bench marking innovative hr practices

BENCHMARKING BENCHMARKING INNOVATIVE HR PRACTICESINNOVATIVE HR PRACTICES

ACC Ltd.

CONTENTSCONTENTS

1. OBJECTIVE2. INTRODUCTION3. EXECUTIVE SUMMARY4. DECLARATION5. GROUNDS FOR EXPLORATION6. NAMES OF PARTICIPANT

COMPANIES5. HR BEST PRACTICES6. RECOMMENDATIONS

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OBJECTIVEOBJECTIVE

TO BENCHMARK HR BEST PRACTICES ACROSS THE INDUSTRY AND IMPLEMENT THEM, SO AS TO MOTIVATE EMPLOYEES AND RETAIN TALENT.

October 29, 20073

INTRODUCTIONINTRODUCTION

Innovate, Implement and Improve…….

This vicious cycle, lets name it 3i, is driving the business today, be it a bullish Infosys , ICICI or an usurping SME …undoubtedly HR is a key contributor and has proved itself a crucial lever in business success.

ACC has always remained another name for trust but the constant change has to be kept pace with . So here is an attempt to capture some of the best HR practices that are creating motivated and loyal workforce in other industries….

October 29, 2007 4

EXECUTIVE SUMMARYEXECUTIVE SUMMARY The Mercer HR Survey result comprising of 500

organizations. Measuring Fun at work by Fun-o-meter. Thriving Employee communication practices in other

industries, strengthening the emotional contract of employees with the organization.

Balance Scorecard catalyzing profit making for Tata Motors. Module for functional training at Tata motors and faculties

for the same. Innovative incentive scheme for trainees at Infosys. Employee communication in a fortune 200 company. Keeping in touch the Wal-mart way. A whole lot of other HR practices of leading organizations.

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DECLARATIONDECLARATION All the recommendations towards the end of this

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

The information contained herein has been obtained from interviews with concerned HR personnel of respective company, interaction with employees of respective companies newspapers and internet and business newsletters and journals.

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

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PARTICIPANT COMPANIESPARTICIPANT COMPANIES

Tata MotorsTietoEnatorGreaves Cotton Ltd.Alfa Laval (I) Ltd.Whirlpool (I) Ltd.Reliance Telecommunications

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

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IS OUR ORGANISATION AT RISK???

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58%

63%

63%

64%

70%

71%

80%

89%

52%

63%

52%

57%

66%

77%

76%

85%

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

Increasing effectiveness of annual incentive plans

Developing a comprehensive reward strategy

Gathering relevant market compensation data

Communicating the value of reward programs

Ensuring pay-for-performance

Controlling increasing benefits costs

Differentiating high performers

Attracting and retaining the right talent

2005 2004

TOP CONCERNS FOR HR

AS PER THE MERCER SURVEY 2004-05

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

WE DEFINITELY NEED TO FIND OUT!!!.....BEFORE WE CLAIM TO GIVE THEM SOMETHING WHICH WE CONSIDER TO BE THE BEST.

TATA MOTORS HR TATA MOTORS HR PRACTICESPRACTICES BALANCED SCORECARD DAYS AT TATA EMPLOYEE COMMUNICATION TRAINING PROGRAM SELECTION EXECUTIVE TRAINING – FINANCE TRAINING – FUNDAMENTALS OF HUMAN RESOURCE MAN

AGEMENT TRAINING – INTERNATIONAL COMPENSATION TRAINING – COMPENSATION TRAINING AND DEVELOPMENT TATA ADMINISTRATIVE SERVICES BIG SCALE COST REDUCTION TRAINING SENIOR MANAGEMENT TRAINING PERFORMANCE LINKED INCENTIVES

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TCS HR PRACTICESTCS HR PRACTICES MAITREE PROPEL PULSE PEEP REFERRAL POLICY

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

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

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

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TATA MOTORS BALANCED TATA MOTORS BALANCED SCORE CARDSCORE CARD

Objective: To make the performance evaluation simple and fast and transform its manual system into automatic.

Meant for : Whole of the CVBU (Commercial Vehicle Business Unit)

Initiator: The executive director of CBVU, Mr. Ravi Kant Reason for adoption : Tata Motors is the largest and most prominent market leader. In 2000, its Commercial Vehicles Business Unit (CVBU) suffered

its first loss in its more than fifty years history - Rs. 108.62 Million.

Tata Motors resolved to adopt the Balanced Scorecard and Performance Framework as the key tool in the Endeavour to rebuild the Organizational Performance Chart.

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BACK TO COMPANY PAGE

TATA MOTORS BALANCED TATA MOTORS BALANCED SCORE CARD CNTDSCORE CARD CNTD Challenges: To undertake deployment of the Balanced Scorecard across

all the functional units and departments of the CBVU. That the manual nature of the review procedures of such a

huge structure was well neigh impossible, being, at best, extremely difficult to implement and incredibly time consuming

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TATA MOTORS BALANCED TATA MOTORS BALANCED SCORE CARD CNTDSCORE CARD CNTD The Result: Within two years Loss of 108.62 converted into profit of Rs 107

million accounting for 60% Tata motors inventory turnover.. In the beginning CVBU has started the Balanced Scorecard with only Corporate Level Scorecard; at this time they have expanded it to six Hierarchical Levels with three hundred and thirty one Scorecards, additionally looking forward to proliferate it to the lowest level of organizational structure

Owner: HR at the organizational level and individuals at

functional level.

Frequency: Continuous Evaluation.

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TATA MOTORS BALANCED TATA MOTORS BALANCED SCORE CARD CNTDSCORE CARD CNTD Expectations: To make the performance evaluation process more effective

and prevent losses. To enable greater focus on different elements of operational performance. Defining, cascading and communicating strategies across the organization .

Achievement: Tata Motors is the first Indian Company to be inducted in the

Balance Scorecard Hall of Fame. It Joined the 30-member elite club of organizations including Hilton Hotels, BMW Financial Services, U.S. Army, Korea Telecom, Norwegian Air Force and City of Brisbane for achieving excellence in Company performance

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DAYS AT TATADAYS AT TATA

Hats Off Day. Family Day. Women’s Day. Community Service Day. Town Hall Day.

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TATA EMPLOYEE TATA EMPLOYEE COMMUNICATIONCOMMUNICATION Is done extensively within the organization and is done

across the levels. For this there is a department called as the communication department at the corporate level and they have there representatives at the plant levels also who have a functional reporting relationship at the corporate level. They also play significant role during the induction program, communicating policies to the employees on a regular basis and whenever anything new or innovative is planned for implementation. These are directly mailed to the employees without any filtering in between the corporate and the plant. In addition to this various meetings are held.

Steering Committee: monthly, All heads discuss and plan

strategic issues, does not involve middle and junior level employees.

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TATA EMPLOYEE TATA EMPLOYEE COMMUNICATION CNTDCOMMUNICATION CNTD

Skip level meetings: Monthly, take up employee issues, grievances, the employees can directly approach the top level with their grievances if they are to be escalated, happens rarely, so usually happenings are shared by various functional heads. All the employees attend this meeting.

Maha Communication: It is a monthly meeting which focuses on the plant level issues. It takes from one to several hours and last time it continued for 3 days. The issues are discussed and solved then and there.

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TATA – TRAINING TATA – TRAINING PROGRAMPROGRAM Objective: Accelerating sales-force performance Meant for: Senior managers–leaders from business, sales

and marketing arena. Team Sponsorships by organizations. Programme Details: Designed for leaders, who are responsible for developing

sales-force strategies and implementing sales-force change, the programme combines frameworks to understand, diagnose and enhance the sales system with practical insights from the faculty, some practitioners and programme participants, through discussion forums and case analyses

Content: Understanding and diagnosing the sales system. Designing an effective and efficient sales organization. The levers to build an strong sales team. Using information technology to enhance sales success . Motivating and incentivizing the sales organization. Directing and controlling the sales force . Implementing sales-force change.

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TATA TRAINING PROG TATA TRAINING PROG CNTD.CNTD. Key Benefits: Help in providing insights on specific and implementable

ideas to increase sales-force impact. Some of the other benefits are :

Explore the latest insights into diagnosing and enhancing sales-force performance

Gain fresh perspective on methods for developing a go-to-market strategy and designing sales forces

Gain insights on key sales-force design to balance effectiveness, efficiency and flexibility

Understand the role of human-resource management topics, such as recruiting, sales force culture, and performance management

Examine how motivation and incentives enable a sales force to operate at high levels of performance

Learn how information can be leveraged to enhance sales-force performance

Learn how companies have succeeded and failed with sales-force change.

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TATA TRAINING PROG TATA TRAINING PROG CNTD.CNTD. Faculty: Prof Prabhakant Sinha is a former Associate Professor of

Marketing, Kellogg School of Management, and Founder and Co-Chairman of ZS Associates, a global management consulting firm specializing in sales and marketing strategy, operations, and execution

Cost :

92000-100000 (plus service tax).

Variable for residential and non –residential participants Location:

TMTC (TATA Management Training Centre),Pune.

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SELECTION EXECUTIVESELECTION EXECUTIVE Objective: To lay down a path of fast track growth for the potential employees

and thus retain talent. Meant for: Fast Track Employees Years Saved : 10 to 13 years. Program Details: Tata Motors has always strived towards excellence both in its

efforts towards total integration as well as in recognizing its talented employees. The Company is constantly creating prestigious programs to reward and retain its outstanding employees. The Executive Selection Scheme is one such program which is highly sought after by Tata Motors employees. It is a matter of pride and prestige to be a part of the ESS selection process and emerge a winner.ESS is a fast track program for accelerated growth of high potential professionals. This facilitates their early advancement to challenging and visible assignments through a very systematic procedure

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SELECTION EXECUTIVE SELECTION EXECUTIVE CNTDCNTD The selection involves a 3 stage process: 1.Written Test 2.Power Interview 3.Assessment Centre

Short-listed candidates are required to go through an interview with the executive directors. Candidates selected gain a huge lead in terms of promotion and learning. They are promoted to Manager's level thereby saving almost 10 to 13 years of work time. The successful candidates are relieved from their current jobs and put on various project based training program under the guidance of senior managers in the Company. If the candidates do not possess management education, they undergo a 4 months MEP at IIM, Ahmadabad. After successful completion of training the candidates are mandatorily rotated across departments to acquire general management skills. The ESS is a jewel in Tata Motors overall profile as it provides a platform for every employee of the Company to perform and achieve maximum potential.

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SELECTION EXECUTIVE SELECTION EXECUTIVE CNTDCNTD Owner: HR and Line Manager

Frequency: Variable

Expectation from Program:

Develop People and thus motivate them by providing exposure to different aspects of the business and make a blueprint of succession planning

Employee Perceptions:

People perceive it to be an experience ,one of its kind and they know performers are surely at an advantage at TATA group. This programme has helped them to raise the average stint of an employee. Employee satisfaction surveys over the years have shown high satisfaction levels over this programs.

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TATA TRAINING - FINANCETATA TRAINING - FINANCE

Objective: To understand the significant implications of adoption of IFRS and explain requirements of IFRS that will apply in 2007 as well as the transition process from Indian GAAP to IFRS.

Meant for:

CFOs; Company Accountants

Company Secretaries Program Details: This program would help:

Understand IFRS reporting requirements for 2007

Understand the transition process from Indian GAAP to IFRS

Apply the IASB's new requirements on business combinations, intangible assets, asset impairment and share-based payment

Apply revised Standards on financial instruments, tangible assets, foreign currencies and consolidated financial statements

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TATA TRAINING - FINANCE TATA TRAINING - FINANCE CNTDCNTD Put theory into practice with Tata Group company

experiences and case study exercises Individual Sessions would compare IAS/IFRS with the

relevant Indian AS and (in relevant topics, US GAAP) and focus on implementation issues arising there from. These sessions would be broadly classified as below:

Revenue Recognition Valuation of Inventories Property, Plant and Equipment Financing Costs Employee Benefits Debt and Borrowing Costs Deferred Taxes Valuation of Investments Consolidation Business Combinations IAS for which there is no corresponding Indian AS (IAS 26,

30, 32, 39 and 41

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TATA TRAINING – TATA TRAINING – FUNDAMENTALS OF HUMAN FUNDAMENTALS OF HUMAN RESOURCE MANAGEMENTRESOURCE MANAGEMENT

Objective: To expose middle managers in the HR function of diverse

companies to the fundamentals of Human Resource Management from a strategic perspective.

To improve their contribution to business, and assist the HR function in creating value.

Meant for: HR Executives and Managers, not necessarily possessing

formal HR qualifications, with work experience of 5-10 years

Functional or line managers, with an experience of 10-15 years, who presently manage significantly large groups of people and plan to shoulder HR responsibilities in the near future.

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TATA TRAINING – TATA TRAINING – FUNDAMENTALS OF HUMAN FUNDAMENTALS OF HUMAN RESOURCE MANAGEMENT CNTDRESOURCE MANAGEMENT CNTD Program Details: While attending the program and thereafter, participants

will be required to carry out specific projects in order to enhance their capabilities as HR professionals.

These projects will be carried out individually and/or in groups of participants belonging to same/ different companies. The projects will be based on the application of learning from HR Gurukul.

Participants will qualify for the award of certificate only after successful completion of the project work. The learning sessions of each batch are spread over six modules with one module being held every month. The contents of each module are specified below. Each module is:

Of 4 days' duration, starting on Monday morning and ending on Thursday

Designed around a theme of HR practice.October 29, 2007 34


TATA TRAINING – FUNDAMENTALS TATA TRAINING – FUNDAMENTALS OF HUMAN RESOURCE OF HUMAN RESOURCE MANAGEMENT CNTDMANAGEMENT CNTD Has cases and practical work situations built in for

demonstrating learning Residential at TMTC, Pune Of 4 days' duration, starting on Monday morning and ending on

Thursday Designed around a theme of HR practice Has cases and practical work situations built in for

demonstrating learning

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TATA TRAINING – TATA TRAINING – FUNDAMENTALS OF HUMAN FUNDAMENTALS OF HUMAN RESOURCE MANAGEMENT CNTDRESOURCE MANAGEMENT CNTD Module One : The HRM Practitioner Learning Objectives : To develop self awareness and interpersonal sensitivity

of the participants in the context of an HR role through the experiential learning methodology

Module Two : HR Strategy and Organization Design Learning Objectives : To develop an understanding of HR's contribution to

business by familiarizing participants with the process of formulation and implementation of business and HR strategy

To enhance understanding of the principles of micro and macro organizational design

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TATA TRAINING – FUNDAMENTALS OF TATA TRAINING – FUNDAMENTALS OF HUMAN RESOURCE MANAGEMENT CNTDHUMAN RESOURCE MANAGEMENT CNTD

Module Three : HR Systems and Processes Learning Objectives : To strengthen the understanding of competencies and their

applications To develop an understanding and ability to design and

implement effective manpower planning and selection processes

To develop an understanding of various aspects of performance management and the ability to design and implement an integrated performance management system To develop an understanding of the concepts and principles involved a compensation and benefits structuring and management

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TATA TRAINING – FUNDAMENTALS TATA TRAINING – FUNDAMENTALS OF HUMAN RESOURCE OF HUMAN RESOURCE MANAGEMENT CNTDMANAGEMENT CNTD Module Four : Human Resources Development Processes

and Practices Learning Objectives : To facilitate and develop the performance of employees

through the processes of feedback, counseling and coaching To enhance understanding of the training process and develop

the ability to ensure effective deployment of training function Module Five : Employee Relations Learning Objectives : To develop an appreciation of the strategic importance of

employee relations To develop an understanding of the various statutory provisions

relating to employee relations; Handling grievances; managing contract employees, trade

unions and collective bargaining To develop an appreciation of employee relations challenges in

the context of rightsizing and 5.Organizational restructuring; role of HR in mergers and acquisitions

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TATA TRAINING – FUNDAMENTALS TATA TRAINING – FUNDAMENTALS OF HUMAN RESOURCE OF HUMAN RESOURCE MANAGEMENT CNTDMANAGEMENT CNTD Module Six : Leadership and Organization Development Learning Objectives : To develop an understanding of, and the ability to design and

implement organizational change initiatives To enhance understanding of the processes and practices

involved in the assessment and development of leadership capability across the organization

Faculty: Faculty from academic institutions (Dr. S. Ramnarayan, Dr. Ajit

Prasad Ganesh, Mr. Shirish Joshi, Mr. Michael David, Dr. R. Krishnamurthy)

Executives from within and outside the Tata Group Owner: Programme Director –Mr Sunil Maheshwari Frequency: 3 times a year Expectation from Programme: To enable HR professionals to

have strategic HR perspective . Cost: Rs 144000 (plus service tax). PER HEAD

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TATA TRAINING – INTERNATIONAL TATA TRAINING – INTERNATIONAL COMPENSATIONCOMPENSATION

Objective: To serve as a meeting ground of already-practicing

compensation specialists, with the intention of creating a space to share their current ideas on managing issues related to international compensation. Besides, specialists in the field – consultants – will share their perspectives. Non-compensation issues such as expatriation and repatriation policies, logistics of moving employees across borders, etc., will also be discussed.

Meant for: HR Heads HR professionals, responsible for international compensation

and employee management in their respective organizations

Programme Details: The methodology will comprise mainly of presentations on

specific practices in leading edge organizations, hands-on exercises, conceptual inputs, and experience sharing

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TATA TRAINING – INTERNATIONAL TATA TRAINING – INTERNATIONAL COMPENSATION CNTDCOMPENSATION CNTD Content Putting international compensation practices in the context

of the business Understanding the nature of relationships among national

businesses — the degree of contact, portability of expertise, power equations, etc.

Understanding impact of HO country on remuneration practices

Expatriation and related aspects: The key issues Gross and net compensation levels for the same job vary

across countries Purchasing power of the salary varies from one country to

another in a way that currency conversion rates do not explain

Exchange rate fluctuations will affect expectations of income

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TATA TRAINING – INTERNATIONAL TATA TRAINING – INTERNATIONAL COMPENSATION CNTDCOMPENSATION CNTD

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

October 29, 2007 42


TATA TRAINING – INTERNATIONAL TATA TRAINING – INTERNATIONAL COMPENSATION CNTDCOMPENSATION CNTD

Faculty: Mr. Radha Nair, currently Director, TMTC, who has in the

recent past been involved in setting pay policies for board members of Tata Group companies

Dr. Ritu Anand, Vice President – HR, TCS Mr. Ronald Sequiera, Vice President – HR, Tata Power Owner: Programme Director- Amitava Mukherji Expectation from Programme: Updating the HR knowledge and skills regarding

international compensation designing and latest trends. Cost Involved: Rs 18,000-20000 PER HEAD.

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TATA TRAINING – TATA TRAINING – COMPENSATIONCOMPENSATION Objective: To provide to the participants adequate conceptual inputs, as

well as practice, so that they can return to their respective organizations and take partial responsibility for managing the compensation system of the organization

Meant for: HR Heads HR professionals, responsible for compensation management in

their respective organizations

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TATA TRAINING – TATA TRAINING – COMPENSATION CNTDCOMPENSATION CNTD Program Details: Controlling payroll costs is an important objective for HR. On

the other hand, the need to retain talent has become a compelling imperative for organizations. And compensation is seen as an important retention tool. These twin and contrary objectives have led to the importance of compensation as a subject. While in the past, the focus of this subject was to create mechanisms for tax avoidance, today the focus is on appropriate categorization of talent in organizations, and meaningful benchmarking of their compensation with other organizations. In addition, some retention-specific compensation components have gained currency. This program will focus on these current compensation practices and related issues.

Learning tools: The methodology will comprise mainly of hands-on exercises,

conceptual inputs, case studies and experience sharing.

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TATA TRAINING – TATA TRAINING – COMPENSATION CNTDCOMPENSATION CNTD Content Linking the remuneration and reward policies and

practices to the organization's business and HR strategy Articulating the remuneration philosophy of the

organization Compensation structuring - the options available, their

applications, and their consequences Conditional pay approaches, deferred payment schemes,

and stock option schemes Compensation benchmarking — how is it done? Migrating to a different compensation philosophy —

issues and approaches Administration of compensation and benefits — the

evolving role of IT and outsourcing

October 29, 2007 46


TATA TRAINING – TATA TRAINING – COMPENSATION CNTDCOMPENSATION CNTD Faculty: Mr. Radha Nair, currently Director, TMTC, who has in the recent

past been involved in setting pay policies for board members of Tata Group companies

Dr. Sangram Tambe, Vice President – HR, Tata Motors Mr. B Sudhakar, Vice President – HR, Tata Chemicals Owner: Program Director -Amitava Mukherji Frequency: As per corporate communication. Expectation from Programme: To understand the designing compensation package so as to

use it as an effective retention tool . Cost : Rs 18000. PER HEAD

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TATA – TRAINING & TATA – TRAINING & DEVELOPMENTDEVELOPMENT Learning Tools: Mixture of Experience sharing Case Study Presentation Interactive Workshop Sessions Faculty: Drawn from large audit firms and consulting houses, and senior,

experienced executives from Tata Group Companies Owner: Programme Director, Rajesh Haldipur and Programme Coordinator Pearl Mascarenhas Course Fees: Rs.44000-49000 PER HEAD Variable according to Residential and Non-Residential

Participants Frequency: decided after the need analysis.

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TATA ADMINISTRATIVE TATA ADMINISTRATIVE SERVICESSERVICES Objective: “To groom young people to be future leaders for

Tata group.” “We are in a competitive human capital market and that

young human capital is looking for quick growth. The way to hold employees today is to make their work and their day-to-day activities in the company exciting and for them to profit from a reward-and-recognition system that enables them to grow with the organization.” And TAS is aiming to do just that. -- Group Chairman, Mr Ratan Tata

Owner: TAS and Sourcing ,Headed by Mr Rajesh Dahiya Auxiliary Support : CEO, Chairman, MD and ED of group

companies from time to time

October 29, 2007 49


TATA ADMINISTRATIVE SERVICESTA TATA ADMINISTRATIVE SERVICESTA CNTDCNTD

Selection and Program Details: TAS team/panel makes it a point that they are present on

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

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TATA ADMINISTRATIVE SERVICES TATA ADMINISTRATIVE SERVICES CNTDCNTD

Management Training Centre (TMTC) in Pune, and ‘field’ postings. It introduces TAS trainees to the seven core sectors the Tata Group operates in, its current and future challenges, and its drive to become a truly global organization. Of GOAL’s four cross-functional, cross-business and cross-located assignments, three include stints of 15 weeks in the business functions in three Tata companies. The fourth, a seven-week rural assignment, exposes the trainees to the Tata corporate social responsibility (CSR) programme and philosophy. It introduces them to community work in rural India, and enables them to understand the ethics of the Tata Group.

A TAS manager may do a stint at the Tata Motors plant at Pune, then move to Mithapur to study the operations at the chemical plant, and travel to New York to work at TCS.”A lot of effort goes into identifying projects and opportunities that can excite young TAS managers and add value to their skills, while continuing to expose them to different functions and challenges.

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Grooming TAS Managers : Each TAS manager is assigned a mentor, and is placed with

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

Frequency: Annual

October 29, 2007 52



Expectation from Program: Develop leaders for TATA group and imbibe the TATA culture and values in them.

Percentage of applications received by premiere B-schools – 85%

Percentage of Students selected – 25%

TAS has become conspicuous because of : Stringent selection process. Program Salary Training outside India

These are the parameters which greatly influence a student’s decision to join or not to join a company. This was the outcome of an on-campus survey.

October 29, 2007 53


TATA – BIG SCALE COST TATA – BIG SCALE COST REDUCTIONREDUCTION Objective: Big Scale Cost Reduction (BSCR). The programme will present a framework that could be used by the

Group Companies for reducing cost through a process-driven approach. The programme will attempt to learn from the best practices that the major Tata Companies have adopted, as well as the other practices that McKinsey’s have developed and used.

Meant for: The programme will be aimed mainly at the middle-level executives,

who will be implementing BSCR in their businesses. Since BSCR encompasses the entire organization, such a programme will be extremely beneficial to the entire middle management in a company that has embraced and embarked upon BSCR.

Participation is invited from managers in Tata Group Companies (other than Tata Steel, Tata Motors and Tata Chemicals

October 29, 2007 54


TATA – BIG SCALE COST TATA – BIG SCALE COST REDUCTION CNTDREDUCTION CNTD Program Details: Big-scale cost reduction (BSCR) is a major agenda of all firms, as

competition demands elimination of all varieties of slack and inefficiencies. Companies have to strive to reduce cost on a continuous basis. The cost-reduction initiative has to be focused on major cost elements and broad-based across all functions.

This program is intended to create a momentum in Tata Group Companies for BSCR. The focus will be on implementing cost-reduction initiatives on a sustainable basis.

Contents The following will be the contents of each half-day session : 1. Open your eyes ! Context setting Case studies of step-cost position improvement International examples

October 29, 2007 55


TATA – BIG SCALE COST TATA – BIG SCALE COST REDUCTION CNTDREDUCTION CNTD Tata Group examples (Tata Motors/Tata Steel/Tata

Chemical) Key requirements for BSCR Mindset Broad-based involvement Top management commitment Rigorous tools and processes Institutionalized across the company

2. Get your tools ! Overview of process and methodology for the relevant cost-

reduction programme Relevant toolkit Total cost of ownership Creative idea-generation sessions

October 29, 2007 56


TATA – BIG SCALE COST TATA – BIG SCALE COST REDUCTION CNTDREDUCTION CNTD Design benchmarking Linear performance pricing Clean sheet cost build-ups Best of benchmarking Value/cost-driver analysis

3. Personal touch Problem solving leadership Team effectiveness Collaborative skills Managing conflict Leadership styles Individual leadership effectiveness Leadership in action

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TATA – BIG SCALE COST TATA – BIG SCALE COST REDUCTION CNTDREDUCTION CNTD 4. Application Brainstorming specific cases for approach, based on results

of initial diagnosis (to be carried out with the invitation) Calibrating companies on ‘cost awareness‘ across the three

dimensions of Mindset Hard technical skills Soft/change-management skills

Learning Tools: Combination of case studies and interactive discussions

along with lectures, backed by reading material Output: It has been estimated that through BSCR, Tata Motors alone

has saved over Rs 2,000 crores in 3 years

October 29, 2007 58


TATA – BIG SCALE COST TATA – BIG SCALE COST REDUCTIONREDUCTION Faculty: A mix of consultants from McKinsey’s, senior Tata

Group Managers, who have implemented BSCR, and professors from the academic world.

Owner: HR Programme Coordinator: Rose Pagare Frequency: As per corporate communication. Expectation from Programme: Development of an economic perspective in the minds

of employees so that all the processes are carried out keeping it in mind so as to ensure maximum efficiency and minimizing wastage of resources and thus add to profits of the organizations.

Cost : Rs 21000-23000 Location: TMTC, Pune.

October 29, 2007 59


TATA TRAINING – SENIOR TATA TRAINING – SENIOR MANAGEMENTMANAGEMENT Objective: To enable participants to understand how the internal audit

function identifies and manages key risks that a business faces; and institutes and reviews appropriate internal controls to mitigate these risks

To enable participants to understand how the internal audit function is benchmarked, in order to take it to world-class levels; while meeting the twin challenges of transaction volume growth and geographical expansion

To expose participants to current thinking on how multiple compliance requirements, risks and deadlines are incorporated into the internal audit scope and schedule

To expose participants to current thinking on how multiple compliance requirements, risks and deadlines are incorporated into the internal audit scope and schedule

Meant for: Senior executives and managers (typically GM [Finance] and higher)

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TATA TRAINING – SENIOR TATA TRAINING – SENIOR MANAGEMENT CONTDMANAGEMENT CONTD Programme Details: Highly visible corporate scandals in recent years have exposed the

financial havoc that can be wreaked on businesses and companies, if proper controls are not in place; or where controls are in place but are not adhered to; or the non-adherence is either not detected, or having been detected, insufficient action is taken to prevent ill-effects of such laxness or unethical business practices.

The concomitant loss of economic value to the community of shareholders led to the rise of the movement for better corporate governance. It came out of the implicit recognition that good business strategy was necessary, but not sufficient, for sustained good corporate performance. This necessarily has meant following principles of transparency, instituting effective internal checks and balances at every level, and constant monitoring and review of adherence to these checks and balances through audits. The rapid growth of businesses, as well as globalization have put increasing pressures on managements to ensure that internal controls keep pace, and on making reporting systems adaptive and flexible enough to provide timely and accurate information with appropriate granularity to manage compliances in multiple jurisdictions, while simultaneously addressing increasing exposures to operational, financial and compliance-related risks.

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TATA TRAINING – SENIOR TATA TRAINING – SENIOR MANAGEMENT CONTDMANAGEMENT CONTD Methodology Rich background material on topics to be discussed is furnished Interactive experience-sharing by senior managers Group discussion of specific case studies Workshop-style panel discussion with eminent panelists

moderated by acknowledged experts Informal interaction with peers in same and related functions

from within and outside the Tata Group Faculty: A senior respected manager from the Tata Group Senior, experienced internal audit heads from companies within,

and outside the Tata Group, who have built world-class internal audit functions will share their experiences and act as panelists

Senior audit practice managers from Big-4 Consulting Firms will also share experiences and act as panelists

Owner: HR

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TATA TRAINING – SENIOR TATA TRAINING – SENIOR MANAGEMENT CONTDMANAGEMENT CONTD

Programme Coordinator: Rose Pagare

Programme Director: Rajesh Haldipur Frequency: As per training need analysis and

corporate communications. Expectation from Programme: Establishment of proper economic controls in place

and ensure adherence to them So as to prevent loss of economic value to the

community of shareholders. Cost Involved : Rs 24000.(approx) PER HEAD.

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TRAINING PERFORMANCE TRAINING PERFORMANCE LINKED INCENTIVESLINKED INCENTIVES Objective: To encourage and reward higher performance of the new

joiners as software engineers during the training program Meant for: Software Engineers in Personal Sub Band BT Average Payout: At an overall level, it is estimated that the average payout

of TPI would be at 10% of the

Fixed Gross Salary (FGS). Basis of calculation of incentive: The applicable percentage for TPI will be determined based

on the performance during the Training programme.

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TRAINING PERFORMANCE TRAINING PERFORMANCE LINKED INCENTIVES CNTDLINKED INCENTIVES CNTD Performance will be determined based on the Cumulative

Grade Point Average (CGPA) across all the courses that have been undertaken in the training program. The CGPA will be determined as the sum of (the products of (the grade point achieved in each course and the

number of credits of that course)) divided by the total number of credits for the courses undertaken. For examples on the calculation of CGPA,

Category wise payout percentages: Where FGS is the Fixed Gross Salary.

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TRAINING PERFORMANCE TRAINING PERFORMANCE LINKED INCENTIVES CNTDLINKED INCENTIVES CNTD Frequency: As per the training program. Expectation from Program: To underline the importance of training for new joiners

which is usually taken for granted by them as well as others.

To inculcate the a feeling of importance among the trainees Reward top performers from day one.

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TCS - MAITREETCS - MAITREE MAITREE: Founded on 23 February 2002 under the able guidance of Mrs.

Ramadorai, we strive to create a spirit of camaraderie among TCS associates and their families by organizing social activities and events.

TCS has grown tenfold in the last few years. With the workforce scattered around the globe in numerous locations, TCS Maitree encourages associates and their families to look on themselves as a part of the extended family of TCS. This feeling has permeated the fabric of the corporate. As a proud member of the Tata family, we seek to carry on the tradition of service to the community.

DRIVING FORCES: Information sharing and interaction directed internally within the

TCS community Towards social service, working for the betterment of the

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TCS - MAITREE CNTDTCS - MAITREE CNTD

ACTIVITIES: There are dance classes conducted for the employees, movie clubs and yoga classes.

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TCS – PROPELTCS – PROPEL P rofessional Excellence, R ole Enhancement, O wning TCS Culture, P ersonal Growth, E mployee Involvement L earning PHILOSOPHY: Propel is a way, … “a way of life at TCS” Propel is a revolutionary team activity that facilitates the exchange of

ideas and helps in immediate problem - solving. Propel's fun format also encourages bonding and self development among TCS associates

It's an all encompassing approach to find solutions. Growth has it's own challenges, where change remains a constant. Propel is a platform and a tool to help bring about this change. It connects with the TCS belief of “Let us make it a joy for all our stakeholders

Propel helps build a culture of collaboration, creativity and also networks of relationships. Together we build an organization which brings people together and human connect is the secret behind the success. Propel is a tool that helps you: Accelerate Solutions. Enjoy life.

THEME: “Accelerate Solutions, Enjoy Life”

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TCS – PROPEL CNTDTCS – PROPEL CNTD OBJECTIVE: Institutionalize the culture of valuing Associates through

processes that enable and enhance individual performance and lead it to Empowered Project teams. Establish a reliable channel through which the “Voice of Associate” is heard and integrated with TCS Policy making.

It is an integral part of the Organizational effectiveness function. As a change platform, the Propel Movement has evolved over the years. It launched with the “Care, Share, and Grow” theme, and has moved to “Accelerate Solutions, Enjoy Life” where it provides an opportunity to become a leader, in enabling and institutionalizing change at multiple levels in TCS – at a relationship, DC and at the organizational level. Propel provides a forum to discuss issues and ideas where people take ownership in promoting their ideas and resolving issues at their level itself, which in turns helps the organization in creating an ‘Ownership' culture.

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TCS – PROPEL CNTDTCS – PROPEL CNTD OWNERSHIP: Propel is championed by TCS Associates, Project Leaders, Group

Leaders etc from across functions. Contact points in each geography are listed at the bottom of this page.

This movement covers all Associates across TCS. Camps and Confluences are conducted for problem solving, discovery of new ideas, dialogue, reflection and fun. These sessions also provide a platform for learning and interacting

Propel is propagated across TCS by means of two kinds of building blocks:

Confluence A Confluence is a space and forum for Sharing, Dialogue and

Listening. Normally the duration of a Confluence is three to four hours. It is conducted by two or more Propellers, a maximum of 40 Associates from different functions/groups get together to explore, discuss, reflect and share their views on a particular theme. Sharing, fostering “friendliness” and “role-taking” is the agenda for a Confluence.

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TCS – PROPEL CNTDTCS – PROPEL CNTD Camp A Camp is a forum for improvement initiatives on specific

Voice of Associate themes. Normally the duration of a Camp is two to three hours. It is conducted by a Propeller, 20-30 Associates from the same team (or similar teams) come together to address and find a solution to a common problem/issue. Giving inputs and idea generation for TCS policy making and institutionalizing specific culture and role-oriented practice is the agenda for a Camp.

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TCS - PULSETCS - PULSE PULSE: Pulse is the company's annual Associate Satisfaction Survey.

Every year, we undertake this survey to measure and understand the TCS Associate's attitude, opinions, motivation, aspirations and satisfaction. In short, we get to know you better.

At TCS, we have always believed in continuous improvement and giving the best to our Associates. Through Pulse, we attempt to find out opportunities for improvement, invite suggestions, ascertain shortcomings, design appropriate plans, which finally conclude in action.

UTILITY:

Pulse serves as a virtual performance evaluation for corporate or support groups. Through this survey, groups like HR, MATC, Administration, Internal Infrastructure Services, Technical Communication, Marketing, Internal Communication, Library and Information Centre, Quality, Travel, Finance, Business Excellence, Information Security, all seek your feedback and evaluation.

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TCS – PULSE CNTDTCS – PULSE CNTD For support groups, this is an opportunity to understand

you, the customer, better and to take appropriate action to serve you better. Every support group takes immense pride in having a high ASI (Associate Satisfaction Index)

APPLICABILITY: Sector Geography Branch Delivery Centre Practices Large Accounts/ Relationships RD/CRD for US Designation Department

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TCS – PULSE CNTDTCS – PULSE CNTD Years Of experience Age Gender Marital Status Nationality SCORING: ASI (Associate Satisfaction Index) is a measure of the

satisfaction levels of the respondents for the survey. ASI figure takes into account the importance level that associates have attached to each category of questions.It is important to note that it does not represent the percentage number of people satisfied or dissatisfied. The higher the ASI, the higher the satisfaction level. ASI is arrived at by applying the following formula:

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TCS – PULSE CNTDTCS – PULSE CNTD

Sum (S*I)/Sum (I)*Max (I) Where…. S is Satisfaction for each question on a scale of 1 to 4 I is the importance level for each category of questions on a scale of 1 to 4 Max (I) is the maximum value that I can have. The same is formula is used for calculating CSI.

ANALYSIS:

The analysis of PULSE results is done in two ways.

Analyzing four by four matrix report (Importance vs. Satisfaction) for each category of questions, the categories (and their questions) with High Importance and low satisfaction are marked for action plans.

On the other hand, open-ended questions such as ‘three things that you dislike at this location' would also trigger action plans. Any other comments/Suggestions provided by associates are also scrutinized for action

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TCS – PULSE CNTDTCS – PULSE CNTD MODIFICATION :

The following process was followed to modify the questionnaire.

Every Pulse questionnaire has an open-ended question that asks for responses on how to improve the questionnaire. The feedback of associates from previous surveys has been incorporated to improve/modify the questionnaire.

Feedback from all Geography Heads, HR Heads, HR representatives, and Process Owners worldwide was taken to incorporate issues/items that are considered important by associates.

The categories/questions were also validated against the questions that are part of the surveys conducted by external agencies.

ADVANTAGES

As a matter of fact, many substantial improvements have taken place as a direct result of the Pulse survey. There are various examples that can be found in the Pulse pages on Ultimatix. For example, Internal job postings on Ultimatix and the "Top 20" vacancies in TCS that are published regularly.

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TCS – PULSE CNTDTCS – PULSE CNTD

Another direct result of a feedback/suggestion received on Pulse is the customizable compensation and benefits package for India payroll that was introduced this year.

WHY TRUST IT?

The whole Pulse system is designed to ensure confidentiality. No answer can be traced back to the respondent, and neither will any effort be made to do so. The survey is strictly anonymous.

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TCS - PEEPTCS - PEEP Objective: To carve out the career path for the employees

specially probationary. Meant for: All the employees Program Details: The employees after spending substantial time on a project

are called upon by their Appraiser and the reviewer assigned by the company at the start of the project. There is a discussion with the employee regarding his inputs and achievements throughout the project and where he intends to be in the time to come. Thus this is an unbiased session wherein the immediate boss is not involved and the employee can put up his expectations. This feedback along with the remarks is sent to the HR who intern gives feedback to the immediate boss and thus this forms a blueprint of the career path of the employee.

Owner: Appraiser and Reviewer along with HR.

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TCS – PEEP CNTDTCS – PEEP CNTD Frequency: At the verge of Completion of an year/project,

whichever is earlier. Expectation from Programme: To identify the potential of the employee and his aspirations

and match it with the resources that the company can provide to him in the near future, and thus do a career planning.

Cost Involved: Not available

Employee Perceptions Likely to be: Employees put in a lot of efforts even during their probation

period as they are aware that once they give the initial stint with the company a good start the company is going to identify and reward them as soon as possible irrespective of the time they spend. Now even the regular employees have asked for this kind of interaction. So that they remain motivated throughout and prevent burnout amidst the projects.

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TCS - REFERRAL TCS - REFERRAL POLICYPOLICY Objective: To encourage the employees to get buddies in the

organizations so that they are retained longer. Meant to: Reward amounts are applicable only to associates who are

on India payrolls and who are active in the system at the time of payment.

HR associates are not eligible for the scheme You can make unlimited referrals across the country for a

wide range of skill sets

(With people having minimum 2 yrs experience) Program Details: Internal Referrals – Process flow Step 1: TCS Employee must log in to intranet>> (Buddy

Lao) to refer his/her buddy subject to openings available and the eligibility criteria of the buddy for the same

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TCS - REFERRAL POLICY TCS - REFERRAL POLICY CNTDCNTD Step 2: With the help of Emp id# and DOJ, Employee/

referrer will enter the first set of details under the section <Refer a candidate> in the buddy Lao home page.

Step 3: Both the buddy as well as the referrer will be sent a system generated e-mail with the access details to portal (login id and password). The login id is a unique identity in terms of an EP reference no also called as EPIR.

Step 4: As a next step, either the referrer or the buddy can use the login id & password to enter details of the buddy along with uploading his resume

Step 5: Buddy to submit request number no to the recruitment assistant at the time of interview

Step 6: The referrer can view the status of the referred buddy from time to time.

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TCS - REFERRAL POLICY TCS - REFERRAL POLICY CNTDCNTD

The referral form looks like this: Applicant’s NameApplicant’s Phone#E-mail AddressSkillTotal ExperienceReferring Employee Location Preference Employee #Extension #Date SubmittedResume Included? [ ] Yes [ ] No

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TCS - REFERRAL POLICY TCS - REFERRAL POLICY CNTDCNTD

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TCS - REFERRAL POLICY TCS - REFERRAL POLICY CNTDCNTD Reward: The reward amount shall be credited to employee in the

Miscellaneous Component of his pay slip, within 45 days of your buddy’s association with us (Subject to the Background Verification Clearance of the Referred- Buddy).

Employee Perceptions Likely to be: Quick Way to earn money. Opportunity to make and choose team mates whom they

already know.

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

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INFOSYS HANDBOOK INFOSYS HANDBOOK CONTENTS CNTDCONTENTS CNTDAdvancesPersonnel RecordsPersonnel Records Names and AddressesEmployee ReferencesPerformance EvaluationsThe Promotion PolicyOpen DoorEmployment of RelativesConflicts of InterestReductions in ForceTermination and Progressive DisciplineVoluntary Termination

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INFOSYS HANDBOOK INFOSYS HANDBOOK CONTENTS CNTDCONTENTS CNTD Standards of Conduct Prohibited Conduct Off-duty Conduct & Outside Employment Drug and Alcohol Abuse Punctuality and Attendance Dress Code and Other Personal Standards. Customer Relations Confidentiality Business Conduct and Ethics News Media Contacts Operational Considerations Employer Property Use of Electronic Media Off-duty Use of Facilities

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INFOSYS HANDBOOK INFOSYS HANDBOOK CONTENTS CNTDCONTENTS CNTD Employee Property Security/Workplace Violence Health and Safety Ergonomics Smoking Cleanliness Parking

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INFOSYS - INTRANET INFOSYS - INTRANET USESUSES The intranet is used for the following purposes: Facility and benefits along with the terms of their terms and

conditions of their seizure which are difficult to be communicated orally.

Internal telephone directory Request tracker Initiating campaigns Birth Day reminders Wishing birthday in an innovative way by anybody across the

organization.(People write poems, put messages across) Seek clarifications from HR on issues of concern. Especially outstation candidates can get all selected

information about the city at a glance and this is from a reliable source which can be tracked and followed further.

Surprise quiz Suggestion from the employees Nomination of referrals Posting of internal vacancies Achievements of employee outside within the organization.

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INFOSYS - OPEN DOOR POLICYINFOSYS - OPEN DOOR POLICY

Objective: To encourage employees to communicate freely,

Meant for: All employees

How it works: The mode of all kinds of communication is electronic. Suggestions for improving Infosys are always welcome. At

some time, you may have a complaint, suggestion, or question about your job, your working conditions, or the treatment you are receiving. We ask you discuss the situation with your immediate supervisor or Human Resources without fear of retribution or reprimand. Physical bulletin boards and electronic bulletin boards are another source of sharing information. E-mail and access to the web are available to employees. Electronic bulletin boards have official and general notices posted.

Owner: Supervisor and HR

Frequency: All round the year.

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INFOSYS - OPEN DOOR POLICY INFOSYS - OPEN DOOR POLICY CNTDCNTD

Employee Perceptions: People extensively use these forums for communicating on

the following subjects: 1.Networking 2.Getting resources for work 3.Giving buy and sell advertisements 4.Locating becomes easy in such a huge organizations with

workforces spread across nations. 5.Notifying any urgent information . All types of informal communication are done officially

through various forums or platforms provided by the company they are:

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INFOSYS - OPEN DOOR POLICY INFOSYS - OPEN DOOR POLICY CNTDCNTD

Brown bag lunches Open houses Monthly CEO email Quarterly chat with CEO Quarterly Town Hall meetings

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INFOSYS - PROMOTION INFOSYS - PROMOTION POLICYPOLICY Objective: To lay down the premises for promotion for the employees

working at different levels and differentiate the performers. Meant for: All the employees Reason for adoption: This promotion policy has come into effect because of the

role and band-based organization that Infosys has migrated into from the existing Grade-based structure. As a result of this change 15 grades have been transformed to 7 bands.

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INFOSYS - PROMOTION INFOSYS - PROMOTION POLICYPOLICY Role and Band based structure:

Band Grade F SVP, VP E AVP, I D II, III, IV C V B VI, VII A2 A, B A1 C, D, E Criterion: The performance reviews must fetch a rating internally

decided for each level. However The overall grade is decide on two parameters i.e.:

1.Qualititative 2.Quantitive

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INFOSYS - PROMOTION INFOSYS - PROMOTION POLICY CNTDPOLICY CNTD Qualitative The qualitative evaluation is based on the following qualities

exhibited by the employees. Leadership Initiative Problem Solving Ability to work with other groups Executive Relationships Ability to motivate Cross group Working Creativity Innovation Listening Skills Ability to provide solutions

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INFOSYS - PROMOTION INFOSYS - PROMOTION POLICY CNTDPOLICY CNTD Quantitative:: This parameter includes the various targets assigned by the

supervisor at the beginning of a project and the weightage to them. These targets may/may not differ from person to person within the same band person.

Evaluation: The evaluation of the candidate by the supervisor and the HR is

based on the following three parameters Parameter 1 Appraisal Rating Parameter 2 Competency Parameter 3 Needs improvement or Recommendation remarks. Depending upon the level for promotion these parameters have

different weightage and require the appropriate record of previous ratings and remarks.

Owner: Immediate supervisor and HR Time of promotions: Usually happens in April.

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INFOSYS - PROMOTION INFOSYS - PROMOTION POLICY CNTDPOLICY CNTD Expectation from Program: It is normally expected that the Personal Band for each

employee would be the same as the Job Band. However, 10% of the employees have a Personal Band, which is below the Job Band and about 5% of the employees which have a Personal Band, which is above the Job Band. The Personal Band has been introduced as a migration strategy and is expected that in a period of up to 3 years, employees should be in a Personal Band, which is the same as Job Band.

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INFOSYS - LEAVE INFOSYS - LEAVE POLICY POLICY OBJECTIVE: To avail the guidelines for availing leave for

employees based in India. ELIGIBILITY: This Policy is applicable to all employees based

in India. Types of Leave: Earned Leave: The eligibility for this leave varies depending on

the duration of the employee’s service in the Company as defined in the Leave Policy applicable to India-based employees. Employees earn this leave and are hence paid regular salary on the days on which they avail of this leave.

Extended Leave: Employees eligible for this leave are allowed to avail of extended leave for up to a maximum period of one year for exigent reasons as defined in the Policy on Extended Leave

Leave on Loss of Pay: Employees are currently allowed to avail of leave on LOP of 90 days. Based on opinions sought from external lawyers, this limit is being revised to 45 days, and the details of the same are being defined by way of this guideline.

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INFOSYS - LEAVE POLICY INFOSYS - LEAVE POLICY CNTD CNTD Leave Encashment: Leave is encashed at the beginning of each quarter. If an

employee joins during a quarter then the leave credit will be prorated to the number of days left in the quarter. Any fractions are rounded off to next half day.

For Probationary: 15 days for per year of service. For Confirmed Employees: 15 Days for the first 2 years of

service. 20 days for every year thereafter. Authorized Signatory: VP and Head-HRD Danger Zone Defined: If an employee is on leave without wages on both prefixing

and suffixing days of a holiday or weekly off days such weekly off holidays will

be treated as Loss of Pay days. Procedure For Leave Application: The application for leave should be made in the prescribed

form or on-line by using the Leave System. The employee should get the leave approved by his/her

Departmental Head and forwarded to the Personnel Department.

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INFOSYS - LEAVE POLICY INFOSYS - LEAVE POLICY CNTD CNTD Leave Encashment:

Leave can only be encashed if the Leave Balance exceeds 30

or at the time of separation (Resignation / Retirement / Termination).

The minimum number of leave for which encashment can be availed is 5 days. However, in cases where the encashable leave balance is more than 5 days, such leave balance can be encashed in total.

Leave will be automatically encashed if the Leave Balance exceeds 45.

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

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INFOSYS - LEAVE POLICY INFOSYS - LEAVE POLICY CNTD CNTD The compulsory Leave Encashment (i.e. if leave balance is

greater than 45 days) would be the difference between an employees leave balance and 30 days.

The leave encashment will be done only once in a year. The employee desirous of availing leave encashment will have to send his / her request to Finance during the month of April and encashment will be done during the first week of May. Therefore, the Leave Balance should have exceeded 30 days on March 31st, for it to become encashable.

Formula For Leave Encashment: (Monthly Gross Salary * Number of leave being encashed) /

22 Monthly Gross Salary = Basic +DA +Flexible Benefits 22= Number of working days in a month for the purpose of

leave encashment Exceptions: Need approval from the MD.

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INFOSYS - EXTENDED INFOSYS - EXTENDED LEAVELEAVE OBJECTIVE To enable an employee to avail of extended leave, up to a

maximum of one year of continuous leave on Loss of Pay, for exigent personal reasons.

Meant For: All employees based in India Criteria: Continuous service with the Company for a minimum

of 2 years in current employment. Considerations: Personal Reasons For Parenthood Sickness Child Adoption Travel with spouse to onsite locations (spouse could be working

with other companies as well Note : Specific approval needs to be taken from Unit /

Department Head for availing this benefit for any other reason.

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INFOSYS - EXTENDED INFOSYS - EXTENDED LEAVE CNTDLEAVE CNTD Authorized Signatory: Unit / Department Head and on

specific approval from the Director in charge of the respective Unit / Department.

Exceptions: All exceptions are subject to MD’s approval.

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INFOSYS - WHISTLE INFOSYS - WHISTLE BLOWER POLICYBLOWER POLICY Objective: To provide a mechanism for employees of the Company to

approach the Ethics Counselor, Chairman of the Audit Committee of the Company ,for Any actual or potential violation of the Code, howsoever insignificant or perceived it may be.

Meant for: All the employees Procedure All Protected Disclosures concerning financial/accounting

matters should be addressed to the Chairman of the Audit Committee of the Company for investigation.

In respect of all other Protected Disclosures, those concerning the Ethics Counselor and employees at the levels of Vice Presidents and above should be addressed to the Chairman of the Audit Committee of the Company and those concerning other employees should be addressed to the Ethics Counselor of the Company.

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INFOSYS - WHISTLE INFOSYS - WHISTLE BLOWER POLICY CNTDBLOWER POLICY CNTD If a protected disclosure is received by any executive of the

Company other than Chairman of Audit Committee or the Ethics Counselor, the same should be forwarded to the Company’s Ethics Counselor or the Chairman of the Audit Committee for further appropriate action.

Appropriate care must be taken to keep the identity of the Whistle Blower confidential.

Protected Disclosures should preferably be reported in writing so as to ensure a clear understanding of the issues raised and should either be typed or written in a legible handwriting in English, Hindi or in the regional language of the place of employment of the Whistle Blower.

Oral reports will normally be documented by the Chief Ethics Counselor / Chairman of the Audit Committee accessing the voice mail by a written transcription of the oral report.

The Protected Disclosure should be forwarded under a covering letter which shall bear the identity of the Whistle Blower. The Chairman of the Audit Committee / Ethics Counselor, as the case may be shall detach the covering letter and forward only the Protected Disclosure to the Investigators for investigation.

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INFOSYS - WHISTLE INFOSYS - WHISTLE BLOWER POLICY CNTDBLOWER POLICY CNTD Protected Disclosures should be factual and not speculative

or in the nature of a conclusion, and should contain as much specific information as possible to allow for proper assessment of the nature and extent of the concern.

For the purpose of providing protection to the Whistle Blower, the Whistle Blower should disclose his/her identity in the covering letter forwarding such Protected Disclosure.

Investigation: All Protected Disclosures reported under this Policy will be

thoroughly investigated by the Ethics Counselor / Chairman of the Audit Committee of the Company who will investigate / oversee the investigations under the

authorization of the Audit Committee. The Ethics Counselor / Chairman of the Audit Committee

may at his discretion, consider involving any Investigators for the purpose of investigation.

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INFOSYS - WHISTLE INFOSYS - WHISTLE BLOWER POLICY CNTDBLOWER POLICY CNTD

During the process of the investigation also the ethics counselor /chairman of the audit committee also ensures that the whistle blower or the person who assisted in such a cause are provided proper protection and are not exploited or threatened on account of whistle blowing.

Owner: Chairman of the audit committee and the ethics counselor

Frequency: As and when the grievance is reported. Expectation from Programme: To inculcate Tata values in the employees and punish those

discarding them . Punishments: Warnings Demotion Sacking Employee Perceptions Likely to be: People start taking values seriously which are most talked

about and least thought about in the organizations.

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CAPGEMINI - BUDDY CAPGEMINI - BUDDY SYSTEMSYSTEM Objective: To make the new entrant feel good about the organization and

provide him with an option to bypass his immediate boss in case of any problem he is facing with him.

Meant for: New Entrants Why it was started?? The company has institutionalized a practice where the new

entrant has the option to bypass his immediate boss to address the matter to the management so that necessary corrective action can be taken and to ensure a congenial work environment," he says."By nature, socializing is not easy. Some take to it naturally and others struggle to make friends. Therefore, the buddy concept is a serious issue and organizations like Cap Gemini lay special emphasis on this aspect,“ says Dr. Sripada."As a management professional, I have seen industrial cycles across manufacturing, telecom and technology and each throws up different challenges. From a customer perspective, the bonding in the company is such that irrespective of where the resource is located, the job is done, he says. October 29, 2007 10

9


CAPGEMINI - BUDDY CAPGEMINI - BUDDY SYSTEM CNTDSYSTEM CNTD Programme Details: Cap Gemini handles its human capital, right from providing

a `buddy' the day a new entrant is inducted into the company, and how crucial this aspect of building the comfort level is in a volatile industry. This buddy takes the guy right from the Coffee Club to the conference room, making him feel he is important in the team. This is followed by Fundoo Friday where the focus is on fun while doing work. And Focus Friday is where people from across the group interact and share experiences.

Owner: HR

Frequency: As and when a new joiner comes in

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CAPGEMINI - BUDDY CAPGEMINI - BUDDY SYSTEM CNTDSYSTEM CNTD Expectation from Programme: Every individual in an organization learns many practices through

socialization. It is here the buddy concept helps in hand-holding the new entrant.

In a globally competitive landscape, unless all the associates work together as a team, they will not be able to give their best

Cost Involved: NIL

Benefit to Organization: When we deal in multi-year and multi-million dollar accounts,

irrespective of a particular member being in a team or leaving it, the work is done," he says. This is best addressed through what Cap Gemini refers to as buddy, who ensures that there is a `feel good factor' when the employee enters the new job. The entire organization structure is such that there is a 360-degree feedback, which is acted upon instantly, addressing all pain points.

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CSC - BUDDY SCHEMECSC - BUDDY SCHEME CSC – A FORTUNE 200 COMPANY Objective: To provide the new employee with a point of contact for

general queries regarding day-to-day operational issues such as location of facilities, relevant company policies etc.

To help the new employee integrate with the company by providing him/her access to someone who is familiar with our culture, attitude and expectations.

Meant for: New Entrants Program Details: A Buddy is a person who will help the new joiner through the

initial few weeks to settle in and acquaint himself/herself with the organization and its culture. Through this program, we tend to alleviate the stress new employees normally endure in a new work place. The role of a Buddy is open to all employees who have been with CSC for at least six months.

Owner: HR

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CSC - BUDDY SCHEME CSC - BUDDY SCHEME CNTDCNTD Frequency: As per the requirement Cost Involved: Nil Expected Employee Behavior: For New Joiner: It is expected that he would feel more

comfortable in the huge organization and would be able to associate himself with the company soon.

For Buddy: It is a good means of employee engagement .It would give him a change from his routine and he would feel to have contributed to the organization in a different way.

Recommendation: It should be preferred to assign the buddy who shares the

same kind of background as the new joiner or who hails from the same place.

The new joiner can also be offered to choose his buddy. Feedback must be asked for regarding the buddy and at the

end of the quarter or the year best buddy award must be given away. The feedback must be readout in public.

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GAIL - SUGGESTION GAIL - SUGGESTION SCHEMESCHEME Objective: To provide a comprehensive scheme for stimulation of positive

thinking and creativity among the employees for coming up with suggestions for bringing about more economy, efficiency and effectiveness.

To evolve a well designed procedure for receiving and recording the suggestions.

To frame an evaluation system for accepting the creative ideas of the employees.

To formulate a monetary reward scheme which would recognize the best suggestion(s) and compensate the author in a way that not only he feels motivated to continue to provide good suggestions in future but also others feel inspired to emulate him.

Eligibility Criteria : All regular employees of GAIL, deputationists to and from other

organizations and all trainees in GAIL can participate in the suggestion scheme. Any suggestion rendered by an employee either in his own area of functioning or pertaining to any other area / department, which satisfy the conditions specified hereunder, would qualify for consideration for acceptance under the scheme.

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GAIL - SUGGESTION GAIL - SUGGESTION SCHEME CNTDSCHEME CNTD Procedure for Submission of Suggestions The following guidelines shall be followed in regard to

submission of suggestions for consideration by the management:-

Suggestions can be rendered individually or jointly by a group of employees;

Suggestions must be accompanied by detailed cost benefit analysis, wherever applicable;

Suggestions shall be submitted through Suggestion Box in GAIL Intranet;

Once a suggestion is received and recorded, modifications shall be admissible provided the same is submitted within seven days of submission of the original suggestion; and

In case any suggestion was rendered but not accepted earlier and has been revived with or without modifications due to change in environment, technology etc., the modified suggestion shall be considered for acceptance.

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GAIL - SUGGESTION GAIL - SUGGESTION SCHEME CNTDSCHEME CNTD In case two similar suggestions are received, the suggestion,

which is received first, shall qualify for consideration. Any suggestion, which has earlier been considered and

implemented in any one unit but has wider scope of implementation in other units / work centers of the company, can also be submitted afresh for consideration.

Suggestion Committee comprises of – ED (PC - O&M & PD) – Chairman ED (Mktg.) – Member GGM (O&M) – Member GM (Proj.) – Member GM (HRD) – Member GM (MS) – Member /

Coordinator DGM (F&A) – Member DGM (MAC) – Member

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RENT A CAR - CUSTOMER RENT A CAR - CUSTOMER FOCUSFOCUS Objective: To take specific customer feedback.

Details: Andy Taylor’s Enterprise Rent a Car on Relentless Customer

Focus “We decided that we had to add some metrics to our customer satisfaction. We created a measurement called ESQi, which is the Enterprise Service Quality index. It’s a statistically valid sample of customers’ opinions taken monthly, at every one of our branches. The customer gets called seven to ten days following the close of the rental. We have an outside company to collect the data, and there are basically two questions. The first asks about the customer’s satisfaction level, with five answers ranging from “completely satisfied” to “completely dissatisfied”, and the second asks how likely he would be to return to Enterprise. Beginning in 1996 we told all employees, if you’re not at corporate average or above on your ESQi, your not getting promoted. And all of a sudden, customer satisfaction went to the top of the list. The ESQi has given us a greater sense of urgency and I would consider that the greatest change that has occurred here. The process enables us to go from being a nearly $2 billion business in 1994 to a $7 billion-plus business today.”

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RENT A CAR - CUSTOMER RENT A CAR - CUSTOMER FOCUS CNTDFOCUS CNTD Expected Employee behaviors: All levels of customer interactions are expected to be taken

seriously by all the employees so that there is no stone unturned for

Customer service. Employee believes that we mean, when we say customer

focus.

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SPHERIS - FUN-O-SPHERIS - FUN-O-METERMETER Objective: To measure the effectiveness of fun at work Spheris India pvt ltd erstwhile healthcribe India pvt ltd part of

the India's second largest medical transcription company believes I the philosophy of having fun @ work and has been organizing fun related activities since many years .Jam sessions held twice a year, an elaborate dance parties for all the employees to dance their way throughout evening wherein the entire décor is of a typical disco with DJ. The family day is an elaborate event where family members of employees receive a grand welcome.

How was it started? A couple of years back when the spheres was in the peak of

organizing fun activities they realized that they needed to measure the level of fun or rather to understand if the fun events conducted were keeping the employees really happy. Eventually this thought by the fun club gave birth to an innovative tool: Fun-o-meter , ammeter to measure fun.

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SPHERIS - FUN-O-METER SPHERIS - FUN-O-METER CNTDCNTD “An activity without a measure eventually goes out of

hand .One of the key benefits of measuring fun is to understand the interest level of participation amongst the employees .

Fun is taken seriously at spheres international and anything serious or having business impact has to get on to the dashboard at spheres and so it is.!!

A dashboard item gets tracked on performance and also helps capture the trends specially on counts of such happiness, attrition and recruitment.

Salient features of this practice: 1.Fun Budget 2.Appears on HR dashboard Spheris has budgeted a fun-o-meter number for every month

and this is one of the crucial parameter of HR dashboard.

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SPHERIS - FUN-O-METER SPHERIS - FUN-O-METER CNTDCNTD The level of fun on the fun-o-meter is calculated based on a

few simple parameters. 1.The first of these simple parameters is the type of event:

sports, cultural, literary. A sports event earns 20 points. A literary event earns10 points and a cultural event earns 15 points.

2.Points also vary according to whether an event is organized at external or internal venue. In-house events earn 10npoints and external ones 20.

3.The third parameter relates to prize in external events. Winning teams in external events earn10-25 points and individuals in external earn5-20.

4.The last parameter is the number of participants .Points earned can start from 20 from an event where participation is limited to a max of 10 participants and rise to as much as 130 for an event where over 1000 people participate.

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SPHERIS - FUN-O-METER SPHERIS - FUN-O-METER CNTDCNTD

The sum of the scoring achieved from the above parameters generate the fun level for each month and subsequently for the entire year.

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

Owner: Fun Club(representatives of HR and other departments as well)

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SPHERIS - FUN-O-METER SPHERIS - FUN-O-METER CNTDCNTD Expectations : In the final analysis measurement or no

measurement .Spheris and its employees are clearly living life king-size and enjoying every minute. As Surya Ciryan ,VP-HR puts it. The business benefit clearly is in the corporate culture that we endorse and that is to have a large workforce happy and relaxed leading to quality and customer delight. The benefit to the employees lies in the work atmosphere that not only gives a great opportunity to perform but also peace and happiness”

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GOOGLE - PERFORMANCE GOOGLE - PERFORMANCE MANAGEMENTMANAGEMENT Objective: To track the performance of employees and thus

prevent the annual shock of performance review. Owner: Self and automated Detail: Larry Page -On automating Performance Tracking at Google.

“We did a simple thing that in retrospect was brilliant: We wrote a program that asks every engineer what they did every week. It sends them an email on Monday, and concatenates the emails together in a document that everyone can read. And it then sends that out to everyone and shames those who did not answer by putting him or her on the top of the list. It has run reliably every week since we started, so forever week of our company’s history we have a record of what everyone did. It’s good for performance reviews, and if you’re joining a project team, in five minutes you can read what your team members did last week or months.”

Expected Employee Behavior: Employees are expected to gauge their performances from

time to time in short durations and thus brings about consistency in their performance. It also brings a kind of healthy competition among employees and recognition for top performers.

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GRANITE LEARNING SCHOOL - GRANITE LEARNING SCHOOL - EMPLOYEE ENGAGEMENTEMPLOYEE ENGAGEMENT

Objective: Employee Motivation and employee engagement Meant For: All the employees Details: The company gets each employee to set his or her annual

objectives in the format “Learn………….so that I can…………..” In addition, “Granite Rock University” provides an entire curriculum of classes ranging from product training to computer skills to management skills and employees spend an average of about 43 hours of training outside of mandatory training like Safety. Individuals take responsibility for charting their own careers and professional development

Expected Behavior from employees: The employees are expected to be responsible for the goals set

by them and they gradually start understanding hoe their part affects business. This gives a sense of belonging in the employees. It is a way of employee empowerment.

Owner: Self.

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IBM - EMPLOYEE IBM - EMPLOYEE COMMUNICATIONCOMMUNICATION Objective: To make the values alive in the organization and make the

employees ponder over its meaning and what they stand for. Details: IBM held a three-day discussion via the corporate intranet to

debate and discuss about the company’s values, the nature of the organisation and what it stood for.

Participation: The forum dubbed “Values Jam” attracted about 50,000 of

IBM’s employees and elicited about 10,000 comments about the proposed values.

Expected Employee Behaviour: Such forums helps in three things: Does employee understand how values affect his business

in the organization.

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IBM - EMPLOYEE IBM - EMPLOYEE COMMUNICATIONCOMMUNICATION Sensing how important are organizational values to people

in the organization Is there any conflict in the way we perceive our self and the

employees perceive us.

Owner: CEO

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INDUCTION PROGRAMINDUCTION PROGRAM Objective: To involve and encourage participation of the

new hires during induction. Owner: HR Executives. Detail: The new hires are expected to know and be aware of the

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

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INDUCTION PROGRAM INDUCTION PROGRAM CNTDCNTD Expected behaviors: The HR executives who usually feel a lack of freedom in the

initial days of their work get motivated and challenged because of this responsibility given to them. The new hires will start taking interest in such activities as this will be a break or them from the mundane training session which usually become boring.

Reward: The reward can be an interaction with a top line executive

in the form of an opportunity to have lunch or dinner in person with him..which is a rare thing to happen.

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WAL-MART POLICYWAL-MART POLICY

Objective: Sense the perception of the internal as well as external

customers well before it becomes a spot. Details: “At retail giant Wal-Mart, every Monday, members of the

senior executive team head out to Wal-Mart stores around the world, where they talk with managers, employees and customers. To ensure that they get a complete picture, they also pay a few visits to competitor’s stores. On Thursday evening, they return to corporate headquarters in Bentonville, Arkansas, armed with new insights about the market and their people. There, they discuss what they’ve seen and heard, thus.

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WAL-MART POLICY CNTDWAL-MART POLICY CNTD

allowing the organization to modify its strategies. On Saturday thousands of store managers participate in a videoconference and the senior team shares their observations and provides direction for the coming week. Come Monday, They’re on the road again

Owner: Corporate HQ Expected Behaviors: Employees have a chance to report or approach the senior

for any grievance if the protocols for serving the customers are not followed it can be prevented rather than curing.

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MOTOROLA – MULTI MOTOROLA – MULTI MEDIA COMMITTEEMEDIA COMMITTEE Multimedia Committee to promote alternative learning

technologies.

MYTT: Motorola Yesterday, Today, Tomorrow (MYTT) - is a new history

and culture course that teaches through the use of stories. Subscribers receive via e-mail or intranet, two to three episodes per week of engaging stories from Motorola’s past, present or future. Subscriptions are also available via CD-ROM. (MYTT) - is a new history and culture course that teaches through the use of stories. Subscribers receive via e-mail or intranet, two to three episodes per week of engaging stories from Motorola’s past, present or future. Subscriptions are also available via CD-ROM.

The Motorola Career Planning Information on CD-ROM – The Motorola Career Planning Information on CD-ROM -

Corporate HR is designing a multimedia application that runs on desktop computer CD-ROM drives, intranets. The application will present Motorolians with career planning information and tools that will help them define, plan and achieve their career goals.

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RECOMMENDATIONSRECOMMENDATIONS

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INDUCTIONINDUCTION

Objective: To involve and encourage participation of the new hires during induction.

Owner: HR Executives. Expectation: The new hires are expected to know and be aware of the

mission, values, policies and practices of the organization so that from the day one they know what their KRAs mean to the organization .

The management trainees who usually feel a lack of freedom in the initial days of their work get motivated and challenged because of this responsibility given to them. The new hires will start taking interest in such activities as this will be a break for them from the mundane training session which usually become boring.

Management Trainees feel empowered and get a feeling that they have freedom to do things their way this can also be a way of inducing creativity to out induction programs, a win-win situation.

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INDUCTION CNTDINDUCTION CNTD Action Plan: A. They must be exposed to quizzes about1. The practices 2. latest achievements3. Values of the organization.

B. If the induction checklist is provided to the New hires at the first day of the induction and they are expected to submit it back to the office on the last day of induction it can help us evaluate the communication and effectiveness of the induction.

C. Most of the organizations today prefer to go for a customized induction program depending upon the profile of employees and their number.

Ownership: The ownership of this interaction must be given to the Management Trainees as their stretched targets and the evaluation can be based on the sole evaluation by the new hires.

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INDUCTION CNTDINDUCTION CNTD Reward: The reward can be customized to the profile of the new

hires and this responsibility of gauging the right reward must be left to the Supervisor based on the feedback of the Management trainees.

E.g.: Sponsorship for a relevant event based on the hobby or interest of the winner.

Challenges: The management trainee is likely to not involve too much

or not take this responsibility if the KRA’s don’t mention it as their responsibility and specify the weightage for creativity ,effectiveness and communication in this task.

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TRAINING AND TRAINING AND DEVELOPMENTDEVELOPMENT Need assessment can be done by the employees also. It is a

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

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PERFORMANCE PERFORMANCE APPRAISALAPPRAISAL The discussions and reviews are either done on a quarterly

or on a half-yearly basis. Daily Log Sheet can be an answer to this problem. It can

either be either a software or an excel sheet prepared by the immediate supervisor which keeps a track of the daily activities and the time taken for each of them.

An eight hour shift does not guarantee full utilization of time by the employee. This is a result of:

1. Day-to-day delegation of work by senior people which have to be performed by the employees and actually does not result in any way in the achievement of KRAs.

2. Gauging ROI-Help in gauging the effectiveness of the training programs attended by the employees by comparing pre and post training performance (time taken, improvement in performance).

3. At the time of performance review discussions this log sheet managed by the immediate boss can help in a great way to make the performance more objective and focused.

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REWARDS AND RECOGNITIONREWARDS AND RECOGNITION

As we respect diversity of people in ACC we must also respect their likes and dislikes therefore lets go for customized rewards!!

An internal survey with a list of rewards that the company can offer wherein the items are to be rated.

As most of the employees in ACC are 35+ therefore a voucher or gift hamper for a spa treatment in a luxury health clinic can be a relishing experience.

An internal promotion of the rewards to be given, in the form of attractive posters with catchy lines, pasted in the corridors, common soft boards, definitely makes the rewards more appealing.

Another approach for deciding the reward can be considering the occasion, for example, during Diwali a hamper from an interior Shoppe or any apparel brand can do the trick.

A rolling trophy for inter-department ,inter-region competition can create an impact.

A hobby database : Creating a hobby database exclusively for this purpose is one time investment but the payout is incomparable.

In plants, this responsibility can be cascaded to worker groups as an employee engagement initiative this can make the cumbersome task easy.

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FUN AT WORKFUN AT WORK Fun At Work is directly proportional to Employee Bonding. At All Levels Weekly competitions like a one minute eating competition,

tongue twister competition are like quick breakfast and save time!!(Can be done at the plant, region, as well as the corporate level).

At Regional and Corporate Level: A messenger can be a miracle..can be used to

communicate ,share instant jokes..without getting up from the workstation.

For Regional Offices: Use messengers for instant competitions like

riddles ,jumbled words and instant declaration of the winner on the messenger…it will be great fun!!

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EMPLOYEE EMPLOYEE COMMUNICATIONCOMMUNICATION At Regional Offices, Corporate, Respective

Departments in Plants: Using soft boards within the offices for general

communication, promotion of internal activities, appeal to hidden creativity among the employees

At Regional Offices and Corporate: Using whiteboards with a marker in lunch rooms, reception

inviting comments and feedback on specific events, issues, menu for day(if it was specially cooked)

Initiative from Corporate: Updating the employee handbook and time to time rapid

quizzing within the office on the messenger At Corporate as well as the Regional level: Holding employee polls on intranet for evaluating HR

initiatives from time to time like fun events, quizzes etc. This would also ensure more usage of the intranet and probability of getting to know more about what's new in ACC!

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EMPLOYEE ENGAGEENTEMPLOYEE ENGAGEENT At All Levels: Engaging different departments one by one to organize

welcome to guests (Asia-Pacific Head, Expats, Cultural days decoration),right from decoration to escorting, turn by turn.

Change Management Camps: Change is easier said than managed in organizations.ACC is

to witness a change in a big way because of its expansion mode. A change management camp in Panchgani coordinated by an NGO is an answer to this question. It is transformational.

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EMPLOYEE ENGAGEENT EMPLOYEE ENGAGEENT CNTDCNTD Highlights:

1. A Stay in Nature’s Lap

2. Team work Exercises

3. Ice-breaking Sessions

4. Meditation

5. Change oriented self –drafted plays by teams.

6. No gadgets allowed during the sessions.(Mobile, i-pods etc).

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

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THANK THANK YOU!!!YOU!!!

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bench marking innovative hr practices

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