Key HR Initiatives & Best Practices

Companies

• GMR Group• Infosys• Larsen & Toubro• Tata Power• Reliance Industries• Dr.Reddy’s • ABG

GMR Group – Best Practices

Leadership Development

• Automation and Implementation of all HR Processes • Multitier Leadership Development Strategy– Senior Leadership Team(SLT) Forum was established as

a Group level Knowledge sharing and thought leadership platform.

– Development programmes and Coaching for SLT members with support from some of the best names in CEO coaching and Leadership Development including Marshall Goldsmith

• Setting up world class Management Development Centre in Bangalore

Professional Membership

• Membership fees up to a maximum of Rs.5000/ per ‐Institution – 2 approved institutions : M1 to M4(President to AVP) levels

• Membership fees up to a maximum of Rs.1000/ per ‐Institution – 1 approved institution : M5 to M7(GM – Associate

Executive) • Annual health check-up at GMR specified hospitals as per

the age given below:– Below 45 years: Once in two years– Above 45 years: Once in a year– Employee’s spouse above 50 years of age is also covered

under annual health check-up

Employee Emergency Response Center• To assist all employees and their families in the event of any emergency.

• Services provided for the following Emergencies;– Burglary & Thefts at Residence: Rendering assistance in filing a First Information Report

(FIR) and following up with the police– Road accidents: Ambulance, assistance in the hospital, assists in FIR and following up with

insurance companies.– Medical Emergency: Ambulance, assistance in the hospital and informing family

members.– Anonymous threats: Enquire into such events and coordinate with the concerned

authorities. However, this will not include any incidents which involve another employee, either directly or indirectly.

– Security gadgets: Identify and recommend gadgets which will help in preventing any unauthorized access or entry to your residence.

– Pre employment verification: ‐ To be conducted for personnel such as maids, drivers, gardeners to be employed by you.

– Providing security guard during emergency– Fire emergency– Assistance for obtaining passport– Support services: Identifying and arranging agencies providing services such as plumbing,

carpentry, domestic help, drivers, etc; the cost of which is to be borne by employee

Higher Education Assistance for Employees Children

• Financial assistance to employees' children to cover expenditure for pursuing Graduate studies, secured on merit, in Indian or overseas universities (undergraduates) on completion of XII standard /II PUC.

• Eligibility – For employees who completed 2 years of service

• Every year the top 25 students who scored the highest percentage of marks (subject to a minimum of 75% cutting across all educational boards) of XII standard /II PUC are eligible to receive financial assistance from GMR.

• The selection of the top 25 students will be in the following ratio:M5 and Above : 10 M6 and below : 15

• Admission to the educational institutions should be secured by child on merit.

• The top 25 students will be awarded up to Rs. 2, 00,000/ ‐ each for meeting the educational expenses.

Education Reimbursement Program• To encourage employees to acquire higher educational qualification for

their self development

• You can pursue Degree/Master degree / PG diploma / PhD programs conducted by recognized universities.

• You can enrol yourself in Correspondence Courses conducted by Universities, recognized institutes, including AICTE approved institutes and all India recognized bodies such as NPC, ICAI, ICWA, ICSI, AIMA, NIPM, ISTD, NITIE, and /or other courses recommended by the Business.

• Upto 90% Fee reimbursed on successful completion of the authorised course in 1st attempt, on production of fee receipts subject to a maximum of Rs.50,000 per course

• Costs of books/reading material will not be reimbursed except where it forms a part of the course fee, as in the case of some correspondence courses.

Employee Referral

To encourage employees refer professionals who are experienced and meet the requirements of the job and fit into the culture of the organization, for various functions.

An Employees gets a referral bonus when the candidate referred by him completes 3 months in the organization as per table given below.

Referred Candidates Amount (In Rs) Job Responsibility Level

A3 & Below Rs.10000A2 & A1 Rs.15000M5, M6 & M7 Rs.25000M4 & Above Rs.50000

Transfer & Relocation

• Relocation benefits include;– House Rent Brokerage Charges – 1 Month Rent– Reimbursement of Registration and Road Tax– Relocation Reimbursement- 2 months basic– House Deposit Advance – Max 1 lakh

Recovery in 20 monthly installments

• Temporary Transfer – 25% of 1 month basic as OPE• Deputation – 50% of 1 month basic as OPE• During Deputation – Employees allowed to visit their

family once in 6 months for 7 working days inclusive of travel. Travel expenses will be borne by company.

Personal Loan

• Personal loan is sanctioned to you as per the following:– Employees in Grade M5 & above: 1 month Gross CTC– Employees in Grade M6 & below: 2 months Gross CTC

• Interest rates for the above loan is as follows:– Employees in Grade M5 & above: 8% per annum

(on reducing balance) recoverable in 18 equated monthly instalments– Employees in Grade M6 & below: 0% (Interest free) recoverable in 12

equated monthly instalments

• Employees can avail of only one loan, at any time, during the year with the approval of HOD

Project Bonus

Project bonus will be based on achievement of the following milestones:• Financial closure: If you have been directly involved in the bidding process/financial closure,

obtaining financial aid, and finally winning the bid.• Completion of construction: If you have been involved directly and indirectly (Construction,

Project management, Business Development, Finance & Accounts, Commercial, Corporate Relations, Corporate Planning, Corporate Communication, HR, MAG,IT, Legal & FMS) in the construction of the project.

• Actual commercial operation: If you have been involved directly and indirectly (Construction, Project management, Business Development, Finance & Accounts, Commercial, Corporate Relations, Corporate Planning, Corporate Communication, HR, MAG, IT, Legal & FMS) in the commencement of commercial operations

• If you are involved in the Strategic Initiatives having Group wide Impacts.• If you are involved in activities like Fund raising, Institutional placement, etc.• If you are a full time Advisors/Consultants, the payment will be on the basis of the notional

grade, advisory fee & also on the recommendations from Business/Corporate Chairman.

• Multiplication Factors assigned to Duration on Project(0.5 to 2) and Employee’s Individual Impact(0.75 to 1.25)

• The quantum of payment for Project Bonus is as under:– Up to 4 months actual CTC for grade M5 and below.– Up to 3 months actual CTC for grade M4 and above.

Infosys – HR Practices

Key Highlights

• 1,04,850 Employees Worldwide• 33.4% workforce – Women• 13,663 employees added in FY08• 4,88,674 applications received during FY08• Attrition Rate – 11.1 %• Employee Satisfaction Survey(SAT) conducted in

partnership of Gallup, 78% of workforce participated, on a scale of 1-5 the following were scored;– Overall Satisfaction – 3.62– Advocacy – 3.64– Loyalty – 3.47

Training & Development

• Education and Research Department – Responsible for equipping employees with competencies and skills

• 13,83,146 person days of entry level training for new hires– Entry level hires undergo 3 month foundation

• 483 courses offered to all employees round-the-year, of which

338 are instructor led and 145 are web based programmes

Training Initiatives

• Launch of iRACE - Infosys Role & Career Enhancement• iRACE delivers a comprehensive enterprise career

architecture which aligns– Talent Management Activities with Client Priorities,

Business Needs and Employee Aspirations• Project Management Centre of Excellence(PMCoE)– Trained 2934 managers and more than 28,120

employees awarded technical certifications• Launch of Business Analysts Centre of Excellence• Enterprise Solutions Academy trained 29,667

employees on Technical and Domain related subjects

Training Initiatives

• Infosys Leadership Institute(ILI) offered 4,56,685 person days of learning

• ILI equips employees with managerial and leadership skills through regular classroom interventions, knowledge tests, group development workshops and seminars.

• Infosys Leadership Institute(ILI) in collaboration with Diversity Office, launched special mentoring program for Women employees.

• Launch of LEAD INFY to identify potential leaders for managing large organisation wide initiatives.

Employee Engagement• Inclusive Work Environment – Developed patent pending

inclusivity index in 2007. This Index tracks the progress in promoting inclusivity within the company

• Employees are encouraged to participate and contribute their views through focus-based affinity networks which include;– Infosys Women’s Inclusivity Network(IWIN) – Launched in 2003,

this network address work-life balance and development needs of women employees

– Infyability –supports employees with physical disabilities through the Equal Opportunities team. Accessibility audit conducted for facilities in Bangalore, Chennai and Hyderabad and appropriate measures recommended to promote disability-friendly facilities

– Family Matters Network – Launched in 2008, this network helps employees with parenting and work-life balance issues. Employees are given online expert counseling and provided referral services on daycare, information on schools for their children and family healthcare. An estimate 14,000 employees are benefitting from this programme.

Employee Engagement

• Petit Infoscion Day- recognises children of employees who have achieved excellence in the areas of academia and extracurricular activities. On this day carnivals, contests and theme parties are organised.

• Global Buddy Programme- Aims at assisting new hires in understanding our culture and value system.

• Maternity and Paternity benefits- Satellite offices for new mothers, telecommuting for employees on need basis, adoption leave, flexible work hours, part-time work policy, one year childcare sabbatical policy and near-site daycare facilities.

Employee- Employer Dialogue• Employee Satisfaction Survey(SAT)• Inclusivity Survey- conducted annually to help in

identifying programmes related to gender, culture, parental status and work experience.

• Quarterly Town Hall(QTH) – Meetings at Organisation and Unit levels to share quarterly progress with employees

• Sparsh – Intranet, important mode for communicating key business achievements, policies, operational strategies and messages from Senior Management

• InftTV – India’s first corporate TV channel• CEO-Employee Column – In Sparsh• HRD Blog• Hearing Employee and Resolving(HEAR) – Formal Channel

to help employees express unresolved grievances and instances of discrimination

Larsen & Toubro

Nurturing Human Capital

• Prayag – a month long induction programme helps Engineering Trainees to transition from academic to the industrial world

• Wide Menu of Training Programmes – This year, a number of unique strategic programmes like Corporate Entrepreneurship, Managing and Leading across Borders, Strategy and Leadership were added

• Management Development Centre at Lonavla : is being augmented to triple its training capability to match Company’s growing size and stature

Building Leadership Pipeline

• Tie-up with Mckinsey and Co - for systematic and scientific approach to building leadership pipeline so as to achieve the targets set out under Perspective Plan 2015, 2 streams of programmes launched;– Emerging Leadership Development Programme(e-LDP)

and– Top Leadership Development Programme(t-LDP)

• eLearning Initiative ATL – Any Time Learning launched a few years ago has been augmented to include ‘Harvard Manage Mentor’ an engaging online resource consisting 42 management topics

Tata Power Company Limited

Training

• Net Addition in FY09 – 694• Total Employees – 3,541

• Long Term MOU with NICMAR to enhance project management competency of employees

• Thermal Stimulator Training – for strengthening competencies in ‘Power System Management’

Talent Management

• Structured Talent Management Process – wherein high potential officers are identified by the Senior Management team and Individual Development Plans are prepared

• Accelerated Career Enhancement (ACE) scheme implemented to provide fast track career growth opportunities and leadership exposure to bright young officers

• Forum of Rising Talent(FORT) consisting of a team of young officers formed on the concept of shadow board to build leadership pipeline

• Multi-rater System initiated for entire top management team. Rollout planned across the organisation.

Performance Management System

• Competency Assessment Exercise – completed across the organisation.

• Individual Development Plans – prepared for all officers.

• Development Plans along with inputs from PMS will form the basis for training for the FY10.

• 1st PMS cycle completed for the non-management cadre of the company based on quantity of work, work attitude and participation in various organisation initiatives

• PMS for Management Category – System well evolved to issue appraisal letters within a month of closure of the financial year.

Reliance Industries Limited

Key Highlights , Learning & Development

• Total Employees –24,679• Average Age – 39 years• Total Training Man Days – 5,28,647

• ‘Dronacharya’ – Accelerated Learning Programme implemented in Jamnagar. Under this scheme a senior person called ‘Dronacharya’ undertakes 2-3 youngsters ‘Arjunas’ and trains them ready to manage independent positions in 3-6 months. 1500 ‘Arjunas’ have been trained, this programme is being rolled out to other manufacturing divisions.

Learning & Development

• RIL partners with Harvard to launch ‘e-Learning’ initiative ‘ Harvard Manage Mentor’ with its 42 modules

• RIL in collaboration with IIM, Bangalore conducts the following programmes– Management Programme for Reliance

Engineers(MPRE) – 2 batches of 55 employees participated in FY09

– Management Development Programmes(MDP) for company's high growth managers – 82 employees in 3 batches underwent training.

• Tie-ups with IIT-Mumbai and SVNIT-Surat

Towards a ‘Best in Class Employer’

• Engaged ‘ Hewitt Associates’ to work with management in building state-of-the-art processes and systems and in rolling out a major company-wide initiative.

• Focused Areas– Performance Management– Reward & Recognitions– Career Opportunities– Learning and Development

• Objective – To take a relook at the existing processes and benchmark with the best in each area and work towards going beyond.

Dr.Reddy’s Laboratories Limited

Key Highlights

• Global Workforce : 10000+• Women in workforce : 8%• Launched Leadership Academy• Introduced 9 box performance potential framework

for talent management• Wider pool of managers covered for 360 degree

feedback• Average training man days per employee : 2.79• 7 out of 12 manufacturing facilities had zero loss time

accident(LTA)

Talent Enhancement

• Added 1500+ new associates• Recruitment from Top management schools including

IIMs, XLRI, ISB.• Recruitment of Technical Trainees from IITs as well• Over 22 % of positions were filled internally, a 7%

increase over the earlier year.• Launched Technical Internship Programme as part of

existing Global Internship Programme.• Revamped Employee Referral Scheme ‘Parichay’,

making referrals of women and differently-abled candidates more rewarding

Learning and Leadership

• Commissioned ‘Leadership Academy’, a state-of-the-art infrastructure to support organizations' leadership agenda

• Leadership Academy to focus on building functional, behavioral and leadership competencies

• Rolled out ‘The Viable Vision’ an organisation-wide strategic initiative to transform the organisation into an ‘ever flourishing company’

• Initiated ‘Leader’s Talk’ series, wherein talks and experience sharing sessions by known thought leaders, renowned academics and acclaimed practitioners are organised.

Learning and Leadership

• Participation in a unique Senior Leader’s Programme wherein senior leaders from the company underwent a two week modular leadership development programme with peers from leaders of other consortium partners.

• Initiated the concept of an Annual Leadership Summit – 40 top leaders went to a specially designed retreat at Boston, facilitated by world class faculty who helped to develop common perspectives on key organisational priorities- Strategy, Leadership, Culture and Change.

• Completely re-casted 360 degree feedback process, benchmarking extensively, making it more comprehensive and covering a much wider pool of managers

Talent Management

• Institutionalized a 9-Box Performance-Potential framework to assess talent and identify gaps. talent is measured on two parameters: Performance & Potential.

• An Individual Development Plan is created and monitored based on the matrix to ensure appropriate interventions on the road to making good leaders.

• Talent pool for critical positions and skills for both -short and long term is nurtured. A pipeline of future management talent is created, which will enable transition from one leadership stage to the next.

Sustainability Highlights

• Leadership Academy was commissioned this year; a state-of-the-art infrastructure aimed at being a catalyst for our Company-wide culture of continuous learning. The Academy encourages people to come together to ideate and introspect

• Women’s Survey Feedback - The second Women’s Survey

conducted was received well. The initiatives have been appreciated, and at the same time, received inputs on how to bring in improvement in some of company’s activities. Almost 90% of the women are satisfied with the facilities provided to them and appreciate the emphasis the organization is placing on the women’s agenda.

Sustainability Highlights

• Launched ‘Friends Forever’ An Alumni initiative where we stay in touch with our Alumni on an ongoing basis.

• Health Surveillance - A renowned Occupational Health specialist conducted the annual health check-up in most CTO plants, and no major issues were uncovered. The vigil on preventing exposure of employees to occupational health hazards will continue.

Embracing Diversity

• Revised Maternity Benefit Policy – which includes– 4 month maternity leave– 2 hour flexibility for the 1st year from the date of child

birth– Flexible Work Schedule

• Instituted comprehensive sexual harassment policy• Participated in job fairs for differently abled

candidates• Established Day Care Centers at 3 locations• Providing Mentors to women associates for their

career enhancement

Aditya Birla Group

Key Highlights

• Total workforce : 1,30,000• Nationalities : 30• Group Operates in : 25 countries• New Hires : 8,000• Rotated over 1,700 employees, to develop the

capabilities to work across borders• Compensation Benchmarking Exercise : 80% of

businesses participated. Taken significant corrective and proactive measures to stay competitive and attractive. This positioning helps in attracting and retaining the right talent.

Organisational Health

• Tracks Organisational Heath once in 2 years• Organisation Health Survey(OHS) undertaken with

partnership with Gallup, 94% participated, which is a benchmark. Key highlights of the survey;– 83% are proud to be an employee of the group and get

professional satisfaction– 67% of management employees emphasized their

confidence in the ability of the leaders to manage the emerging challenges of the group

– 73% stated they would definitely advocate the group as a place to build a meaningful career

Opportunities for LearningThe learning channels deployed by Aditya Birla Group to transform into a learning organisation are:

• Gyanodaya : The Group varsity for management learning. Over the last five years, 7,000 managers across a range of businesses have participated in managerial and strategy programmes, conducted by the leading academics from Indian and overseas business schools like London Business School, Harvard Business School, Indian School of Business, Indian Institute of Management, Kolkata etc.

• The virtual campus — GVC: The main objective was to reach out to 20,000 managers and provide them with the "freedom to learn at their own pace and time". The GVC's 'E-facilitators' in the units work to support the 'E-learners'. Over 250 online courses spanning areas such as leadership, sales, marketing and engineering are available on the learning network.

• Knowledge integration programme (KIP): These foster learning from within and across the Group's businesses and provide a platform for the sharing of best practices. About 400 managers have participated in 20 KIPs in the last three years. These KIPs have covered topics such as marketing, manufacturing excellence, human resources, research and technology, legal, information technology, etc.

Opportunities for Learning• Continued learning — Mid-Career Education: This facilitates

continuing education of management staff. In partnership with Universitas 21, a Singapore based e-university, the Group offers online MBA programmes.

• e-360 Degree Instrument — Pratibimb: This is an online 360-degree feedback tool to heighten self awareness. Managers receive feedback on group values, global leadership competency and career stage competency. Launched in April 2006, Aditya Birla Group has more than 80 senior managers who have enrolled in this process.

• Knowledge @ Desktop — Gyandhara: A knowledge portal which offers three unique services: 1) A research assistance facility which guarantees less than 72 hours' response time; 2) E-books to help managers stay at the cutting edge of thought leadership; and 3) A bi-monthly e-newsletter focusing on industry updates, latest industry news and management updates.

Opportunities for Learning

• The Group Intranet — Adityadisha: The Group intranet is the information gateway for the businesses and the corporate, which serves as the repository of organisation information and the channel for organisation communication. It hosts features like career helpdesk, management circulars and access for multiple learning micro sites.

• Organisation Case Studies — Anubhav: This captures the tacit learning of managers across various businesses of the Group. It is a knowledge repository of over 600 cases documenting the success stories, as well as learning from practical problems and issues from real-life experiences and their solutions by practising managers of the Group.

Nurturing Talent• The Group has developed the ‘Talent Management Framework',

which encompasses eight career stages and 17 career-stage specific behavioural competencies.

• The key steps in the process are: – Development Assessment Centres (DACs): DACs have been

designed to support managers in assessing and developing their capabilities. Over 1,200 managers across all management levels have participated in the DACs since 2003. Post-DAC, the developmental goal for an individual, in terms of priorities for learning and development experiences to move to the next career stage, is captured through the individual development plan (IDP). These are monitored on a real time basis for tracking implementation on the Peoplesoft platform.

– Talent Reviews: A three-tier annual talent review process, held at the unit level, business level and Group level, ensures a focused approach to the implementation of lDPs. The review discussions provide meaningful input into the career and succession planning process.

Nurturing Talent

• Talent Engagement: Business Heads anchor programmes aimed at developing leadership potential and are personally involved in the design of specific courses. Other initiatives, such as the Chairman's Challenge and Ideas Unlimited, provide in depth engagement opportunities with hi-potentials.

• Career Moves and Succession Plans: Three-tier succession planning ensures that there is adequate leadership bench strength for all critical positions. Over 300 managers have moved into identified business critical roles at the Senior and Middle Management levels as a consequence of their individual development plans. Most business critical positions have identified succession plans.

Awards & Celebrations• The Aditya Birla Awards for Outstanding Achievement-– Launched in 1996, Key Engagement Factor for Employees– During the awards, a number of Group-wide competitions

are conducted, like Vision 2015,Oh!Not So Smart, Group Value Leaders Poll,etc

– These Competition are open to all employees of the group.• Celebration of Achievement – ‘The Best Employer in

India & Asia – 2007’– This was celebrated through the Group by sending a

commemorative pen(Cross)with the Chairman’s Signature and inscription ‘A Moment to cherish- 2007’, to the 20,000 management cadre employees of the Group. Along with the pen, a personalized message from the Chairmen was also sent to every employee. Celebrations were carried out across all Group locations with a specially composed song ‘We are the Best’ and an audio- visual presentation.