourselves from each other...the resultant impact of which is high levels of stress, emotional instability and distrust. And therein lays the biggest challenge/opportunity for those whose business is people...

Excellence is a way of life and not just an organizational strategy. We must seek it, nurture it and revel in it all the time

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M-initiatives

Jury AwArds

BharTi airTEl


Jury AwArds

In the late 90s, Bharti Airtel entered an age of digitizing its processes, and called it ‘e-age’. Now the company

has entered the next phase of digitization where everyone wants accessibility 24x7. This stage is largely based on a concept of anytime, anywhere, anything, and ‘m’ refers to mobile technology or users’ ability to use any application on-the-move!

They have identified some of the highly used applications that can be used through the use of mobile platforms. These applications are enabled using USSD (unstructured supplemen-tary service data) protocol and used by GSM cellular telephones to communicate with service providers’ computer. USSD can be used for WAP browsing, prepaid callback service, mobile-money services, location-based content services, menu-based information services, and as part of configuring the phone on the network.

It uses a ‘menu based infor-mation services’ feature, which enables a few applications broadly in three categories, interactive, push-based and pull-based. The ‘interactive’ category enables, leave applica-tion – to apply, approve and cancel; domestic travel – apply, approve and cancel; unlocking domain account and resetting

While, most of the applications are towards employee services, which allow employees to access at ease or on-the-move, leverag-ing this technology for learning is expected to attain great impact on the organization

intranet password; sms - survey; e-connect – feedback applica-tion; meeting room booking confirmation; and mobile-based learning.

In the ‘push-based’ model, a lot of notifications are pushed from different applications like leave applications (leave balance), change of supervisors, expense management, birthday and anniversary wishes, PMS notifications, recruitment process alerts, attendance confirma-tion process, salary upload, etc. Whereas, in the ‘pull-based’ model, employees can send queries on leave status, directory services (to locate a colleague), list of holidays, etc.

While, most of the applications are towards employee services, which allow employees to access at ease or on the move, leverag-ing this technology for learning is expected to attain great impact on the organization.


KnowInnovation

Jury AwArds

COrOmaNdEl iNTErNaTiONal

Coromandel’s fundamental philosophy of economic activity is that ‘no man you transact with will lose if you do not lose’. This drive to achieve collective gain for all is enabled through the climate of high

performance and continuous improvement that is critical in the company. For this, the HR initiatives strive to build a culture of innovation through a structure that aligns the need for innova-tion in the company to business goals and HR subsystems. The innovation structure has created idea teams that submit their business proposal to the innovation council, which helps the organization to grow through new products, services and busi-nesses, thus propelling continuous improvement.

The new ideas that emerge as a result of the innovative culture are often transformed into profit-making businesses through the “Internal Venture Fund Scheme”, which has already financed four new businesses under the scheme. These ventures are then tracked for performance, and businesses that have cleared Gate 4 (a qualifying criterion) are expected to generate significant revenues as reflected in the high NPVs, which act as a measure of the ‘practice of innovation’ being effective. Other factors that show existence of an effective culture of innovation include number of people trained in innovation, number of new business ideas, number of employ-ees participating, and senior management’s investment of time in encouraging innovation and idea generation.



Jury AwArds



Jury AwArds



Infosys’s commitment to remain among the industry’s lead-ing employers got them identified by Fortune magazine as being among the top companies that "inspire, nurture and empower a new generation of global leaders". Keeping up

with this agenda, the ‘Health Assessment & Lifestyle Enrichment’ (HALE) initiative is a best-in-class innovation at Infosys that strives to increase the company’s competitive edge through healthy and productive employees. HALE has touched over 50,000 Infoscions and their families through its various interventions. The activities under HALE strengthen the Infosys focus on emotional value add, thus leading to greater employee productivity, which in the long term, sharpens the company’s competitive edge in the market place.

The initiative stems from observations from the Infosys Employee Relations team, which anchors activities that involve constant employee engagement and understanding of people issues. This team found strong evidence of an early onset of physi-cal, mental and psycho-somatic illness in a young workforce, due to a sedentary lifestyle coupled with high work pressure and stress that is common to any service industry in today’s corporate world. A twin focus on the Infosys commitment to provide employees an emotional value proposition as well as on the company’s adherence to its core values, led to the innovation called HALE.

The objective of HALE is to bring health into mainstream busi-ness thinking to optimize employee health, quality of life and their work environment through innovations like HALE tool, HALE leisure, chat sessions, hotline counseling, videos, work-life balance initiatives, along with health and safety initiatives. The initiative enjoys significant commitment from top management in terms of communication, regular review and encouragement. Since its inception, HALE has done pioneering work in the area of employee health (physical & mental), employee safety, encouraging leisure and creating a healthy work environment. The best-in-class initia-tive has been credited with several accomplishments, and recog-nized at various internal and external forums, such as the Optimus Awards 2006 and the Infosys Awards for Excellence.

The Wellness Quotient

iNfOSyS

Jury AwArds


ITC Hotels is committed to the total well-being of its associates and believes that emotional well-being is as critical as physical well-

being. To this end, they launched the Employee Assistance Program called WelcomCare, which was designed to provide help and support to employees when one feels the need.

WelcomCare is a confidential coun-seling service, which equips employees (referred to as associates) to meet life’s challenges better and more effectively in a safe and secure environment. Counseling is provided by profession-ally qualified and experienced counsel-ors who assist associates in coping with life’s difficulties, develop coping skills, make important decisions or just help to explore new avenues for change and growth. Counseling takes place face-to-face, telephonically and through online media, depending on the need and convenience of the case involved. Over the last 3 years, 560 employees have availed this facility.

WelcomCareiTC hOTElS

Jury AwArds


Jury AwArds

WelcomCare is a confidential counseling service, which equips employees (referred to as associ-ates) to meet life’s challenges better and more effectively in a safe and secure environment



Engaged through Initiatives hosted in the Virtual Space

KEC iNTErNaTiONal

Jury AwArds



KEC International (a RPG Group Company) a billion dollar, diversified global infra-structure EPC major, having

business interests in six verticals namely Transmission, Power Systems, Railways, Cables, Telecom and Water across the globe in 45 countries, had an interest-ing challenge of engaging its workforce, comprising of multiple nationalities executing 200 plus projects in extreme terrains and climatic conditions. Since physical interaction and reach had its own limitations, it paved the way for the inception of innovative engagement initiatives in the virtual space.

KEC created an e-enabled two-way interactive channel called HR Online. It became instrumental in hosting multi-ple theme-based engagement initia-tives like KIFA (KEC Internal Football Association)-based on football, KPL (KEC Premiere League) – based on cricket, K2W (Konnect 2 Win) – based on impor-tant events in the history of the company linked to important years in history of India, KollyWood - based on movies, etc.

The various strategic business units were being made into different teams with the respective SBU heads as their

Jury AwArds

captains. The teams were given different names and distinguished logos relevant to their SBUs. Various ways were incor-porated for winning engagement points in each initiative. The whole idea was to bring in the right competitive spirit and derive business benefits like sourcing of candidates, reinforcing culture pillars, driving personal development, etc. in a fun manner. The uniqueness of the initiatives ensured participation from employees irrespective of their physical location.

These initiatives played an important role in enhancing employees’ engagement levels, which reflected in the company’s overall engagement score, which touched 81 percent. The participants of these virtual engagement initiatives also positively impacted the business drivers of growth like self motivation, productivity, quality, customer service and creativity, verifiable from the fact that they were recognized by their colleagues through ‘Tokens of Appre-ciation’ sent to them through yet another online program called - ‘U R the Brand’.

To sum it all, KEC RPG, with these novel and innovative initiatives, is living its HR vision of ‘creating an exciting workplace, which inspires superior people performance.’


down to organisations looking very closely to the other side of the coin the employee value proposition. In our view, this is a business of vital-ity, where only the most passion-ate of employees will spring forth innovation that is breakthrough and is a game changer.

At Mahindra Auto & Farm Sector, somewhere in 2006 we

Auto QuotientA Game Changer

mahiNdra & mahiNdra

The Automotive Business, today is one of the most dynamic and challenging enterprise both from the

viewpoint of internal and exter-nal organisational stakeholders. The phenomenal pace of change requires this business to continu-ously reinvent the customer value proposition which in turn filters

Jury AwArds


sensed a need for an overarching wave that would connect with the hearts and minds of our employ-ees and give voice to the nebulous Auto connect that flowed in their veins. Thus heralded the birth of the concept of “Autopassion”, a unique platform for engaging employees like never before, and an opportunity for us to posi-tion us as a strong Auto-Spirited employer brand.

“AutoPassion” means ‘the ability of an individual to enjoy the automobile in its myriad dimensions and the curiosity to know more, so as to deliver global ReFinE quality”

Realising this vision was easier said than done. It was born out of numerous brainstorming sessions by cross functional teams. The juggernaut started rolling with a novel Auto centric quiz – aptly named “inQUIZitive” which addressed the need to satiate the curiosity around the world of Automobiles.

What started initially as a solely Auto Sector initiative, in two year became a pan Mahindra Group feature with almost tenfold participation. Sponsored by the Auto & Farm Sector President Dr. Pawan Goenka and spearheaded by Mr. Prince Augustin, Execu-tive Vice President Group Human Capital & Leadership Develop-ment. This platform was a critical lever in instilling pride and a sense of oneness in the employee’s towards the organisation. It added a new dimension to employee engagement, in creating a shared organisational mindset, towards a goal that was more overarching than all other rationales of Organ-isational Citizenship Behaviour. It in a sense aimed at fuelling in them a passion for pursuit of the highest order of excellence in the work that they do. It was at this

of showcasing the battle within India’s engineering brigade and to prove who’s got the higher Auto Quotient. For its very first launch to the external world, Mahindra AQ saw a whopping response with registrations from over 200 cities and participation from over 600 engineering colleges.

Today the number of partici-pants for AQ has risen to almost 16,000 with dedicated website support at mahindraaq.com. With over 2, 20,000 Facebook fans in just a short time, AQ is the fastest growing community in Auto-space. For Mahindra Automotive Sector, the key objective was to

For Mahindra Auto-motive Sector, the key objective was to create ‘right fit’ employ-ees who resonate a passion for automo-biles by establishing the fact that Mahin-dra is the preferred employer of choice for the ‘Auto Passionates’

CorporateBrand

employerBrand

righttalent

affects

attr

actsBuilds

create ‘Right Fit’ employees who resonates a passion for auto-mobiles by establishing the fact that Mahindra is the preferred employer of choice for the ‘Auto Passionates’. It is surely emerg-ing as a next practise in employer branding and employee engage-ment. Seeing the success of this we have launched a similar initiative for our Farm business. It is called Farm passion, and we believe that it will be a strong enabling practise that will help the Farm busi-ness achieve its objectives. Auto Quotient, we believe will be a critical agent that will reshape the future of the organisation.

Jury AwArds

juncture that it was clear that the contagion wanted to spread its wings. It could no longer just be a Next- Gen employee practise, but had to extend outside the organ-isation boundaries.

A year later this manifested itself in the form of the formi-dable Mahindra Auto Quotient (AQ) - An auto centric quiz league in association with the business news channel – NDTV. AQ is a measure of the Auto passion of an employee. Quizzing was seen as the right platform for exciting a curiosity in the minds of the target audience about Auto mobiles. Externally AQ had lofty aims


Jury AwArds


Jury AwArds

Since its two decades of existence, Titan has contin-uously aimed at being a world-class, innovative and progressive organization and build India’s most desirable brands. And, they have lived upto

their vision by consistently living the value of respect for Titanians and endeavoring to fulfill their needs and aspirations through their career. The Titan theme of ‘care at the individual level’, which emphasizes the importance of employees at the workplace has been instrumental in achieving the same. They recognize the fact that happy employees will emerge as high contributors, have higher levels of engagement at work and will be proud to be a part of the company, and therefore at Titan, they go the extra mile to ensure that employees are well taken care of. There have also been instances where Titan has gone beyond the call of duty to re-emphasize this philosophy and build a unique culture where employees can thrive.

In line with Titan’s theme of ‘care at the individual level’, the company has strengthened its mechanisms of deeply listening to the employee’s voice and grievance. There is a huge impetus on open houses and more than 20 such open houses were conducted last year, which allowed active engagement with senior management members. Every division also devises unique means to address employee issues. One such initiative is the ‘face-to-face’ or ‘coffee with HR’ program, which is being conducted by the jewelry team, which has active involve-ment of the senior management in the jewelry division across locations and boutiques. In sync with the philoso-phy of ‘care at the individual level’, while it is facilitated by HR, every manager is empowered to reward, recognize or thank his/her employee work group, thus creating a culture of appreciation at Titan.

Care atIndividualLevel

TiTaN iNduSTriES


Jury AwArds

At Wipro Infotech, given that a large number of its workforce is on third party contractual terms, business

impact of HR has been noteworthy in the practice of ‘Partner Employee Engagement’. Although not on the core payroll of the organization, and subject to basic level of IT support to its clients, the intervention aims to connect and engage the workforce to create a pool of talented manpower, with higher engagement leading to higher contribution to business and higher retention.

The ‘Partner Employee Engage-ment’ model has enabled engagement in 9500+ partner employees through successful engagement activities such as ‘weekly inductions’ that include sessions on the Wipro story, Wipro values, security policies, etc. The model included a ‘structured

retention management system’ with weekly review as well as career and performance management frame-works to ensure partner employees are provided career growth within the organization. Partner employees are rewarded in various forms with Spot awards and Quarterly awards and there are synergy portals for end-to-end partner management, which enables a central database and process for this talent pool. To know the pulse of this employee base, the Site-O-Meter was launched to know employee perception that can help bring out areas of improvement with reference to the workplace, customer, Wipro and partner/parent company, along with ‘partners audit’ to ensure there is focus on basic hygiene with respect to engaging partner employees like salary processing, ESIC coverage, bonus, and other statutory norms.

Partnering for Performance

wiprO iNfOTECh



Jury AwArds



most impActful prActices

e=mc2 - Engagement =More Customer Connect!

3m iNdia




3M is the innovation company that never stops inventing, because they are passionate about making progress possible. As a diversified

technology company, committed to serv-ing its customers and communities with innovative technology, superior quality and service, 3M places talent, integrity and innovation above all else, with the singular purpose of driving progress. 3M employees capture the spark of new ideas and transform them into thousands of ingenious products and practical applica-tions that help make people’s lives better. 3M’s culture of creative collaboration inspires a never-ending stream of power-ful technologies that combine in unique and imaginative ways to create innova-tions that transform people’s experiences.

To engage the diverse pool of employ-ees across boundaries, an innovative and ongoing initiative called e=mc2 (engagement = more customer connect) was developed, with participation of over 600 employees across all locations. e=mc2 is an internal program run by internal faculty and is focused on develop-ing employees in the areas of customer intimacy, individual excellence and cross functional working as a means to develop excellence in engaging with the customer. The unique aspect of the program is the use of non-traditional training methodolo-gies such as simulations, case studies, film-based learning and poetry writing to engage 3Mers at cognitive and emotional levels.

The e=mc2 program and its learnings are reinforced through monthly bulletins on key themes from the program.



The Indian economy is expected to grow at 7 – 8% for atleast the next decade. The banking sector will

also continue to grow at a fast pace. This growth will lead to a continued demand for trained resources with domain knowledge coupled with relevant skills. Over the next 5 years, it is estimated that the banking sector will recruit around 5 lakh employees. It will be difficult for existing banks to meet this demand for manpower by following the traditional model of hiring from each other. Firstly, because this model falsely assumes sufficient availability of such resources and secondly, inter-bank hiring eventually leads to artificial wage increase, as the same set of people are sought by the hiring banks. Given these flaws in the traditional hiring model, ICICI Bank decided to break away and invest in building its own talent supply chain.

At ICICI Bank, identification and selection of talent is not on the basis of domain knowledge alone, but is based on a core set of leader-ship (DNA) behaviors expected at each level of the organization. ICICI Bank firmly believes that

First Day, First Hour Productivity

iCiCi BaNK

domain knowledge can be easily imparted and hence, the Bank’s philosophy is “making talent” rather than buying from outside.

Most organizations in India believe that talent comprises of English speaking population that resides in the large 7-8 cities. Such belief, in addition to wage inflation, leads to high attrition, as those selected do not aspire to relocate to jobs, which invariably exist in upcoming cities. ICICI Bank on the other hand believes that intellectual ability has noth-ing to do with fluency in English language. A country like India has untapped talent markets in the so called C or D category towns that have bright, young minds who can be groomed and trained for a successful corporate career. Further, since many customers prefer to engage in their regional language, ICICI Bank believes that a basic working knowledge of English is sufficient to perform effectively. With this philosophy, ICICI Bank has partnered with leading educational institutes for setting up infrastructure to iden-tify and train high quality talent from C and D category cities and make them available to the Bank

“just-in-time” in order to deliver “first day, first hour productiv-ity”. ICICI Bank has been lever-aging these partnerships as its talent supply chain from 2007 and since then, more than 13,000 employees have joined through programs like the Probationary Officers Program (ICICI Manipal Academy) & IFBI (Institute of Finance, Banking and Insurance, NIIT), etc.

In line with the Bank’s philosophy of “making talent”, the Bank has several in-house “functional academies” to deepen knowledge of employees in critical areas like branch banking, credit, sales, commercial banking, etc. These academies operate on “certify to perform” principle and serve as center of excellence in various domains. The trainers for these academies are selected from a pool of consistent high perform-ing employees and selected after a rigorous evaluation and certifi-cation process.

ICICI Bank’s unique talent supply chain model has been successful in meeting its growth aspirations by providing employ-ees who are productive from the first day, first hour.



ICICI Bank’s unique talent supply chain model has been successful in meeting its growth aspirations by providing employees who are produc-tive from the first day, first hour




tives were initiated at various vendor companies, depending upon their business needs and gap identification exercise. These initiatives have helped in improvement in quality, cost and timely delivery of prod-ucts coming from key vendors apart from building effective employee relations and more professional management of contract labor. Better HR processes have also led to increased focus on process improvements, Kaizen, suggestion schemes, quality circles and has helped in cost reduction, thereby supporting Maruti Suzuki’s cost reduc-tion initiative. There has been reduction in defects in the new model part quality by 25 percent and increase of 45 percent in direct pass rate. The percentage of vendors in the less than 50 PPM has improved by 19 percent over the last 2 years, which is an estimate of increased efficiency, higher product quality and low defect rate.

This initiative has been recognized as one of the best practices at Maruti Suzuki in a Best Practices Benchmarking Study conducted by Ernst & Young, which covered 15 best-in-class organizations across different industries.


Vendor HR InitiativemaruTi SuzuKi

Maruti Suzuki believes that in today’s business environ-ment, one cannot grow in isolation and in their journey

towards business excellence, development of channel partners is equally critical, as they are a major link in the value chain. Thus, in an endeavor to develop chan-nel partners, Maruti launched a specific initiative for its vendors to build their HR function capability.

This initiative was launched to focus on the people capability of its top 80 vendor companies. ‘Vendor-CEO Sensitization’ workshops were organized to sensitize the impact of people practices on the business. Emphasis was laid on the three critical success parameters of top leadership role, work culture and people practices. The senior management was sensitized with the gaps in thinking vis-a-vis their CEOs. Post these workshops – each vendor company is working with a consulting company to identify and work on gaps on the HR functional maturity namely in the 3 broad aspects i.e. top leadership role, work culture and people practices.

Apart from these workshops, monthly meetings with their HR heads and bi- monthly meetings with their CEOs were held to prepare them for the IR challenges ahead. HR managers shared best practices in their respective organizations, for others to learn and benchmark. To encourage and reward vendors for their efforts, annual awards on HR performance were initiated.

The increased awareness about critical-ity of strong and robust HR systems and processes has been seen in the vendor companies and accordingly, many initia-

Better HR processes have also led to increased focus on process improvements, Kaizen, suggestion schemes, quality circles and has helped in cost reduction



Smart Manufacturing through AgileResource Team

TafE

TAFE, makers of the prestigious Massey Ferguson tractors in India, wanted to go big in exports. Start-ing 2006, the TAFE workforce has

been engaged in development of world class tractors to meet global standards of perfor-mance. During 2009, TAFE set up its first overseas manufacturing facility in Turkey and now has plans of a facility in China. For building global competencies in its people, TAFE, which was addressing technical train-ing in a marginal way, felt the need to inter-vene and come out with a major competency development initiative for its current and futuristic needs.

An organization-wide competency development initiative was taken as an HR intervention and rolled out with the objec-tive of enhancing the technical competency to global level amongst all functions such as supply chain, quality, metallurgy, welding, CNC operations, painting, assembly and engineering. The vision of creating a ‘smart manufacturing through agile resource team’ was defined for each competency to create lean, agile and efficient manufactur-ing facilities and systems. In-house subject matter experts acted as the resources in designing high-end technical training with the help of 20 knowledge partners like IITs, NITIE, MAKINO, ASM Interna-

tional, BIM, IIM(B) CII, Astrowix, WRI, etc. Training was specific to the organiza-tion’s levels of operation, execution and management. This was done through a pre-training survey, which formed the base for designing of the course, train-ing delivery, projects and coaching. The evaluation was done through Donald Kirkpatrick’s level four assessment. After the training, in-house experts’ certifica-tion programs were created for machining, gears, sheet metal, castings, painting, etc. Specific target man-days of training were calculated for each year. Through internal communication, pocket reference cards, posters, SMART web mail footer, learning records, over 1200 employees have benefit-ted from this program. The program is also available in the form of e-learning for technical expertise.

Overall competency scores in execution, management and at operating level signifi-cantly increased and 10% employees have risen to take up higher and more complex job roles. Other visible improvements were evaluated in retention percentage, quality circle and CFT projects as well as overall participation of the employees amongst other criteria of productivity, quality, delivery, cost reduction, safety and to a large extent, the morale of the people.









Texas Instruments (TI) has been innovating and having remark-able impact on the

world for over 80 years with some of the most signifi-cant inventions of the 20th century. Few companies can match the record of innova-tions, products and tech-nologies, with the inventive minds at Texas Instruments. TI strongly believes in not only what it does, but how it impacts its people’s lives, both externally as well as internally. To fuel the success of its people and businesses, they have an internal culture of smart collaboration, open opportunity, insightful inno-vation, high standards and winning determination.

TI has a culture where its employees can stretch and challenge themselves to learn and grow through leadership development assignments. The leadership pipeline starts at the entry level. Over 40 percent of TI India’s leader-ship roles are currently held

Nurturing LeadersTExaS iNSTrumENTS

by leaders who joined TI right after completing their educa-tion. TI builds its leaders on a solid foundation of ethics, values of innovation, commit-ment, integrity and intrinsic capabilities of being account-able, competitive, having a sense of urgency, ability to create energy, and self-confidence. The philosophy of leadership development is based on early identification of high potential individuals and providing them experi-ences for development and opportunities to stretch on their roles and assignments with more challenges and complexities, to thereby fast-track their development.

The environment at TI attracts top talent by further-ing its commitment to culti-vating the next generation of engineers. To build a sustain-able leadership pipeline, TI collaborates extensively with universities and industry consortia, incubating break-through ideas and executing competitive roadmaps.

TI has a culture where its employ-ees can stretch and challenge themselves to learn and grow through leader-ship development assignments

39HR SHOWCASE 2012 - LIVE & BREATHE THE CHANGE


Workmen Capability Building -An Integrated Approach (Pinnacle-Sparkle-SIO)

hul





As India's largest fast moving consumer goods company, Hindustan Unilever's distribution covers over 1 million retail outlets

across India directly, and its products are available in over 6.3 million outlets in the country. The company claims that two out of three Indians use its many home and personal care products, food and bever-ages. With a firm belief in the power of its brands improving the quality of people’s lives, HUL also recognizes the wider impact of its actions and is committed to develop-ing its most valuable asset - its people. At HUL, empowering people to both contribute towards business objectives and to achieve their own personal and career goals, is an inherent trait of its culture.

The HR function is committed to ensur-ing highly skilled, exceptional people in all areas of the organization. Implement-ing its workers’ capability building model is an integrated approach consisting of 3 key initiatives - Pinnacle, Sparkle and SIO. Pinnacle is an annual appraisal process for

workers at our manufacturing sites, where they are assessed on both technical and behavioral skills, and differentiated on a performance rating scale of 1 to 5. The same is standard across 36 units, which encom-passes 96 unions covering over 10,000 work-ers. Sparkle - Skills & Performance Assess-ment and Review, Knowledge & Learning Enhancement is a tool used for capability building for workers at manufacturing sites. It is a centrally hosted intranet-based application that supports skill mapping, prioritization of gaps, performance apprais-als, and provides central visibility of all data. SIO – ‘Stepping into One’ is a framework that facilitates the identification and devel-opment of high potential workers to take up roles at an officer level and thus, facilitates career growth.

These 3 initiatives mark a holistic approach to building workers capability, assess them in a structured manner, record and use their assessment data for driving synergies of scale, and offer them a world class program that facilitates career growth.



In a world where energy efficiency has become a major problem, for Schneider Electric, the principles of sustainable development repre-sent a tremendous opportunity for growth

and differentiation. By helping its customers to respect the environment more, Schneider Electric has well positioned itself on new markets (energy efficiency, building automation and backup power supply), all of which will drive growth in the coming years.

A key concept of sustainable development, responsibility is at the heart of Schneider Electric's culture and strategy. All Schneider Electric team members, at all levels and in all functions, are encouraged to become partners in enhancing our customers' growth and performance. As a business partner, human resource team boasts of a best in class ‘people review’, which is a quarterly discus-sion about people. The leaders and the Managing Director along with HR have detailed discussions on people development to identify talent and senior leaders on the 3 Es namely next education or training opportunity; exposure to cross functional projects, mentoring, coaching, etc.; and experi-ence or mobility into the next learning or growth opportunity. Schneider has had the highest talent retention. ENPS (Employee Net Promoter Score) is a measure of employee engagement which is done through questions to evaluate specific dimensions of managerial feedback, employees’ recognition, team collaboration, career develop-ment, company vision, and willingness to do more for the company. High ENPS and reduction in attrition have a high correlation. Focus on hiring through internal sources reduces the dependence on external consultants, improves quality of hiring and leads to career advancement of employees.

The E-FactorSChNEidEr ElECTriC





Leave BankTaTa mOTOrS




Tata Motor’s workforce of over 25,000 employees are guided by the vision to be "best in the manner in which we operate, best in the products we deliver, and best in our value system and ethics".

The entire workforce at Tata Motors is committed to understanding customer needs and innovating wide range of offerings and recognizes that it owes its success to the highly motivated and talented staff.

To enrich and improve the quality of life of its work-force, Tata Motors introduced an innovative concept of a 'leave bank', which has been much appreciated. In this scheme, every employee voluntarily donates one day's leave to a notional bank every year. In return, the employee is entitled to one year of paid or 2 years of half-pay leave.

This especially helps in the case of any accidents or need for long leave. On resuming, the employee pays back only 10 percent of the leave withdrawn. To prevent the misuse of this facility, two members of the management and union head the leave-approving committee. Accord-ing to the scheme, every Leave Bank member contributes one day’s privilege leave every year, which would other-wise be credited and available to him in his leave account. On the basis of the total number of members enrolled in the Leave Bank, the bank has a ‘deposit’ of leaves at any given time. Subject to adequate balance being available in the Leave Bank, a member of the Bank is eligible for 100% salary and other allowances when absent from work due to illness after exhausting all leave to his credit. The number of days on which the member has to be paid is deducted from the ‘Leave Balance of the Bank’. The Leave Bank has supported fostering a sense of mutual co-operation among the employees.

Though over the years, the number of employees who have been directly benefited from this scheme has gone down, on an average, 5 employees get the benefit of the grants from the ‘Leave Bank’ annually. There are around 200+ employees who have been benefited so far. The total leave granted by the bank is 2700+ days with a balance of 6000 days in the bank. Special leave for IOW cases is also granted by the Leave Bank.


impActful prActices

Employer of Choice

Innovation Unlimited

aTKiNS BiOCON

Atkins is a technical design and engineering consultancy which relies on the ability of employees to satisfy client requirements.

Therefore, becoming an ‘employer of choice’ is a prerequisite for success. This makes it critical to attract and retain talented professionals and main-tain an environment where they can develop and aptly address the clients’ changing needs.

People performance is a key element of business performance and is measured through the business review process. This includes evaluation of a range of metrics including headcount, retention and stability, vacancy levels and employee engagement alongside broader assessments of their skills and capabilities against current and future market needs. Over the last few years, Atkins India has focused on key HR prac-tices to establish Atkins India as a center of technical and delivery excellence with focus on performance and L&D. Atkins India has increased focus, align-ment and achievement of business goals. HR interven-tions included establishing operating metrics and a new reward model to align compensation to business success measures. Further, the ‘Campus and Gradu-ate Induction Program’ enables an appropriate talent mix and ensures a talent pipeline for the future. The recent global employee engagement scores indicate that Atkins India is on the right path with many more milestones to surpass!

Being a fully integrated healthcare company that delivers innovative biopharmaceutical solu-tions, Biocon is as dynamic and as effective as its people. From its distinguished board of

directors and the strategic focus of the key management team, Biocon is amply supported by more than 5000-strong team of exemplary bio scientists, engineers and business managers who build the intellectual capital and drive growth. Within a short span of 7 years in the domestic formulations space, Biocon has also made its presence in 6 different therapeutic areas with a field force of more than 1200 employees spanning across locations pan India.

To navigate the challenges of innovation through a well-defined strategic framework, a time effective, cost effective performance management system has been implemented that builds credibility amongst its employ-ees. Biocon is one of the few companies, which has made the appraisal process for field (sales) employees online by creating an objective online form and defining the process flow with in-built features to make it fair and transparent in-house, thereby creating awareness amongst employees for the usage and for administering the process. The process accounts to both objective and behavioral competencies to encourage the development linked to individual and organizational objectives and values. This has increased the employee satisfaction and the credibility of the organization, which has been moni-tored through improved timelines for process comple-tion as well as feedback received from the employees.


impActful prActices

Creating a Value-based Culture

Building Organi-zation Capability

BluE STar BriTaNNia iNduSTriES

The HR best practice showcased by Blue Star was in creating a value-based culture, that is translated by an actionable process through its one-day workshops called the Blue Star Way

(BSW). Delivering a world-class customer experience and adhering to the corporate values constitute the two pillars of the Blue Star Way. The concept of BSW was introduced to bring about a conscious change in the way they do business and is articulated through the 12 guiding values and beliefs that align every ‘Blue Starite’ to the desired corporate culture. BSW acts as a moral ‘lighthouse’ for all the employees and thus, gives them the comfort of knowing what is expected of them in carrying out their assigned duties and responsibilities. The BSW workshop focuses on the accepted behavior patterns, including value creators that inspire Blue Starites to imbibe and exhibit the same as a ‘Blue Star ambassador’. The passion displayed by the manage-ment in bringing about the change got the entire 2,900 employees to own and propagate the message in their respective areas of work, by ensuring that all the exist-ing employees were exposed to the BSW workshops, conducted across the county. The BSW program also forms a crucial 1 day workshop for new joinees within a month of their joining, so that every new joinee is also made aware of the organization culture in which he/she is expected to perform.

Organizational capability at Britannia Indus-tries Limited (BIL) enables it to continue its reign as the No.1 trusted food brand in India. Organizational capability constitutes

people, structure/systems/process, leadership, culture, metrics and key priorities.

People: At Britannia, the human capital directly complements the business goal. The focus on building its people capability is done by ensuring they have the right process to acquire talent; retaining top talent and assessing performance and talent churn rate.

Structure & Systems: Britannia has systems and structures that help in using its human capital to gain competitive advantage. This includes their rigorous performance management system and a comprehensive internal communications system.

Leadership: There is investment in building core leadership competencies anchored around thought leadership, business leadership and people leadership to ride the next wave of growth and transformation.

Culture: A high performance culture is deployed through an enhanced performance management system and augmented through developmental programs.

Metrics: There is a huge emphasis on measuring the effectiveness of all key initiatives related to people.

Key priorities: Key interventions like ‘BNext’ focuses on cost optimization and ‘QNext’ aims at transforming quality to the next level, further adding towards build-ing a culture of continuous improvement.


Cultural Transformation

“EXCEL” University Program

Cgi iNdia

EriCSSON

With over 3500 profes-sionals in CGI India team, the organiza-tion has grown at 40

percent annually in recent years. One of the challenges of growth has been managing the cultural equity and maintaining a common language.

As part of its cultural transforma-tion, a five step approach involving cultural study and identification of core values, bringing values to life, integration to personal values, integration into organizational fabric and overcoming potential detailers, was initiated. In the first phase, the employee perceptions around CGI dream, vision, mission and six core values were evaluated to create well articulated behavior and actions for

As Ericsson advances on its vision of being the ‘prime driver in an all-communicating world’

their core values and the very foundation of Ericsson’s culture empowers people, business and society through its services to make a real difference to people’s lives. In an increasingly challenging and competitive arena, working with the ‘people dimension’ is a key success factor for delivering Erics-son’s business strategy and creating a leadership talent plan to build capabilities.

This begins by identifying the strategic roles, and then finding,

each value proliferated through a ‘Values Week’ campaign. The second step involved integration of employ-ees’ personal values through ‘values to action’ workshops, and the third step integrated the core values into the organizational fabric by align-ing them to the HR practices and initiatives. Finally, the reinforcement of values and behaviors are continu-ously supported by a network of culture champions (represented across various career levels) who act as conscience keepers and help frame the right policies with the leadership and HR team. The critical success factors, which accelerated the cultural transformation at CGI are active championship and role model behavior of the senior management,

assessing, developing and recruit-ing excellent leadership talent for these positions. Ericsson has a healthy industry-academia part-nership with leading institutes to bridge the demand-supply gap and increase the pool of trained and skilled students; the scheme has groomed almost 1900 in the past 2 years who are readily employable by the telecom industry. Ericsson is the first to launch a customized certification program “EXCEL” for students free of cost, not just in India but also in Malaysia. This enables practical knowledge which helps in making young telecom engineers industry-ready.

strategic alignment, tangible and measurable behaviors, positive and negative reinforcements through the rewards & recognition systems and grievance redressal systems.

impActful prActices


Accelerated Leadership

Professional Development Dialogue

gE

gmr grOup

At GE, learning is a cultural force. At GE India, teams are dedicated to turning imaginative ideas into

leading products and services that solve some of the world’s toughest challenges. An open, collegial envi-ronment challenges the employees to bring the best ideas and provide the leadership and support to bring those ideas to fruition. GE has a strong culture of leadership develop-ment and takes pride in 85 percent internal leadership succession. GE Opinion Survey engagement scores are consistently very high on leader-ship growth. Leadership develop-ment, as a specialized practice under

At GMR, HR is dedicated to creating value propo-sitions for its people to realize their aspirations

through a process where executives explore, plan and identify ways to enrich their roles and build their professional skill inventory for future ‘aspired’ roles. GMR aims to provide work opportunities and environment that is conducive to the personal and professional develop-ment of employees.

The ‘Professional Development Dialogue’ is implemented through job rotation, job enrichment, job enlargement and mission critical assignment; through feedback and

the larger training & development umbrella has a stair-step approach that focuses on building leaders at each level of the organization. Multi-pronged approach that use live project work, fast-track rotational programs, mentoring and on-line trainings are incorporated into development of tomorrows leaders. These programs are all built in-house and are a mix of globally adapted courses from Croton-ville, as well as India-tailored courses. For over 50 years, the legendary John F. Welch Leadership Center has been at the forefront of real-world applica-tion for cutting-edge thinking in orga-nizational development, leadership, innovation and change.

peer learning – coaching, mentor-ing, 360 degree and cross functional teams; and classroom learning. The process is also available online on the SAP platform.

192 executives have been involved in the ‘Professional Development Dialogue’ process in the last 2 years. Few tangible measures exhibit that 41 percent of the executives have been in internal career movements and 44 percent have attended leadership development programs conducted by IIMB and Harvard Publishing as part of ‘Individual Development’. 20 percent have been identified as successors for critical roles basis their aspiration and potential.

impActful prActices


Competency Management

RetainingCritical Talent

hal harriSONS malayalam

People development and capability building initiatives at Hindustan Aeronautics Limited (HAL) have a strategic role in driving business results and the competency framework has

become the central theme of numerous initiatives to create the right context for technological development and managerial excellence in the globally competitive aerospace industry. The rapid technological develop-ments in aeronautics has created a need to align HR practices to build a vibrant performance and learn-ing culture that meets the challenges of quality, cost, delivery and safety for greater customer confidence and satisfaction. To continuously improve people capabili-ties, HAL has incorporated in its induction training of management trainees, a semester at IIT for aeronautics orientation. Other initiatives include the adoption of behavioral competency model with 11 competencies for leadership development, conducting assessment centers for senior executives and individual develop-ment through competency development programs at IIMs, training of senior executives on managing global competitiveness and sponsoring executives at Cranfield University UK, IITs, IMI, MDI and other institutes for building technology and managerial base. HAL also focuses on career progression using the performance potential matrix to develop future leaders. It is creating a performance - based culture through focus on goal orien-tation and linking compensation to performance.

HML is one of the most exciting integrated agri-corporate and its HR policies revolve around the basic tenet of creating a highly motivated, vibrant and self-driven team.

HML’s philosophy recognizes and encourages perfor-mance and constantly strives to maintain a climate that nurtures ability and provides all round development of its employees. Training at HML is a synergistic process of involving all stakeholders and developing a systematic action plan for career excellence and transparent process of monitoring. My-PACE (My Performance led Action plan for Career Excellence) is an initiative where the ownership is on the employee. This enables an internal succession planning and saved around 1.4 crores towards recruitment and manpower cost.

The initial focus is on managers and above. The skill/knowledge requirements are identified through a one-on-one interaction with the employees. Neces-sary systems to consolidate individual aspirations are developed and dialogues with individuals and “2 level up” for building development plans are initiated to reinforce short - term and long - term goals on the career objectives. The same is documented and shared with the employee and his/her reporting manager and the entire process is mapped online for easy tracking and evaluation.

Through MyPACE, HML has retained 95 percent of its critical talent and has witnessed a 13 percent increase in employee engagement score.

impActful prActices


Employees First,Customers Second

Track RecordhCl TEChNOlOgiES hSBC

A pioneer of modern computing, HCL Technologies is a global transformational enterprise today. Its range of offerings includes product engineering, custom and package applications, BPO, IT infrastructure services, IT

hardware, systems integration, and distribution of information and communications technology (ICT) products across a wide range of focused industry verticals. HCL’s presence has been rapidly expanding across countries and this has initiated a transformation of the entire organization towards growth momentum, by transferring the ownership of change from the management to its employees.

A transformational framework, Employees First, Customers Second (EFCS), is a business philosophy that recognizes employees as strategic elements of an organization. It democratizes the compa-ny’s functions and influences its ways of working. The philosophy is at the core of all initiatives at HCL. It gives the employees the necessary power and space to execute their ideas. ‘Employees First’ means that the organization along with each individual is ready to travel that extra mile so as to allow its greatest enablers - People - to grow and take over the reins of the organization.

At HSBC, in line with manag-ing business towards achieving long - term success - sustainability, employee

engagement and communication are key factors for achieving its goals towards its customers, investors and employees.

In line with the above, a holistic HR Scorecard was implemented by Human Resources in HSBC, which talks about the health of the organization from an engagement and attrition perspective. This intervention revolves around four key dimensions of the employee life-cycle, namely integrate, engage, commu-nicate and monitor. The HR Scorecard evolves from the idea of “What gets tracked gets better”. The focus of this practice is “on Time interventions” with an objective to cover 100% of employees followed up with a score based on the timeliness and employees covered. An inbuilt attrition tool (SMART) proac-tively identifies the attrition risk and maps it with the business impact, thus providing an opportunity to the HR and the business leaders to focus on the critical few and mitigate attrition risk. This has significantly brought down voluntary attrition in 2011 YTD as compared to previous year’s attrition results in the RBWM channel, increased recruitment cost savings and increased overall engagement score compared to previous years.

This unique practice recognizes and appreciates the fact that maximum value is created at the employee-customer interface known as the ‘Value Zone’. Since employees are the closest interface with the customer, they need to be empowered so as to create ‘wow’ for customers. Hence, as an organization, HCL empowers passion-ate and committed individuals to generate delight for the customer at every step of the way.

HCL’s belief that delighted employees translate into delighted customers, has been appreciated by the customers and employees alike. This has resulted in lower attrition, higher value creation, and better customer satisfaction.

impActful prActices


Social Collaboration at Workplace

Buddy Brings Buddy

iBm

iNdiafirST lifE iNSuraNCE

IBM is using social media to allow their employ-ees to speak for the company. Over the years, a string of innovations from time clocks to type-writers, to personal computers has created a

spirit of innovation at IBM. The need to connect with 400,000+ employees across 170 countries, enables employees to be more productive and knowledgeable, facilitate collaborative innovation, harness the knowl-edge of subject matter experts from across IBM and surface IBMers experts to engage with clients, part-ners and others, IBM has invented an ‘On Demand’ workplace. Transforming the intranet into a robust social computing platform has created communities of enthusiasts to encourage grassroot adoption (referred to as Blue IQ) and harness IBM as a test-bed for collab-orative tools which are then commercialized.

IndiaFirst Life Insurance strongly believes in the philosophy of developing talent through enrich-ing assignments and a need to create an emotional connect with its customers and their needs. For

this, IndiaFirst encourages its employees to think new, be honest, be helpful and do more.

IBM lets employees communicate internally and with the public without intervention. They have an established social computing policy and guidelines and employees are individually responsible for what they create. It has created a “reverse mentoring” program to pair social computing experts with IBM leaders (I&VT Ambassadors) and the approach is succeeding. Today, an internal informational wiki and a user-generated media library generates an incredible amount of online activity.

Through the use of social collaboration and social media, 87 percent of IBMers collaborate with others in communities to increase skills, 84 percent access exper-tise more quickly, 74 percent increase their productiv-ity and 64 percent improve personal reputation. This initiative drives key HR business initiatives across the generational diversity.

At IndiaFirst, recruitments include a process of careful selection. They have experimented with a new model of organization building by moving away from standard protocols and establishing recruitment procedures. Its very interesting to know, by just encouraging all employ-ees to bring their friends and family members and ensur-ing a buddy in the organization, within a few months of inception, IndiaFirst was able to get more than 1,000 people onboard. With no fees paid to placement consul-tants, expectations were met and there has been no re-hire cost at any level of the management since inception! And everyone was happy to see known faces around.

The wage cost makes up for the biggest chunk in a company’s overhead expenditure. IndiaFirst ensured its operating expenses for the last financial year was as low as 19 percent in comparison to the high incidence of expense ratio in the insurance industry. One of the major contributors was curbing the spend in the recruitment process alone through the unique intervention of the ‘Buddy brings Buddy’.

impActful prActices


Guru Cool

Winning the Leadership

iNfOSyS BpO

ThE murugappa grOup

Infosys BPO has over 18,900 professionals serving over 90 clients across several industry verticals and horizontals in

the Americas, APAC, and Europe. Infosys BPO has been a pioneer in creating and nurturing talent through various initiatives. It offers a wide range of career paths, reloca-tion opportunities, and thoughtfully designed development programs. The employees are equipped with the expertise and skills needed to grow into areas of greater challenges and responsibilities.

The aphorism ‘Good to join and great to grow’, is reinforced as the employees grow into varied and

bigger roles. Infosys’ flagship global internship program attracts talent from top academic institutions around the world.

To curb attrition and engage employ-ees, an initiative - Guru Cool was implemented to focus at enhancing the new employee connect with the organi-zation leaders. This intervention creates a feeling of belongingness towards the company amongst new joinees by providing them with an opportunity to interact with their Gurus (leaders). These Gurus take deep interest in the careers of these employees and ensure that they explain Infosys‘s vision and strategic direction with the employees in every interaction, thus connecting them with the bigger picture.

The Business Leadership Program (BLP) is the flag-ship leadership develop-ment program that has

been a significant driver of business growth. The Murugappa Group has grown from a modest turnover of Rs. 1172 crores and profitability (PBT) of Rs. 44 crores in FY 1992-93 to a turnover of Rs. 17,051 crores and profitability (PBT) of Rs. 1,657 crores in FY 2010-11. This phenom-enal growth of 1355% and 3666% in turnover and profitability respec-tively has been propelled by the availability of a solid leadership pipeline from within, along with other factors.

The BLP has been anchored in partnership with IIMB since 2003. While the returns expected out of BLP are long term in nature, many BLPi-ans have championed the BLP busi-ness projects that they started into the action stage. Some have spearheaded international partnerships and acqui-sitions. Some others have scaled up their business, and many are viewed as future leaders.

The participation from different business groups provides a greater understanding of the other businesses. Some of the participants have moved across the groups and even taken on new roles in different businesses from where they were nominated.

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Chingari, the Spark

Self Managed Teams

pEOplESTrONg

rayChEm rpg

The PeopleStrong’s cultural landscape ‘Chingari’ acts as a bridge between the perception, reality

and aspiration of PeopleStrong’s employees, customers, vendors and investors about PeopleStrong. It connects the employees and the employer by reducing the inter-vening space and propagates its culture of being pure and happy, thus bringing everyone associ-ated with the company closer to its DNA. ‘Chingari, the Spark’ is a culture book, which aims to ignite each associate of PeopleStrong from within. Chingari is an impor-tant data point that potential talent consider before opting for PeopleStrong as its employer of

Raychem RPG, a part of the RPG Group is a 50:50 joint venture between TE Connectivity, USA and RPG Group, India, is involved in engineering products and services catering to

the infrastructure segments and supplies its products and services worldwide. The vision of the human resources team at Raychem RPG is to create an excit-ing workplace that inspires superior people perfor-mance at all times. Since Raychem RPG has multiple manufacturing plants situated in different locations, in order to increase productivity and less rework to lead to higher gross margins, an innovative manning system, SMTs (Self Managed Teams) has been imple-mented. The e-scorecard based on industry bench-marks in every area of work at individual and team level has shown the impact of empowering people at the grassroot level to yield success.

choice. It has been instrumental in bridging the differences in ideolo-gies and thoughts that converge through the diverse workforce at PeopleStrong.

The fast growth of PeopleStrong, having grown from 127 employees in 2010 to 319 employees in 2011 (until September), has been possible because Chingari has helped integrate the new family members with its existing culture and values. It has also helped reduce the time lapse for new members in getting on board and becoming produc-tive, as well as made a substantial impact on customers as a result of innovative, and enhanced employee engagement, thus leading to higher productivity and commitment.

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Accelerated Leadership Program

Hall of Fame

rEliaNCE iNduSTriES

rpg lifE SCiENCES

Reliance’s belief in its people has been the cornerstone of its growth story. A best practice at

RIL has been its multi-dimensional talent acquisition strategy to reach out to different talent constituents across the globe.

RIL’s campus hiring program from the engineering, finance and management institutes has been far more robust, with wider cover-age to ensure higher caliber as well as diversity. Some of its key approaches for developing talent have been through mid-career hiring of young leaders under its

RPG Life Sciences, a part of RPG Enterprises, is an integrated pharmaceutical company. People develop-

ment forms an integral part of its HR practices.

Specific initiatives such as You Rock!, Eureka!, cGMP Champion-ships, Gold Card, Winner, Star Award form a part of the flexible reward philosophy. ‘You Rock!’ allows peer recognition for employ-ees going beyond their call of duty to help others in achieving common organizational goals. The objective of ‘Eureka!’ promoted ground breaking thinking and orientation to convert thought into action. ‘cGMP Cham-

new talent acquisition initiatives to fuel the leadership pipeline in the future. The ‘Reliance Acceler-ated Leadership Program’ (RALP) conducted in partnership with Booz and McKinsey; the on-going campus recruitment programs (MBAs, CAs, GETs) and the ‘RIL Management Graduates’ initiative contribute to build a cadre of hi-potential manag-ers in association with IIM Bangalore.

Reliance is fully committed to ensure that all talent pools receive outstanding work experience, best-in-class training, and be coached and mentored by some of the senior most leaders at RIL.

pionship’ acknowledged significant contribution in achieving current good manufacturing practices. ‘Gold Card’ motivated employees to put in a little ‘extra’ for improved perfor-mance, while ‘Winner’ recognized field staff for their performance and ‘Star Awards’ fosters a spirit of inclu-sion among employees, and opened avenues to reward employees for their high performance and longevity of stay with the organization.

These practices have seen a 6% enhancement in top line, 12% enhancement in bottom-line, increased engagement score by 5% and a 7% shift towards the desired culture of the organization.

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Potential Development

Change Management at Sanofi - Lakshya

SaBmillEr iNdia

SaNOfi

At SABMiller India, people, processes and practices are key drivers to operational performance. The focus is on putting the right people in the right jobs and ensuring

that potential is maximized through the best combi-nation of skills, aspirations and opportunity. ‘Career Development’ is one of these ‘pillars’ of talent manage-ment at SABMiller India. The process ensures that talent is managed, monitored, organized and understood. Managers play a significant role in the development of employees by facilitating on-the-job development and assisting in their career development.

Sanofi is a global healthcare leader. The India operations of Sanofi had set itself an ambitious goal of growing three times its current size, within 5 years. It had also outlined its growth

platforms, namely, tier I and tier II markets, diabetes, vaccines and consumer healthcare. To achieve this goal, they raised their bar in developing their people and created a robust leadership pipeline. This called for an initiative that would help the organization adapt to its future challenges and create a platform for collaboration and teamwork, which was owned by the business.

‘Lakshya’ was designed on the 3E or the 70:20:10 princinple, wherein, 70 percent focused on learning through experience, 20 percent through exposure and 10 percent through education. The identified people would be deployed into strategic business projects based on this principle. Each project team would be cross-functional, and have one project sponsor from the management committee and one external proj-ect coach, to guide the team and provide individual developmental inputs. The first proposal of ‘Lakshya’ based on this model was met with apprehension. The management committee raised concerns regarding the cost implications, flow and span of the program. However, after a lengthy and extensive discussion in

The ongoing development opportunities for high potential employees to take up more complex roles, provides a competitive advantage. Selected employees are also re-inducted into the system along with the executive trainee batch joining from campuses, which enables the opportunity for two sets of SABMillians with complementing skills to accelerate the learning curve by exploring one another’s experiences.

These initiatives have significantly reduced attri-tion among associate level employees (from 21 percent to 2 percent), as well as reduced the overall recruit-ment and relocation costs.

an off-site, ‘Lakshya’ kick-started in September, 08 with five projects, 1) ACE project for diabetes; 2) Entry and consolidation in the tier II markets; 3) Key account management for corporate hospitals; 4) Building the public image of Sanofi in India and 5) Creating a recruitment process for the sales and marketing hier-archy. Since then, ‘Lakshya’ has completed two cycles and is currently running its third batch.

In addition to the focus on business implications, it also pays attention to the natural behaviors within the project teams. There have been some teams that remain cohesive throughout the process, and progress steadily to achieve their objectives. And there have been others that initially succumbed to internal conflicts, but later on came together and achieved their target successfully.

Since its conceptualization in 2008, ‘Lakshya’ has covered 84 employees and has helped Sanofi enter into its growth platforms. For instance, Sanofi entered the tier II markets for the first time through an innovative process called ‘Prayas’, which was undertaken in the first cycle of ‘Lakshya’. It also led to the creation of the onsite unit, to better position the diabetes products in tier I towns. ‘Lakshya’ also facilitated the entry of vaccines business in tier II markets for which the P&L is being worked out in the current cycle by a project team.

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SPEED for GrowthTaj hOTElS, rESOrTS aNd palaCES

For the Taj Hotels, a vital resource for its growth has been its trained manpower. The HR team devel-ops special programs for talent

management, and comprehensive train-ing programs to leverage competencies to move up the value chain and enable succession into higher roles.

Taj Hotels launched a special initia-tive called ‘Speed - Special Program for Employee Education & Development’ in conformance with their people philoso-phy of developing talent and providing challenging opportunities for deserving associates at all levels. As a platform for fast-track growth, Speed is specifi-cally designed in phases for the high performing team members at the staff

and supervisory level. Conceptually this is an extension of “Emerging leaders of Taj” customized to meet the career aspi-rations of front-line operational associ-ates across all levels. The Speed concept aims at strengthening the internal recruitment process, giving the required exposure to an aspiring associate.

Speed has been instrumental in the creation of an internal talent pool from where the company can draw talent as and when a need arises. The initia-tive encourages associates to involve themselves in the program at their own will, gives them an opportunity to hone their skills and pace their careers, thereby resulting in increased employee satisfaction scores.

Peer Coaching NetworksShEll iNdia

At Shell India, communi-cation and consultation with employees, directly or via staff councils

or recognized trade unions, is of prime importance. With a diverse workforce and an inclusive work environment, the varied skills and experiences of people from different cultures, gender and ages working in international environ-ments allow the employees new insights and knowledge. The culture encourages creativity and innovative thinking and employ-ees are provided opportunities to face new challenges and take on increased responsibility.

One of the key practices is the leadership program where groups of 5-6 leaders from multi-ple business units are assigned a coach with the objective of approaching common leader-ship challenges faced by each individual. The objective is to emphasize on ‘discovery of solu-tions’ for themselves through the use of powerful questions and ‘in the moment’ feedback. Accel-erated local leadership develop-ment via peer coaching networks has thus led to reduced costs on count of expatriation and faster placement of local staff into lead-ership positions.

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An Opportunity to Get On

Center of Excellence

TESCO hiNduSTaN SErviCE CENTrE TvS & SONS

Tesco Hindustan Service Centre (HSC) is the global services arm for Tesco providing key IT and business services for Tesco operations globally. Tesco HSC has adopted a job-families based approach with the intent

to focus on common competencies, skills and knowledge that will enable career opportunities across different business func-tions.

‘My Careers’, a dynamic online career portal has been developed to provide ongoing opportunities for the staff using this approach. This portal supports career moves through the job family approach. The focus is on skill building and not necessarily on promotions as the basis for defining careers moves. This also enables meaningful and qualitative career discussion between the staff and the manager. They can review aspirational job-family and understand the associated skills required for their career moves. About 13 percent of Tesco’s people have moved internally through this initiative.

The ‘Tesco Leadership Models’ are primarily about personal change, which therefore impacts the external world. The programs are usually run outside of the office environ-ment where delegates go on a journey of self exploration, self awareness.

The ‘Options Development Program’ focuses on identify-ing, assessing and evaluating high potential middle managers and developing them on a fast track program, spread over 12 months to take on functional leadership roles. By helping staff identify skills required for aspired job - family, setting appropriate development needs, providing in-house learning capabilities, they deliver on the people promise of providing ‘an opportunity to get on’.

At TVS, employee capability building has been an area of prime focus. The company is committed to enhancing the quality of skills of its employ-

ees. In line with this, TVS & Sons has created a “Training Academy – Center of Excellence”, where holistic technical skill development of individuals from various lines of businesses, is built to create direct impact on the organizational capability. Development of technical expertise is done through live workshops to enhance the volumetric efficiency of the organization, by building an internal storehouse of knowledge linked with the overall talent management strategy. 90 percent of specialized manpower needs are internally filled. TVS & Sons has built a bandwidth for delivering on-site, on-demand tailor made training through business endorsed initiatives like ‘training on wheels’. CII had partnered with TVS & Sons to develop e-learning content for its automobile industry related learning initiatives. The initiatives have been recognized by the Government of Tamil Nadu, thus paving the way for public private partner-ship programs including training at ITIs and polytechnic colleges. The training academy provides a crucial escape velocity to the organi-zation through people development, while also building a talent pipeline.

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KEC International - 160 Votes Practice Name: Virtual engagement initiatives (Fun@Work and other initiatives in the Virtual Space)

Hindustan Unilever Limited - 131 Votes Practice Name: Workmen Capability Building - an integrated approach (pinnacle-Sparkle-Sio)

RPG Life Sciences Limited - 113 Votes Practice Name: hall of fame

MoST PoPulAR

HR SHowcASeexHiBit AWARDS

totAL NumBeR of VALiD SmS VoteS: 865



NATIoNAl HRD NeTwoRK

The national HrD network, established in 1985, is an association of professionals committed to promot-ing the HrD movement in india and enhancing the capability of human resource professionals,

enabling them to make an impactful contribution in enhanc-ing competitiveness and creating value of society. Towards this end, the national HrD network is committed to the devel-opment of human resources through education, training, research and experience sharing. The network is managed by Hr professionals in an honorary capability, stemming from their interest in contributing to the Hr profession.

The underlying philosophy of the nHrDn is that every human being has the potential for remarkable achievement. HrD is a process by which employees in organizations are enabled to:

• acquire capabilities to perform various tasks associated with their present and future roles;

• develop their inner potential for self and organizational growth;

• develop an organizational culture where networking rela-tionships, teamwork and collaboration among different units is strong, contributing to organizational growth and individual well-being.


The 15Th NaTioNal CoNfereNCe of - HR Showcase Showcase Publication Final.pdfThe 15th National Conference of National HRD Network, November 17 - 19, 2011 - Palace Grounds, Bangalore

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