Case Studies of Award Winners

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Acknowledgements 01 Talent Strategy for the Disrupted World at Wipro Limited ______Excellence in Talent Sourcing & Staffing 61 ______About SHRM India Annual Conference and Exposition 2016 03 ______An Inside Out Approach to Employer Branding at Pepsi Excellence in Talent Sourcing & Staffing 67 About SHRM India Annual Conference 2016 03 ______a. SHRM India HR Awards 2016 b. Awards Jury Members Corporate Well-being at ZS c. SHRM Awards Team ______Excellence in Developing Leaders of Tomorrow 73 ______Executive Summary 09 ______Shree Cement: Well Being & Happiness for All Excellence in Community Impact 79 Acceptance & Co-existence: Diversity & Inclusion at Aegis ______Excellence in Diversity and Inclusion 15 ______Diversified and Extensive CSR Initiatives of Hero MotoCorp Impacting Lives of Lakhs of People in India & Helping in a Sustainable Development Leveraging Digital and Social Technologies to Build a Conversing Brand at IDFC Bank Excellence in Community Impact 87 Excellence in Social Media - People Practices 21 ______Creating Business Excellence through Human Capital at HPCL Creating an Impact with Social Media at ZS Excellence in Human Resource – For Public Sector Organizations 97 Excellence in Social Media - People Practices 29 ______

Miles to Go Before we Sleep - An Aditya Birla Financial Services Limited Case Study Picture Gallery 105 Excellence in Developing Leaders of Tomorrow 35 ______About SHRM India 107 Building Tomorrow's Leaders, Today: Developing Sustainable Platforms for ______Building Future Leadership at HPCL Excellence in Developing Leaders of Tomorrow 43 Upcoming Events 108 ______Where Talent Learns Today, Business Wins Tomorrow - A WNS Case Study About SHRM Knowledge Center 109 Excellence in Developing Leaders of Tomorrow 49 ______

Building Excellence in Talent Sourcing and Stafﬁng – The Mercer Story! Notes 111 Excellence in Talent Sourcing & Stafﬁng 55 ______INDEX

Building Excellence in Talent Sourcing and Stafﬁng – The Mercer Story! Notes 111 Excellence in Talent Sourcing & Stafﬁng 55 ______ACKNOWLEDGEMENT We would like to thank these organisations for their participation as well as in helping us create and bring these Case Studies to you.

02 ACKNOWLEDGEMENT We would like to thank these organisations for their participation as well as in helping us create and bring these Case Studies to you.

02 ABOUT SHRM INDIA ANNUAL CONFERENCE 2016

The SHRM India Annual Conference 2016, held at New Delhi titled “The Dare Story” witnessed around 1000+ delegates, 90 Excellence in Developing Leaders of Tomorrow world class speakers and 64 organisations associating with us as Partners. The conference also saw a large number of To recognise organisations that conduct programs and/or follow best practices to identify, from the organisation it self & develop exhibitors offering an unmatched networking and engagement platform for CEOs and HR Executives. Several internationally leaders of tomorrow to take on the new and challenging organizational roles that they will play in the future. renowned experts such as Gavin Freeman (Director – Business Olympian Group), Jim P. Keane (President and CEO - Steelcase Inc.) and Deep Kalra (Founder & Group CEO – makemytrip.com) spoke at the conference. The conference also included a number Excellence in Talent Sourcing & Staffing of panel discussions and concurrent sessions along with the SHRM India HR Awards 2016 for organisations doing exemplary To recognise organisations, which have instituted excellent practices in the field of talent sourcing and staffing and have work in HR. elevated the talent acquisition lifecycle (sourcing, hiring, and onboarding) to a highly productive level.

SHRM India HR Awards 2016 Excellence in Best Employee Health and Wellness Initiatives The SHRM India HR Awards were instituted as an exemplary platform to recognise organizations that put people first, deliver To recognise organisations that understand the linkage of employee health to business productivity and have future focused excellence in the field of People Management and understand the importance of human capital as a key therefore proactively identified or designed specific health and wellness programs which can support the needs of their contributor to business outcomes. employee segments.

For 68 years, the Society for Human Resource Management has followed its core ideology of supporting the professional and Excellence in Human Resource – for Micro, Small & Medium Enterprises advancing the profession. It recognises the pioneering and innovative people management practices that impact not just To recognise organisations from the MSME Segment, which have successfully designed and implemented such “Excellent” organisations but also business, society and the profession as a whole. people management practice(s) or system(s). This could be a single/multiple innovative practice(s) or system(s) that the SHRM India HR Awards focused primarily on HR practices that would impact the enterprise of tomorrow. The aim was to organisation has implemented across any area in Human Resource and has been running successfully in the organisation for recognise organisations that have excelled in bringing NEXT into their people practices and empowered HR to become a some time. strategic business partner. In essence, these Awards celebrated and acknowledged organizations that work passionately Excellence in Human Resource – for Public Sector towards raising the bar for the profession through constant innovation in India as well as in South Asia. To recognise organisations from the MSME Segment, which have successfully designed and implemented such “Excellent” A brief description of the various Award categories is as follows: people management practice(s) or system(s). This could be a single/multiple innovative practice(s) or system(s) that the organisation has implemented across any area in Human Resource and has been running successfully in the organisation for Excellence in HR Analytics some time. To recognise organisations that have effectively used HR analytics, such as technology tools, HR Matrices etc. to measure and improve the overall performance of the organisation. Excellence in Human Resource – South Asia (Excluding India) To recognise organisations, which have successfully designed and implemented such “Excellent” people management Excellence in Diversity and Inclusion practice(s) or system(s). This could be a single/multiple innovative practice(s) or system(s) that the organisation has To recognise organisations that have a “culture of inclusion” and thus have adopted and implemented such policies and implemented across any area in Human Resource and has been running successfully in the organisation for some time. practices, such as non-discrimination on the grounds of gender, religion, work location etc, that build in and promote - diversity and inclusion. Academic Institute of the Year (For Contribution in the field of HR) To recognise academic institutions that have played a prominent role in contributing to the field of HR through a market focused Excellence in Social Media - People Practices HR curriculum, path-breaking research, committed HR faculty and as well as initiatives that enable the students to become more To recognise organisations that have effectively used social media channels, tools and applications for – employable for ready absorption into the corporate environment. 1) Driving key people processes such as: talent sourcing, employee engagement & learning, employer branding etc. Out of the total eleven award categories described above, no awards were given for the category – Excellence in HR Analytics 2) Fostering a high degree of collaboration between cross functional teams, knowledge sharing etc. due to inadequate participation. Excellence in Community Impact To recognise organisations those who have leveraged their human resources to undertake initiatives for the betterment of the environment or the up-liftment of underprivileged sections of society.

04 ABOUT SHRM INDIA ANNUAL CONFERENCE 2016

04 AWARD JURY MEMBERS

As a part of this rigorous awards selection process, the following eminent industry • Manu Narang, Head - HR Transformation & Capabilities, Amex experts, academicians and consultants constituted our Jury: • Jaspreet Singh Bakshi, Sr. VP HR & Regional Head- HR People Services, India, RBS Screening Jury • Hanumant Talwar, Business Leader, Positive Momentum • Pradeep Mukherjee, Founder Director, Conﬂuence Coaching & Consulting • Sharma, Professor- HR, MDI • Vijayan Pankajakshan, Dean of HR, WE School

• Aneeta Madhok, Managing Director, Openspaces Consulting SHRM Awards Team

• Sameer Madan, Senior Business Leader, HR, Mastercard • Perzine Dadyburjor, Senior Advisor - Knowledge & Advisory

• Dr. Sangeeta Makhija Ahuja, Head of Research & Equity Index Manager, Thomson • Sreemayee Chand, Senior Advisor - Knowledge & Advisory Reuters Indices • Delnaaz Palsetia, Consultant • Milind Kher, Training Consultant

• Jagdish Ghorpade, VP HR, Jindal Steel Works Project Lead for Case Study Publication

• Nidhi Kajaria, Head of Human Resources for International Banking & SME, Head of Dedeepya Ajith John, Senior Advisor - Knowledge & Advisory Compensation and Beneﬁts, ICICI Bank

• Manish Kotwani, CHRO, SterlingBackcheck

Final Jury

• Milind Kelkar, Co-Founder & Managing Partner, Green Thumb Consulting

• Prof Premarajan, Head of Department, HR, XLRI

• Marcel Parker, Managing Partner & Chief Mentor, IKYA Search Partners

• Gagan Singh, CEO - Business (India) & Chairperson Sri Lanka Operations, Jones Lang LaSalle AWARD JURY MEMBERS

• Aneeta Madhok, Managing Director, Openspaces Consulting SHRM Awards Team

• Sameer Madan, Senior Business Leader, HR, Mastercard • Perzine Dadyburjor, Senior Advisor - Knowledge & Advisory

• Jagdish Ghorpade, VP HR, Jindal Steel Works Project Lead for Case Study Publication

• Nidhi Kajaria, Head of Human Resources for International Banking & SME, Head of Dedeepya Ajith John, Senior Advisor - Knowledge & Advisory Compensation and Beneﬁts, ICICI Bank

• Manish Kotwani, CHRO, SterlingBackcheck

Final Jury

• Milind Kelkar, Co-Founder & Managing Partner, Green Thumb Consulting

• Prof Premarajan, Head of Department, HR, XLRI

• Marcel Parker, Managing Partner & Chief Mentor, IKYA Search Partners

• Gagan Singh, CEO - Business (India) & Chairperson Sri Lanka Operations, Jones Lang LaSalle Excellence in Talent Sourcing Excellence in Community SHRM AWARDS TEAM & Stafﬁng Impact Runner-up: Pepsi India Runner-up: Hero Moto Corp Excellence In Social Media - Excellence in Talent People Practices Sourcing & Stafﬁng

Award Winner: IDFC Bank Limited Award Winner: Mercer Consulting Employer with Best Employee Health & India (P) Ltd. Wellness Initiative Award Partner: Runner-up: ZS Associates

Award Partner: Excellence in Community Excellence in Developing Impact Leaders of Tomorrow

Award Winner: Shree Cement Limited Award Winner: Aditya Birla Financial Excellence in Developing Excellence in Developing Services Ltd. Leaders of Tomorrow Leaders of Tomorrow

Award Partner: Runner-up: HPCL Runner-up: WNS Global Services Pvt. Ltd. Award Partner: Award Partner: Excellence In Social Media - Excellence in Talent People Practices Sourcing & Stafﬁng Excellence In Diversity & Excellence in HR - Public Runner-up: ZS Associates Runner-up: Wipro Limited Inclusion Sector

Award Partner: Runner-up: Aegis Global Special Recognition: HPCL

Award Partner: Excellence in Talent Sourcing Excellence in Community SHRM AWARDS TEAM & Stafﬁng Impact Runner-up: Pepsi India Runner-up: Hero Moto Corp Excellence In Social Media - Excellence in Talent People Practices Sourcing & Stafﬁng

Award Winner: IDFC Bank Limited Award Winner: Mercer Consulting Employer with Best Employee Health & India (P) Ltd. Wellness Initiative Award Partner: Runner-up: ZS Associates

Award Partner: Excellence in Community Excellence in Developing Impact Leaders of Tomorrow

Award Winner: Shree Cement Limited Award Winner: Aditya Birla Financial Excellence in Developing Excellence in Developing Services Ltd. Leaders of Tomorrow Leaders of Tomorrow

Award Partner: Runner-up: Aegis Global Special Recognition: HPCL

Award Partner: The SHRM India Knowledge Center is committed to EXECUTIVE developing in-depth case studies to share the best and next HR practices of organisations and promote learning

amongst Human Resource professionals.

SUMMARY Towards this effort, SHRM India has compiled the case studies on the best practices of four winners, eight runners'

up and one special recognition awardees of the SHRM

India HR Annual Awards 2016.

The case studies of the winning organisations showcase

best practices that have had a demonstrated impact on the

strategic outcomes of the organisation. The HR practices

and unique initiatives highlighted through the case studies

on the runners' up and merit-holders demonstrate their

progress on the journey towards excellence.

10 The SHRM India Knowledge Center is committed to EXECUTIVE developing in-depth case studies to share the best and next HR practices of organisations and promote learning

amongst Human Resource professionals.

SUMMARY Towards this effort, SHRM India has compiled the case studies on the best practices of four winners, eight runners'

up and one special recognition awardees of the SHRM

India HR Annual Awards 2016.

The case studies of the winning organisations showcase

best practices that have had a demonstrated impact on the

strategic outcomes of the organisation. The HR practices

and unique initiatives highlighted through the case studies

on the runners' up and merit-holders demonstrate their

progress on the journey towards excellence.

10 EXCELLENCE IN DIVERSITY EXCELLENCE IN SOCIAL MEDIA EXCELLENCE IN DEVELOPING EXCELLENCE IN DEVELOPING AND INCLUSION PEOPLE PRACTICES LEADERS OF TOMORROW LEADERS OF TOMORROW

RUNNER'S UP: AWARD WINNER: RUNNER'S UP: RUNNER'S UP:

BUILDING TOMORROW'S LEADERS, WHERE TALENT LEARNS TODAY, ACCEPTANCE & CO-EXISTENCE: LEVERAGING DIGITAL AND SOCIAL TODAY: DEVELOPING SUSTAINABLE BUSINESS WINS TOMORROW - DIVERSITY & INCLUSION AT AEGIS TECHNOLOGIES TO BUILD A CONVERSING PLATFORMS FOR BUILDING FUTURE A WNS CASE STUDY At Aegis, diversity in the workplace is no longer a nice to BRAND AT IDFC BANK LEADERSHIP Their sustainability and scalability are determined by the have phenomenon but a business necessity in order to From Employee Experience Relationship Manager to continuous support WNS receive from the CXOs, remain competitive and deliver sustainable business Twitter hiring, to unique onboarding, to the Yammer craze “The constantly evolving business scenario necessitates participation of their BU leaders, the commitment to role results. Aegis believes that only when people of different and usage, to Story Hatke and ICON, IDFC Bank is truly continuous transformation of HR priorities and movements and promotions for the participants, and the backgrounds and beliefs work together as a team then a creating an inspiring employer brand. IDFC Bank ensures approaches for the realization of Organization's vision. creation of success stories for those moving into new company can hope to progress and grow. passion and implementation of innovative work on the HPCL acknowledge the signiﬁcance of their human roles. The success achieved by WNS is also an afﬁrmation shoulders of technology and amazing wonderful capital and have developed various interventions to of the fact that the organisation has effectively aligned its professionals on a day to day basis, setting high identify and develop leaders of tomorrow and in the learning objectives, programs and resources to its standards for themselves and stretching to achieve those, EXCELLENCE IN DEVELOPING process cultivate a strong innovation culture within business objectives and industry demands in an evolving no matter what. LEADERS OF TOMORROW the organization” landscape.

AWARD WINNER: EXCELLENCE IN SOCIAL MEDIA EXCELLENCE IN TALENT EXCELLENCE IN TALENT PEOPLE PRACTICES SOURCING & STAFFING SOURCING & STAFFING

RUNNER'S UP: AWARD WINNER: RUNNER'S UP:

MILES TO GO BEFORE WE SLEEP - A ADITYA BIRLA FINANCIAL SERVICES BUILDING EXCELLENCE IN TALENT LIMITED CASE STUDY CREATING AN IMPACT WITH SOCIAL SOURCING AND STAFFING – TALENT STRATEGY FOR THE DISRUPTED The “1000 leaders program” is the strategic initiative for MEDIA AT ZS leadership development for the organisation's future THE MERCER STORY! WORLD AT WIPRO LIMITED ZS engaged their employees by making them the face of growth strategy. It has positively impacted retention as Wipro has created a framework and a methodology which ZS and their brand ambassadors. They ensured that With an unrelenting focus on building systems and well as increased engagement scores. Today for all hiring, enabled the building of leadership capability both on their social media positioning reflects their workplace processes that further enhance the hiring efforts; the internal talent pipeline is considered before looking for internal and external talent, a well-defined comprehensive culture effectively and the feeling of being a great place Talent Acquisition team at Mercer has been able to external hires. Its success can be attributed to the credible hiring process, an all-rounded learning & coaching to work for is built into onboarding process. This is deliver an unmatchable experience towards simplifying commitment of the Leadership to build a robust talent interventions and an on-boarding that helped Global essential for employees to feel proud of working in a the overall process and creating a nimble organisation. pool of Leaders who could be groomed to take on larger Talent get quickly assimilated into the larger ecosystem. transparent environment and for potential ZSers to The efficient use of technology has helped team up their responsibilities in the future and build a sustainable understand them better beforehand and trust them once game but it is remarkable that the human touch in hiring Leadership pipeline for the organisation. they are onboard. efforts has been well managed and retained. EXCELLENCE IN DIVERSITY EXCELLENCE IN SOCIAL MEDIA EXCELLENCE IN DEVELOPING EXCELLENCE IN DEVELOPING AND INCLUSION PEOPLE PRACTICES LEADERS OF TOMORROW LEADERS OF TOMORROW

RUNNER'S UP: AWARD WINNER: RUNNER'S UP: RUNNER'S UP:

AWARD WINNER: EXCELLENCE IN SOCIAL MEDIA EXCELLENCE IN TALENT EXCELLENCE IN TALENT PEOPLE PRACTICES SOURCING & STAFFING SOURCING & STAFFING

RUNNER'S UP: AWARD WINNER: RUNNER'S UP:

MILES TO GO BEFORE WE SLEEP - A ADITYA BIRLA FINANCIAL SERVICES BUILDING EXCELLENCE IN TALENT LIMITED CASE STUDY CREATING AN IMPACT WITH SOCIAL SOURCING AND STAFFING – TALENT STRATEGY FOR THE DISRUPTED The “1000 leaders program” is the strategic initiative for MEDIA AT ZS leadership development for the organisation's future THE MERCER STORY! WORLD AT WIPRO LIMITED ZS engaged their employees by making them the face of growth strategy. It has positively impacted retention as Wipro has created a framework and a methodology which ZS and their brand ambassadors. They ensured that With an unrelenting focus on building systems and well as increased engagement scores. Today for all hiring, enabled the building of leadership capability both on their social media positioning reflects their workplace processes that further enhance the hiring efforts; the internal talent pipeline is considered before looking for internal and external talent, a well-defined comprehensive culture effectively and the feeling of being a great place Talent Acquisition team at Mercer has been able to external hires. Its success can be attributed to the credible hiring process, an all-rounded learning & coaching to work for is built into onboarding process. This is deliver an unmatchable experience towards simplifying commitment of the Leadership to build a robust talent interventions and an on-boarding that helped Global essential for employees to feel proud of working in a the overall process and creating a nimble organisation. pool of Leaders who could be groomed to take on larger Talent get quickly assimilated into the larger ecosystem. transparent environment and for potential ZSers to The efficient use of technology has helped team up their responsibilities in the future and build a sustainable understand them better beforehand and trust them once game but it is remarkable that the human touch in hiring Leadership pipeline for the organisation. they are onboard. efforts has been well managed and retained. EXCELLENCE IN TALENT EXCELLENCE IN EXCELLENCE IN EXCELLENCE IN HR SOURCING & STAFFING COMMUNITY IMPACT COMMUNITY IMPACT (PUBLIC SECTOR)

RUNNER'S UP: AWARD WINNER: RUNNER'S UP: SPECIAL RECOGNITION AWARD:

AN INSIDE OUT APPROACH TO SHREE CEMENT: WELL BEING & DIVERSIFIED AND EXTENSIVE CSR CREATING BUSINESS EXCELLENCE EMPLOYER BRANDING HAPPINESS FOR ALL INITIATIVES OF HERO MOTOCORP THROUGH HUMAN CAPITAL Success of Pepsico's strategy lies in the fact that they CSR in Shree Cement is not a one-time initiative but a IMPACTING LIVES OF LAKHS OF PEOPLE HPCL revisited its processes to focus on improving have been able to not only attract the best but also continuous journey towards the up-liftment of IN INDIA & HELPING IN A SUSTAINABLE performance and re-connecting with them. HPCL retain the best Talent. They have been able to move all community. Through its committed efforts, the company acknowledge the significance of human capital and DEVELOPMENT external Branding KPIs on identified External Forums - has made a positive difference to the lives of 110,000+ the competencies and capabilities that they bring to LinkedIn, IIMjobs, Facebook and have won multiple people across locations and its initiatives have also been Hero MotoCorp efforts focus on activities that enhance the table, in realizing the vision of the Corporation accolades for the work done on Employer Branding, widely acknowledged. The company has been environmental capital, support rural development and and are committed to empower and enable their Leadership Development and Culture. At the same time, consistently recognised for its CSR and Sustainability education, facilitate healthcare, create sustainable People. Their efforts are towards aligning employees they have seen significant dip in employee attrition and initiatives by both government and privately livelihoods, and promote sports and road safety with organizational objectives, fostering employee minimal attrition of High Potential Talent. owned institutions. awareness. We Care is its CSR Umbrella, under which engagement and building a culture of safety. it has four flagship programmes – Happy Earth, Ride Safe India, Hamari Pari and Educate to Empower, which are supported by various programs on local Community Development with Employee Involvement EXCELLENCE IN EMPLOYEE HEALTH AND and Use of social media for awareness on social cause through Digi Aware that are aimed at fulfilling the CSR WELLNESS INITIATIVES vision to have a Greener, Safer and Equitable world.

RUNNER'S UP:

RUNNER'S UP: AWARD WINNER: RUNNER'S UP: SPECIAL RECOGNITION AWARD:

RUNNER'S UP:

CORPORATE WELL-BEING AT ZS The successful impact has been experienced in feedback from ZSers which indicate that various unique initiatives taken by ZS to cater to physical and mental wellness has created for enhanced value proposition for their people. The involvement of the leaders, management and the ZSers taking upon themselves to make the programs self-run itself has laid down the mark of sustainability. Company Profile Aegis is a leading global business services provider of customer experience management that offers comprehensive suite of solutions to its clients that helps the business plan deeper, transparent and better optimized customer connections and experience - from strategy development through execution. Aegis has operations in 43 locations across 9 countries with over 40,000 employees as on 2016. Aegis manages half a billion customer interactions every year for over 150 clients across diverse sectors such as Banking and Financial Services, Insurance, Technology, Telecom, Healthcare, Travel & Hospitality, Consumer Goods, Retail, and Energy and Utilities. Aegis believes in an entrepreneurial vision to create value through our innovative approach and experiences to ensure superior Execution and enrich the stakeholder's Wealth (VIEW). Aegis believes in the mantra of Happy People, Happy Customers and Happy Shareholders.

Significance of Diversity and Inclusion approach EXCELLENCE IN DIVERSITY AND INCLUSION Growing competition, increased globalization, and changes in demographics have resulted in grasping the attention of many organizations worldwide as they start diagnosing the emerging heterogeneity of the workforce. This makes diversity management as one of the most recent HR developments for global organizations to remain competitive in the market and Aegis too have an open and inclusive work culture as one of its key differentiators. Over a last few years Aegis has expanded its global footprint across onshore, near shore, and offshore locations in India, South Africa, Australia, Saudi Arabia, Argentina, Peru, Malaysia, United Kingdom, and Sri Lanka. It was crucial for the organization to address the diverse clientele base which in turn would lead to improved organizational performance and enhanced competitive ACCEPTANCE & advantage. The objectives were to include different streams of community into the organization mainstream, drive innovation and long term sustainability of the organization, and cater to diverse client base. This is believed to in turn lead CO-EXISTENCE: DIVERSITY to customer satisfaction and loyalty, stimulate social, economic, intellectual and emotional growth of all the stakeholders, increase employee motivation and morale, and enhance the position of the organization. This has resulted in increased globalization, enhanced demographic growth by inclusion of diverse set of employees and merging conglomeration of the & INCLUSION AT AEGIS workforce. Aegis embarked on the journey of Diversity & Inclusion 7 years back in 2009. The objective of Diversity and Inclusion approach at Aegis is to bring unique set of perspectives which are essential for developing new ideas, foster - SM GUPTA innovation, use it as a tool to collaborate with diverse employees, and fully realize their talents.

Overcoming Challenges and Achieving Goals Eliminating differing levels of Diversity and Inclusion maturity, variance in corporate culture, dealing with number of countries involved, fostering team work and attitude changes, and sensitizing employees are the challenges Aegis as an organization is trying to mitigate. Key issues or challenges which led to birth of the framework are as follows: 1. Globalization and Consumer Needs: Aegis has grown multifold into a global organization across diverse nationalities, culture, languages, customs and traditions and their focused approach was essential to leverage on the potential of these diverse resource base in order to channelize their efforts in a concrete way which has led to a widespread customer base and serve different customer group. 2. Increase in Creativity, Innovation and Productivity: A diverse workforce offers greater creativity since more ideas are garnered from different people, insightful alternatives are offered, and the potential benefits include greater success in the market and a better distribution of economic opportunity. 3. Competitive Advantage: A diverse workforce helps understand the foreign markets and its customer needs, enhances customer service thus leading to customer satisfaction, adapts to new market changes and increases organizational flexibility thus leading to enhanced competitive advantage.

16 Company Profile Aegis is a leading global business services provider of customer experience management that offers comprehensive suite of solutions to its clients that helps the business plan deeper, transparent and better optimized customer connections and experience - from strategy development through execution. Aegis has operations in 43 locations across 9 countries with over 40,000 employees as on 2016. Aegis manages half a billion customer interactions every year for over 150 clients across diverse sectors such as Banking and Financial Services, Insurance, Technology, Telecom, Healthcare, Travel & Hospitality, Consumer Goods, Retail, and Energy and Utilities. Aegis believes in an entrepreneurial vision to create value through our innovative approach and experiences to ensure superior Execution and enrich the stakeholder's Wealth (VIEW). Aegis believes in the mantra of Happy People, Happy Customers and Happy Shareholders.

16 Six-Dimensional Diversity Framework Diversity Enablers at Aegis Aegis follows a six-dimensional model of diversity which includes Persons with Disabilities, Gender Inclusivity, Socially & Following are various initiatives which act as remarkable enablers in building a diverse and inclusive workplace: Economically Disadvantaged People, Culturally and Linguistically Diverse People, Mature Age People, and Indigenous People. • Diversity & Inclusion are among 'Key Strategic Agenda' of the board. Aegis leadership team is fully committed to the The six-dimensional model of diversity is depicted in the diagram below: framework and supports all initiatives within it. • Aegis's global HR vision is to 'Create a progressive workplace that enables Partnership for Prosperity' where Progressive workplace means a dynamic place of work which is vibrant, contemporary, presents infinite possibilities and encourages Varies between 80-100% diversity. Partnership is about inclusion, beginning new journeys together, belongingness, nurturing and caring. of Aegis workforce in 711 PwDs (1.77% Prosperity implies abundance, happiness, creating wealth, flying high, and ruling the world. each geography of the Global • Aegis has implemented progressive policies like Human Rights, Equal Employment Opportunity, Prevention of Gender Workforce)

Disabilities Harassment, Maternity Benefit Schemes, Policy on Affirmative Action and Conflict of Interest Management that truly Inclusion of with Persons Indigenous demonstrate the commitment to rigorously drive diversity and inclusion at workplace. People Gender • Diversity is a key theme of Sustainability Reporting initiative which is a vital initiative towards diversity and inclusion. Inclusivity • Dedicated Diversity Champions are nominated at corporate, business and country level, to lead the Diversity and Inclusion initiative. 1.54% of the Male: Female • Extensive communication is done around the initiative which includes Training on Diversity and Inclusion at Induction, Round Global Workforce 63:37 Table, Affinity Groups, Policy Refresher Sessions, PwD Employees Communication Series, Sessions on Affirmative Action, Socially & Economically Disadvantaged Workshops on sensitizing line managers, Cultural Sensitization Workshops and various training and sensitization programs to Mature Age People re-build the acumen of mature age employees. Diverse People Lignuistically Culturally & • The infrastructure and facilities ensure that the company stays true to its commitment of making the work environment conducive, by catering to the special needs for accessibility and convenience e.g. placement of wheelchair ramps, elevators with grab handles, wide & glass door ways for better wheelchair movements, handicap restrooms, auxiliary aids, • 75 Nationalities 35% of the • 38 Languages Global Workforce interpreters etc. • 9 Countries • Periodic assessment and refinement on initiatives to improve coverage and effectiveness. • 43 Global Locations Innovative Diversity Initiatives for the year 2016-17 Diversity Framework at Aegis Diversity Facet Initiatives

Type of Diversity Aegis Philosophy Commitments • Hiring and Skill Orientation & Evaluation Program (SOEP) of Apprentices in India: 60+PwDs Persons with Aegis is committed to provide equal opportunity in all areas of Employ PwDs equal to 1.75% of global Disabilities employment, including but not limited to recruitment, hiring, Persons with • Aegis Voice Hunt: 85 employees across 21 centers of India to record audio books for workforce (Target for current year) (PwDs) training and promotion of individuals with disabilities. Disabilities (PwDs) visually impaired children • Flexible work arrangements in Australia At Aegis, gender inclusivity is a long-term commitment Gender mix to be in accordance with the Gender Inclusivity so as to develop initiatives that lay a strong foundation for • Partnership with SARTHAK in 10 locations in India available employable population employment & career success of women at all levels. • Project '2nd Innings: gender ratio up from 81:19 to 68:32 in 5 years in India Socially & Aegis is committed to provide gainful employment to socially Mix of socially & economically disadvantaged Gender Inclusivity Economically & economically disadvantaged people in all geographies and people to be in accordance with the available • Employment of females in Riyadh (Saudi Arabia): 600+ female employees as against Disadvantaged employable population 33, two years back People businesses. Culturally & Mix of culturally & linguistically diverse people To understand, embrace and operate in a multi-cultural • 7 new centers: creating employment opportunities for S&ED in tier 3 & 4 cities Linguistically to be in accordance with the available Socially & world both in the market place and in the workplace. • More than 2000 apprentices under Apprentices program Diverse People employable population Economically Disadvantaged • Hiring of people from disadvantaged groups in South Africa To develop a workplace that provides the tools and support • Project SHARE: Sponsor books and education material for employee's children Mature Age to develop people of mature age and to transition them To employ mature age people equal to 1.5% of People successfully leaving a legacy of tribal knowledge within the global workforce Indigenous Clue Cracker Competition organization Mature Age LIVE STRONG & When Generations Collide Inclusion of Aegis advocates employing 'People of the Soil' across all Varies between 80-100% of Aegis workforce Indigenous geographies of its operations, while keeping in mind the in each geography Culturally & Linguistically Warrior of Words and Diverse Dance Day (D3) People Equal Employment Opportunity. Diverse

17 18 Six-Dimensional Diversity Framework Diversity Enablers at Aegis Aegis follows a six-dimensional model of diversity which includes Persons with Disabilities, Gender Inclusivity, Socially & Following are various initiatives which act as remarkable enablers in building a diverse and inclusive workplace: Economically Disadvantaged People, Culturally and Linguistically Diverse People, Mature Age People, and Indigenous People. • Diversity & Inclusion are among 'Key Strategic Agenda' of the board. Aegis leadership team is fully committed to the The six-dimensional model of diversity is depicted in the diagram below: framework and supports all initiatives within it. • Aegis's global HR vision is to 'Create a progressive workplace that enables Partnership for Prosperity' where Progressive workplace means a dynamic place of work which is vibrant, contemporary, presents infinite possibilities and encourages Varies between 80-100% diversity. Partnership is about inclusion, beginning new journeys together, belongingness, nurturing and caring. of Aegis workforce in 711 PwDs (1.77% Prosperity implies abundance, happiness, creating wealth, flying high, and ruling the world. each geography of the Global • Aegis has implemented progressive policies like Human Rights, Equal Employment Opportunity, Prevention of Gender Workforce)

17 18 Impact on Business Metrics & Stakeholders ABOUT THE AUTHOR The rigorous focus on implementation, tracking and monitoring of each facet under D&I initiative has had significant impact on employees, customers and consequently on business metrics. SM Gupta steers the Human Resource function at Aegis as the Global Chief People Officer. A distinguished speaker and a thought • Shareholders leader at various forums and associations, SM is committed to working towards creating a progressive workplace, and is a true – 40,000 employees, 75 nationalities, 38 languages, 9 countries, 43 global locations serving a diverse client base. believer in inclusion and diversity. – Significant growth in revenue & profit. – Average tenure of top 15 customers is 7 years with 50% increase in share of wallet. – Seamless integration of all entities with 100% success rate in all M&As. • Employees – The overall Global Employee Engagement score for Aegis has significantly improved from 65% in 2011 to 80% in 2015. – New and diverse ideas brought forth increased creativity and innovation. – Zero man-days lost on account of Industrial Relation (IR) issues in countries having highly unionized workforce, such as Australia and Argentina. – Career opportunities for 1400+ people from diverse groups through internal recruitment program. – Mature age workforce brought along great mentoring skills and immense knowledge base resulting into effective leadership and better talent retention. • Customers – Increase in Customer Satisfaction and Net Promoter Scores owing to enhanced capability of serving a wide range of clientele. • Society – Creating job opportunities for people in areas having very high unemployment rates & low literacy levels. – Enhancement of economic status of people from BPL category. – Women empowerment whereby to state an example gender ratio up from 81:19 to 68:32 in 5 years in India.

CONCLUSION

At Aegis, diversity in the workplace is no longer a nice to have phenomenon, but a business necessity in order to remain competitive and deliver sustainable business results. A diverse and inclusive organization is able to recognize and fully deploy a wide range of knowledge and skills, reach out to an increasingly diverse clientele, and motivate talented employees from all backgrounds to perform their best. Aegis believes that only when people of different backgrounds and beliefs work together as a team that a company can hope to progress and grow. By creating and successfully managing a diverse workforce, an organization can improve employee satisfaction, productivity and retention not to mention the benefits reaped by the community and the world at large.

THE ROAD AHEAD

Diversity and Inclusion at Aegis goes much beyond being a mere CSR activity and brings in numerous business advantages. It has formed a part of our DNA and is reflected in the organization culture and value system. All the initiatives Aegis has undertaken have led to continuous supply of talent and financial goodness. Currently, we have employed 711 PwDs, which is 1.77% of our workforce and this year we aim to employ PwDs equal to 2% of global workforce as per out target based commitment. These targets are part of goal sheets for HR Managers and Line Managers and are strictly monitored on periodic basis by senior management as well as the Board of Directors of the company. The way forward for diversity and inclusion includes adopting outreach programs to manage diversity, design and implement practices to attract, hire, train, promote and retain the diverse workforce and budget allocation to further promote accessibility to workplace.

19 20 Impact on Business Metrics & Stakeholders ABOUT THE AUTHOR The rigorous focus on implementation, tracking and monitoring of each facet under D&I initiative has had significant impact on employees, customers and consequently on business metrics. SM Gupta steers the Human Resource function at Aegis as the Global Chief People Officer. A distinguished speaker and a thought • Shareholders leader at various forums and associations, SM is committed to working towards creating a progressive workplace, and is a true – 40,000 employees, 75 nationalities, 38 languages, 9 countries, 43 global locations serving a diverse client base. believer in inclusion and diversity. – Significant growth in revenue & profit. – Average tenure of top 15 customers is 7 years with 50% increase in share of wallet. – Seamless integration of all entities with 100% success rate in all M&As. • Employees – The overall Global Employee Engagement score for Aegis has significantly improved from 65% in 2011 to 80% in 2015. – New and diverse ideas brought forth increased creativity and innovation. – Zero man-days lost on account of Industrial Relation (IR) issues in countries having highly unionized workforce, such as Australia and Argentina. – Career opportunities for 1400+ people from diverse groups through internal recruitment program. – Mature age workforce brought along great mentoring skills and immense knowledge base resulting into effective leadership and better talent retention. • Customers – Increase in Customer Satisfaction and Net Promoter Scores owing to enhanced capability of serving a wide range of clientele. • Society – Creating job opportunities for people in areas having very high unemployment rates & low literacy levels. – Enhancement of economic status of people from BPL category. – Women empowerment whereby to state an example gender ratio up from 81:19 to 68:32 in 5 years in India.

CONCLUSION

THE ROAD AHEAD

19 20 Sandhya felt on top of the world, that unexplained comfort of assuredness as she settled down with a cup of coffee in the cafeteria with her new boss and her new team. She looked around smiling, wondering how was it possible that she felt like she was a part of the Bank for a long time, when she was barely 5 hours old in the organization. She had walked in through the doors in the morning, like any new employee, with that slight trepidation of how this new chapter will turn out, but as soon as she had been welcomed by the Security Guard, who addressed her by name, warmly welcomed her, and handed over her Identity and access Card, her feeling of raw newness got assuaged. She was invited to join a group of other new employees who were being greeted by their Employee Experience Relationship Managers and being taken through an orientation into IDFC Bank. The next few hours flashed past, and come noon, she found herself in front of her desk, with the computer already configured with her emails, her internal phone showing up her name, her visiting cards (she had never got those in her last assignment and they made her feel important and valued) and her stationery drawer filled up with things she would need for the first few days. She clicked a selfie of herself sitting on her new desk and updated her Whatapp's display picture, Facebook and LinkedIn status. Congratulatory messages from her EXCELLENCE IN SOCIAL MEDIA - friends, peers and ex-colleagues started pouring in and Sandhya couldn't stop beaming. “This is a great start, and a wonderful PEOPLE PRACTICES prelude for things to come,” were her thoughts as she read the welcome to the team messages and replied to them. Just a few months back, Sandhya had never heard of IDFC Bank. Her mind travelled back to the day when she was going through her Twitter account and found an interesting hashtag trending, the #idfcbanktwitterresume. She clicked the hashtag without much hope that she will find a job through a social media platform like Twitter, and much to her surprise, eventually it did. Her choice for application was largely woven once she went through the various social threads she came across, ranging from employees of the bank talking about how they feel at work to what customers said about the products and services that IDFC Bank LEVERAGING DIGITAL AND offers. She was blown by the genuineness of the bank to make a difference to the customers, building a superior experience, through technology and digi-savviness of the teams running it. While Sandhya tracked her application, she went on to research the bank further. There were thousands of resumes that followed SOCIAL TECHNOLOGIES through the Twitter campaign and the IDFC Bank Twitter handle continuously engage with candidates with prompt replies and clarifying any and every doubt they had about the jobs the bank was offering. “This is amazing”, she thought every time she went TO BUILD A CONVERSING through presence of the bank on Twitter, other social media sites, and more importantly, the commitment to make the job applicants, customers feel comfortable by being there to address any queries, resolve any doubts. A group of bright, driven men and women were shortlisted for further rounds and eventually Sandhya did crack it to the final BRAND AT IDFC BANK rounds. She was invited for a final interview at IDFC Bank headquarters in Bandra Kurla Complex in Mumbai. And it was there, - MADHURA DASGUPTA SINHA that she got the final offer for Sales Manager – Corporate Salary. She couldn't wait to begin working for the bank. Thanks to all the pre hiring engagement, she already felt part of it.

Collateral growth on channels (in 5 days)

Uverall 15,379 conversations 1,75,365 220 M 99,399 Unique campaign anrice Post Reach Impressions Impressions by users: resumes 239 n140 charcters 7.5 21,191 3,831 Shortlisted candidates Page Engagement Total 36 Engagement rate Engagement 20 Uploaded Resumeson site 1,159 1,302 602 Shortlisted for interview Increase in Increase in Increase in 6 Page Likes followers followers

Note: data as on 3rd June 2016 • ~221 Mn impresssions Source: (Internal) Talent Management Team Reports & Social Media dashboards • #IDFCTwitterResume trended on No.1 spot for ~8 hrs

Figure 1 : #IDFCTwitterResume Campaign's Infographics. (for the first graph)

22 Sandhya felt on top of the world, that unexplained comfort of assuredness as she settled down with a cup of coffee in the cafeteria with her new boss and her new team. She looked around smiling, wondering how was it possible that she felt like she was a part of the Bank for a long time, when she was barely 5 hours old in the organization. She had walked in through the doors in the morning, like any new employee, with that slight trepidation of how this new chapter will turn out, but as soon as she had been welcomed by the Security Guard, who addressed her by name, warmly welcomed her, and handed over her Identity and access Card, her feeling of raw newness got assuaged. She was invited to join a group of other new employees who were being greeted by their Employee Experience Relationship Managers and being taken through an orientation into IDFC Bank. The next few hours flashed past, and come noon, she found herself in front of her desk, with the computer already configured with her emails, her internal phone showing up her name, her visiting cards (she had never got those in her last assignment and they made her feel important and valued) and her stationery drawer filled up with things she would need for the first few days. She clicked a selfie of herself sitting on her new desk and updated her Whatapp's display picture, Facebook and LinkedIn status. Congratulatory messages from her EXCELLENCE IN SOCIAL MEDIA - friends, peers and ex-colleagues started pouring in and Sandhya couldn't stop beaming. “This is a great start, and a wonderful PEOPLE PRACTICES prelude for things to come,” were her thoughts as she read the welcome to the team messages and replied to them. Just a few months back, Sandhya had never heard of IDFC Bank. Her mind travelled back to the day when she was going through her Twitter account and found an interesting hashtag trending, the #idfcbanktwitterresume. She clicked the hashtag without much hope that she will find a job through a social media platform like Twitter, and much to her surprise, eventually it did. Her choice for application was largely woven once she went through the various social threads she came across, ranging from employees of the bank talking about how they feel at work to what customers said about the products and services that IDFC Bank LEVERAGING DIGITAL AND offers. She was blown by the genuineness of the bank to make a difference to the customers, building a superior experience, through technology and digi-savviness of the teams running it. While Sandhya tracked her application, she went on to research the bank further. There were thousands of resumes that followed SOCIAL TECHNOLOGIES through the Twitter campaign and the IDFC Bank Twitter handle continuously engage with candidates with prompt replies and clarifying any and every doubt they had about the jobs the bank was offering. “This is amazing”, she thought every time she went TO BUILD A CONVERSING through presence of the bank on Twitter, other social media sites, and more importantly, the commitment to make the job applicants, customers feel comfortable by being there to address any queries, resolve any doubts. A group of bright, driven men and women were shortlisted for further rounds and eventually Sandhya did crack it to the final BRAND AT IDFC BANK rounds. She was invited for a final interview at IDFC Bank headquarters in Bandra Kurla Complex in Mumbai. And it was there, - MADHURA DASGUPTA SINHA that she got the final offer for Sales Manager – Corporate Salary. She couldn't wait to begin working for the bank. Thanks to all the pre hiring engagement, she already felt part of it.

Collateral growth on channels (in 5 days)

Note: data as on 3rd June 2016 • ~221 Mn impresssions Source: (Internal) Talent Management Team Reports & Social Media dashboards • #IDFCTwitterResume trended on No.1 spot for ~8 hrs

Figure 1 : #IDFCTwitterResume Campaign's Infographics. (for the first graph)

22 IDFC Bank started operations as a universal bank on October 1, 2015. While IDFC Ltd had existed as an infrastructure finance scratch using a disparate group of users with one simple mandate – what would be your dream experience if you could company, the metamorphosis into a bank was a challenging one. Being the youngest bank in the country and 93rd entrant into a redesign everything without constraints. To achieve this, they have leveraged Social Media in a unique manner to realise their standard marketplace, IDFC Bank needed a differentiated strategy of talent attraction and engagement to create an inspiring Dream Journeys. When this was shared with Sandhya at the induction, she realised the massive research and work employer brand. Moreover, IDFC Bank aims to attain seamless collaboration across geographies, engage through ongoing undertaken by the leadership team at IDFC Bank to create these dream stints across roles in the bank. conversations and for that it required a digitally driven, cost effective communication strategy. 2. Joining and On-boarding In less than 2 years of operation, IDFC Bank has grown to have 3639 employees, 12.37 lac customers, 74 branches, 43 ATMs, The use of digital and social media channels is embedded into every employee touchpoint at IDFC Bank. Every employee in 4232 micro ATMs. The first 9 months income of FY 2017 is Rs 2473 crore with a PAT of Rs 844 crore. IDFC Bank has their very own EX – Relationship Manager (EX RM) – like a buddy at work. BUILDING ON THE WORKPLACE PERCEPTION Sandhya remembered the time she saw this unknown number flash on her phone screen. When she answered, a friendly Even before joining the job, the selected candidates are contacted by IDFC Bank for both completing the required pre-joining voice at the other introduced herself as Sandhya's Employee Experience Relationship Manager (EX-RM). Sandhya was procedures like medical tests, documentations, etc. as well as engaging with them by providing information about the impressed to the core. “Like, who has an RM at work, this is awesome” was her first thought. The EX-RM assigned for Sandhya organization, clarifying any pre-joining doubts and just ensuring the move to IDFC Bank was as smooth and hassle-free as it could welcomed her and congratulated her. Thereafter as a standard pre-joining process the wellness link for pre-employment be. On the day of joining, just one of the many “cool” things Sandhya felt were that she and everyone who got selected were given medical, reference details, etc. were shared with all the selected candidates to be filled and shared back for further a Starbucks Gift Card with a message to spend time with their friends over coffee. processing. The entire process of onboarding at IDFC Bank is done through digital and technologically enabled interfaces. It was evident, the employee experience team (one of its kind in the world) was well aware that everyone who joined IDFC Bank Taking it a step further they ensure the human touch is also retained during on-boarding by sending a bouquet to the had, in most likelihood, come from a more established organization and a well-known brand name. The goal was not to give a families of yet-to-join employees. similar experience here, but provide a unique combination of people engagement and process efficiency, to make the Sandhya and everyone were also invited to join a WhatsApp group a day before the joining through which they can interact employee feel not just comfortable but also assimilate their career expectations within IDFC Bank's ecosystem, which was also continuously till they are settled in the organization. The virtual group also has members from the EX team who handle the getting cemented. queries promptly to build a good experience and employee perception right from the start, and address the employee This was no mean feat, and not just Sandhya, but everyone joining in realized that IDFC is building the youngest Bank in expectations the right way. the country. 3. Engaging at workplace AS THESE THOUGHTS FLASHED IN SANDHYA'S MIND, SHE DECIDED TO GO ALL OUT IN NOT JUST HER JOB, BUT UTILIZING At IDFC Bank employee engagement is built on platforms and communities that dwell on the principles of collaborative, all- ALL THE INITIATIVES, MOST OF THEM DIGITAL, TO BLEND IN TO THE BANK. engaging workforce. IDFC Bank undertook the differentiating strategy of Service Excellence which cannot be felt nor touched, to bring alive one of the A weekly enterprise-level radio show called Radio Hatke was introduced during the year for delivering the best infotainment key elements of the bank's vision – “We serve therefore we are”. Its value proposition as a Bank is pivoted around exceptional experience. The radio channel is intranet based and made available on every employees' device. They understand 'be where customer experience. the user is' is a principle that serves the best when it comes to leveraging digital and social technologies. The radio shows Being a millennial herself, Sandhya didn't fail to notice moving away from traditional channels of communication to ensuring comprise contextual topics that are relevant from both an organizational as well as an employee perspective, clubbed with everyone could stay connected, and collaborate. Collaboration, being a key value of IDFC Bank, they wanted to create a silo- contests, music and spiced up with our very own engaging RJ. The platform enables both the leadership as well as employees busting ecosystem where virtual water-cooler conversations are the norm in building The Employee Community. And since IDFC to be heard amidst the everyday hectic work schedules. Bank is a geographically diverse ecosystem including remote, unbanked areas in rural India, they required a digitally-driven, cost effective communication strategy to weave the digital threads of the organization. What's up at your bank? Rather than only relying on a top-down communication approach from the Leadership Team, they are trying to build a conversational workplace. Sandhya was mesmerized at the scale of change coming about in the bank, with the digital platforms Tune in to listen to Wellness to connect, the super-fast way to appreciate and acknowledge, the connect with top management, the modern workplace • Business Updates like Our Acquisition on Gram Vidiyal Admin Consumer Banking • Campaigns updates: Consumer Bank Digital products 5% learning at the workplace, the usage of technology for training in rural India…it all left her dizzy with excitement. “This is a place Culture 3% 20% 10% for me, for people like me, a new age, fast-paced, tech savvy bank, creating value for the customer, whether at Bandra, or • Topical content and inspirational stories like Tips & tricks at Budhi Birlai” she thought, understanding and partaking in each offering.” for great heath Marketing 8% 7% Call the RJ to join the show Bharat Banking 2% INITIATIVES • If you have a story providing great customer experience 7% CWB This part is divided into four sections: • If you have personal anecdotes that inspire 33% 5% Fraud 1. Employee Experience (EX™) is a framework to underpin the broader organization strategy. IDFC Bank believes that • If you have an unique story People Practices Information Security delivering exceptional employee experience is key to building a culture of exceptional customer experience. EX™ along with Watch out for loads of contests and competitions on the other interventions in digital technology and process redesign therefore act as the foundation for a sustainable culture of RadioHatke shows! putting the customer at the centre of everything IDFC Bank thinks, says and does. Design thinking led them to the path of Listen to music of all genre! 23 Shows since April 2016 redefining their People Practices. Dreaming Employee Journeys: By redesigning approximately 18 employee journeys from Enterprise level radio platform to engage employees through infotainment

23 24 IDFC Bank started operations as a universal bank on October 1, 2015. While IDFC Ltd had existed as an infrastructure finance scratch using a disparate group of users with one simple mandate – what would be your dream experience if you could company, the metamorphosis into a bank was a challenging one. Being the youngest bank in the country and 93rd entrant into a redesign everything without constraints. To achieve this, they have leveraged Social Media in a unique manner to realise their standard marketplace, IDFC Bank needed a differentiated strategy of talent attraction and engagement to create an inspiring Dream Journeys. When this was shared with Sandhya at the induction, she realised the massive research and work employer brand. Moreover, IDFC Bank aims to attain seamless collaboration across geographies, engage through ongoing undertaken by the leadership team at IDFC Bank to create these dream stints across roles in the bank. conversations and for that it required a digitally driven, cost effective communication strategy. 2. Joining and On-boarding In less than 2 years of operation, IDFC Bank has grown to have 3639 employees, 12.37 lac customers, 74 branches, 43 ATMs, The use of digital and social media channels is embedded into every employee touchpoint at IDFC Bank. Every employee in 4232 micro ATMs. The first 9 months income of FY 2017 is Rs 2473 crore with a PAT of Rs 844 crore. IDFC Bank has their very own EX – Relationship Manager (EX RM) – like a buddy at work. BUILDING ON THE WORKPLACE PERCEPTION Sandhya remembered the time she saw this unknown number flash on her phone screen. When she answered, a friendly Even before joining the job, the selected candidates are contacted by IDFC Bank for both completing the required pre-joining voice at the other introduced herself as Sandhya's Employee Experience Relationship Manager (EX-RM). Sandhya was procedures like medical tests, documentations, etc. as well as engaging with them by providing information about the impressed to the core. “Like, who has an RM at work, this is awesome” was her first thought. The EX-RM assigned for Sandhya organization, clarifying any pre-joining doubts and just ensuring the move to IDFC Bank was as smooth and hassle-free as it could welcomed her and congratulated her. Thereafter as a standard pre-joining process the wellness link for pre-employment be. On the day of joining, just one of the many “cool” things Sandhya felt were that she and everyone who got selected were given medical, reference details, etc. were shared with all the selected candidates to be filled and shared back for further a Starbucks Gift Card with a message to spend time with their friends over coffee. processing. The entire process of onboarding at IDFC Bank is done through digital and technologically enabled interfaces. It was evident, the employee experience team (one of its kind in the world) was well aware that everyone who joined IDFC Bank Taking it a step further they ensure the human touch is also retained during on-boarding by sending a bouquet to the had, in most likelihood, come from a more established organization and a well-known brand name. The goal was not to give a families of yet-to-join employees. similar experience here, but provide a unique combination of people engagement and process efficiency, to make the Sandhya and everyone were also invited to join a WhatsApp group a day before the joining through which they can interact employee feel not just comfortable but also assimilate their career expectations within IDFC Bank's ecosystem, which was also continuously till they are settled in the organization. The virtual group also has members from the EX team who handle the getting cemented. queries promptly to build a good experience and employee perception right from the start, and address the employee This was no mean feat, and not just Sandhya, but everyone joining in realized that IDFC is building the youngest Bank in expectations the right way. the country. 3. Engaging at workplace AS THESE THOUGHTS FLASHED IN SANDHYA'S MIND, SHE DECIDED TO GO ALL OUT IN NOT JUST HER JOB, BUT UTILIZING At IDFC Bank employee engagement is built on platforms and communities that dwell on the principles of collaborative, all- ALL THE INITIATIVES, MOST OF THEM DIGITAL, TO BLEND IN TO THE BANK. engaging workforce. IDFC Bank undertook the differentiating strategy of Service Excellence which cannot be felt nor touched, to bring alive one of the A weekly enterprise-level radio show called Radio Hatke was introduced during the year for delivering the best infotainment key elements of the bank's vision – “We serve therefore we are”. Its value proposition as a Bank is pivoted around exceptional experience. The radio channel is intranet based and made available on every employees' device. They understand 'be where customer experience. the user is' is a principle that serves the best when it comes to leveraging digital and social technologies. The radio shows Being a millennial herself, Sandhya didn't fail to notice moving away from traditional channels of communication to ensuring comprise contextual topics that are relevant from both an organizational as well as an employee perspective, clubbed with everyone could stay connected, and collaborate. Collaboration, being a key value of IDFC Bank, they wanted to create a silo- contests, music and spiced up with our very own engaging RJ. The platform enables both the leadership as well as employees busting ecosystem where virtual water-cooler conversations are the norm in building The Employee Community. And since IDFC to be heard amidst the everyday hectic work schedules. Bank is a geographically diverse ecosystem including remote, unbanked areas in rural India, they required a digitally-driven, cost effective communication strategy to weave the digital threads of the organization. What's up at your bank? Rather than only relying on a top-down communication approach from the Leadership Team, they are trying to build a conversational workplace. Sandhya was mesmerized at the scale of change coming about in the bank, with the digital platforms Tune in to listen to Wellness to connect, the super-fast way to appreciate and acknowledge, the connect with top management, the modern workplace • Business Updates like Our Acquisition on Gram Vidiyal Admin Consumer Banking • Campaigns updates: Consumer Bank Digital products 5% learning at the workplace, the usage of technology for training in rural India…it all left her dizzy with excitement. “This is a place Culture 3% 20% 10% for me, for people like me, a new age, fast-paced, tech savvy bank, creating value for the customer, whether at Bandra, or • Topical content and inspirational stories like Tips & tricks at Budhi Birlai” she thought, understanding and partaking in each offering.” for great heath Marketing 8% 7% Call the RJ to join the show Bharat Banking 2% INITIATIVES • If you have a story providing great customer experience 7% CWB This part is divided into four sections: • If you have personal anecdotes that inspire 33% 5% Fraud 1. Employee Experience (EX™) is a framework to underpin the broader organization strategy. IDFC Bank believes that • If you have an unique story People Practices Information Security delivering exceptional employee experience is key to building a culture of exceptional customer experience. EX™ along with Watch out for loads of contests and competitions on the other interventions in digital technology and process redesign therefore act as the foundation for a sustainable culture of RadioHatke shows! putting the customer at the centre of everything IDFC Bank thinks, says and does. Design thinking led them to the path of Listen to music of all genre! 23 Shows since April 2016 redefining their People Practices. Dreaming Employee Journeys: By redesigning approximately 18 employee journeys from Enterprise level radio platform to engage employees through infotainment

23 24 Sandhya had an additional interest and passion for Yammer. She was also part of few learning and training programs, where in IDFC Bank believes that every employee like Sandhya has a story to tell, a story to be heard by everyone else. Story Hatke is one peer to peer learning, sharing and helping one another in post program application happened on Yammer. She realized it was more digitally driven platform that helps all IDFCians to contribute their narration based on our values and behaviours. Technology almost completely uncommon to the industry, and she felt privileged to be part of an organization that made learning so much fun, helped them achieve each of these aspirational aspects of a great and innovative brand, when they launched a platform for relatable and applicable at work. IDFC respect diversity of every kind at the workplace, and Yammer helps them achieve this more anyone and everyone to go pen their story- stories regarding values, stories regarding grit, stories appreciating other teams, and meaningfully. Employees at the bank have created a list of interest-based groups through which they share their commonalities all that needed to be shared, and spread, to build a solid culture. as well as appreciate their colleague's passion and practices. It instantly bridges the gap of a geographically spread employee. Employees like Sandhya and many more, today contribute immensely to these network groups irrespective of their job profiles. Note: 70% employees are on the platform and contributing every day, 1500 messages posted per month, 47 active groups! A story can speak a story!!! All employees were recognized as prospective brand ambassadors externally as well, hence IDFC Bank promotes social networking to spread not only the IDFC Bank brand but also the culture that the bank is building with every passing day too. Sandhya's story on her beautiful experience of joining the bank, and then the almost unprecedented onboarding experience got featured on the company page on LinkedIn, and left her feeling great. Upload your story on the culture microsite Furthermore, IDFC Bank strongly believes that recognizing performance at the workplace builds a strong culture of appreciation. Based on social and digital principles their ICON web platform helps employees and managers appreciate colleagues on an ongoing basis. This helps ensure recognition is more real time, honest and not just another mandated event. The recognitions for whatsapp your story any employee are visible to all other employees as well, not just spreading the cheer, but also acting as a personal and • Audio recorded file less than 1 min team inspiration. • Video recorded less than 1 min • Write a Story lean 100 words Fostering a Culture of Appreciation • Will build our Culture... it's not just about installing Email your story to: the programme • Is designed to ensure Transparency • Will certainly empower you Coming soon • Is real-time, digital and will take you just a few clicks • Weekly Story Quiz • Will engage you via leader boards and trending ticker • Complete the Story Contest • Shortest Story Contest BALANCE COLLABORATE DRIVE HONESTY • Values Selfie Contest

Stay 'socially connected...through appreciation & conversation ~1100 Inspiring stories by you

Story Hatke: Our internal communications platform through which our colleagues share their value-based stories.

IDFC Bank realizes, they live in an experience economy and every touchpoint counts, human touch delivered through platforms, technology based, or otherwise.

4. The Conversing workplace IDFC Bank is committed to leverage more on collaborative technology to build a community of brand ambassadors that is expected to grow over a period. During the year, their leadership ensures they engage with their respective teams to help internalize the business goals as well as address people aspects if any. Not only do they have the platform of ALL HANDS MEET which bases on both manual and digital interfaces to bring the organization to convey and converse with our workforce at frequent intervals, they also have the ultra-convenient In-sync, the sessions with senior leaders, answering questions over a live webcast.

25 26 Sandhya had an additional interest and passion for Yammer. She was also part of few learning and training programs, where in IDFC Bank believes that every employee like Sandhya has a story to tell, a story to be heard by everyone else. Story Hatke is one peer to peer learning, sharing and helping one another in post program application happened on Yammer. She realized it was more digitally driven platform that helps all IDFCians to contribute their narration based on our values and behaviours. Technology almost completely uncommon to the industry, and she felt privileged to be part of an organization that made learning so much fun, helped them achieve each of these aspirational aspects of a great and innovative brand, when they launched a platform for relatable and applicable at work. IDFC respect diversity of every kind at the workplace, and Yammer helps them achieve this more anyone and everyone to go pen their story- stories regarding values, stories regarding grit, stories appreciating other teams, and meaningfully. Employees at the bank have created a list of interest-based groups through which they share their commonalities all that needed to be shared, and spread, to build a solid culture. as well as appreciate their colleague's passion and practices. It instantly bridges the gap of a geographically spread employee. Employees like Sandhya and many more, today contribute immensely to these network groups irrespective of their job profiles. Note: 70% employees are on the platform and contributing every day, 1500 messages posted per month, 47 active groups! A story can speak a story!!! All employees were recognized as prospective brand ambassadors externally as well, hence IDFC Bank promotes social networking to spread not only the IDFC Bank brand but also the culture that the bank is building with every passing day too. Sandhya's story on her beautiful experience of joining the bank, and then the almost unprecedented onboarding experience got featured on the company page on LinkedIn, and left her feeling great. Upload your story on the culture microsite Furthermore, IDFC Bank strongly believes that recognizing performance at the workplace builds a strong culture of appreciation. Based on social and digital principles their ICON web platform helps employees and managers appreciate colleagues on an ongoing basis. This helps ensure recognition is more real time, honest and not just another mandated event. The recognitions for whatsapp your story any employee are visible to all other employees as well, not just spreading the cheer, but also acting as a personal and • Audio recorded file less than 1 min team inspiration. • Video recorded less than 1 min • Write a Story lean 100 words Fostering a Culture of Appreciation • Will build our Culture... it's not just about installing Email your story to: the programme • Is designed to ensure Transparency • Will certainly empower you Coming soon • Is real-time, digital and will take you just a few clicks • Weekly Story Quiz • Will engage you via leader boards and trending ticker • Complete the Story Contest • Shortest Story Contest BALANCE COLLABORATE DRIVE HONESTY • Values Selfie Contest

Stay 'socially connected...through appreciation & conversation ~1100 Inspiring stories by you

Story Hatke: Our internal communications platform through which our colleagues share their value-based stories.

IDFC Bank realizes, they live in an experience economy and every touchpoint counts, human touch delivered through platforms, technology based, or otherwise.

25 26 THE GROWING SOCIAL REACH External Social Media

Statistics*

Twitter 17,300

Facebook 2,46,000

Linkedin 22,369

Internal Social Media

Statistics*

Yammer 70% employees on the platform

Story Hatke 1039 stories

ICON 5176 instances of appreciation; on an average 1.7 / employee

Pic Description: In-Sync is a webcast platform through which employees converse directly *For the year 2016-17; December 31, 2016 with the business leaders on various topics. ABOUT THE AUTHOR Employees from the remotest of places, to the heart of BKC are tuned in, not just to get to know the organizational work across Miss. Madhura DasGupta Sinha set up the Employee Experience function at IDFC Bank. As an 'Experience Evangelist', she is teams, but also the leader and ask questions. This largely has helped them live their value of honesty at an organization level when passionate about creating, defining and refining experiences - for customers and employees. She weaves in the themes of it comes to engaging with the employees. The reason for these initiatives are thought-through and add up to the agenda of customer experience in the way IDFC Bank looks at employee experience, and tries to bridge the gap between the customer bringing in more energy and inspiration to the work culture. IDFC Bank being a start-up, it is essential to weave in the principles and employee. and practices that enable employees like Sandhya to be more confident, engaged and further promote our overall brand standpoint.

The Sustenance Plan It is equally important to sustain the momentum as well as further expand the movement with an increasing workforce. IDFC Bank is continuously measuring the efficacy of their initiatives and basis the insights, they draw lines of excellence to follow. Traditionally, while organizations typically believe in benchmarking more, they focus in evaluating every existing platform and enhance the performance of the same largely basis the engagement levels they have set for themselves. IDFC Bank today - From Employee Experience Relationship Manager, to Twitter hiring, to unique onboarding, to the Yammer craze and usage to Story Hatke and ICON, IDFC Bank is truly building the Bank of not just now, but tomorrow. Employees like Sandhya see the passion and implementation of innovative work, on the shoulders of technology and amazing wonderful professionals, on a day to day basis, setting high standards for themselves, and stretching to achieve those, no matter what. And at the moment, Sandhya looks around at the all-familiar bright café, thinking, “this is surely the dream journey IDFC Bank team envisaged for the employees, I'm living it”. Close to 2 years at the Bank now, she's smiles, grabs a coffee in the café, and heads back to a meeting with zeal and passion, just as it was on her day 1, posting her picture in traditional wear on company page on Yammer #Mycountrymypride where the young driven Ops manager at Khargone branch had just posted celebration pictures from the branch. Both deeply happy, connected, and contributing!

27 28 THE GROWING SOCIAL REACH External Social Media

Statistics*

Twitter 17,300

Facebook 2,46,000

Linkedin 22,369

Internal Social Media

Statistics*

Yammer 70% employees on the platform

Story Hatke 1039 stories

ICON 5176 instances of appreciation; on an average 1.7 / employee

27 28 ABOUT THE COMPANY ZS Associates is a global organization headquartered in Evanston, with close to 5,000 employees across 21 offices. ZS is a niche professional services firm where forces of sales and marketing combine to create incredible impact for their clients. For 32 years now, they have been working to boost market share, increase revenue, lower costs and improve overall business performance. ZS is a young company where founders are still active as directors in the firm, so they retain much of the exhilaration from their early days. The company's India offices based in Pune and Delhi are collectively their Capability and Expertise Center, which was a conscious setup 12 years back to support their global offerings. The teams based here work in conjunction with onshore colleagues to draw on deep industry and domain expertise and deliver impact where it matters. This study will touch upon the company profile, culture, Capability and Expertise Center based in India, growth trend, and social media strategy to keep pace with the growth and engage employees as part of the process, eventually leading to the 2016 SHRM EXCELLENCE IN SOCIAL MEDIA - Excellence in Social Media People Practices recognition. PEOPLE PRACTICES Business Context ZS has offices in Pune and Delhi with a headcount of 3,000 people in India, which is 75% of total company headcount. The company started with just about 200 people and over the past four years, they have witnessed phenomenal headcount growth of around 40 to 50% year on year. ZS in India is a young firm as the average age of a ZSer is 25. Since they hire most of talent from campuses, it becomes important for them to interact and engage with the younger audiences externally, and Social Media provided them the right platform for that. ZS thought through their strategy from a point of view of a young candidate looking out for a job, to try and gauge which approach CREATING AN IMPACT would work best to help them understand and know their firm better. Also, considering a major chunk of employees is millennials, ZS thought through a strategy from their perspective, which personifies their culture—one that is about transparency, innovation, WITH SOCIAL MEDIA engagement and a two-way conversation. When the organization began their social media efforts, here's how they classified their vision: • Building a sense of pride among existing ZSers AT ZS • Establish credibility with family and friends - SAROJ SANAS • Celebrating impact • Attracting talent from the “target” audience 1. Building a sense of pride amongst existing ZSers: As much ZS's focus has been on recruitment, at the end it's all about the people who already work with ZS and will be working with them the in future as well. The more engaged they are, the more productive they will be. ZS believes in having an open conversation with their people and are open to ideas and feedback at all levels, which takes their relationship beyond an employer–employee liaison. ZS's objective is to ensure that our people are happy to come to work every day and feel appreciated for all that they do, the expertise they bring to the table. It's also important to not only applaud collaborative efforts, but also individual wins and talent within projects and outside work as well. 2. Establishing credibility with friends and family: Initially, ZS had a name within the “Pharma” circle and also had strong presence in the campuses they recruit from. However, when ZSers would introduce themselves to people outside of the firm, they often had to introduce ZS as well. To put an end to this lack of awareness, it was important for them to work on a strategy that would make potential ZSers aware of ZS, which could very well be the friends and family of ZSers. Also, they aimed at ensuring the families of ZSers understood what their family member was working on and what kind of culture does the firm offer. This was important to establish credibility. It's essential to deliver value to clients but the people are their biggest asset and they and their families needed to trust ZS and understand the firm better. Thus, friends and family became their second target audience. 3. Celebrating Impact: ZS established clearly that ZSers could come up to them and share their client stories as well as personal stories of impact. This made their people open up and share how ZS is enabling them to make an impact and accelerate their learning. Sharing these stories on social media was a pat on the back for each ZSer who was featured and this also enabled

30 ABOUT THE COMPANY ZS Associates is a global organization headquartered in Evanston, with close to 5,000 employees across 21 offices. ZS is a niche professional services firm where forces of sales and marketing combine to create incredible impact for their clients. For 32 years now, they have been working to boost market share, increase revenue, lower costs and improve overall business performance. ZS is a young company where founders are still active as directors in the firm, so they retain much of the exhilaration from their early days. The company's India offices based in Pune and Delhi are collectively their Capability and Expertise Center, which was a conscious setup 12 years back to support their global offerings. The teams based here work in conjunction with onshore colleagues to draw on deep industry and domain expertise and deliver impact where it matters. This study will touch upon the company profile, culture, Capability and Expertise Center based in India, growth trend, and social media strategy to keep pace with the growth and engage employees as part of the process, eventually leading to the 2016 SHRM EXCELLENCE IN SOCIAL MEDIA - Excellence in Social Media People Practices recognition. PEOPLE PRACTICES Business Context ZS has offices in Pune and Delhi with a headcount of 3,000 people in India, which is 75% of total company headcount. The company started with just about 200 people and over the past four years, they have witnessed phenomenal headcount growth of around 40 to 50% year on year. ZS in India is a young firm as the average age of a ZSer is 25. Since they hire most of talent from campuses, it becomes important for them to interact and engage with the younger audiences externally, and Social Media provided them the right platform for that. ZS thought through their strategy from a point of view of a young candidate looking out for a job, to try and gauge which approach CREATING AN IMPACT would work best to help them understand and know their firm better. Also, considering a major chunk of employees is millennials, ZS thought through a strategy from their perspective, which personifies their culture—one that is about transparency, innovation, WITH SOCIAL MEDIA engagement and a two-way conversation. When the organization began their social media efforts, here's how they classified their vision: • Building a sense of pride among existing ZSers AT ZS • Establish credibility with family and friends - SAROJ SANAS • Celebrating impact • Attracting talent from the “target” audience 1. Building a sense of pride amongst existing ZSers: As much ZS's focus has been on recruitment, at the end it's all about the people who already work with ZS and will be working with them the in future as well. The more engaged they are, the more productive they will be. ZS believes in having an open conversation with their people and are open to ideas and feedback at all levels, which takes their relationship beyond an employer–employee liaison. ZS's objective is to ensure that our people are happy to come to work every day and feel appreciated for all that they do, the expertise they bring to the table. It's also important to not only applaud collaborative efforts, but also individual wins and talent within projects and outside work as well. 2. Establishing credibility with friends and family: Initially, ZS had a name within the “Pharma” circle and also had strong presence in the campuses they recruit from. However, when ZSers would introduce themselves to people outside of the firm, they often had to introduce ZS as well. To put an end to this lack of awareness, it was important for them to work on a strategy that would make potential ZSers aware of ZS, which could very well be the friends and family of ZSers. Also, they aimed at ensuring the families of ZSers understood what their family member was working on and what kind of culture does the firm offer. This was important to establish credibility. It's essential to deliver value to clients but the people are their biggest asset and they and their families needed to trust ZS and understand the firm better. Thus, friends and family became their second target audience. 3. Celebrating Impact: ZS established clearly that ZSers could come up to them and share their client stories as well as personal stories of impact. This made their people open up and share how ZS is enabling them to make an impact and accelerate their learning. Sharing these stories on social media was a pat on the back for each ZSer who was featured and this also enabled

30 potential ZSers understand the opportunities across the firm and the culture they have to offer. Celebrating the impact of the SPECIFIC PEOPLE PRACTICES people on social media hit the bull's eye as it is in sync with ZS's core values—doing the right thing, treating people right and Being a niche industry, the roles are different than most in the consulting space. Hence, ZS did an analysis on leadership profiles getting it right. from the industry and connected with ZS leaders to understand their role at ZS and accolades in the field, post which ZS helped 4. Attracting talent from a target audience: The right kind of social media strategy can help an organization to hone in on the right them build on their LinkedIn profiles in a consistent manner yet reflecting their professional journey as well as the causes they kind of candidates. Considering ZS look to hire people with a niche skillset, their social media strategy couldn't be mass- care about in a genuine light. This was aimed at enabling prospective candidates understand the work at ZS better, in addition to focused. ZS involved alums of the colleges they hire from, for them to come up with strategies focused on their campus. the media agencies. ZS shared their success stories and profiles on their social platforms, so prospective recruits could understand the potential Also as part of campus recruitment programs, ZS encourages ZSers who are also alums of colleges they hire from to talk about roles and our culture better. They also engaged with prospective candidates with the help of various engagement tools, their work, roles available at ZS as well as work culture on their personal social media pages as they have a better connect with helping speed up the process of recruiting. This helped them increase their online presence. students from their colleges, which is often the beginning of a strong relationship with the potential candidates even before the recruitment journey. ZS also conducts internal and external contests to further encourage ZSers to interact on their pages. Challenges and Resolution In Indian context, because of the sudden headcount growth in India, the biggest challenge that surfaced was that of “establishing Every year, ZS hosts an event called “Family Day” right before Diwali celebration, where they invite families of ZSers to visit office an identity”. Given that the talent market in India is extremely volatile, especially for the highly analytical people whom ZS hires, it and take a tour, post which they celebrate their people impact by recognizing significant projects of the year. This helps them in not gets critical to have an innovative and smart recruiting social media strategy. only involving the families in the celebration, but also enabling them to understand the culture better and build pride. Through events like these, the company gets to engage people on social media pages as well, through live contests, such as Since ZS only works with global clients but is based in India, it was difficult to make people aware of them being a niche consulting family selfie contests. This receives a good response and helps build proactive engagement and better connect. firm. ZS also needed to ensure employees understand them beyond the areas of work in India and more on the lines of offshore–onshore collaboration, client impact and culture. While ZS was firming up People Value Proposition in 2013, it was the right time to build internal communication and social media You may also add Key recruitment initiatives promoted on Social media and some more initiatives mentioned strategy. ZS aimed at creating a sense of pride in our people internally to then gradually move on to leverage social media and in the application form. Also, Mention the name of the initiatives abovementioned wherever possible. build pride externally as well. Key initiatives promoted on Social Media: ZS's three core values—Do The Right Thing, Treat People Right and Get It Right—comes across through social media channels. This was a conscious decision and had to be approached very carefully. ZS thought they could do that by involving employees in • Pune Office Move their strategy and thus establishing transparency and building trust. Considering that ZS's Pune office move held in 2016, was the biggest office move or transition for ZS till date, they made sure to create enough buzz around it to make people aware of this major change. They communicated what people can look The Social Media (ZS India Recruitment Marketing) Team was brought together in January 2015 to establish ZS's presence in the forward to with the help of pre-office move updates as well as LIVE updates during the day of the move. They shared a few India market. Before 2015, ZS used a lot of traditional method to hire and retain talent. However, with the enormous growth, it was glimpses of the new office before ZSers walked into the office, which helped them build more excitement and amplified their imperative to have a social presence so people get to know ZS better in terms of the work they do and the way they do it. Also, ZS engagement rates. This campaign got their pages maximum shares and the highest engagement rate they had seen. used social media platforms to promote talent, recognize their people's achievements and showcase the ZS values and culture for people who are looking for an opportunity with them. • Pan India Young Data Scientist Challenge: The Pan India ZS Young Data Scientist Challenge gave students from all over India a chance to work with us, as they competed ZS's strategies also include: to work on a niche case study. We hosted a webinar on our YouTube page where our Pune Office Managing Principal and Data • Keeping the audience—ZSers and potential ZSers—in the know about ZS Scientist Shankar Viswanathan helped the participants understand the challenge better and also shared valuable tips. With regular updates about what's happening at ZS's India offices, ZS helps their audience understand what its culture is all Overall 80, 000 data scientists in India were engaged in this initiative out of which, post shortlisting, registrations received about and what are the things that ZSers do day in and day out. Profilers of ZSers posted on Social Media helps their audience were over 7,500. get to know about the kind of work ZSers do. Pedigree of the outreach: Students from ~68 Tier 1 schools (IITs, NITs, Top regional schools) participated in the challenge. • Staying relevant This constituted 62% percent of the total participation. Staying current and relevant in the Social Media world is crucial. ZS ensured they stayed up-to-date with various Social Media Our Facebook page follows increased by 3.44% through this initiative and we reached about 1,71,200+ people with the help tools like Hootsuite and Tweetdeck that help schedule content ahead of time and help track all social media platforms. of targeted promotions on our Social Media channels. The winner of this challenge won an Apple iPhone 6, the first runner-up They also tried out new mediums like Facebook LIVE which worked very well for their campaigns. Listening and engaging in won a Nikon D5300 and the second runner-up won a Bose Wave music system. Top 40 contestants won exciting ZS goodie relevant social media chats has also helped them be more closely connected to their audience. bags and also got the chance to attend a workshop on Data Science at our Pune office. This helped create a lot of buzz on our • Being consistent with campaigns and yet flexible Social Media pages. ZS posts regular updates on their Social Media pages and try and keep a consistent brand voice throughout, so that ZS's • ZS Quest identity on their Social channels is retained. They post regular updates for campaigns and events to create enough buzz. The third consecutive year of the innovation challenge received an even more positive response than the previous two years, • Ensuring two-way communication with over 500 registrations from both offices. ZSers collaborated to come up with innovative solutions in the 24-hour ZS not only engages with people that reach out to them on their Social channels, but also reach out to people talking about ZS. innovation hackathon, Quest. This year around, they published LIVE updates simultaneously for their Delhi and Pune offices as They engage with people that share ZS's posts, or with people that comment on their posts as well, to ensure two-way communication.

31 32 potential ZSers understand the opportunities across the firm and the culture they have to offer. Celebrating the impact of the SPECIFIC PEOPLE PRACTICES people on social media hit the bull's eye as it is in sync with ZS's core values—doing the right thing, treating people right and Being a niche industry, the roles are different than most in the consulting space. Hence, ZS did an analysis on leadership profiles getting it right. from the industry and connected with ZS leaders to understand their role at ZS and accolades in the field, post which ZS helped 4. Attracting talent from a target audience: The right kind of social media strategy can help an organization to hone in on the right them build on their LinkedIn profiles in a consistent manner yet reflecting their professional journey as well as the causes they kind of candidates. Considering ZS look to hire people with a niche skillset, their social media strategy couldn't be mass- care about in a genuine light. This was aimed at enabling prospective candidates understand the work at ZS better, in addition to focused. ZS involved alums of the colleges they hire from, for them to come up with strategies focused on their campus. the media agencies. ZS shared their success stories and profiles on their social platforms, so prospective recruits could understand the potential Also as part of campus recruitment programs, ZS encourages ZSers who are also alums of colleges they hire from to talk about roles and our culture better. They also engaged with prospective candidates with the help of various engagement tools, their work, roles available at ZS as well as work culture on their personal social media pages as they have a better connect with helping speed up the process of recruiting. This helped them increase their online presence. students from their colleges, which is often the beginning of a strong relationship with the potential candidates even before the recruitment journey. ZS also conducts internal and external contests to further encourage ZSers to interact on their pages. Challenges and Resolution In Indian context, because of the sudden headcount growth in India, the biggest challenge that surfaced was that of “establishing Every year, ZS hosts an event called “Family Day” right before Diwali celebration, where they invite families of ZSers to visit office an identity”. Given that the talent market in India is extremely volatile, especially for the highly analytical people whom ZS hires, it and take a tour, post which they celebrate their people impact by recognizing significant projects of the year. This helps them in not gets critical to have an innovative and smart recruiting social media strategy. only involving the families in the celebration, but also enabling them to understand the culture better and build pride. Through events like these, the company gets to engage people on social media pages as well, through live contests, such as Since ZS only works with global clients but is based in India, it was difficult to make people aware of them being a niche consulting family selfie contests. This receives a good response and helps build proactive engagement and better connect. firm. ZS also needed to ensure employees understand them beyond the areas of work in India and more on the lines of offshore–onshore collaboration, client impact and culture. While ZS was firming up People Value Proposition in 2013, it was the right time to build internal communication and social media You may also add Key recruitment initiatives promoted on Social media and some more initiatives mentioned strategy. ZS aimed at creating a sense of pride in our people internally to then gradually move on to leverage social media and in the application form. Also, Mention the name of the initiatives abovementioned wherever possible. build pride externally as well. Key initiatives promoted on Social Media: ZS's three core values—Do The Right Thing, Treat People Right and Get It Right—comes across through social media channels. This was a conscious decision and had to be approached very carefully. ZS thought they could do that by involving employees in • Pune Office Move their strategy and thus establishing transparency and building trust. Considering that ZS's Pune office move held in 2016, was the biggest office move or transition for ZS till date, they made sure to create enough buzz around it to make people aware of this major change. They communicated what people can look The Social Media (ZS India Recruitment Marketing) Team was brought together in January 2015 to establish ZS's presence in the forward to with the help of pre-office move updates as well as LIVE updates during the day of the move. They shared a few India market. Before 2015, ZS used a lot of traditional method to hire and retain talent. However, with the enormous growth, it was glimpses of the new office before ZSers walked into the office, which helped them build more excitement and amplified their imperative to have a social presence so people get to know ZS better in terms of the work they do and the way they do it. Also, ZS engagement rates. This campaign got their pages maximum shares and the highest engagement rate they had seen. used social media platforms to promote talent, recognize their people's achievements and showcase the ZS values and culture for people who are looking for an opportunity with them. • Pan India Young Data Scientist Challenge: The Pan India ZS Young Data Scientist Challenge gave students from all over India a chance to work with us, as they competed ZS's strategies also include: to work on a niche case study. We hosted a webinar on our YouTube page where our Pune Office Managing Principal and Data • Keeping the audience—ZSers and potential ZSers—in the know about ZS Scientist Shankar Viswanathan helped the participants understand the challenge better and also shared valuable tips. With regular updates about what's happening at ZS's India offices, ZS helps their audience understand what its culture is all Overall 80, 000 data scientists in India were engaged in this initiative out of which, post shortlisting, registrations received about and what are the things that ZSers do day in and day out. Profilers of ZSers posted on Social Media helps their audience were over 7,500. get to know about the kind of work ZSers do. Pedigree of the outreach: Students from ~68 Tier 1 schools (IITs, NITs, Top regional schools) participated in the challenge. • Staying relevant This constituted 62% percent of the total participation. Staying current and relevant in the Social Media world is crucial. ZS ensured they stayed up-to-date with various Social Media Our Facebook page follows increased by 3.44% through this initiative and we reached about 1,71,200+ people with the help tools like Hootsuite and Tweetdeck that help schedule content ahead of time and help track all social media platforms. of targeted promotions on our Social Media channels. The winner of this challenge won an Apple iPhone 6, the first runner-up They also tried out new mediums like Facebook LIVE which worked very well for their campaigns. Listening and engaging in won a Nikon D5300 and the second runner-up won a Bose Wave music system. Top 40 contestants won exciting ZS goodie relevant social media chats has also helped them be more closely connected to their audience. bags and also got the chance to attend a workshop on Data Science at our Pune office. This helped create a lot of buzz on our • Being consistent with campaigns and yet flexible Social Media pages. ZS posts regular updates on their Social Media pages and try and keep a consistent brand voice throughout, so that ZS's • ZS Quest identity on their Social channels is retained. They post regular updates for campaigns and events to create enough buzz. The third consecutive year of the innovation challenge received an even more positive response than the previous two years, • Ensuring two-way communication with over 500 registrations from both offices. ZSers collaborated to come up with innovative solutions in the 24-hour ZS not only engages with people that reach out to them on their Social channels, but also reach out to people talking about ZS. innovation hackathon, Quest. This year around, they published LIVE updates simultaneously for their Delhi and Pune offices as They engage with people that share ZS's posts, or with people that comment on their posts as well, to ensure two-way communication.

31 32 the hackathon took place at the same time in both the locations. They tried out new innovative means like Facebook Live along Few Key Metrics with other LIVE updates from the event for a wider outreach. This event gave people a glimpse into what it's like to participate in a collaborative cross-border setting at ZS. Their Page Likes increased by 1.66% during the 24 hour time frame. • Facebook: 10,100+ followers (increase by 52% in 2016 versus 2015), 1,20,000 people reached in past six months They reached about 1,46,923 people and the overall post engagement on Facebook was 77,500 and Twitter Impressions Increase in follower • Twitter: 395+ followers, (increase by 33% in 2016 versus 2015) 50,000 impressions in were 12,800+. base past six months • ZS Campus Beats • YouTube: 19000+ views Campus Beats is ZS's flagship campus engagement program for the top Engineering Schools they visit for recruitment. It is aimed at helping potential ZSers understand ZS better to make informed decisions. During the 3 month span of this program, We have been getting good slots on the premium campus versus what we got in 2014-15 ZS engaged with students from 14 colleges on Social Media. They saw a 6.19% increase in Facebook page Likes and reached Dream slots on and we have over 90% offer acceptance rate. This acceptance rate is also beacause of over 30,000 people with the help of targeted promotions. campus engaged future hires in the pre and post interview phase through various social media intiatives Success Measures/Achievements It's been 32 successful years for ZS in the industry. ZS has had long-lasting partnerships with Fortune 500 companies and has established themselves as trusted partners. However, with fairly conservative Founders, they started social media efforts only two Increase in the Over 15% of ZSers were hired through social media, over 30% ZSers hired through percentage of referrals years back, in line with a steep growth spurt in India offices. employee referral Thus, as ZS began external efforts, they consciously decided to measure success by two parameters, their only competition being themselves as their competitors have been in the social media landscape since the beginning—engagement of existing WHAT'S NEXT? workforce and increase in awareness among potential employees. They had a humble start on the social media front but over the past two years, they have not only seen an increase in the job After ZS's fruitful efforts to engage and bring the rest of their workforce to the forefront of their social media campaigns as brand applications through their social media channels by 18.8% applications through Social Networking sites (Careers website – ambassadors, they plan to now gradually involve leadership as well, through new ways of engagement such as webinars, 10.8% and Email – 11.5%), but also in their Glassdoor ratings, which have gone up to 3.6 from 3.4 earlier, the average company podcasts and more of videos, to build trust and reflect their open culture of “stepping away from the hierarchy”. rating being 3.3 out of 5. Also, the average CEO and leadership approval rating is 67% and Chris Wright, their CEO, has a rating They also plan to build on their efforts to bring in more analytical tools for all their platforms to understand their audience journey of 96%. even better and think through the best of mediums for two-way communication. ZS's engagement rates have also gone up on their social media channels. If we have to quote an example, one of the most In 2017, there will be more of Facebook LIVE, live contests and messages from the leaders desk. With this, ZS will continue to successful campaigns on social media was “Pune Office Move”—pre-move, LIVE and post-move communication—which led to profile their people, to create better awareness of the niche roles in ZS, along with other means to give a glimpse of their work an increase in Facebook followers by 870% and page views by a drastic 2,015% (Twitter engagement rates up by 5.5%). and culture. In addition to the prestigious SHRM recognition, here's a list of a few more significant achievements of ZS in India from 2016: CONCLUSION • LinkedIn Top 25: ZS is recognized as “one of the best companies in India to hire and retain talent”. This was an independent study conducted by LinkedIn on social media. “Our people are our brand ambassadors and the face of ZS. We understand that the more they are involved in the business, the • Topmost employer of choice for MBA students: Poets & Quants listed ZS as one of the topmost employers of choice for MBA more engaged they are and the more they trust the firm practices and management. We also ensure that our social media students based on a study by Transparent MBA, conducted independently on social media. positioning reflects our workplace culture effectively and the feeling of being a great place to work for is built into our onboarding • Dream Company to Work For: ZS in India has been ranked 13 out of 400 companies in Times Ascent's Dream Company to Work process. This is essential for our people to feel proud of working in a transparent environment and for potential ZSers to For list. understand us better beforehand and trust us once they are onboard.” • Top 10 “Workplaces that Reflect Firm Culture” on Jombay's list: What got ZS this rank was a story around how their office ABOUT THE AUTHOR space design echoes their culture of collaboration, borderless setting and a conducive high-energy environment for accelerated learning. Saroj Sanas, India Communication Lead, ZS Associates • Top 10 “Analytics firms you wished you worked for - 2016”: Analytics India Magazine recognized ZS in India as one of the “Top Over 13 years of experience in the Corporate Communications function, experience, largely in ITES and Consulting space. Saroj is 10 Analytics firms you wished you worked for - 2016” through a research conducted in the analytics community. passionate about defining and driving Communications Strategy and People Programs. Currently working with ZS and leads Internal and External communications for India.

33 34 the hackathon took place at the same time in both the locations. They tried out new innovative means like Facebook Live along Few Key Metrics with other LIVE updates from the event for a wider outreach. This event gave people a glimpse into what it's like to participate in a collaborative cross-border setting at ZS. Their Page Likes increased by 1.66% during the 24 hour time frame. • Facebook: 10,100+ followers (increase by 52% in 2016 versus 2015), 1,20,000 people reached in past six months They reached about 1,46,923 people and the overall post engagement on Facebook was 77,500 and Twitter Impressions Increase in follower • Twitter: 395+ followers, (increase by 33% in 2016 versus 2015) 50,000 impressions in were 12,800+. base past six months • ZS Campus Beats • YouTube: 19000+ views Campus Beats is ZS's flagship campus engagement program for the top Engineering Schools they visit for recruitment. It is aimed at helping potential ZSers understand ZS better to make informed decisions. During the 3 month span of this program, We have been getting good slots on the premium campus versus what we got in 2014-15 ZS engaged with students from 14 colleges on Social Media. They saw a 6.19% increase in Facebook page Likes and reached Dream slots on and we have over 90% offer acceptance rate. This acceptance rate is also beacause of over 30,000 people with the help of targeted promotions. campus engaged future hires in the pre and post interview phase through various social media intiatives Success Measures/Achievements It's been 32 successful years for ZS in the industry. ZS has had long-lasting partnerships with Fortune 500 companies and has established themselves as trusted partners. However, with fairly conservative Founders, they started social media efforts only two Increase in the Over 15% of ZSers were hired through social media, over 30% ZSers hired through percentage of referrals years back, in line with a steep growth spurt in India offices. employee referral Thus, as ZS began external efforts, they consciously decided to measure success by two parameters, their only competition being themselves as their competitors have been in the social media landscape since the beginning—engagement of existing WHAT'S NEXT? workforce and increase in awareness among potential employees. They had a humble start on the social media front but over the past two years, they have not only seen an increase in the job After ZS's fruitful efforts to engage and bring the rest of their workforce to the forefront of their social media campaigns as brand applications through their social media channels by 18.8% applications through Social Networking sites (Careers website – ambassadors, they plan to now gradually involve leadership as well, through new ways of engagement such as webinars, 10.8% and Email – 11.5%), but also in their Glassdoor ratings, which have gone up to 3.6 from 3.4 earlier, the average company podcasts and more of videos, to build trust and reflect their open culture of “stepping away from the hierarchy”. rating being 3.3 out of 5. Also, the average CEO and leadership approval rating is 67% and Chris Wright, their CEO, has a rating They also plan to build on their efforts to bring in more analytical tools for all their platforms to understand their audience journey of 96%. even better and think through the best of mediums for two-way communication. ZS's engagement rates have also gone up on their social media channels. If we have to quote an example, one of the most In 2017, there will be more of Facebook LIVE, live contests and messages from the leaders desk. With this, ZS will continue to successful campaigns on social media was “Pune Office Move”—pre-move, LIVE and post-move communication—which led to profile their people, to create better awareness of the niche roles in ZS, along with other means to give a glimpse of their work an increase in Facebook followers by 870% and page views by a drastic 2,015% (Twitter engagement rates up by 5.5%). and culture. In addition to the prestigious SHRM recognition, here's a list of a few more significant achievements of ZS in India from 2016: CONCLUSION • LinkedIn Top 25: ZS is recognized as “one of the best companies in India to hire and retain talent”. This was an independent study conducted by LinkedIn on social media. “Our people are our brand ambassadors and the face of ZS. We understand that the more they are involved in the business, the • Topmost employer of choice for MBA students: Poets & Quants listed ZS as one of the topmost employers of choice for MBA more engaged they are and the more they trust the firm practices and management. We also ensure that our social media students based on a study by Transparent MBA, conducted independently on social media. positioning reflects our workplace culture effectively and the feeling of being a great place to work for is built into our onboarding • Dream Company to Work For: ZS in India has been ranked 13 out of 400 companies in Times Ascent's Dream Company to Work process. This is essential for our people to feel proud of working in a transparent environment and for potential ZSers to For list. understand us better beforehand and trust us once they are onboard.” • Top 10 “Workplaces that Reflect Firm Culture” on Jombay's list: What got ZS this rank was a story around how their office ABOUT THE AUTHOR space design echoes their culture of collaboration, borderless setting and a conducive high-energy environment for accelerated learning. Saroj Sanas, India Communication Lead, ZS Associates • Top 10 “Analytics firms you wished you worked for - 2016”: Analytics India Magazine recognized ZS in India as one of the “Top Over 13 years of experience in the Corporate Communications function, experience, largely in ITES and Consulting space. Saroj is 10 Analytics firms you wished you worked for - 2016” through a research conducted in the analytics community. passionate about defining and driving Communications Strategy and People Programs. Currently working with ZS and leads Internal and External communications for India.

33 34 THE MAKING OF A FINANCIAL POWERHOUSE

July 2007 was a pivotal turning point for Aditya Birla Group [ABG]. The Group's aspirations to make a significant impact on India's financial services sector received a major fllip with the induction of their Chief Executive, Ajay Srinivasan (the then Chief Executive-Fund Management of Prudential Corporation Asia). Thus the fragmented financial services arm of ABG was now unified into the Aditya Birla Financial Services Group [ABFSG]. In the last 9 years under Ajay's compelling vision, astute direction and determined leadership, ABFSG has grown into a significant player in the Indian financial services space today and has evolved from strength to strength with changing times. Side Box – I EXCELLENCE IN DEVELOPING LEADERS The Group today has a strong presence across verticals such as Life ABFSG is, today, India's most diversified OF TOMORROW Insurance, Fund Management, Private Equity, Wealth Management, non-bank financial institution. It is currently Retail Broking, Capital Markets based lending, Corporate Financing, present across 13 lines of businesses Infrastructure Finance, Housing Finance, General Insurance Broking, – Life Insurance Health Insurance, Pension Fund Management and Online Personal – Asset Management Finance Management and is committed to serving end-to-end – Non-Banking Finance financial services needs of its retail and corporate customers. – Infrastructure Project & Structured Finance MILES TO GO BEFORE As of 31st December 2016, ABFSG ranks among the top 5 fund – Housing Finance managers in India (excluding LIC) with an AUM of INR 229,509 Crore – Private Equity and has a lending book of Rs 33,087 Crore. As on 31st March 2016, WE SLEEP! AT ADITYA – Equity Broking ABFSG reported aggregate revenue from businesses at Rs. 9,299 – General Insurance Broking Crore and profit before tax from established businesses, in excess of – Wealth Management & Distribution BIRLA FINANCIAL Rs. 995 Crore. Anchored by about 11,300 employees and trusted by – Online Money Management nearly 12 million customers, ABFSG has a nationwide reach through – Health Insurance over 1,625 points of presence and more than 145,000 agents / – Pension Fund Management SERVICES LIMITED channel partners. Refer to Side Box-I for ABFSG growth - DEVASHIS RATH The Pangs of Growth As most growth stories go, ABFSG too has had its share of challenges. The erstwhile regulatory changes were making product differentiation difficult and the playing field was not always level amongst the different segments of the financial services industry. The only solution for firms was to try and enhance customer experiences through the quality of service, both during and after the sales cycle and in the quality of talent which could best seize the massive opportunity India presented. Ajay was convinced that ABFSG's true strength lay in leveraging internal talent that was spread across all its lines of businesses. With execution excellence and customer service being people dependent, the quality of future leaders that ABFSG would groom, would be key to its differentiation, propelling it ahead of competition. Ajay, who had clocked more than two decades of stewardship in the financial services industry and had an impeccable track record for building successful businesses also understood that unlocking this potential would be key, to not just grow the financial services business, but also unify the hereto splintered business presence of the Group. He strongly believed that an integrated model would yield best results for all concerned stakeholders. Simple, as it might appear, it was a difficult proposition to bring to fruition. The internal talent pool had grown to be complacent in their lines of businesses. Be it Lending, Wealth Distribution, Insurance, Asset Management, Equity Broking or General Insurance Broking Business, employees had come to identify themselves with that particular vertical of the financial services industry and were unable to think beyond their verticals when it came to their professional growth into leadership roles. Attracting and retaining talent meant providing growth opportunities in a structured and consistent manner.

36 THE MAKING OF A FINANCIAL POWERHOUSE

36 This created a paradox of sorts. With employees wanting to grow and businesses seeking talent to groom into future leaders, the Diagram 1 inherent hesitancy and doubt proved to be barriers for them to successfully collaborate. When it came to inter business Inputs to TC from following sources movement, hiring managers were not confident to bet on talent from other group businesses while businesses from which talent was sought were not always ready to release them even though they risked losing the very same talent to competitors in Last 3 year’s Performance Rating the market. Development & Assessment Center Reports Point of A Welcome Addition 360 Degree Feedback Reports Consensus It was around this time that Subhro Bhaduri joined the ABFSG Senior Management Team [SMT] as Chief Human Resource Officer Identiﬁed [CHRO]. A seasoned Human Resource leader with a successful 27-year career span, Subhro had lent his expertise in domains as Gallup Q12 Team Engagement Survey High varied as Industrial Relations to Corporate HR. As a relentless learner, Subhro brought with him the experience and expertise that Hogan’s Leadership Enabler & De-railer Reports Potential AGFSG sorely needed to drive their talent management agenda. Functional Competency Rating by Function Head Talent for Subhro had the rich experience of scaling up operations. In his stint at Kotak Mahindra Bank, he had helped scale operations from Leadership 17 branches to over 500 plus branches. Ajay's thinking process on building leaders from within was well complimented by Past Work Experience Roles Subhro's expertise in planning and execution. Both the leaders were well-aligned in their vision of building a vibrant, fungible and Career Aspiration robust future-ready leadership pipeline for ABFSG. Mobility across functions, locations & businesses The call to action now, was simple - at no point of time should any of the multiple businesses of ABFSG be in want of a leader and no talent needed to look outside ABFSG for professional or career growth. Time in current role

Institutionalizing a New Platform With the goal in sight and the team in place, the path needed to be initiated. With this thought in mind, ABFSG set up its Talent A Shift in Conversation Council [TC]. The idea was to make the Chief Executive Officers [CEO] of each line of businesses of ABFSG have a deciding stake in In August 2014, based on observations made by the TC, a formal process was created to bring employees in leadership positions building a future-ready leadership pipeline for ABFSG as a Group rather than for independent business units alone. The mandate across various businesses to interact with the SMT on a regular basis. Named 'In-Dialogue with SMT Members', this initiative for the Talent Council was clear and concise: comprised SMT members meeting talent in batches of 4 to 6 members and knowing more about each role holder – their current role, successes and challenges, strengths and areas of development, career aspirations and issues pertaining to mobility. 1. To develop future leaders on competencies relevant to ABFSG as a Group In turn, SMT members shared their vison, strategy and business direction of their unit in alignment with ABFSG. They also shared 2. To provide high potential employees with career opportunities relevant to their personal and professional aspirations short term and long term business goals, pegging of business vis-à-vis competition, expansion plans, etc. 3. To create a talent repository that would match talent with relevant roles in all new lines of businesses This weekly dialogue brought in a paradigm shift in the Talent related conversations in TC meetings in particular and in ABFSG 4. To create a pool of fungible talent to be used across 13 lines of businesses corridors in general. Leadership role holders of different businesses not only got to speak and interact with ABFSG's SMT in a 5. To help reduce the cost of hiring talent at leadership positions more structured manner but also got to know of their peers in other businesses better. With launch of the Council, a formal platform was created for focus on leadership development in a deliberate and conscious In effect, long tenure employees of ABFSG began identifying themselves apart of a Group versus their current posting in a particular business unit. They began to appreciate and understand the possible career opportunities prevalent in ABFSG and the manner. Within the first few meetings and with some expected disagreements, prevalent issues were brought to the fore for possibilities therein. resolution. Opinions were heard, rationales were shared, debates were welcomed and consensus was achieved. Over a period of time all members got to accept the norms of the TC and the depth of the discussions on Talent just got deeper and deeper. In the second year of the launch, the ABFSG Talent Council felt a compelling need to institutionalize the same at business unit levels. A mandate was handed out to all business CEOs by the Apex Talent Council to form and institutionalize Talent Councils at Translating Strategy to Tactics individual unit levels with a clear agenda on leadership development of junior and middle level managers. This was indeed a well One of the first tasks undertaken by the Talent Council was to identify high potential talent in all businesses of ABFSG. The TC thought out move since these two levels of management cadre would in effect act as feeder pools for succession to senior platform provided members with an opportunity to discuss talent based on available data instead of relying on individual management levels. perceptions. With hard data on the screen, members were not only privy to thus far hidden aspects of employees but also shared There had to be an equal impetus on identifying high potential talent at the middle and junior management levels and putting them rich insights regards employees with whom they had worked more closely. Diagram 1 shows the inputs on each individual on the path of leadership development. Thus by mid-2015, Business Talent Councils were established and run by each business's employee that was provided to TC members for discussion enabling a consensus potential rating for each employee. CEO and HR Heads. {Refer to Annexure I for details of the TC's composition over the last three years}

The one challenge that the TC faced in this process, was that the majority of members were not even aware of employees beyond From Individual Development to Peer Led Development their business unit. This led to the introduction of yet another forum that enabled the Senior Management Team to get a personal With the identification of high potential talent, the TC shifted its focus to development of this talent as a necessary preparation for a preview of employees in leadership roles in each business. future-ready leadership pipeline. From his experience and travel to various branches of businesses, Ajay proposed a key list of

37 38 This created a paradox of sorts. With employees wanting to grow and businesses seeking talent to groom into future leaders, the Diagram 1 inherent hesitancy and doubt proved to be barriers for them to successfully collaborate. When it came to inter business Inputs to TC from following sources movement, hiring managers were not confident to bet on talent from other group businesses while businesses from which talent was sought were not always ready to release them even though they risked losing the very same talent to competitors in Last 3 year’s Performance Rating the market. Development & Assessment Center Reports Point of A Welcome Addition 360 Degree Feedback Reports Consensus It was around this time that Subhro Bhaduri joined the ABFSG Senior Management Team [SMT] as Chief Human Resource Officer Identiﬁed [CHRO]. A seasoned Human Resource leader with a successful 27-year career span, Subhro had lent his expertise in domains as Gallup Q12 Team Engagement Survey High varied as Industrial Relations to Corporate HR. As a relentless learner, Subhro brought with him the experience and expertise that Hogan’s Leadership Enabler & De-railer Reports Potential AGFSG sorely needed to drive their talent management agenda. Functional Competency Rating by Function Head Talent for Subhro had the rich experience of scaling up operations. In his stint at Kotak Mahindra Bank, he had helped scale operations from Leadership 17 branches to over 500 plus branches. Ajay's thinking process on building leaders from within was well complimented by Past Work Experience Roles Subhro's expertise in planning and execution. Both the leaders were well-aligned in their vision of building a vibrant, fungible and Career Aspiration robust future-ready leadership pipeline for ABFSG. Mobility across functions, locations & businesses The call to action now, was simple - at no point of time should any of the multiple businesses of ABFSG be in want of a leader and no talent needed to look outside ABFSG for professional or career growth. Time in current role

37 38 competencies that he felt was the crying need of the hour in-so-far-as leadership development was concerned. This was Creating a Pipeline for Leadership Roles discussed and debated and the following competencies were zeroed in as the focus for developing leaders for ABFSG. {Refer to Amidst all these leadership development initiatives, the TC ensured unswerving focus on one of their key deliverables – providing Annexure III for a brief history of TC meetings and the year-on-year outcomes achieved} leadership opportunities to existing high potential employees. The TC consistently reviewed employees with over 5-year 1. Decision making experience in a role and mandated the movement of such employees into higher roles across business units. In many cases, 2. Influencing and collaboration leadership roles emerging out of business expansion were mandatorily filled from within the exiting pool of high potential 3. Networking employees. This helped in providing career growth to internal employees, reducing attrition rates and brought down hiring costs for new and emergent leadership roles. In other cases, role swapping was encouraged across business units and geographical 4. People Management locations. This helped put a well-oiled supply chain process for leadership roles in place at ABFSG. 5. Customer Focus Leaders became fungible across business units like never before and the urge to hit the employment market was drastically 6. Communication brought down. Over the last 3 years, more than 1100 role movements or changes have been undertaken. 7. Self-motivation, optimism and resilience

At this stage, Subhro tabled the idea of shifting away from the paradigm of an individual development plan [IDP] led Diagram 1 learning to a peer led learning approach. This resulted in a change in the existent development philosophy at ABFSG. External partners were roped in and learning interventions were designed for employees at all levels of the organization – senior, mid and junior management. APEX Talent Council at ABFSG lEVEL While the competencies stated above were more specific to the identified potential at the senior management levels, relevant Drives the competencies for the other two management levels were also identified and ratified by the TC. The intervention was christened as Leadership Destination Development Leadership Talent Development Program [LTDP]. It had three levels – I, II & III – catering to the leadership development needs of Leadership Roles in Business Unit Talent high potential employees at the three organizational levels – senior, middle and junior management levels respectively. New & Businesses, Council Creates Succession Gaps, Side Box-II provides the number of high potential talent who went through this development journey. Feeder Pool for Role Swaps, etc. Leadership Roles

Side Box – II Business HR-Heads Program HiPo Talent Covered in FY'16 HiPo Talent Covered in FY'17 Facilitate the Supply Chain Talent & OD Team Transition Journey of for Leadership Designs LTDP – I Leaders to 37 22 Interventions [Senior Management Cadre] Destination Roles Roles at ABFSG Monitors & Measures LTDP – II 138 85 [Middle Management Cadre] LTDP – III 134 95 Business CEOs [Junior Management Cadre] Generate Demand for External Partners Import & Export for Enrich Leadership Total 309 202 Leaders Development through Best-in-Clas L&D Team Provides Learning Modules Booster Dose to The philosophy changes in the development paradigm at ABFSG helped in shifting the focus of Talent and Learning partners from Leadership policing of IDPs of individual employees to driving Mentor led peer group learning. Development through EOMO This was aptly supported by a short presentation to the Talent Council wherein individual talent presented their experience of applying learning in the workplace which further helped TC members to get a perspective of the learning orientation of identified high potential talent who were by default a part of the leadership development journey. Diagram-2 vividly depicts the various stakeholders and their contributions to the various stages of the supply-chain flow. However, this also necessitated imparting of mentoring skills to employees in senior management roles for them to become effective mentors to their subordinates. Thus in mid-2016, Subhro, with the help of his Head of Learning & Development, CEOs of respective businesses and their Head of Human Resource [HR] function added critical value by helping in creating the Mr. Gurucharansingh Gandhi, commissioned a program on mentoring, known as 'Each-One-Mentor-One' [EOMO]. feeder pool for leadership positions at senior management levels through their business level TCs. The CEOs also helped generate demand for exchange of relevant leadership talent from their business units. Heads of HR aided tremendously in translating such Designed and delivered by Mr. Gandhi, this program became an instant success with employees in the senior management leadership transitions seamlessly on ground. cadres. It included the basics of mentoring, insights into the mentoring process and tagging of mentees and creation of a 180-day mentoring plan. This initiative successfully addressed one of the least addressed ABG competency on 'Developing Self & Others' While not bereft of challenges such as issues in compensation, reporting, team formations, aligning to new leadership etc., these with this one stroke. It deepened the engagement of both managers and subordinates on an ongoing basis adding value to the were deftly handled by the Heads of HR of both the relieving and receiving business units with successful collaboration development journey of both the parties. and dialogue.

39 40 competencies that he felt was the crying need of the hour in-so-far-as leadership development was concerned. This was Creating a Pipeline for Leadership Roles discussed and debated and the following competencies were zeroed in as the focus for developing leaders for ABFSG. {Refer to Amidst all these leadership development initiatives, the TC ensured unswerving focus on one of their key deliverables – providing Annexure III for a brief history of TC meetings and the year-on-year outcomes achieved} leadership opportunities to existing high potential employees. The TC consistently reviewed employees with over 5-year 1. Decision making experience in a role and mandated the movement of such employees into higher roles across business units. In many cases, 2. Influencing and collaboration leadership roles emerging out of business expansion were mandatorily filled from within the exiting pool of high potential 3. Networking employees. This helped in providing career growth to internal employees, reducing attrition rates and brought down hiring costs for new and emergent leadership roles. In other cases, role swapping was encouraged across business units and geographical 4. People Management locations. This helped put a well-oiled supply chain process for leadership roles in place at ABFSG. 5. Customer Focus Leaders became fungible across business units like never before and the urge to hit the employment market was drastically 6. Communication brought down. Over the last 3 years, more than 1100 role movements or changes have been undertaken. 7. Self-motivation, optimism and resilience

39 40 In Summary ABFSG APEX Talent Council: A Brief History The success of this program can be encapsulated as below – 1. The percentage of emerging leaders taking up roles in new businesses within ABFSG is around 90% 2. The percentage of talent being promoted to leadership roles from within ABFSG has gone up to 12% No. of TCs Meetings held in FY'15 8 3. Percentage of voluntary turnover at top leadership level is 0% Critical roles; Mapping of ABFSG Talent; HiPo 4. Employee engagement score has been consistently high over the last 3 years Outcome of TC Meetings in FY'15 Identification 5. The Budget for Leadership Development has been consistently increasing over the years to a current budget of around Rs 7 Crores No. of TCs Meetings held in FY'16 9 6. The number of Leadership Training Mandate has grown from 156 in 2013-14 to 2049 in 2015-16 Though happy with the developments of the last three years, both Ajay and Subhro have already set their eyes on the next phase of developing leaders. The mandate is to create bench strength of Fast Track Talent as a reservoir for all CXO roles in ABFS. Talent Development through Leadership Talent Development Program; Functional Talent Landscape; Outcome of TC Meetings in FY'16 Business Level Talent; Council; Leadership Culture ABOUT THE AUTHOR formulation and roll out Devashis Rath heads the Talent Management and Organizational Effectiveness function at ABFSG since 2013. A Fellow (Ph.D.) for No. of TCs Meetings held in FY'17 MDI Gurgaon, Dev has an experience spanning 24 years in the HR function in diverse industry sectors like Mineral & Metals, Steel, 6 Retail and Consulting. At ABFSG, Dev has been instrumental in bringing the talent vision of both the CEO and the CHRO, to life! till December 2016

Creating CXO level Bench Strength; Bring rigor to ABFSG APEX Talent Council Composition over the Years discussions in Business Talent Councils; Strengthening Focus Areas of TC Meetings in FY'17 Successor Pipeline for critical roles; Facilitate Talent Movement; Monitor LT team's Customer Centricity 2014-15 2015-16 2016-17 projects; Give direction to Fast Tracker initiative

CE, ABFSG

CEO, BSLI Permanent Members Permanent Members

CHRO, ABFSG

Chief Operation Officer, ABFSG CCRO, ABFSG CMO, ABFSG

CEO, ABFL CEO, BSLAMC CEO, ABIFL

CEO & MD, ABMML & ABML CEO, ABIBL CEO, ABHICL

Head HR, BSLAMC Head HR, ABFL, ABIF & ABHFL Head HR, BSLI

41 42 In Summary ABFSG APEX Talent Council: A Brief History The success of this program can be encapsulated as below – 1. The percentage of emerging leaders taking up roles in new businesses within ABFSG is around 90% 2. The percentage of talent being promoted to leadership roles from within ABFSG has gone up to 12% No. of TCs Meetings held in FY'15 8 3. Percentage of voluntary turnover at top leadership level is 0% Critical roles; Mapping of ABFSG Talent; HiPo 4. Employee engagement score has been consistently high over the last 3 years Outcome of TC Meetings in FY'15 Identification 5. The Budget for Leadership Development has been consistently increasing over the years to a current budget of around Rs 7 Crores No. of TCs Meetings held in FY'16 9 6. The number of Leadership Training Mandate has grown from 156 in 2013-14 to 2049 in 2015-16 Though happy with the developments of the last three years, both Ajay and Subhro have already set their eyes on the next phase of developing leaders. The mandate is to create bench strength of Fast Track Talent as a reservoir for all CXO roles in ABFS. Talent Development through Leadership Talent Development Program; Functional Talent Landscape; Outcome of TC Meetings in FY'16 Business Level Talent; Council; Leadership Culture ABOUT THE AUTHOR formulation and roll out Devashis Rath heads the Talent Management and Organizational Effectiveness function at ABFSG since 2013. A Fellow (Ph.D.) for No. of TCs Meetings held in FY'17 MDI Gurgaon, Dev has an experience spanning 24 years in the HR function in diverse industry sectors like Mineral & Metals, Steel, 6 Retail and Consulting. At ABFSG, Dev has been instrumental in bringing the talent vision of both the CEO and the CHRO, to life! till December 2016

CE, ABFSG

CEO, BSLI Permanent Members Permanent Members

CHRO, ABFSG

Chief Operation Officer, ABFSG CCRO, ABFSG CMO, ABFSG

CEO, ABFL CEO, BSLAMC CEO, ABIFL

CEO & MD, ABMML & ABML CEO, ABIBL CEO, ABHICL

Head HR, BSLAMC Head HR, ABFL, ABIF & ABHFL Head HR, BSLI

41 42 BUILDING TOMORROW'S LEADERS, TODAY…

Key Takeaways: • Knowing Thyself - Core to Leadership Development • Building Leadership is a continuous process – Our Journey from Samavesh to Akshay • Leaders building Leaders – Leveraging Mentorship in Leadership Development

About the Company Hindustan Petroleum Corporation Limited (HPCL) is a Government of India Enterprise having the coveted Navratna Status, a EXCELLENCE IN DEVELOPING Forbes 2000 and a Global Fortune 500 company. We are a mega integrated Oil Refining and Marketing Company with an annual THE LEADERS OF TOMORROW turnover of Rs. 1, 97,744 Crores and have clocked a record profit of PAT of Rs. 3863 crore in financial year 2015-16. The organization has about 20% market share with workforce of 10, 538 employees spread across India. HPCL has its growth aspirations clearly articulated in the form of its mid-term and long term strategy. Our strategy entails building asset optimization capability, aggressive growth in volumes, diversification in alternate energy business, and acquiring upstream BUILDING TOMORROW'S assets in domestic and international markets. A strong Leadership pipeline is pivotal, for driving the aspirations of the organization. The existent leadership development approach at HPCL, however has historically been event based, largely characterized by nomination of senior level officials for LEADERS, TODAY: leadership training programs in the country or abroad. This approach proved ineffective in wake of increasing complexity of the Business and our operations. DEVELOPING SUSTAINABLE These need based leaders were equipped in handling ongoing situations, however lack the essential Leadership traits of carrying their teams along and aligning them with the organizational objectives. This was also elicited in the survey results, administered PLATFORMS FOR BUILDING among the Sr. Management employees in the year 2011, 2012 and 2013, where in Leaders (consistently) demonstrated high levels of achievement orientation and positive outlook however were found wanting on traits such as Mentoring, Inspirational Leadership & Influence. FUTURE LEADERSHIP In addition to this, with the increase in number of millennial entering the workforce, a gap was felt between the aspirations and - SURESH PUGALENTHI AND RICHA SINGH expectations of different generations. Thus a more proactive approach to leadership development and a more process centric approach for building a sustained leadership pipeline was necessitated. This case outlines two significant initiatives undertaken towards building a sustainable Leadership Pipeline. – Project Samavesh – Project Akshay

1. Samavesh: HPCL sources its talent requirement through All-India open competitive tests. It was a challenge before the corporation to culturally integrate the new officers, coming from different social / cultural background and vast geographical spread of the country. The expectations of the new recruits had a paradigm shift compared to the past. Hence, the millennial were observed to be more open in terms of their career choices and work locations. Hence is all the more important for the organization to identify the right talent, align the personal aspiration with the organizational objectives, bring about conceptual clarity on managerial basics, etc. so as to enable them to perform better to help the organization to realize it’s Vision. These Individuals continue to grow and occupy the topmost positions and hence it was essential to continuously invest in their development so that the future of the organization is in right hands.

44 BUILDING TOMORROW'S LEADERS, TODAY…

44 Samavesh” - Future Leaders Forum: Project Akshay' was launched in June 2011. The program entails deployment of scientifically designed processes with Mentoring HPCL believes that their employees are their biggest asset, hence invest heavily on nurturing their talent by providing a conducive and Executive Coaching as key elements, closely aligned to the Vision, Mission and Strategy of the Corporation. Continuing the environment to enable them realize their full potential. efforts and pursuance towards creating future leaders, HPCL has introduced Akshay-II and Akshaypath - Leadership We recruit employees through GATE score short listing followed by the interview. In order to engage the new officers productively, Development Program for Senior/Middle Management Officers in 2012-13 and 2013-14, which can be considered as second and there was a need to transform the present induction program into a seamless and structured integration process for professional, third phases of this LDP. personal and cultural integration, and which is more scientific and competency based, for better job placements, job satisfaction HP Leadership Development Program is based on 70:20:10 learning principal wherein 70% of Learning would happen through and reduced attrition levels in the organization. tools like action learning, cross functional exposure to promote team learning and collaboration, 20% through mentoring and coaching and 10% through class room training. Considering the importance of nurturing the talent from day one, HPCL has conceptualized and implemented a unique induction process called “Samavesh”. The word 'Samavesh' is drawn from the Sanskrit word ' Samavaran' which has multiple meanings. Multiple methodologies like Executive coaching, 360 Degree Feedback based on Emotional and Social Competency Inventory, At a philosophical level the word signifies a relationship between the whole and its parts. In this context, the whole is represented Classroom sessions by the experts. by the corporation and the parts by the employees (New Joiners). Just as every part is an integral constituent of the whole, HPCL Executive Coaching: Participants were closely coached by an Executive Coach. The coach used psychoanalytic approach based believes that its human resources are an important element of its ethos and what it stands for. on Erikson's Psycho – Social Developmental Model, which helped participants understand unconscious behavior of leaders in the workplace. Experiential learning through mentoring opportunities and Group projects, were all entwined together and deployed in Samavesh - Process well designed, coordinated and aligned manner over a period of 10 months. Samavesh intends to facilitate the New Joiners to “Learn” better about the Organization, “Grow” as an individual and professional, and “Lead” on the path towards Organizational excellence. Mentoring: Mentoring has been identified as a vital tool for succession planning. Mentorship serves as the underlying philosophy The duration of the Samavesh program is 12 month which consists of 5 phases. Each phase has been designed with a specific of Akshay / Akshaypath. Sr. Management participants who were identified as “Mentors” chose 3 employees, from Middle Level purpose to help officers to understand about the organization, self, jobs performed, competencies required to perform job and role and Junior Level Management, who were placed as the “Mentees”. in achieving organizational excellence. The Mentors share their experiential learning with the Mentees to harness their leadership abilities for the future. The association The 5 phases are aimed at seamless integration of the new members in the team, smooth transition from college to corporate and proved to be quite successful. The process developed 148 mentors who are now equipped as future leaders and 513 mentees at the same time makes them aware of what is expected of them. who can take up strategic positions across various SBUs in the organization.

The deliverables of Samavesh can be outlined as below: Business Projects: The identified Mentors were grouped in teams and undertook “Innovative Business Projects”. This was intended to provide a simulation for working with peers towards a common objective and consciously examine self and their LEARN GROW interactions with peers, explore for self their reactions to different situations as they presented themselves, observe how their behaviours impact others and identify their own strengths and areas for development. Learning Opportunities: Learning leads to Personal and Organizational growth: Organization : Business strategies, initiatives, inter • Personal growth in terms of managerial/leadership At a different level, each of the participants are assigned mentees who in groups undertake different projects under their linkages to enable one to perform better. competencies mentorship. This is intended to provide a real life simulation to help the participants experiment their leadership skills in guiding Self : Understanding self, managing self, aligning aspirations, • Organization vide growth in terms of Business expansion building hopes, channelizing energies. diversification and development and inspiring their team towards achieving time determined outcomes. Job : Knowledge about overall functioning of marketing and Evaluation: Project Akshay has regular feedback loops, defined milestones and measurement mechanisms to gauge the Refining locations. LEAD progress towards leadership competencies. Role : Understanding job better for conversion of knowledge Learning + Growth = Opportunities to Lead: into business and opportunities for innovation. • Path to home grown leadership Competencies : (Underlying Business Knowledge, Skills & Attitudes) • Opportunities to individual to lead the Corporation Methodology: A structured process of 12 months Impact The Samavesh intervention has helped the organization to engage the new joiners from the very initial stages and this has Session / Trainings Executive Coaching Projects Mentees Tools resulted in bringing about reduction in the attrition levels. Each and every employee who joined the Corporation is required to carry out a project which helps the new Joinee to get a deeper insight in the assigned roles. To sum up the whole process is an • Akshay - The Philosophy • 01-on-01s (5 in no.s) • Mentor Projects • Session on Innovation • MBTI and Background: • Roundtable Coaching (3 reviews by MB) • MBTI session • Thomas Kilmann Conflict investment in the future leaders of the organization. Session by Dir (HR) (1 no.) based on • Mentee Projects • MBTI/TKI/Mc Clelland Styles • Akshay - Methodology Erikson’s Physcho-social (2 reviews by MB) administration • Kolb’s Learning Styles and Projects: Session by Development stages 2. Project Akshay • Coaching by Mentors • ESCI (360 degree ED-HR Leadership Development process has been institutionalized to develop a leadership pipeline at the • Program on EI by Dr. feedback) • Strategic Thinking and Darwin at Nigdi for corporation. Identifying and developing early potential Leaders is initiated post the Samavesh Process, for Innovation: Manab Bose Mumbai based mentees the new joiners as well. Post their integration process, they are assigned as mentees under Sr. (MB) • Reading material, cases • Group Relations management and thereby are integrated in our flagship leadership development program, Project Akshay and articles Conference and its subsequent version, Project Akshaypath.

45 46 Samavesh” - Future Leaders Forum: Project Akshay' was launched in June 2011. The program entails deployment of scientifically designed processes with Mentoring HPCL believes that their employees are their biggest asset, hence invest heavily on nurturing their talent by providing a conducive and Executive Coaching as key elements, closely aligned to the Vision, Mission and Strategy of the Corporation. Continuing the environment to enable them realize their full potential. efforts and pursuance towards creating future leaders, HPCL has introduced Akshay-II and Akshaypath - Leadership We recruit employees through GATE score short listing followed by the interview. In order to engage the new officers productively, Development Program for Senior/Middle Management Officers in 2012-13 and 2013-14, which can be considered as second and there was a need to transform the present induction program into a seamless and structured integration process for professional, third phases of this LDP. personal and cultural integration, and which is more scientific and competency based, for better job placements, job satisfaction HP Leadership Development Program is based on 70:20:10 learning principal wherein 70% of Learning would happen through and reduced attrition levels in the organization. tools like action learning, cross functional exposure to promote team learning and collaboration, 20% through mentoring and coaching and 10% through class room training. Considering the importance of nurturing the talent from day one, HPCL has conceptualized and implemented a unique induction process called “Samavesh”. The word 'Samavesh' is drawn from the Sanskrit word ' Samavaran' which has multiple meanings. Multiple methodologies like Executive coaching, 360 Degree Feedback based on Emotional and Social Competency Inventory, At a philosophical level the word signifies a relationship between the whole and its parts. In this context, the whole is represented Classroom sessions by the experts. by the corporation and the parts by the employees (New Joiners). Just as every part is an integral constituent of the whole, HPCL Executive Coaching: Participants were closely coached by an Executive Coach. The coach used psychoanalytic approach based believes that its human resources are an important element of its ethos and what it stands for. on Erikson's Psycho – Social Developmental Model, which helped participants understand unconscious behavior of leaders in the workplace. Experiential learning through mentoring opportunities and Group projects, were all entwined together and deployed in Samavesh - Process well designed, coordinated and aligned manner over a period of 10 months. Samavesh intends to facilitate the New Joiners to “Learn” better about the Organization, “Grow” as an individual and professional, and “Lead” on the path towards Organizational excellence. Mentoring: Mentoring has been identified as a vital tool for succession planning. Mentorship serves as the underlying philosophy The duration of the Samavesh program is 12 month which consists of 5 phases. Each phase has been designed with a specific of Akshay / Akshaypath. Sr. Management participants who were identified as “Mentors” chose 3 employees, from Middle Level purpose to help officers to understand about the organization, self, jobs performed, competencies required to perform job and role and Junior Level Management, who were placed as the “Mentees”. in achieving organizational excellence. The Mentors share their experiential learning with the Mentees to harness their leadership abilities for the future. The association The 5 phases are aimed at seamless integration of the new members in the team, smooth transition from college to corporate and proved to be quite successful. The process developed 148 mentors who are now equipped as future leaders and 513 mentees at the same time makes them aware of what is expected of them. who can take up strategic positions across various SBUs in the organization.

45 46 Leadership Man Days: The constantly evolving business scenario necessitates continuous transformation of HR priorities and approaches to realize the Organization vision into reality. We at HPCL, acknowledge the significance of our human capital and the competencies and Akshay-I Akshay-II Akshaypath Akshaypath-II Project / Year capabilities that they bring to the table, in realizing the vision of our Corporation and are committed to empower and enable (2011-12) (2012-13) (2013-14) (2015-16) our People.

No. of mentors 21 27 101 99 ABOUT THE AUTHORS

Estimated Man-hours Estimated Man-hours Estimated Man-hours Estimated Man-hours Mr. Suresh Pugalenthi (Chief Manager) and Ms. Richa Singh (Sr. Officer) are part of the Organization Development team at HPCL and are responsible for the implementation of Corporative wide Initiatives for facilitating change and development at HPCL. 01-on-01s with Executive Coach 168 216 606 594

Contact programs 840 1,080 4,040 3,960

Projects (including presentations) 3,360 1,320 16,160 15,810

Sub-total mentors' man-hours 4,368 5,616 20,806 20,394

No. of mentees 105 108 300 270

Estimated Man-hours Estimated Man-hours Estimated Man-hours Estimated Man-hours

Contact programs 3,360 3,456 4,800 4,320

Projects (including presentations) 16,800 17,280 28,000 24,300

Sub-total mentees' man-hours 21,160 20,736 33,600 28,600

Total man-hours put-in by 24,528 26,352 54,406 49,014 Mentors and Mentees (approx.)

Impact: • Project Akshay has served as a platform for identifying and developing key leaders for critical positions and hence served as a tool for succession planning. • Overall leadership acumen and outlook of the participants has increased. • Participants from varied backgrounds, functions and locations were engaged in common Business projects. These interactions enhanced camaraderie among employees and also led to development of deeper understanding of other functions. • Development of camaraderie among the senior leadership grades. • Participants undertook high value, high impact projects (projects undertaken in Akshay-I = 28; Akshay-II = 36; Akshaypath = 126) outside of their domain thereby, cultivating strong innovation culture in the organization • Exposure to New Joiners to various Business Units through Involvement in High Impact Projects, thereby facilitating a deeper Understanding of the Business Environment within HPCL.

47 48 Leadership Man Days: The constantly evolving business scenario necessitates continuous transformation of HR priorities and approaches to realize the Organization vision into reality. We at HPCL, acknowledge the significance of our human capital and the competencies and Akshay-I Akshay-II Akshaypath Akshaypath-II Project / Year capabilities that they bring to the table, in realizing the vision of our Corporation and are committed to empower and enable (2011-12) (2012-13) (2013-14) (2015-16) our People.

No. of mentors 21 27 101 99 ABOUT THE AUTHORS

Contact programs 840 1,080 4,040 3,960

Projects (including presentations) 3,360 1,320 16,160 15,810

Sub-total mentors' man-hours 4,368 5,616 20,806 20,394

No. of mentees 105 108 300 270

Estimated Man-hours Estimated Man-hours Estimated Man-hours Estimated Man-hours

Contact programs 3,360 3,456 4,800 4,320

Projects (including presentations) 16,800 17,280 28,000 24,300

Sub-total mentees' man-hours 21,160 20,736 33,600 28,600

Total man-hours put-in by 24,528 26,352 54,406 49,014 Mentors and Mentees (approx.)

47 48 WNS' LEARNING ROADMAP TO SUCCESSFUL TALENT MANAGEMENT

The Business Process Management (BPM) industry is a dynamic and evolving one that is today adapting itself to multiple change trends – in markets and their access, in delivery and pricing models, emerging SMAC (social, mobile, analytics and cloud) technologies and its talent force. It is in this demanding and challenging business landscape that WNS has transformed itself to be acknowledged as a strategic partner with deep domain and technological expertise in diverse industries. WNS is a well-established Global Business Process Management company managing 600+ business processes (simple back-office transactions to complex analytics-led EXCELLENCE IN TALENT SOURCING processes) in different domains for 200+ clients across the world from 45 global delivery centers. WNS' growth and transformation to BPM leadership has been indeed phenomenal – in terms of revenues, and workforce competence. As of 31st & STAFFING March 2016, WNS revenues were at USD 531 million with an employee base of 30,000+. WNS is the first Indian pure play BPM company to be listed on NYSE. WNS delivers business value to their clients through the following differentiators: a. Client First: Working closely with each of their clients in a partnership mode, the endeavor is to develop strong relationships with the clients and consistently deliver as per the client requirements. b. Domain Expertise: WNS people bring expertise in domains such as Finance & Accounting, Analytics, CRM, Human Resources, Legal Services and so on. WHERE TALENT LEARNS c. Industry wise Approach: WNS is structured into business units or verticals. This structuring enables them to develop a strong understanding of the dynamics and forces influencing different industries and thus, factors that their solutions cater to. d. Technology – a key enabler: Technology platforms form a critical part of their value proposition. Their solutions are TODAY, BUSINESS WINS tech-enabled allowing them to significantly improve their deliveries and performance.

ADDING DEPTH TO THE LENGTH AND BREADTH OF TALENT PROFICIENCY TOMORROW AT WNS Unlike other industries where the incoming talent is largely homogenous in terms of their education backgrounds, WNS has seen myriad talent from multiple streams. WNS' rapid expansion demanded that positions across all roles at all levels and regions - HR TEAM needed to be filled with the right people not only according to the skill demands of today but also for tomorrow's market leadership that they wanted to establish. With the growing dynamism in the client industry and the evolving nature of the BPM industry over the value chain of Vendor – Strategic Partner relationship, WNS had a need to ensure that the leadership was well groomed for operational rigor, functional competence and global leadership. Some of the challenges that propelled this were: • Diverse needs based on the domain and vertical specific requirements • Workforce with key result areas spanning from the service delivery level to the strategic leadership at the apex • Global presence and Gen Y workforce

THE OPPORTUNITY SIDE OF THE CHALLENGE COIN WNS' growth led to creation of roles that would lend opportunity to people within the company. The risk for WNS was in ensuring that the right people get the right opportunity at the right time. The risk also lay in moving people to roles too early thereby setting up people for failure. WNS had seen that talent that was moved internally had been more successful. It had also given them significant cost savings - to the tune of 10 to 20 percent depending on the niche value of the role. The high cost of hiring for external candidates was the biggest challenge that also lent WNS their biggest opportunity. WNS wanted to ensure that people received opportunities to grow and build their careers in the organization. Learning would play a crucial role for this objective to succeed. The Learning function at WNS designed a comprehensive and three-tiered structure that continuously built capabilities across the individual's career lifecycle.

50 WNS' LEARNING ROADMAP TO SUCCESSFUL TALENT MANAGEMENT

50 Retention Management Communication 11 1 Global Leadership Engaging Employees Planning & Organizing 10 2 Functional Leaership

Operational Employee Reconition Decision Making Rigor 9 FLM 3 Coaching

Developing People Team Working Fig 1. Leadership Clusters 8 4

Managing Performance Interpersonal Skills WNS, divided their leadership development into three broad clusters. 7 5 Operational rigor was the critical capability they set out to build in comprehesive depth for their frontline leaders. This meant that 6 every frontline manager would have strong, diffrentiated and world-class operational capability and excellence. Stakeholder Management WNS's organization pyramid is quite unlike other industries - their frontline agent population comprises 80 percent of their total headcount. Handling this employee segment is the most critical as it determines the biggest revenue stream for the organization. Given the nature of the organization, a strong operational excellence foundation ensures that the leaders who move up the value Across the three areas, 11 competencies have been identified as critical for the success of these employees. The learning construct applied here is through one-on-one coaching of identified competencies. Knowledge gaps are then filled through chain are in-built with a solid foundation to lead the organization. classroom sessions. Individuals are tracked as they go about applying their learning from coaching and classroom sessions. At the mid-leadership levels, to build on the foundation of operational rigor, WNS is able to provide this segment with the opportunity to move into client facing roles, thereby building Functional Leadership rigor. Leaders at this level step into core Operational Rigor Functional Leader Global Leader client-facing roles that enable them to build their careers - and chart out what they are capable of, and what they are interested in. At this stage, WNS also infuses key talent from premier business schools to enhance their future leadership needs. FLM & Evolve Springboard Aspire Inspire The five client facing roles that middle management leaders are developed for are: 1. Hunting 2. Farming 3. Operations 4. Solutions 5. Transition Junior Management Middle Management Senior Management

WNS thus focussed on equipping employees with competencies of functional leadership. This would help them understand, Coaching Fitment Leadership Assessment navigate and master both internal organizational realities and external market demands. The wave of outsourcing has also seen a change with client demands of multi location delivery. As employees moved further up Learning Aspiration Long & short Term Career Goals the value chain, they were expected to handle global clients, multi-location leadership while continuing to drive growth for the organization. Knowledge Individual Journey Development of global leadership competencies was what the organization focused on for senior leaders who manage multi-country and multi-cultural clients. Assignment Coaching

The Way the Curriculum Evolved Mentor Mentoring The FLM League and Evolve program was designed to build capabilities to develop winning teams. It focuses on a. People capability – Builds the employees ability to manage and lead people better. Teaching Business Engagements b. Delivery capability – Understand and drive operational efficiency in their respective domains c. Personal capability – Develop personal presence to enable handling of people, clients and stakeholders Fig 2 Classification of programs as per the leadership levels

51 52 Retention Management Communication 11 1 Global Leadership Engaging Employees Planning & Organizing 10 2 Functional Leaership

Operational Employee Reconition Decision Making Rigor 9 FLM 3 Coaching

Developing People Team Working Fig 1. Leadership Clusters 8 4

51 52 With Springboard, WNS ensures a well-directed infusion of premier B-School graduates at the middle management level to DURATION : 3 Months create a strong base for future leaders – in a manner aligned to the organizational vision, goals and desired outcomes. Pre Work Discovery The Journey Assimilation Students here undergo a yearlong development largely focused on strategic focus areas. They then take over operational roles Start 3 18 3 End within the organization, well-armed with capabilities and confidence. Unlike, industry practice, where new hires are moved to operational roles before moving to strategy teams, WNS leverages the analytical competence that these hires provide by moving them initially to key roles in strategy teams of different businesses and then moving them to operational roles. This enables a greater understanding of the organization, its operations before the students move to roles of their choice.

• Round Table 2 discussion to assimilate learning review progress on the development journey and dialogue on career options for the individual

• Launch Event PHASE III • Round table 1 discussions with key members to Assimilation & Career Dialogue arrive at the development action plan based on PHASE II Manager Scoring of Top Individual New Role/Band individual strengths and development needs [Month 12] Feedback Performers Conversation Movement Leadership Journey PHASE I [Month 3-11] Learning Doing Conversations Teaching Discovery [Month 1-2] Learning Events, Coaching and development inputs to enable the development journey to Assessments Feedback IDPs becoming a transformational leader Pre-work [Month 0] Identiﬁcation Approvals Communication • Preparation for the Journey • Completion of psychometric tool, 180 assessement pre-Read Fig 3 Aspire Program Inspire: The Roadmap – Overview Aspire seeks to build a common ground between individual aspirations and individual capabilities of internal aspirants. It thus gives WNS opportunities to build a talent pipeline for business-critical roles. This program is based on individual assessments, Inspire firmly places our senior leaders on their development journey to handle global roles. The assessment focuses on creating career conversations and role-based development. WNS has identified 5 client facing roles critical for driving its growth. S and linking a deep personal awareness to individual career goals. A combination of Hogan assessment tool with a comprehensive elected individuals are put through a battery of tests that enable them to understand themselves better and also get a feedback on 360 on the Leadership competency enables the leaders to know themselves better and are able to build their development plans. what role are they best fit for by way of workplace behavior assessment. The individuals are then provided with detailed feedback The plans are linked to their personal career aspirations along with core organizational demands in terms of short term and long and a career conversation is held to establish their personal preferences and a fitment to one or more of the 5 roles. This enables term strategic initiatives. Based on the development plans the leaders are then aligned to right coaching or mentoring programs the employee to choose the role they would most likely succeed in. This also ensures that WNS is able to in a systematic manner, that enable them to embark on a developmental journey to become effective global leaders. enable the transition of the right person for the right job. Post this, the individuals go through a series of development interventions that enable them to succeed in the roles they move into. Measuring What We Achieved The frontline managerial program has resulted in visible performance improvement by a huge 67 percent as compared to Domain Capability – Domain HOW DOES THE PROGRAM WORK previous years. Individual performances improved further by more than 10 percent for those who were part of 10 coaching University sessions or more. Overall there has been a drop in attrition and absenteeism with an increase in learning hours. Understand Operational On-the-Job-Learning Dimensions People Mgmt. Capability E Aspire program participants showed a 86.82 percent drop in attrition when compared to other employees in the same role band. x Client Engagement & Mgmt. P 57 employees for 41 roles across Farming, Solutions, Hunting and Transition. Functional Coaching p r Capability Session by e o 'Springboard' created 47 middle management leaders for WNS. 65 percent of them have been consistently rated as top talent. Building Senior Leaders r j I Engagement levels and retention for first two years have stood at a high of 90 percent – as has the ESAT score at more than the e HOW e Domain & c Review & 80th percentile. Role Development n t Feedback WNS Way Delivery Challenge Plan c Capability Index s Mechanism 'Inspire' has covered more than 50 leaders in global roles. International location head roles have been filled internally with people WHY e s who have successfully completed this program. Leadership Connect Sessions Impact WNS Mission & Values Key Projects & Assignment ENABLERS WNS is committed to improving on the success of their learning programs. Their sustainability and scalability are determined by WNS Leadership DNA High Value Chain Domain • Leadership Coaching the continuous support they receive from the CXOs, participation of their BU leaders, the commitment to role movements and WNS Client Engagement Way Exposure promotions for the participants, and the creation of success stories for those moving into new roles. The success achieved by WNS WNS Strategy Dynamic Learning • Guide (Reporting Manager) WNS Business Delivery Model Opportunities is also an affirmation of the fact that the organization has effectively aligned its learning objectives, programs and resources to its Integration into the WNS Eco-system business objectives and industry demands in an evolving landscape. Fig 4. SpringBoard program The case study has been authored by the HR team at WNS

53 54 With Springboard, WNS ensures a well-directed infusion of premier B-School graduates at the middle management level to DURATION : 3 Months create a strong base for future leaders – in a manner aligned to the organizational vision, goals and desired outcomes. Pre Work Discovery The Journey Assimilation Students here undergo a yearlong development largely focused on strategic focus areas. They then take over operational roles Start 3 18 3 End within the organization, well-armed with capabilities and confidence. Unlike, industry practice, where new hires are moved to operational roles before moving to strategy teams, WNS leverages the analytical competence that these hires provide by moving them initially to key roles in strategy teams of different businesses and then moving them to operational roles. This enables a greater understanding of the organization, its operations before the students move to roles of their choice.

• Round Table 2 discussion to assimilate learning review progress on the development journey and dialogue on career options for the individual

53 54 ABOUT MERCER

Mercer is a global consulting leader in talent, health, retirement and investments. Mercer helps clients around the world advance the health, wealth and careers of their most vital asset – their people. Mercer’s more than 20,000 employees are based in 43 countries and the firm operates in over 140 countries. Mercer is a wholly owned subsidiary of Marsh & McLennan Companies (NYSE: MMC), a global professional services firm offering clients advice and solutions in the areas of risk, strategy and people. With annual revenue of $13 billion and 60,000 colleagues worldwide, Marsh & McLennan Companies is also the parent company of Marsh, a leader in Insurance Broking and Risk Management; Guy Carpenter, a leader in providing Risk and Reinsurance Intermediary Services; and Oliver Wyman, a leader in Management Consulting. For more information, visit www.mercer.com. Follow Mercer on Twitter @Mercer. EXCELLENCE IN TALENT SOURCING MISSION: BECOMING THE CAREER DESTINATION FOR THE BEST TALENT Excellence in Talent Acquisition is determined by the ability to cope with the new complex business, talent landscape and tenure AND STAFFING longevity with regard to the challenges posed by internal and external factors.

“Talent Acquisition is not just hiring. Though it is often used synonymously with recruiting, it has a far greater role to play in organizational success. The strategic approach towards identifying, attracting and on boarding the right talent helps meet BUILDING EXCELLENCE IN dynamic business needs effectively. The increasing use of technology to find the right fitment and caliber, has imparted the much-needed edge to the functions and helped it TALENT SOURCING become a strategic business function.”- Rajiv Arora, Human Resources Leader, Mercer (GOSS) & STAFFING - Increased pressure on business and reinvention of business models There is an increasing pressure on business due to shortening of innovation cycles, constant reinvention of business models THE MERCER STORY! against the backdrop of an even more complex talent landscape over the years. This landscape is constantly evolving due to demographic shifts and a globally mobile talent market, new expectations of high-calibre talent, transformative technological - AMIT AHUJA developments, as well as the rise of freelancers/contractors engaged in project work for multiple organizations. In addition, the skills required across Global Operating Shared Services (GOSS) Lines of Businesses (LoB) have progressively shifted from delivering performance, to getting talent that is resourceful and futuristic.

Evolving talent landscape – mobile talent and retention The confluence of new market realities poses a challenge for the Talent Acquisition (TA) team to successfully acquire and retain the best talent in time and within allocated budgets. To consistently meet the demands of an ever so dynamic scenario, the TA team is given an environment of greater flexibility to experiment with new approaches, invent new tools, and improve current technology to engage the right talent. The TA specialists work cohesively with the business, other functions and sometimes the clients to identify critical roles and forecast skills required in the midterm to long term (three to five years and longer) generating multiple workforce scenarios to support strategic workforce planning. This impacts the growth clearly and is not just confined to sphere of passive administrative support after a requisition has been raised. The team members operate like marketing experts to engage and attract the right profiles to the organization and engage fully with their target audience. Based on three key pillars– People, Processes, and Operations Excellence, the TA team created tools like CODCO (Mercer Propriety tool), simulated studio M Powered World to create a lasting impression on potential candidates and roles like Offer Conversion Specialist that play a great part in strategic acquisition of talent. It augmented the repertoire of skills for recruitment, reviewed internal processes, and leveraged market intelligence to make the process aligned to competition and

56 ABOUT MERCER

56 contributed to the Mercer brand image. OBJECTIVE INTERVENTION INNOVATION GUIDING PILLARS • Identified in-house talent PILLAR 1: PEOPLE: INVEST IN HIRING COMPETENCE Playing greater Case study: • Certified and developed the 'talent' to build preparedness on Mercer has an unmatched focus on providing on-the-job experience to develop staffing colleagues and leverage state-of-the-art role in strategic Investment niche skills workforce planning consulting tools and solutions. This is achieved by: • On-boarded talent as per time-lines • Certifying the recruiters, managers in competency based interviewing skills • Imperative to seek internal talent for all open positions across all • Let colleagues be active on social media Colleague FIRST through Internal levels before activating external channels. • Developing domain expertise across diverse business groups Job Posting (IJP) • The database translated to tap potential skill for future hiring needs • Providing opportunities to participate in cross function projects resulting in increasing candidate and internal customer • Process mapped, socialise information, established guidelines, stakeholder experience Deploying the Social recruiting- and track key success measure. Partnering with LinkedIn took right channel mix The mercer way the talent brand index to 65% in 9 months including 20% PILLAR 2: PROCESSES reduction in TAT in hiring niche roles (details on slide 6) Mercer’s recruitment model is designed to be adaptable and scalable based on business needs - increase in work complexities, demand of unique roles and critical/’hot’ skills. The model keeps the organization aligned to its objective of helping people to grow Inclusive hiring • Create an eco-system that thrives on meritocracy and offers (People with to be able to deliver the best solutions and services. This is achieved by: Disabilities) careers, not jobs • Positioning Mercer among MNCs and leading domestic companies as an Employer of Choice Suite of surveys. • Suite of survey rolled out regularly to capture voice of partners • Hiring manager • Developing role specific Job Descriptions (JDs) as per business requirements Building a (internal and external) impacted by Talent Acquisition activities. survey* candidate focused • Hiring manager survey score is at 92% year on year. • Deployment of multiple assessment tools • Channel partner process survey* • Channel partner survey score is at 96% year on year. • Automating screening assessments and offer letters • Candidate survey* • Candidate survey score is at 98% year on year. • Specialist conversion roles to engage with the potential hires • The role solely aims on creating 'wow' experience and activates • Use of the Internal Job Posting (IJP) tool to provide growth opportunities to internal colleagues Offer conversion multiple touch points to keep the candidate 'warm' and engaged specialist from date of offer to date of joining. Offer joining has increased to PILLAR 3: OPERATIONAL EXCELLENCE: MAKE TOMORROW, TODAY Acting like a recruiter. Thinking 93% since 2014 With a sharp eye on the operational excellence, the Talent Acquisition team continues to deliver to the business through its like a candidate unrelenting focus on priorities. This is achieved by: • Launched simulated studio amplifying Mercer's employee value M Powered world • Building the brand Mercer in the social space by leveraging LinkedIn and other recruiting platforms. Their focus helped in proposition. taking the Mercer talent brand index to 65% in 9 months and an overall gain of 20% efficiency in hiring for niche roles. • The compensation strategy serves as a guide to compensation • Effective usage of compensation fitment tool for new hires to optimize Employee Engagement costs and internal surveys: CODCO management to reduce wage gaps and subjectivity Hiring Manager Engagement, Enhanced Candidate Experience, Channel Partner Survey Integrating New hire • The home-grown tool sends the IJP letter in one day, along with innovation in • Reporting routinely through TALEO, a cloud based talent management software used for applicant tracking and management recruiting system hiring processes tips to managers to conduct impactful dialogue of overall hiring process. • Building strong recruitment metrics enabling forecasting and better decision making Authorization • Another home-grown tool simplifies, automates and integrates to recruit data platforms to generate real-time recruitment req. reports HIRING STRATEGY: BUIDLING TALENT ACQUISITION EXCELENCE A lot of thought, effort and results helped the TA function traverse the path of success - from basic recruiting (mainly administrative and operative focus) towards a more strategic talent acquisition, thus establishing them as a highly FOCUS 1: GREATER ROLE IN STRATEGIC WORKFORCE PLANNING competitive, dynamic and value-adding HR cornerstone. This team has been increasingly playing a more strategic role in the workforce planning process by proactively engaging with the Becoming the career destination for the best talent. business and using their talent market expertise (for example, determining availability of critical roles and skill sets). By participating in the regular client calls, process project de-briefs, LoB growth strategy, regular project wash out meetings they are able to play a more constructive role in aligning business and people strategies. As a result, a holistic understanding of the talent requirement and challenges in current or potential workforce segments are ensured. This understanding helps winning clients' trust and nurtures a relationship based on respect and mutual understanding, thus impacting the results positively.

57 58 contributed to the Mercer brand image. OBJECTIVE INTERVENTION INNOVATION GUIDING PILLARS • Identified in-house talent PILLAR 1: PEOPLE: INVEST IN HIRING COMPETENCE Playing greater Case study: • Certified and developed the 'talent' to build preparedness on Mercer has an unmatched focus on providing on-the-job experience to develop staffing colleagues and leverage state-of-the-art role in strategic Investment niche skills workforce planning consulting tools and solutions. This is achieved by: • On-boarded talent as per time-lines • Certifying the recruiters, managers in competency based interviewing skills • Imperative to seek internal talent for all open positions across all • Let colleagues be active on social media Colleague FIRST through Internal levels before activating external channels. • Developing domain expertise across diverse business groups Job Posting (IJP) • The database translated to tap potential skill for future hiring needs • Providing opportunities to participate in cross function projects resulting in increasing candidate and internal customer • Process mapped, socialise information, established guidelines, stakeholder experience Deploying the Social recruiting- and track key success measure. Partnering with LinkedIn took right channel mix The mercer way the talent brand index to 65% in 9 months including 20% PILLAR 2: PROCESSES reduction in TAT in hiring niche roles (details on slide 6) Mercer’s recruitment model is designed to be adaptable and scalable based on business needs - increase in work complexities, demand of unique roles and critical/’hot’ skills. The model keeps the organization aligned to its objective of helping people to grow Inclusive hiring • Create an eco-system that thrives on meritocracy and offers (People with to be able to deliver the best solutions and services. This is achieved by: Disabilities) careers, not jobs • Positioning Mercer among MNCs and leading domestic companies as an Employer of Choice Suite of surveys. • Suite of survey rolled out regularly to capture voice of partners • Hiring manager • Developing role specific Job Descriptions (JDs) as per business requirements Building a (internal and external) impacted by Talent Acquisition activities. survey* candidate focused • Hiring manager survey score is at 92% year on year. • Deployment of multiple assessment tools • Channel partner process survey* • Channel partner survey score is at 96% year on year. • Automating screening assessments and offer letters • Candidate survey* • Candidate survey score is at 98% year on year. • Specialist conversion roles to engage with the potential hires • The role solely aims on creating 'wow' experience and activates • Use of the Internal Job Posting (IJP) tool to provide growth opportunities to internal colleagues Offer conversion multiple touch points to keep the candidate 'warm' and engaged specialist from date of offer to date of joining. Offer joining has increased to PILLAR 3: OPERATIONAL EXCELLENCE: MAKE TOMORROW, TODAY Acting like a recruiter. Thinking 93% since 2014 With a sharp eye on the operational excellence, the Talent Acquisition team continues to deliver to the business through its like a candidate unrelenting focus on priorities. This is achieved by: • Launched simulated studio amplifying Mercer's employee value M Powered world • Building the brand Mercer in the social space by leveraging LinkedIn and other recruiting platforms. Their focus helped in proposition. taking the Mercer talent brand index to 65% in 9 months and an overall gain of 20% efficiency in hiring for niche roles. • The compensation strategy serves as a guide to compensation • Effective usage of compensation fitment tool for new hires to optimize Employee Engagement costs and internal surveys: CODCO management to reduce wage gaps and subjectivity Hiring Manager Engagement, Enhanced Candidate Experience, Channel Partner Survey Integrating New hire • The home-grown tool sends the IJP letter in one day, along with innovation in • Reporting routinely through TALEO, a cloud based talent management software used for applicant tracking and management recruiting system hiring processes tips to managers to conduct impactful dialogue of overall hiring process. • Building strong recruitment metrics enabling forecasting and better decision making Authorization • Another home-grown tool simplifies, automates and integrates to recruit data platforms to generate real-time recruitment req. reports HIRING STRATEGY: BUIDLING TALENT ACQUISITION EXCELENCE A lot of thought, effort and results helped the TA function traverse the path of success - from basic recruiting (mainly administrative and operative focus) towards a more strategic talent acquisition, thus establishing them as a highly FOCUS 1: GREATER ROLE IN STRATEGIC WORKFORCE PLANNING competitive, dynamic and value-adding HR cornerstone. This team has been increasingly playing a more strategic role in the workforce planning process by proactively engaging with the Becoming the career destination for the best talent. business and using their talent market expertise (for example, determining availability of critical roles and skill sets). By participating in the regular client calls, process project de-briefs, LoB growth strategy, regular project wash out meetings they are able to play a more constructive role in aligning business and people strategies. As a result, a holistic understanding of the talent requirement and challenges in current or potential workforce segments are ensured. This understanding helps winning clients' trust and nurtures a relationship based on respect and mutual understanding, thus impacting the results positively.

57 58 FOCUS 2: ACT LIKE A RECRUITER. THINK LIKE A CANDIDATE social media channels like LinkedIn and Facebook. The team allowed candidates to themselves through video-enriched For the TA team to become the career destination for the best talent, finding candidates is not a reactive process. The probability communications that gave them an immediate sense of their personality and drive. Whether the need was to source for full-time, of candidates coming in for interviews multiple times is quite high. The multiple options available for one role in the market part-time, or independent contractor positions, HireVue made it faster and easier to create a great pool of prospects. Hirevue not sometimes make the organization helpless in influencing the hiring decision of the candidate. The hiring managers continuously only helped in streamlining the screening process but during high volume and senior level recruiting. manage relationships with talent to build a robust talent pipeline, allowing the business to fill positions quicker and with better Finally, the team is continuously improving their current systems and leveraging the right technology to enable the delivery of the candidates. recruitment process across the organization. Tying it all together, robust governance helps ensure that strategy, enablers, Externally, Mercer has consciously limited the usage of traditional job boards and focussed on social networks (LinkedIn) to Infrastructure, and core process are effective in their ability to meet business objectives and people goals. identify and initiate contact with potential candidates. Internally, they have developed new frameworks that provide greater transparency of existing skills and actively create opportunities for current employees (for example, their talent councils, that are IMPACT – what numbers say! run by HRBPs and owned by the business feed the TA team with the pool of colleagues who are aspiring for the job posted for a • 0% loss of business due to unavailability on talent different or a new process). To attract highly qualified and competitive talent in the market, the team reaches out and builds • 1 proprietary and 2 homegrown tools relationships with key talent. • 5% early (0-6 months) attrition, an all-time low • 15% increase in recruiter productivity FOCUS 3: BUILDING A CANDIDATE FOCUSSED PROCESS • 15% reduction in turnaround time for all positions and all sources. Candidates assess how an organization measures up to their expectation in relation to the job, the vision and the calibre of • 25% talent mobility leadership, the quality of hiring managers, compensation, benefits, career paths and culture. At Mercer, the candidate has a • 43% managerial positions filled internally positive experience at each touch point in the recruiting process. An optimised candidate experience ensuring high accessibility, • 65% talent brand index sustained in social media with 20% reduction in TAT in hiring for niche roles transparency, simplification, speed, and personalisation has to be in place in order to stand a chance in the competition for high • 93% offer to joining calibre talent. The team endorses and advocates a strong value proposition with a defined employer brand that is used as a • 120 unique roles added to the breadth and depth of skills hired 'marketing pitch' to attract the right talent to the company. Furthermore, the candidates are involved in pre-hire activities that • Hiring practices to maintain gender diversity at 35% embedded in system inform them about the end-to-end of recruitment process. This candidate-oriented process ensures that word of mouth publicity from candidates gives them an edge in the market and they in turn become brand loyalists. • Supporting inclusion of people with disability talent in regular workforce

FOCUS 4: DEPLOY THE RIGHT CHANNEL MIX WAY FORWARD: INTRODUCTING MERCER MATCH TM At Mercer, the channel mix not only includes traditional sources like consultants, sourcing agencies and internal job postings, but also upcoming mediums like social media. These include: From relying on human instinct to the use of screening and assessment tools to crowd sourcing, the world of Talent Acquisition at • Review current source of hire data to determine what's working and what isn't Mercer has come a long way. The team believes that by becoming early adopters of “gamification” and “big data” they will be able • Develop and sustain channel partners to harness the power of social networks to gain access to large pools of talent. • Build proactive talent pools for frequently hired roles and critical skills in the organization Mercer MatchTM is a newly launched next generation hiring tool by Mercer that uses neuroscience and big • Tap online social networks like LinkedIn to create a larger pool of potential hires. data to make it easier to find candidates who have what it takes to succeed in roles required. Users play a A constant collection, analysis and interpretation of data values add to the recruitment process in terms of improvement and series of quick, fun and engaging games that identify more than 80 cognitive, social and emotional traits effectiveness. This data-driven approach allows the team at Mercer to better inform decisions and actions across all recruitment that are predictive of job fit and success.Though it's a proprietary tool for global customers, Mercer is activities, as well as provide feedback into people and business goals (for example, finding the most effective sourcing channels currently piloting it with Mercer's Benefit Administration team in the US. They are using the games to and identifying predictive selection criteria and methods). While tying up with LinkedIn, Mercer's talent requirements matched the develop a profile for their analysts and will use the profile as a benchmark for future analyst hires. Soon, the potential pool in the market and helped them provide the right candidate to the clients faster. The opportunity was to improve the tool shall be available for use in India. hiring mix through the social media channel for the year. They wanted to increase Mercer's brand visibility online and establish a leading-edge image for the brand. Also, social media recruitment had a low cost with high ROI. CONCLUSION Highlights of Mercer's social hiring strategy: With an unrelenting focus on building systems and processes that further enhance the hiring efforts; the Talent Acquisition team • Process map the existing process and resources available and identify the social media tools in usage at Mercer has been able to deliver an unmatchable experience towards simplifying the overall process and creating a nimble • Socialize information on social media hiring with the business leaders and get them 'on-boarded' organization. The efficient use of technology has helped the team up their game but it is remarkable that the human touch in hiring • Establish guidelines and a defined process flow with timelines around social media hiring efforts has been well managed and retained. The hiring strategy and execution has gained results visible not only in numbers and • Track key measures critical to Social Hiring success. This involved tracking metrics on a periodic basis as per the business efficiency, but also has helped reimagine the process of attracting talent. requirements and taking feedback from stakeholders FOCUS 5: INTEGRATE INNOVATION IN HIRING PROCESS FOR BEST OUTCOME ABOUT THE AUTHOR At both ends, candidates and employees alike expect the organization to keep pace with upcoming technology, infrastructure, Amit Ahuja is the Talent Acquisition Leader at Mercer (GOSS, India). He has more than 20 years of robust experience and and networking trends, bringing insights, transparency, and increased connectivity to the workplace. significant contributions in Talent Acquisition Planning & Strategy. Amit loves to ideate and has a strong penchant for doing things At Mercer, successful use of Hirevue (online video interviewing) to identify and hire candidates was a game changer. Using this differently. He believes, innovation and agility are the game changers when it comes to organizational success. innovative technology, the team engaged with prospective candidates through email, employee referrals, search engines and

59 60 FOCUS 2: ACT LIKE A RECRUITER. THINK LIKE A CANDIDATE social media channels like LinkedIn and Facebook. The team allowed candidates to themselves through video-enriched For the TA team to become the career destination for the best talent, finding candidates is not a reactive process. The probability communications that gave them an immediate sense of their personality and drive. Whether the need was to source for full-time, of candidates coming in for interviews multiple times is quite high. The multiple options available for one role in the market part-time, or independent contractor positions, HireVue made it faster and easier to create a great pool of prospects. Hirevue not sometimes make the organization helpless in influencing the hiring decision of the candidate. The hiring managers continuously only helped in streamlining the screening process but during high volume and senior level recruiting. manage relationships with talent to build a robust talent pipeline, allowing the business to fill positions quicker and with better Finally, the team is continuously improving their current systems and leveraging the right technology to enable the delivery of the candidates. recruitment process across the organization. Tying it all together, robust governance helps ensure that strategy, enablers, Externally, Mercer has consciously limited the usage of traditional job boards and focussed on social networks (LinkedIn) to Infrastructure, and core process are effective in their ability to meet business objectives and people goals. identify and initiate contact with potential candidates. Internally, they have developed new frameworks that provide greater transparency of existing skills and actively create opportunities for current employees (for example, their talent councils, that are IMPACT – what numbers say! run by HRBPs and owned by the business feed the TA team with the pool of colleagues who are aspiring for the job posted for a • 0% loss of business due to unavailability on talent different or a new process). To attract highly qualified and competitive talent in the market, the team reaches out and builds • 1 proprietary and 2 homegrown tools relationships with key talent. • 5% early (0-6 months) attrition, an all-time low • 15% increase in recruiter productivity FOCUS 3: BUILDING A CANDIDATE FOCUSSED PROCESS • 15% reduction in turnaround time for all positions and all sources. Candidates assess how an organization measures up to their expectation in relation to the job, the vision and the calibre of • 25% talent mobility leadership, the quality of hiring managers, compensation, benefits, career paths and culture. At Mercer, the candidate has a • 43% managerial positions filled internally positive experience at each touch point in the recruiting process. An optimised candidate experience ensuring high accessibility, • 65% talent brand index sustained in social media with 20% reduction in TAT in hiring for niche roles transparency, simplification, speed, and personalisation has to be in place in order to stand a chance in the competition for high • 93% offer to joining calibre talent. The team endorses and advocates a strong value proposition with a defined employer brand that is used as a • 120 unique roles added to the breadth and depth of skills hired 'marketing pitch' to attract the right talent to the company. Furthermore, the candidates are involved in pre-hire activities that • Hiring practices to maintain gender diversity at 35% embedded in system inform them about the end-to-end of recruitment process. This candidate-oriented process ensures that word of mouth publicity from candidates gives them an edge in the market and they in turn become brand loyalists. • Supporting inclusion of people with disability talent in regular workforce

59 60 DISRUPTED ENVIRONMENT & TRANSFORMING INDUSTRY

Wipro Ltd is a global information technology, consulting and outsourcing company with 170,000+ workforce serving clients in 175+ cities across 6 continents. The company posted revenues of $7.7 Billion for the financial year ended Mar 31, 2016. Wipro helps customers do business better by leveraging our industry-wide experience, deep technology expertise, comprehensive portfolio of services and vertically aligned business model. Our 55+ dedicated emerging technologies 'Centers of Excellence' enable us to harness the latest technology for delivering business capability to our clients. The IT & ITeS Industry has gone through significant shifts over the decades, and it continues on this transformational journey. EXCELLENCE IN TALENT SOURCING India has been in the forefront, adapting to significant shifts in the environment, since its emergence as an outsourcing destination, to building Digital India of today. & STAFFING With the ever evolving & changing business environment, organizations need to reinvent their solutions & services continuously. With a people-centric-business models, organization needs to build, reskill their talent base to be relevant in changing environment. Talent Capabilities provides the edge in a highly fierce environment. Organizations need to reimagine tomorrow.

WIPRO'S TRANSFORMATIONAL JOURNEY & TALENT STRATEGY. Wipro had identified the changing business environment & embarked the transformation journey few years ago. Wipro has evolved over the decades from soap-to-software company with impeccable performance. Wipro needed to continuously TALENT STRATEGY FOR reimagine, as industries worldwide were witnessing significant transformations. Wipro's leadership talent needed to be in the forefront of disruption and lead the way in the new normal. Wipro had to create a Talent Strategy which would aid Wipro in the transformation journey, and help it to sustain its leadership THE DISRUPTED WORLD position in various services that it provides in global arena. Wipro had to solve certain critical questions pertaining to its Talent Strategy. Some of the key questions contemplated, were. AT WIPRO LIMITED • How to enable transformation at an organization level & still survive in the industry as a fore runner? • How to build leadership of tomorrow, and that too ensure that the Talent is differentiated? – KANNAN RAMAIAH • How to scale up, yet maintain quality both of Talent & business? • How to enable and build in house Leadership Capability in this ever-changing scenario? • How to enable holistic Leadership growth & Talent Mobility? Wipro had to reimagine the world of tomorrow, needed to adapt to new normal, and it had to revisit its Talent Strategy to augment its Leadership and to emerge as a winner in the transformation era.

Changing Organizational Environment & Talent Dynamics Wipro's transformational journey involved a Talent Strategy, which are a set of concerted efforts in building leadership talent. The concerted effort was christened as LEADERSHIPNEXT It's a Framework to build organizational capability, focused both internal & external, to steer the organization in the transformational environment. The key elements of LEADERSHIPNEXT are,

4. Talent Marketplace 3. Academies 2. Enablers 1. Team Global Strategic Hiring

62 DISRUPTED ENVIRONMENT & TRANSFORMING INDUSTRY

4. Talent Marketplace 3. Academies 2. Enablers 1. Team Global Strategic Hiring

62 The four elements of LEADERSHIPNEXT was executed with utmost care through the years, to make an organizational impact. Assess: The selection process for hiring manager is also Let us look in detail, the essence of these initiatives, & it's objectives. enhanced via assessment centers and psychometric tools to predict potential and ensure hiring the 'Right One'. Wipro invested 1. Team Global Strategic Hiring significantly in assessment centers, designed exclusive for sales Wipro had articulated a very clear organizational strategy, built around “Run” business and “Change” business, aligned to talent, Program Management, Delivery Leadership. These help to ambition for the year 2020. Our strategy was very simple – to Modernize the Core (Run) and to Drive the Future (Change). understand the capabilities and potentials of talent better, and the Modernizing the core involved simplifying Legacy Systems, Cost Optimization through Hyper Automation, Driving Localization, results of various psychometric assessments aid in probing Integrated IT and Operation Solutions and building an Alliance Ecosystem. Driving the Future, or Making the Change involved talent, objectively. Digital Transformation, Driving Non – Linearity, Fostering a Domain and Technology Innovation Ecosystem and Investing in Future Technologies like IoT, Cyber Security, Open Stack and Artificial Intelligence. With an initiative called Recruitathon wheresignificant portion of recruitment life cycle done in one day, by getting all recruiters & The talent base needed for achieving this ambition was created through prescriptive & predictive analytics, christened as stakeholders in a room, cycle time for hiring is significantly Workforce 2020. The Workforce Model 2020 at Wipro, conceptualizes the talent needed for tomorrow, and approaches reduced. augmentation with a very scientific model. Onboarding: Once Talent is identified for onboarding, Wipro Augmenting leadership, both externally & internally to manage workforce 2020, was tasked to then formed team, Global Strategic provides Personalized Induction & Leadership Connect called GAP Hiring. The team was formed to exclusively hire and redeploy Leadership Talent. The team was formed under the Human – Global Assimilation Program. The onboarding process includes Resources wing, and had Senior Talent Consultants who had a deep understanding of the business and technology and focused an invitation sent to candidate's residence, welcoming them to on hiring Leadership Talent to drive the business. While most organizations depended on external retained search firms to Wipro family, one-on-one personalized induction on Day 1, augment their leadership talent, Wipro was a pioneer in creating an in-house search team. Wipro had decided to internalize both provision of all assets & needs of employee on Day 1 to enable the challenge and the solution, within. The team that focused on Leadership Hiring, was completely internal and had no external them the be productive on joining. All customer facing resources intervention or agency to help with this search. hired globally are brought to corporate office in India for an assimilation program, which enables them to interact with Top The team follows an exclusive 5 Step executive search methodology, to attract, assess & assimilate leadership talent for Wipro. Management to understand strategy and align towards Wipro values & cultures. Assimilation at Wipro is very key in enabling The Strategic Hiring Team along with the business worked together to device the Talent Strategy for each Business Unit, keeping leaders to imbibe Wipro Culture, carry the baton & represent Wipro with our clients. in line with the geography and business demand. It was not an organization level talent.

S1 Leads S2 Connect S3 Attract S4 Assess S5 On-Board Talent Heat Talent Communities Long List/Short List Assessments Leadership connect The above 5 step involved and in-depth executive Maps Competition Social Connect Proﬁling Recruitathons GAP search methodology, ensures engagement with Mapping Diversity Connect Proactive Pitch Conversation leadership talent through the recruitment life cycle, Talent Pipeline Approach throw a red-carpet welcome & assimilate them to succeed in Wipro.

Strategy with a one size fits all solution at the same time not disconnected from the overall Organizational Goal. 2. Enablers The team spends extensive energies upstream in generating targeted leads, connecting & engaging to keep talent interested, and At Wipro LEADERSHIPNEXT as a framework was use focused & targeted messages to attract the right talent. seamlessly executed via simple processes, automation, and consistent feedback through a Leads: The approach was very targeted, and involved creating Talent Maps, and an external talent pipeline, thus forming an series of investments. external succession plan which at any point could be actively converted to onboard. External Talent was proactively mapped to internal roles, much before a position came up for fulfillment.Talent Book is another initiative, where Talent for specific industry is well researched to create a book of leadership talent, as ready reference for business unit head. All Talent Maps are uploaded in Global Strategic Hiring Central, a knowledge repository for access real-time, 24/7. This model provides for a very targeted approach to identify, and attract Talent. Some of these are: Connect: Having identified relevant talent, Talent Pipeline is engaged via Talent Communities. Wipro sends fortnightly updates of • Invested in a cloud based applicant tracking system which aided in a comprehensive and transparent view throughout the all happenings via newsletters called Wipro Engage. Talent Communities for Wipro Alumni Talent, Women Professionals, deliver hiring lifecycle for all stakeholders. custom messages relevant to target audience to keep them connected to Wipro. • Invested in Business Intelligence to ensure that all hiring and decision making was driven with a backing of strong data. Attract: Engaged Talent was approached by creation of a long list of potentials, a methodical approach to influence & present • Significantly invested in Recruitment Marketing to help improve the overall brand image for the organization thus seeing a opportunity, prescreen by competency based questions, and create a shortlist relevant for hiring managers to invest time in spurt in applicant rate, building a talent brand that targeted leadership and several interventions towards this target talent. selection process.

63 64 The four elements of LEADERSHIPNEXT was executed with utmost care through the years, to make an organizational impact. Assess: The selection process for hiring manager is also Let us look in detail, the essence of these initiatives, & it's objectives. enhanced via assessment centers and psychometric tools to predict potential and ensure hiring the 'Right One'. Wipro invested 1. Team Global Strategic Hiring significantly in assessment centers, designed exclusive for sales Wipro had articulated a very clear organizational strategy, built around “Run” business and “Change” business, aligned to talent, Program Management, Delivery Leadership. These help to ambition for the year 2020. Our strategy was very simple – to Modernize the Core (Run) and to Drive the Future (Change). understand the capabilities and potentials of talent better, and the Modernizing the core involved simplifying Legacy Systems, Cost Optimization through Hyper Automation, Driving Localization, results of various psychometric assessments aid in probing Integrated IT and Operation Solutions and building an Alliance Ecosystem. Driving the Future, or Making the Change involved talent, objectively. Digital Transformation, Driving Non – Linearity, Fostering a Domain and Technology Innovation Ecosystem and Investing in Future Technologies like IoT, Cyber Security, Open Stack and Artificial Intelligence. With an initiative called Recruitathon wheresignificant portion of recruitment life cycle done in one day, by getting all recruiters & The talent base needed for achieving this ambition was created through prescriptive & predictive analytics, christened as stakeholders in a room, cycle time for hiring is significantly Workforce 2020. The Workforce Model 2020 at Wipro, conceptualizes the talent needed for tomorrow, and approaches reduced. augmentation with a very scientific model. Onboarding: Once Talent is identified for onboarding, Wipro Augmenting leadership, both externally & internally to manage workforce 2020, was tasked to then formed team, Global Strategic provides Personalized Induction & Leadership Connect called GAP Hiring. The team was formed to exclusively hire and redeploy Leadership Talent. The team was formed under the Human – Global Assimilation Program. The onboarding process includes Resources wing, and had Senior Talent Consultants who had a deep understanding of the business and technology and focused an invitation sent to candidate's residence, welcoming them to on hiring Leadership Talent to drive the business. While most organizations depended on external retained search firms to Wipro family, one-on-one personalized induction on Day 1, augment their leadership talent, Wipro was a pioneer in creating an in-house search team. Wipro had decided to internalize both provision of all assets & needs of employee on Day 1 to enable the challenge and the solution, within. The team that focused on Leadership Hiring, was completely internal and had no external them the be productive on joining. All customer facing resources intervention or agency to help with this search. hired globally are brought to corporate office in India for an assimilation program, which enables them to interact with Top The team follows an exclusive 5 Step executive search methodology, to attract, assess & assimilate leadership talent for Wipro. Management to understand strategy and align towards Wipro values & cultures. Assimilation at Wipro is very key in enabling The Strategic Hiring Team along with the business worked together to device the Talent Strategy for each Business Unit, keeping leaders to imbibe Wipro Culture, carry the baton & represent Wipro with our clients. in line with the geography and business demand. It was not an organization level talent.

63 64 3. Academies Having articulated Talent Strategy to aid Wipro through the transformational journey, it is critical to assess impact of Wipro works for its people to build successful careers and continue to be competitive in this environment. Wipro drove a sustained LEADERSHIPNEXT framework for organizational impact. While there was substantial functional learning & experience built over effort to build internal capability in key roles in this new world. the years, the investment of LEADERSHIPNEXT framework, had visible organizational impact. • Global 100 is a global graduate program intended to attract top MBA grads from premier MBA schools. The program provides an 18-month job rotation in various facets of leadership roles, across geographies & enables talent to fast track to leadership SUSTAINABILITY roles. 1. Governance - The overall Global Strategic Hiring team and its subsequent initiatives already have a strong governance • Prism is a program which was designed to create an internal talent pool for sales roles. The program identifies competent structure. The metrics against each individual's productivity is measured on a weekly basis within the function. The metrics delivery leaders, who are assessed, coached & deployed. Sales coaching is provided by certified external coaches & through are also projected within Business Units to help them prioritize and plan for the rest of the financial year. With the adoption of live assignments within business units. Applicant Tracking system, all of the metrics discussed with real time data was available for all to see. At an organization leadership level, data is being tracked regularly to ensure that we are in line with our Strategic and Operating Plan 4. Talent Marketplace 2. Budget Allocation – With the inception of the Global Strategic Hiring Function, hiring leadership talent saw the allocation of a Talent Marketplace was a culmination of all the initiatives mentioned above. It was a very idealistic scenario and something separate budget for all activities and initiatives around Leadership Hiring. The function also proved its ability to optimize cost, that is a reality now for the organization. Talent Marketplace is an Internal Leadership Redeployment platform to help as most of the search now became in house with the dependency on external search agents considerably reducing the cost. employees explore for roles, Leaders and HR to spot talent and to provide Leaders an opportunity to grow. 3. Talent Marketplace Integration – Talent market place initially started as an idea, grew into a concept and in less than a year has been integrated with all HR platforms. Each employee in the organization has the visibility to see what are the opportunities This initiative is completely managed by the Global available across the board. Leaders have the option to actively talk about what they have to offer in their business units. Strategic Hiring Group and provides the business an Healthy competition internally as a culture grew. opportunity to look both internal and external for talent. This platform also helped employees transparently view 4. Leadership Commitment – The Leadership chalked out Ambition 2020. We followed the same rhythm and came out with all positions open at senior levels, thereby setting up an Workforce 2020. Through predictive analysis and now with the usage of real time data, we were also able to show the overall aspirational environment. This was suitably aided with the sales productivity of the talent that was hired. Our focus along with the focus of the Leadership has also had a strong focus on Academies for upskilling and reskilling internal talent. Inside First. We not just provided a career hub for external talent, but we also nurtured and grew Leaders internally. The platform is integrated with all other HR systems aiding a comprehensive decision making process in our quest for hiring the best. Talent Marketplace was literally a CONCLUSION

marketplace of opportunities for employees get their next NEXT LEADERSHIP as a framework and methodology enabled the building of leadership capability both on internal and external big opportunity. talent, a well-defined comprehensive hiring process, an all-rounded learning & coaching interventions and an on-boarding that helped global talent get quickly assimilated into the larger ecosystem.

DRIVING PERFORMANCE TO CREATE IMPACT This was the need of the hour and in line with the organizations ambition for year 2020, the Workforce of 2020 was also equally Effectiveness Measures: What gets measured, gets done : Driving Performance geared up. Wipro's holistic approach towards building capability has visible implications & contributed positively to topline & LEADERSHIPNEXT framework over the last few years, was strengthened through a series of initiatives & investments. While the bottom-line measures breadth and depth of these initiatives were scaled and deep, the framework imbibed consistent feedback, continuous Key elements orchestrated in LEADERSHIPNEXT are: improvement to review progress against set objectives. From the positive vibes since inception, the framework gathered • Assembling a dedicated team of expert recruiters significant improvement on every metric tracked & reviewed. These measures are reviewed every week, reported weekly to all • Enabling through systems, processes & branding stakeholders & presented quarterly to executive leadership for progress. • Integrated Internal & External augmentation Some of the key effectiveness measures are: • Culminating at marketplace for opportunities • Aligned to organizational strategy to build leadership talent, Wipro saw substantial increase in Leadership Hiring. The hiring in the senior management position increased multiple times since inception. ABOUT THE AUTHOR • Significant investments in Talent Brand, Talent Communities, Talent Connect significantly increased application rate, however with a view to consistently maintain & improve quality of hire, our Hire Yield Ratio is improved significantly. Kannan Ramaiah is the Global Head of Strategic Hiring & Redeployment function in Wipro. He is responsible for shaping Talent strategy to drive sustained and profitable business growth. Kannan also champions employer brand, careers levers for Wipro. He • Substantial saving by reducing dependency on external search & recruitment firms, reduced the agency usage. has close to two decades of experience in various facets of Human Resources function, and worked in various parts of the world. • Hires, were among the top talent during the performance review clearly reflecting the quality of hire He is based in New Jersey, USA. • We also found that many Leadership hires in the last 3 years have fast tracked to the next level. The average time to get promoted significantly improved owing to investment in quality of hire • Significant reduction of average cost of hiring.

65 66 3. Academies Having articulated Talent Strategy to aid Wipro through the transformational journey, it is critical to assess impact of Wipro works for its people to build successful careers and continue to be competitive in this environment. Wipro drove a sustained LEADERSHIPNEXT framework for organizational impact. While there was substantial functional learning & experience built over effort to build internal capability in key roles in this new world. the years, the investment of LEADERSHIPNEXT framework, had visible organizational impact. • Global 100 is a global graduate program intended to attract top MBA grads from premier MBA schools. The program provides an 18-month job rotation in various facets of leadership roles, across geographies & enables talent to fast track to leadership SUSTAINABILITY roles. 1. Governance - The overall Global Strategic Hiring team and its subsequent initiatives already have a strong governance • Prism is a program which was designed to create an internal talent pool for sales roles. The program identifies competent structure. The metrics against each individual's productivity is measured on a weekly basis within the function. The metrics delivery leaders, who are assessed, coached & deployed. Sales coaching is provided by certified external coaches & through are also projected within Business Units to help them prioritize and plan for the rest of the financial year. With the adoption of live assignments within business units. Applicant Tracking system, all of the metrics discussed with real time data was available for all to see. At an organization leadership level, data is being tracked regularly to ensure that we are in line with our Strategic and Operating Plan 4. Talent Marketplace 2. Budget Allocation – With the inception of the Global Strategic Hiring Function, hiring leadership talent saw the allocation of a Talent Marketplace was a culmination of all the initiatives mentioned above. It was a very idealistic scenario and something separate budget for all activities and initiatives around Leadership Hiring. The function also proved its ability to optimize cost, that is a reality now for the organization. Talent Marketplace is an Internal Leadership Redeployment platform to help as most of the search now became in house with the dependency on external search agents considerably reducing the cost. employees explore for roles, Leaders and HR to spot talent and to provide Leaders an opportunity to grow. 3. Talent Marketplace Integration – Talent market place initially started as an idea, grew into a concept and in less than a year has been integrated with all HR platforms. Each employee in the organization has the visibility to see what are the opportunities This initiative is completely managed by the Global available across the board. Leaders have the option to actively talk about what they have to offer in their business units. Strategic Hiring Group and provides the business an Healthy competition internally as a culture grew. opportunity to look both internal and external for talent. This platform also helped employees transparently view 4. Leadership Commitment – The Leadership chalked out Ambition 2020. We followed the same rhythm and came out with all positions open at senior levels, thereby setting up an Workforce 2020. Through predictive analysis and now with the usage of real time data, we were also able to show the overall aspirational environment. This was suitably aided with the sales productivity of the talent that was hired. Our focus along with the focus of the Leadership has also had a strong focus on Academies for upskilling and reskilling internal talent. Inside First. We not just provided a career hub for external talent, but we also nurtured and grew Leaders internally. The platform is integrated with all other HR systems aiding a comprehensive decision making process in our quest for hiring the best. Talent Marketplace was literally a CONCLUSION

65 66 Organisation Overview PepsiCo entered India in 1989 and in a short period, has grown into one of the largest MNC food and beverage businesses in the country. PepsiCo India's diverse portfolio reflects its commitment to nourish consumers with a diverse range of fun and healthier products and includes iconic brands like Pepsi, Lay's, Kurkure, Tropicana, Gatorade and Quaker. PepsiCo India provides direct and indirect employment to almost 180,000 people.

Business Context Large established organisations are facing stiff competition to attract and retain talent from a new generation of start-up organisations with a new employee proposition which contains un-matched salaries, large roles early in career, opportunity to experiment, and build the company right from the start. Over the last few years, there has been a steady stream of senior professionals who have left big MNCs for leadership positions in start- ups; the same phenomenon is unfolding at early-and mid- career points as well. This phenomenon has created a scenario where on one hand there is that entrepreneurial possibility and at EXCELLENCE IN TALENT SOURCING the other end, larger bureaucratic organizations are becoming less attractive as compared with the flat and agile ones. & STAFFING The Challenge PepsiCo is a well-established and respected organisation known for its scale, love mark product brands, and leaders. PepsiCo India has been a talent magnet, unbeatable training ground for future leaders and hence a natural poaching ground for these new age organisations. In the last couple of years, PepsiCo has been on transformation journey which involved changes in structure, culture, and operating model to ensure the organisation is agile and fast in responding to changing consumer preferences. As a result, the AN INSIDE OUT APPROACH organisation became flatter; ways of working, traditional roles, and career paths have undergone significant changes. On one end while the start ups have become attractive to professionals across levels, employees internally had suffered change, fatigue, uncertainty and significant leadership change which had resulted in attrition across the organisation. TO EMPLOYER BRANDING The battle to attract best talent had also intensified with this new age firms going out of their way with no set rules to hire people from established organisations. The Talent Acquisition team had to transform themselves to be true talent advisors to the business AT PEPSI in this competitive scenario , deliver huge hiring volumes with same capacity , focus on diversity hiring and adapt new channels of hiring – social media. – ARYA SHAVETA Thus, the challenge at hand was to control attrition internally and attract best of talent externally at 10X hiring volumes compared to previous year and a new hiring model wherein the organisation had started doing all hiring directly (independent of hiring agencies) with the same size of sourcing team. There was need to revisit the employee proposition to engage and retain internal talent in the transformed organisation and stay ahead of the external competition in the war to attract best talent.

Crystallizing the Proposition The task was to clearly sharpen the Employee Value Proposition (EVP), consistently communicate it externally and deliver the message seamlessly in every single employee experience internally. PepsiCo had to build strong insights on what is aspirational to potential employees, what is it that has been the internal employee experience, and what can give it competitive advantage in attracting talent. This required extensive internal and external research across different talent cohorts to understand evolving consumer (potential hires/current employees) preferences. PepsiCo embarked on this journey by partnering with Universum (Employer Branding Expert) to conduct extensive external and internal research on understanding what is attractive (to external talent), credible (external association with PepsiCo) and true (real employee experience) internally to different Talent Cohorts (Campus, Laterals, Women). PepsiCo had leveraged Universum's expertise in doing EVP related research and used multiple tools to gather these insights - survey, focus group discussions, interactions with leaders/employees. Research reports were analysed for different cohorts – women/millennials/experienced professionals. At the intersection of these three (Attractive|Credible|True) was the sweet spot, the EVP attributes that were aspirational, associated with PepsiCo and real employee experiences– attributes that were shortlisted to define our Employee Proposition.

68 Organisation Overview PepsiCo entered India in 1989 and in a short period, has grown into one of the largest MNC food and beverage businesses in the country. PepsiCo India's diverse portfolio reflects its commitment to nourish consumers with a diverse range of fun and healthier products and includes iconic brands like Pepsi, Lay's, Kurkure, Tropicana, Gatorade and Quaker. PepsiCo India provides direct and indirect employment to almost 180,000 people.

68 Our Proposition - CHANGE THE GAME and the 2 attributes are: External Internal 1. Creative & Dynamic Work Environment (Bold | Take Risks | Empower | Challenge) A workplace where you have the freedom to experiment, take risks, challenge the established and empowered at every level Career & across the organisation. Employer Recruitment Onboarding & Exit & Alumni Growth Awareness AwarenessBranding Experience First 90 Days Experience 2. Leadership Opportunities (Large Roles | Stretch Assignments | Career Growth) Experience An organisation which takes bets on young talent, puts them through stretch assignments and fast-tracked career paths for high performers.

• brands/ company • Digital presence • Great • Onboarding & • Carreer • Exit Conversation • Leaders Candidate Assililation Success Stories • F&F Process CREDIBLE ATTRACTIVE Recruitment Experience • Y COM • Partener • Celebrating How we are currently The preferences of the Success WHAT perceived externally YOUR target groups – what is TALENT Mapping all Employee Touch Points to deliver a great experience from Joining to Exit EXTERNAL attractive to them WANTS IMAGE The execution of this strategy has been successful because of leadership alignment on the deliverable right from the start. At the start of the journey detailed insights, EVP strategy, measure of success and expectations from Leadership were clarified before taking it to execution. This started as a focussed project till stabilisation which comprised of cross-functional team from Communications, Marketing, Internal HR, Talent Acquisition and Employer Branding Team. This was to leverage collective expertise of relevant functions as the DISTINCT YOUR INTERNAL project success was dependent on getting the branding, communication and people processes right. The Project team was nominated by the relevant Functional Leader. Detailed Project Charter was crafted for a year and the project team met bi-monthly IDENTITY COMPETITIVE to review the project plan and delivery against it. There were clear milestones defined for Internal Experience and External Communication for a year. TURE THRESHOLD TAKING THE BRAND INTO THE MARKET AND MAKING IT AN INTERNAL REALITY Aspects seen as strengths internally External Branding: PepsiCo reconfigured external appearance, messaging, media conversations, communication and hiring experience to reinforce the proposition consistently. The key here was to have standard consistent messaging for maximum reach and impact. All the Identifying the ‘sweet spot’ external platforms essentially had consistent – 'Change the Game' proposition and talked about promise of a dynamic workplace and leadership opportunities. The cross-functional team from Marketing, Communications and HR came together to make powerful external content which was marketed well. This was a four pronged approach which involved: Integrating the Employer Brand experience through the employee lifecycle 1. Revamping our Digital Destinations (LinkedIn, FB, Career Site) The Strategy has been to deliver the Employee Value Proposition (Dynamic Workplace & Leadership Opportunities to internal talent) consistently throughout the entire employee lifecycle right from onboarding to exit. All our external communication 2. Targeted Social Media Campaigns in line with our proposition (leadership presence in external media, industry forums campuses, social media – LinkedIn/FACEBOOK/Twitter) and internal HR 3. Campus – Sector wide 'Change the Game' Contest to provide early global leadership opportunities across Asia, Middle East, processes were recalibrated to deliver our EVP messaging and experience consistently (refer the image below). This essentially Africa. meant our external communication across all platforms reinforced our EVP - dynamic workplace and the one that offers 4. Leaders as Talent Magnets in external forums (Leadership Team had leveraged social media, external Industry forums, leadership opportunities early on to internal talent. This was implemented internally through all key people processes/cultural Campus talks to cascade the same message) interventions – Performance Management (Performance Differentiation and Reward High Performance), Internal Hiring (100% Internal Experience: open roles exclusively available to internal employees to apply), Succession Planning (fast track careers) and leaders walking the EVP promise to give leadership opportunities to internal talent, empower employees at every level. Internal HR talk to make PepsiCo a dynamic workplace (Empowering Teams, Recognising Risk Taking and Learnings from failures). Processes/practices were reconfigured to deliver the EVP Promise. Some of the key changes are: 1. Performance Differentiation: Performance Management process to drive sharp performance differentiation, reward for performance and fast track careers for high performers.

69 70 Our Proposition - CHANGE THE GAME and the 2 attributes are: External Internal 1. Creative & Dynamic Work Environment (Bold | Take Risks | Empower | Challenge) A workplace where you have the freedom to experiment, take risks, challenge the established and empowered at every level Career & across the organisation. Employer Recruitment Onboarding & Exit & Alumni Growth Awareness AwarenessBranding Experience First 90 Days Experience 2. Leadership Opportunities (Large Roles | Stretch Assignments | Career Growth) Experience An organisation which takes bets on young talent, puts them through stretch assignments and fast-tracked career paths for high performers.

69 70 2. Global Exposure to 20% employees every year and 100% internal movements in larger/critical roles (Global exposure in the ABOUT THE AUTHOR form of international projects/role movements once in 2 years to all Manager and above employees. 100% internal movements in all critical leadership roles) Ms. Arya Shaveta is currently Sr. Manager, Talent Acquisition at PepsiCo. She started her career 8.5 years back with PepsiCo as a 3. YCOM – A parallel board to our Executive Committee from Generation Y Management Trainee. She has done a variety of roles as HRBP, Transformation, Change Management and Organisation Capability. (This was formulated to empower younger employees and give them a platform to voice their opinion and challenge senior leadership) 4. Reward & Recognition programs reinforcing Risk Taking and Empowerment. (R&R program was reconfigured to reinforce risk-taking behaviours, empowerment and there was a formal award to recognise people who 'Dare 2 Fail' take risks and learn from them.

Measures of success Success of the strategy lies in the fact that we have been able to not only attract the best but also retain the best talent. We have been able to move all external branding KPIs on identified external forums - LinkedIn, IIMjobs, Facebook and have won multiple accolades for the work done on Employer Branding, Leadership Development and Culture. At the same time we have seen significant dip in employee attrition and minimal attrition of High Potential Talent.

External Platform Measure of Sucess

Linkedin – PepsiCo India has moved up significantly on Talent Brand Index Talent Brand Index and has huge jump in followership

Linkedin – PepsiCo has Featured in the Top Attractors list – 2016 Top Talent Attractors

IIMJobs – PepsiCo India has dona a Employer brand showcase on IIMJobs – Microsite Engagement Highest Engagement rates/Page Views across Sectors

Improvement in number of people recommendations and more Glassdoor Reviews positive outlook

WAY FORWARD Employer Branding is a continuous journey and we need to sustain this for next few years with focussed efforts and investments. This started as a project effort but for it to move to auto mode – the deliverables have to be integrated in the JD of multiple stakeholders across functions (Corporate Communications, HR, and Marketing). The traditional recruitment spends will also need to make the shift towards Digital/Social Media usage as that is the most effective channel for branding as well as sourcing. First year of the journey was led by selected employees in the organisation and controlled corporate communication. However, learnings from this year are that credible employee messages/interactions are received far better than corporate promises. Hence, we need to make every employee our Brand Ambassador and communicate externally through them to make the promise more authentic.

71 72 2. Global Exposure to 20% employees every year and 100% internal movements in larger/critical roles (Global exposure in the ABOUT THE AUTHOR form of international projects/role movements once in 2 years to all Manager and above employees. 100% internal movements in all critical leadership roles) Ms. Arya Shaveta is currently Sr. Manager, Talent Acquisition at PepsiCo. She started her career 8.5 years back with PepsiCo as a 3. YCOM – A parallel board to our Executive Committee from Generation Y Management Trainee. She has done a variety of roles as HRBP, Transformation, Change Management and Organisation Capability. (This was formulated to empower younger employees and give them a platform to voice their opinion and challenge senior leadership) 4. Reward & Recognition programs reinforcing Risk Taking and Empowerment. (R&R program was reconfigured to reinforce risk-taking behaviours, empowerment and there was a formal award to recognise people who 'Dare 2 Fail' take risks and learn from them.

External Platform Measure of Sucess

Linkedin – PepsiCo India has moved up significantly on Talent Brand Index Talent Brand Index and has huge jump in followership

Linkedin – PepsiCo has Featured in the Top Attractors list – 2016 Top Talent Attractors

IIMJobs – PepsiCo India has dona a Employer brand showcase on IIMJobs – Microsite Engagement Highest Engagement rates/Page Views across Sectors

Improvement in number of people recommendations and more Glassdoor Reviews positive outlook

71 72 ABOUT THE COMPANY ZS Associates is a global organization headquartered in Evanston, with close to 5,000 employees across 21 offices. ZS is a niche professional services firm where forces of sales and marketing combine to create incredible impact for their clients. For 32 years now, they have been working to boost market share, increase revenue, lower costs and improve overall business performance. ZS is a young company where founders are still active as directors in the firm, so they retain much of the exhilaration from their early days. The company's India offices based in Pune and Delhi are collectively their capability and expertise Center, which were a conscious set up 12 years back to support their global offerings. The teams based here work in conjunction with onshore colleagues to draw on deep industry and domain expertise and deliver impact where it matters. This study will touch upon the company profile, culture, Capability and Expertise Center based in India, growth trend, and social media strategy to keep pace with the growth and engage employees as part of the process, eventually leading to the 2016 SHRM EMPLOYER WITH BEST EMPLOYEE Excellence in Employer with best Employee Health and Wellness Initiative HEALTH & WELLNESS INITIATIVE Business Context ZS have offices in Pune and Delhi with a headcount of 3,000 people in India. Almost 75% of total headcount of the company is based here. The company started with a just about 200 people and over the past four years, has witnessed phenomenal headcount growth of around 40 to 50% year on year. The average person spends 90,000 hours at work over their lifetime at the minimum hence making us easily assume the time left to spend for him/her would be miniscule. The same applies to workplace as well hence realizing this, as the company were firming up ZS's People Value Proposition in late 2013, which is one of the ways to reinforce promise to their people, theyfelt that it was of paramount importance to understand the demographics of their people, their lifestyles and impact on their health. CORPORATE WELL- The Annual health check reports as well as the diagnostic findings of the visting doctors and experts showed raising concerns of diseases related to the digestive system and the spine on a rise which were a huge concern and immediate actions had to be BEING AT ZS taken to curb as well as reverse it. Wellness and Fitness programs exist in all organizations and ZS was being provided with the same by the market driven health - HARSHA PETER providers with some additional aroma of customization. ZSrather thought it would be in the absolute benefit of employees, their leaders, their organization and their clients that they first decipher the problems- derive the objectives and then plan for the Innovation in programs.

DECIPHERING THE CONTEXT - IDENTIFYING THE BUGS: 1. Young Demographics/Away from Home: seventy percent hires in ZS is hired through the campus e.g. IITs, IIMs, GLIM, BITS and other such erudite educational institutions. Hence, the average age group of employees has been between 24-25 years of age historically and is slightly moving to 25-26 years of age. Also, since they are mostly campus hires, they are away from home and their families thus being completely economically, emotionally and socially dependent on ZS and the experience they would derive from being employed with ZS. The primary context and the issue commences here, they being the young peppy energetic group of people in the given age group, makes them a little less cognizant of their lifestyle which is reflected upon their food Intake. It usually comprises of eating unhealthy, no home cooked, and less nutritious junk food. The fact that the diagnostic reports of the physicians and annual health check reports showed clubbed with the rise in sick leaves clearly indicated towards eating habits being a huge cause of concern which was leading to digestive disorders and increasing sick leaves/extended leaves amongst young ZSers. This impacts their ifestyle like staying up late, reach late to work, insufficient hours of sleep, weekend chaotic heavy schedule, and low/no workout. Resultant objective: The most uphill task in this problem area was to create the awareness amongst the heavily populated age group of ZS India about health, impact of losing control over lifestyle habits followed by creating a 'Home Away from Home' to fulfil their basic needs of nutritious food, and timely availability of food at low cost.

74 ABOUT THE COMPANY ZS Associates is a global organization headquartered in Evanston, with close to 5,000 employees across 21 offices. ZS is a niche professional services firm where forces of sales and marketing combine to create incredible impact for their clients. For 32 years now, they have been working to boost market share, increase revenue, lower costs and improve overall business performance. ZS is a young company where founders are still active as directors in the firm, so they retain much of the exhilaration from their early days. The company's India offices based in Pune and Delhi are collectively their capability and expertise Center, which were a conscious set up 12 years back to support their global offerings. The teams based here work in conjunction with onshore colleagues to draw on deep industry and domain expertise and deliver impact where it matters. This study will touch upon the company profile, culture, Capability and Expertise Center based in India, growth trend, and social media strategy to keep pace with the growth and engage employees as part of the process, eventually leading to the 2016 SHRM EMPLOYER WITH BEST EMPLOYEE Excellence in Employer with best Employee Health and Wellness Initiative HEALTH & WELLNESS INITIATIVE Business Context ZS have offices in Pune and Delhi with a headcount of 3,000 people in India. Almost 75% of total headcount of the company is based here. The company started with a just about 200 people and over the past four years, has witnessed phenomenal headcount growth of around 40 to 50% year on year. The average person spends 90,000 hours at work over their lifetime at the minimum hence making us easily assume the time left to spend for him/her would be miniscule. The same applies to workplace as well hence realizing this, as the company were firming up ZS's People Value Proposition in late 2013, which is one of the ways to reinforce promise to their people, theyfelt that it was of paramount importance to understand the demographics of their people, their lifestyles and impact on their health. CORPORATE WELL- The Annual health check reports as well as the diagnostic findings of the visting doctors and experts showed raising concerns of diseases related to the digestive system and the spine on a rise which were a huge concern and immediate actions had to be BEING AT ZS taken to curb as well as reverse it. Wellness and Fitness programs exist in all organizations and ZS was being provided with the same by the market driven health - HARSHA PETER providers with some additional aroma of customization. ZSrather thought it would be in the absolute benefit of employees, their leaders, their organization and their clients that they first decipher the problems- derive the objectives and then plan for the Innovation in programs.

74 2. Intense Work Culture: ZS as an organization has grown at a fast pace and engulfed novel clients and projects at lightning Emotional &Social Support: speed. Also, the organization deals with clients globall, majorly in the US and UK, which impacts the work culture,timings of As important as the physical well-being, the emotional and social aspects form an equally important need of the ZSers. Hence, work, andproject team's deadlines. there has been constant effort through various initiatives to identify the needs and cater to the essential ones. The intense work culture leads to situations such as long hours of work, uneven break schedules leading to irregular food and ME Time (My Evening Time) : ZSers can plan and take ME Time (My Evening Time) once a week as per the prescribed guidelines beverage timings. under this program. ME Time enables ZSers to have an evening off, post 5 p.m., to spend time with family or friends, pursue a Resultant objective: The target here was two - fold which aims at facilitating a healthy lifestyle at work and following hobby outside work. When ZSers avail Work-From-Home, they can log in remotely to work on deliverables in collaboration with ZS'sprimary core value of 'Treating People Right'. Hence, helping them connect to their families and providing the right their teams, just as they would if they were in office. This allows for ZSers to work remotely when they need it most, allowing for balance of work and personal wellness/time. greater flexibility. 3. Early Empowerment: ZS hire people with a niche skillset and focus on honing their skills through projects that challenge them “Work-From-Home enhances productivity in a big way. It allows me to take care of urgent personal commitments and work even and drive excellent results right from the start. As ZS works with smart people who don't need to be spoon-fed but only guided, in case of travel or health issues. These are the cases that would have otherwise resulted in leave.” - Abhyam Vats, a senior they are empowered with responsibilities at an early time in their career and levels. technology analyst from our Delhi office. Resultant objective: To avoid the worn out that may occur because of the early onset of responsibilities; to ensure that there “ME Time is one of the best initiatives at ZS India. It helps ZSers spend quality time with their loved ones and keeps the energy are accelerated opportunities for learning and growth as well as appreciation, and to provide recognition. Additionally, an level high among my team members as they are excited about the mid-week break from work.”- Ankit Malhotra, a business overall program design that takes care of the prevention for health and wellness for employees. consultant from our Delhi office. Events involving the family of ZSers have been very insightful ways of catering to the emotional and social aspect of the ZSers like (Being more proactive rather than being just reactive) Family Day events, Fathers' Day events, and Women's Day events involving the families. Innovative Resolutions Hobby Sessions are held, wherein ZSers take upon to train and run programs for certain hobbies and create self-run groups like FITNESS FOR IMPACT Baking, Photography, Calligraphy and many more. It was a 360 approach of targeting every aspect of bringing in a healthy mind and body to work each day. 'Impact' has been the In addition to the regular programs, there are counseling sessions held or mental health and also gamification events, talent key emulsifying agent to achieve all goals and objectives at ZS, be it internal or external and that is what stood as a major competitions to tickle the self-development/mental development aspect of the ZSers. causative factor to the program called Fitness for Impact. Parenting: We have a very less percentage of parents working with us. However, we bring in experts for parenting sessions and The program encompasses: even have a tie-up with a playschool in Pune, which is in close proximity of the premises, for added convenience to the parent Physical well-being: An innovation fit was required to encourage participation and impact on the young and dynamic ZSers. working with us. The major challenge faced was to grasp their attention which would lead to participation and then making them partners in The maternity leave at ZS has been at six months inclusive of all post which the rejoining of a new mother has been handled with implementation of the programs for continued success. care and flexibility is honored in every way possible. Hence In order to make it more appealing, the challenge was turned into an opportunity by making it a 'Fitness for impact Flexibility of leave/part-time is also provided to ZSers in situations like sick parents/children/demise in the family to support them Competitive challenge' rather than just a participative program and this turned the event into a huge success year on year. in every way possible by ZS as an organization. This challenge is all about ZSers registering themselves as either individuals or groups. The physical readings like An important aspect to note is also the manner in which the demographics of the office design in both location of ZS India, weight/Height/BMI etc. are taken by the health trainers and each one of them is given a goal sheet for the next three months. which has been designed in a manner which takes care of physical, mental and social aspects with demographic features like They also obtain guidance on fitness techniques/food/nutrition and other areas of impact from the health trainers. Readings are water and green spaces, collab. areas and personal touch with ZSer pictures as wall collages all over the office. taken in each month until the end of the third month, basis the impact created by the participating ZSers in their own health there Personal and Career Development: are awards given out to achievers and celebrated in a grand manner. It's all about really having a conversation: Regular floor connects are also organized, wherein senior members of the firm not only This Fitness challenge is such a huge success, that it is now run by the ZSers and the winners of the previous years' even work as interact with employees on a specific floor and share updates, but also take questions and hear important updates and ideas from 'Health Ambassadors' coaches for the participating ZSers. Overall, all required resources are available within the premises of ZS those present. Keeping track of what is happening beyond project work and staying updated can help one innovate and even think to be able to take upon the challenge and achieve the outcome whether it is an in-house gym, gym trainer, nutritionist and of new ideas to accomplish routine tasks. Such practices help build camaraderie across areas of work and firm levels, too. healthy food. Continuous Learning: Apart from project opportunities, we have dedicated learning programs and trainings, right from onboarding Additional programs developed and used/run by ZSers include ongoing visits by the nutritionist, physiotherapist and physician to ensure ZSers stay up-to-date with the industry and also understand ZS project scenarios better. Unique programs such as who is available on a daily basis. Additionally, there have been tie-ups with the best of medical partners wherein ZSers can take Evolve, Talent Connect and STAT enable them to grow in their role with dedicated guidance and also take up opportunities outside upon an Annual Health Check facility for themselves and for their spouse as well. their project scope to hone their skills. Food and Nutritionist: As the major input for health is food, the in house cafeteria serves free nutritious food to all the ZSers, the The Role Flip: Reverse Mentorship Model: ZS also has a “reverse mentoring” model in place, wherein the mentoring roles are menu is designed and food checked upon by the in-house nutritionist. flipped, positioning a young professional as the mentor and the seasoned professional as the mentee. This helps ZSers engage in Benefits provided in the form of Health Insurance, Medical Benefits and Top Up coverage for ZSers and their families are conversations by taking the lead and thinking ahead, which in turn boosts confidence and enables them to see themselves as competitive as per market standards as external market surveys are conducted and revisions made as per need. future leaders in the firm. The review and appraisal process in the firm is based on a competency model, which moves away from

75 76 2. Intense Work Culture: ZS as an organization has grown at a fast pace and engulfed novel clients and projects at lightning Emotional &Social Support: speed. Also, the organization deals with clients globall, majorly in the US and UK, which impacts the work culture,timings of As important as the physical well-being, the emotional and social aspects form an equally important need of the ZSers. Hence, work, andproject team's deadlines. there has been constant effort through various initiatives to identify the needs and cater to the essential ones. The intense work culture leads to situations such as long hours of work, uneven break schedules leading to irregular food and ME Time (My Evening Time) : ZSers can plan and take ME Time (My Evening Time) once a week as per the prescribed guidelines beverage timings. under this program. ME Time enables ZSers to have an evening off, post 5 p.m., to spend time with family or friends, pursue a Resultant objective: The target here was two - fold which aims at facilitating a healthy lifestyle at work and following hobby outside work. When ZSers avail Work-From-Home, they can log in remotely to work on deliverables in collaboration with ZS'sprimary core value of 'Treating People Right'. Hence, helping them connect to their families and providing the right their teams, just as they would if they were in office. This allows for ZSers to work remotely when they need it most, allowing for balance of work and personal wellness/time. greater flexibility. 3. Early Empowerment: ZS hire people with a niche skillset and focus on honing their skills through projects that challenge them “Work-From-Home enhances productivity in a big way. It allows me to take care of urgent personal commitments and work even and drive excellent results right from the start. As ZS works with smart people who don't need to be spoon-fed but only guided, in case of travel or health issues. These are the cases that would have otherwise resulted in leave.” - Abhyam Vats, a senior they are empowered with responsibilities at an early time in their career and levels. technology analyst from our Delhi office. Resultant objective: To avoid the worn out that may occur because of the early onset of responsibilities; to ensure that there “ME Time is one of the best initiatives at ZS India. It helps ZSers spend quality time with their loved ones and keeps the energy are accelerated opportunities for learning and growth as well as appreciation, and to provide recognition. Additionally, an level high among my team members as they are excited about the mid-week break from work.”- Ankit Malhotra, a business overall program design that takes care of the prevention for health and wellness for employees. consultant from our Delhi office. Events involving the family of ZSers have been very insightful ways of catering to the emotional and social aspect of the ZSers like (Being more proactive rather than being just reactive) Family Day events, Fathers' Day events, and Women's Day events involving the families. Innovative Resolutions Hobby Sessions are held, wherein ZSers take upon to train and run programs for certain hobbies and create self-run groups like FITNESS FOR IMPACT Baking, Photography, Calligraphy and many more. It was a 360 approach of targeting every aspect of bringing in a healthy mind and body to work each day. 'Impact' has been the In addition to the regular programs, there are counseling sessions held or mental health and also gamification events, talent key emulsifying agent to achieve all goals and objectives at ZS, be it internal or external and that is what stood as a major competitions to tickle the self-development/mental development aspect of the ZSers. causative factor to the program called Fitness for Impact. Parenting: We have a very less percentage of parents working with us. However, we bring in experts for parenting sessions and The program encompasses: even have a tie-up with a playschool in Pune, which is in close proximity of the premises, for added convenience to the parent Physical well-being: An innovation fit was required to encourage participation and impact on the young and dynamic ZSers. working with us. The major challenge faced was to grasp their attention which would lead to participation and then making them partners in The maternity leave at ZS has been at six months inclusive of all post which the rejoining of a new mother has been handled with implementation of the programs for continued success. care and flexibility is honored in every way possible. Hence In order to make it more appealing, the challenge was turned into an opportunity by making it a 'Fitness for impact Flexibility of leave/part-time is also provided to ZSers in situations like sick parents/children/demise in the family to support them Competitive challenge' rather than just a participative program and this turned the event into a huge success year on year. in every way possible by ZS as an organization. This challenge is all about ZSers registering themselves as either individuals or groups. The physical readings like An important aspect to note is also the manner in which the demographics of the office design in both location of ZS India, weight/Height/BMI etc. are taken by the health trainers and each one of them is given a goal sheet for the next three months. which has been designed in a manner which takes care of physical, mental and social aspects with demographic features like They also obtain guidance on fitness techniques/food/nutrition and other areas of impact from the health trainers. Readings are water and green spaces, collab. areas and personal touch with ZSer pictures as wall collages all over the office. taken in each month until the end of the third month, basis the impact created by the participating ZSers in their own health there Personal and Career Development: are awards given out to achievers and celebrated in a grand manner. It's all about really having a conversation: Regular floor connects are also organized, wherein senior members of the firm not only This Fitness challenge is such a huge success, that it is now run by the ZSers and the winners of the previous years' even work as interact with employees on a specific floor and share updates, but also take questions and hear important updates and ideas from 'Health Ambassadors' coaches for the participating ZSers. Overall, all required resources are available within the premises of ZS those present. Keeping track of what is happening beyond project work and staying updated can help one innovate and even think to be able to take upon the challenge and achieve the outcome whether it is an in-house gym, gym trainer, nutritionist and of new ideas to accomplish routine tasks. Such practices help build camaraderie across areas of work and firm levels, too. healthy food. Continuous Learning: Apart from project opportunities, we have dedicated learning programs and trainings, right from onboarding Additional programs developed and used/run by ZSers include ongoing visits by the nutritionist, physiotherapist and physician to ensure ZSers stay up-to-date with the industry and also understand ZS project scenarios better. Unique programs such as who is available on a daily basis. Additionally, there have been tie-ups with the best of medical partners wherein ZSers can take Evolve, Talent Connect and STAT enable them to grow in their role with dedicated guidance and also take up opportunities outside upon an Annual Health Check facility for themselves and for their spouse as well. their project scope to hone their skills. Food and Nutritionist: As the major input for health is food, the in house cafeteria serves free nutritious food to all the ZSers, the The Role Flip: Reverse Mentorship Model: ZS also has a “reverse mentoring” model in place, wherein the mentoring roles are menu is designed and food checked upon by the in-house nutritionist. flipped, positioning a young professional as the mentor and the seasoned professional as the mentee. This helps ZSers engage in Benefits provided in the form of Health Insurance, Medical Benefits and Top Up coverage for ZSers and their families are conversations by taking the lead and thinking ahead, which in turn boosts confidence and enables them to see themselves as competitive as per market standards as external market surveys are conducted and revisions made as per need. future leaders in the firm. The review and appraisal process in the firm is based on a competency model, which moves away from

75 76 the traditional bell-curve but is rather embedded in every aspect of employee lifecycle—interview process, learning programs – Intercorporate : Street Play, Toastmasters, Football, Table Tennis and review. Such work cultures prepare one for being entrusted with responsibilities over time and prepare to take up senior – Marathon participation increased by 60% from 2014 to 2015 positions, too. – ZS in India recognized as a ‘Dream Company To Work For’ and ranked 13 out of 400 companies Success Measures/Achievements ACCOLADES – 78% ZSers feel that ZS Associates is a great place to work as per GPTW Survey As the efforts were three dimensional so has been the impact as well: 2014-15 – Jombay conducted a survey about workplaces that reflect the culture of the Annual health reports from the Health Partners/Visiting Physician reports, Incidents of emergency organization; ZS was recognized amongst the best ten organizations in India. situations have clearly shown a tremendous decline Offer acceptance rate is over 90% EMPLOYEE ENGAGMENT – ZS in India ranked the 21st most sought after company by LinkedIn to hire and retain talent TRUST INDEX Attrition has been at a stable factor thus impacting the average tenure of the organization, with a – Invitation from campus increased with preferred slots for interviews being provided. push from 24-25 to 25-26 – impacting life cycle changes. Feedback Mechanisms Fitness for Impact program: Increase in participation with a rise of 100% and we had to curtail the same from organizational aspects and breaking it down to a quarterly or – Trust-based culture vs. a policy-driven culture, hence feedback has been easy to gather in the form of surveys, semiannual challenge to gape in the numbers. informal forums/office forums and leadership connects – These inputs act as food for the further development of programs.

Attendance in health sessions/challenges has increased 3 times from the previous with Demographics Evaluation involvement in organization and gamification of events apart from such participation – As Attrition has been on stable trend, continous evaluation of demographics are being carried out to understand the design the appropriate programs/next steps.

Hiring Impact – Offer drop ratio remains at 90% HC Rise Evaluation

– With the gorwing headcount at ZS, though the Training and Wellness calendars are planned basis the forecasted growth, there is always room for agility in the plans to incorporate needs as per the demand of the situation.

FEW KEY METRICS HC Rise Evaluation The success of the initiatives has been measured in a multi-fold manner as the impact is qualitative as well as quantitative. – Budget Allocation has seen a rise across Wellness Programs by way of Gamifications being introduced, These would include firstly going back to the same metrics from where the diagnosis of the inherent problems was identified like Sponsorship to intercorporate Events, Training and Education. the annual health check reports and the visiting experts analysis. Moving on to also qualitative aspects of gaining feedback from – High Scale Investment : Amongst the various Learning Initiatives, the immensely popular and impactful one has the ZSers and their families; utilizing third party intervention to gauge the pulse and success thus encompassing all possible been the Emerging Leaders Management Program (ELMP) wherein ZS has tied up ISB to provide with an aspects to gain the insights and plan further from here on. opportunity for ZSers to obtain a Post Graduate Degree from ISB without having to leave their regular jobs and also get sponsored by the organization for their MBA program.

Parameter Impact and relative metrics CONCLUSION – Drop of claims and repeated health concerns by 15-25% The successful impact has been experienced in the form of feedback from ZSers, inputs from extended ZSer families and PARTICIPATION – Preferred health partner for health providers definitely displays that a 'Home away from home' has been created for our people. The involvement of the leaders, management INVOLVEMENT – Health check-up advantage gained by 77% of the employee population and the ZSers taking upon themselves to make the programs self-run itself has laid down the mark of sustainability. HEALTH CHECKS – Participation in training and wellness program increased by 40% -50% ABOUT THE AUTHOR Harsha Peter, HR Business Partner and Consultant, ZS Associates EMPLOYEE ENGAGMENT – Engagement scores risen by 6% and the GPTW trust index score of 75% TRUST INDEX – Attrition rate stable at 22% with increasing average tenure. Been in the HR fraternity for 13+ years, encompassing roles in all major facets of HR including Talent Acquisition, People Engagement, Health & Wellness, Business Partnership, Payroll & Benefits. Organizations associated with: Aon Hewitt and ZS Associates.

77 78 the traditional bell-curve but is rather embedded in every aspect of employee lifecycle—interview process, learning programs – Intercorporate : Street Play, Toastmasters, Football, Table Tennis and review. Such work cultures prepare one for being entrusted with responsibilities over time and prepare to take up senior – Marathon participation increased by 60% from 2014 to 2015 positions, too. – ZS in India recognized as a ‘Dream Company To Work For’ and ranked 13 out of 400 companies Success Measures/Achievements ACCOLADES – 78% ZSers feel that ZS Associates is a great place to work as per GPTW Survey As the efforts were three dimensional so has been the impact as well: 2014-15 – Jombay conducted a survey about workplaces that reflect the culture of the Annual health reports from the Health Partners/Visiting Physician reports, Incidents of emergency organization; ZS was recognized amongst the best ten organizations in India. situations have clearly shown a tremendous decline Offer acceptance rate is over 90% EMPLOYEE ENGAGMENT – ZS in India ranked the 21st most sought after company by LinkedIn to hire and retain talent TRUST INDEX Attrition has been at a stable factor thus impacting the average tenure of the organization, with a – Invitation from campus increased with preferred slots for interviews being provided. push from 24-25 to 25-26 – impacting life cycle changes. Feedback Mechanisms Fitness for Impact program: Increase in participation with a rise of 100% and we had to curtail the same from organizational aspects and breaking it down to a quarterly or – Trust-based culture vs. a policy-driven culture, hence feedback has been easy to gather in the form of surveys, semiannual challenge to gape in the numbers. informal forums/office forums and leadership connects – These inputs act as food for the further development of programs.

Hiring Impact – Offer drop ratio remains at 90% HC Rise Evaluation

77 78 2016, the year in which Shree Cement, a first time applicant in the category was declared a winner for Excellence in Community Impact by Society of Human Resource Management India. In the same year it was also declared to be one among the Top 10 companies in India for CSR & Sustainability by the Economic Times Group. A year before that, the Federation of Indian Chambers of Commerce & Industry (FICCI) recognized Shree Cement for Best CSR, among companies with a turnover of over 3,000 Cr. These are just a few significant ones. The company has been consistently recognized for its CSR & Sustainability initiatives by both government and privately owned institutions. Shree Cement – now among India's top three Cement manufacturers with a production capacity of 27+ million tons per annum, annual turnover of Rs.7,000+ Crores and an employee base of 5000+, was a virtual unknown a decade back with a production capacity of 3 million tons per annum. However, that didn't deter it from establishing a vision statement which said, “Creating prosperity and happiness for all stakeholders through Innovation and sustainable practices”. And since its founding years, Shree Cement has stayed true to this vision.

EXCELLENCE IN COMMUNITY IMPACT Growing Together – CSR in Shree Cement plants by virtue of its nature of operations are stationed in the proximity of Limestone mines which are mostly in remote areas. Which also means, scarcity of basic amenities and employment opportunities. Therefore, all CSR initiatives are designed to invest in upliftment of the community. These Initiatives are carried in villages in the vicinity of plants and are based on the focus areas defined by Companies Act. These focus areas are: 1. Health & Hygiene: Eradicating hunger, poverty and malnutrition, promoting preventive health care and sanitation and ensuring SHREE CEMENT: availability of safe drinking water. 2. Literacy & Skill Building: Promoting education; including special education and employment, enhancing vocation skills especially among children, women, elderly, and the differently abled, and livelihood enhancement projects. WELL BEING & 3. Women Empowerment: Promoting gender equality, empowering women, setting up homes and hostels for women and orphans; setting up old age homes, day care centers, facilities for senior citizens and measures to reduce inequalities faced by HAPPINESS FOR ALL socially and economically backward groups. 4. Environment Conservation: Ensuring environmental sustainability, ecological balance, protection of flora and fauna, animal - RAJAT SURANA & VISHAL JAYSHWAL welfare, agro-forestry, conservation of natural resources and maintaining quality of soil, air and water. 5. Heritage Conservation: Protection of national heritage, art and culture including restoration of buildings and sites of historical importance and works of art; setting up public libraries; promotion and development of traditional arts and handicrafts. 6. Support for Armed Forces Veterans: Measures for the benefit of armed forces veterans, war widows and their dependents. 7. Sports Promotion: Training to promote rural sports, nationally recognized sports, Paralympics sports and Olympic sports. 8. Support for Government Initiatives: Contribution to the Prime Minister's National Relief Fund or any other fund set up by the Central Government for Socio-Economic development, Relief and Welfare of scheduled castes, scheduled tribes, other backward classes, minorities and women. 9. Enabling Technology in Government Institutions: Contributions or funds provided to technology incubators located within academic Institutions which are approved by the Central Government. 10. Rural Development Projects: Infrastructure development such as building roads, hospitals, schools etc.

The Journey – Plan to Implementation: Directives of the Companies Act gave a structure and direction to Shree's community initiatives and the next stage was to effectively implement them. To ensure acceptance of company initiatives among the people they were meant to serve, the best way was to involve them in the process. This would not only make Shree's CSR programs more effective, but also increase ownership of villagers and thereby make the task ahead simpler.

80 2016, the year in which Shree Cement, a first time applicant in the category was declared a winner for Excellence in Community Impact by Society of Human Resource Management India. In the same year it was also declared to be one among the Top 10 companies in India for CSR & Sustainability by the Economic Times Group. A year before that, the Federation of Indian Chambers of Commerce & Industry (FICCI) recognized Shree Cement for Best CSR, among companies with a turnover of over 3,000 Cr. These are just a few significant ones. The company has been consistently recognized for its CSR & Sustainability initiatives by both government and privately owned institutions. Shree Cement – now among India's top three Cement manufacturers with a production capacity of 27+ million tons per annum, annual turnover of Rs.7,000+ Crores and an employee base of 5000+, was a virtual unknown a decade back with a production capacity of 3 million tons per annum. However, that didn't deter it from establishing a vision statement which said, “Creating prosperity and happiness for all stakeholders through Innovation and sustainable practices”. And since its founding years, Shree Cement has stayed true to this vision.

80 Implementation process was carried out in three stages: iv. Adoption of Government Health Centers: Government of Rajasthan runs a scheme to adopt existing Government Health Care Centers for maintenance, improvement of the infrastructure, supply of equipment, consumables etc. Shree Cement adopted Health Care Centers of nearby Panchayats under the public private partnership scheme. v. Shree Chetna Project: This project supports “Nanda Ghar Yojna” project of Government of Rajasthan as per which Anganwadi centers have been put up for adoption by corporates. Anganwadi scheme is an Integrated Child Development Program Design Scheme of the government that serves children of 0-6 Years for issues related to Nutrition, Pre-School Education, and – Population Survey – Four Focus Areas: Health & Immunization. It also contributes towards reducing Infant Mortality Rate and Mother Mortality Rate. Shree Cement has Hygiene, Literacy & Skill – Social Mapping adopted 34 Anganwadis in four gram Panchayats under Public Private Partnership Scheme. – Approach: Catalytic, Development, Women – Resource Mapping Collaborative, Professional & Empowerment, Environment vi. Shree Swachhata Project: Shree Cement is working toward a goal of “Clean and Open defecation free villages” under the Conservation & Sustainability – Operational Area Mapping Participatory banner of “Shree Swachhata Project”. Initiatives taken are awareness programs and workshops, infrastructure – Investment in upliftment – Rural Appraisal – Framework Designed based development, documentary support to avail benefit from Government scheme etc. and provide safe drinking water in the on the Companies Act instead of expenditure proximity of residential areas. Need Identiﬁcation Need Identiﬁcation Vii. Shree Khet Baag Yojna: In order to increase yield and improve living conditions of farmers, Shree Cement enabled them with advanced agricultural equipment, seeds, trainings and workshops for better farming techniques and sustainable methods of farming. Viii. Livestock Farming: This program entailed helping farmers with techniques for improvement of livestock health, enhancing biomass production, increasing green fodder generation, building cattle sheds and training farmers on better ways of Figure 1: The snapshot of journey – from plan to implementation livestock farming.

Once the focus areas were decided, the team identified existing programs that were being conducted by other stakeholders such as NGOs, Government undertaking etc., and places where there was a glaring gap. Shree Cement created new programs where there were none, in collaboration with the villagers, and partnered with the government where there were government run initiatives in alignment with its identified focus areas. This not only helped Shree Cement optimize its resources for effective implementation, this approach also enabled it to attain a deeper and wider reach.

Building the Infrastructure for Community Upliftment – The Initiatives With a dedicated team for Community initiatives which consisted of Rural Management Professionals, Doctors, Nurses Etc., Shree Cement carried out its CSR initiatives in its defined focus areas. To ensure committed focus, Shree Cement also instituted the Shree Cement Rural Foundation Society to drive social projects of the organization. Highlights of the programs carried out are as given: 1. Health & Hygiene: To eradicate hunger; poverty and malnutrition, Promote preventive healthcare & sanitation and ensure availability of safe drinking water i. Health Camps: To bring primary health care to villages without any cost, and improve health, fitness and quality of life, three types of health camps were organized – Mamta Health Camps for Women that focused on improving dietary habits of expecting mothers and lactating women. Mobile Health Camps in which the company reached out to remote villages to provide primary Medical advice and medicines and ensured a weekly visit of a doctor and a nurse to each area. Mega Health Camps were organized every alternate month and focused on one medical issue at a time such as pediatrics, gynecology, blood donation and general medicines. ii. Safe Drinking Water: To ensure availability of safe drinking water in nearby villages, Shree Cement installed PVC pipelines, built water storage tanks and positioned common water outlets. These were decided along with the beneficiary villagers. The maintenance of these are being done by village panchayats. iii. Promotion of Institutional Delivery: Professional attention for expecting mothers. Rural health volunteers were identified at village level who identified and registered pregnant women in each village, ensured anti-natal and post-natal checkups, provided supplementary nutrition and counseled them for diets, health care etc. Ambulance service was provided without any cost for any emergency assistance.

81 82 Implementation process was carried out in three stages: iv. Adoption of Government Health Centers: Government of Rajasthan runs a scheme to adopt existing Government Health Care Centers for maintenance, improvement of the infrastructure, supply of equipment, consumables etc. Shree Cement adopted Health Care Centers of nearby Panchayats under the public private partnership scheme. v. Shree Chetna Project: This project supports “Nanda Ghar Yojna” project of Government of Rajasthan as per which Anganwadi centers have been put up for adoption by corporates. Anganwadi scheme is an Integrated Child Development Program Design Scheme of the government that serves children of 0-6 Years for issues related to Nutrition, Pre-School Education, and – Population Survey – Four Focus Areas: Health & Immunization. It also contributes towards reducing Infant Mortality Rate and Mother Mortality Rate. Shree Cement has Hygiene, Literacy & Skill – Social Mapping adopted 34 Anganwadis in four gram Panchayats under Public Private Partnership Scheme. – Approach: Catalytic, Development, Women – Resource Mapping Collaborative, Professional & Empowerment, Environment vi. Shree Swachhata Project: Shree Cement is working toward a goal of “Clean and Open defecation free villages” under the Conservation & Sustainability – Operational Area Mapping Participatory banner of “Shree Swachhata Project”. Initiatives taken are awareness programs and workshops, infrastructure – Investment in upliftment – Rural Appraisal – Framework Designed based development, documentary support to avail benefit from Government scheme etc. and provide safe drinking water in the on the Companies Act instead of expenditure proximity of residential areas. Need Identiﬁcation Need Identiﬁcation Vii. Shree Khet Baag Yojna: In order to increase yield and improve living conditions of farmers, Shree Cement enabled them with advanced agricultural equipment, seeds, trainings and workshops for better farming techniques and sustainable methods of farming. Viii. Livestock Farming: This program entailed helping farmers with techniques for improvement of livestock health, enhancing biomass production, increasing green fodder generation, building cattle sheds and training farmers on better ways of Figure 1: The snapshot of journey – from plan to implementation livestock farming.

81 82 2. Literacy & Skill Development: Microfinance has been considered as an effective development tool to tackle poverty in most of the developing countries I. 'Shree Ki Pathshala' to promote primary school education: This program covers caters to basic primary education for girl including India. To strengthen the Self Help Groups, Shree Cement has linked them with the nearest Co-operative Banks of children who have not been able to go to school. Eight formal centers have been started till date and teachers have been Ras and Babra Panchayats. Till date 108 members have saved Rs. 3, 40,000. Further three SHGs have taken a loan of deployed in each. Children are also given complete study material to attain quality education in the school. An allied Rs. 4, 85,000 for various Income Generation activities such as purchasing cattles, fodder for livestock, digging tube-well program called 'Umang' is also run along with this which aims at developing extra-curricular skills such as painting, for irrigation etc. crafts, design etc. ii. Income Generation Program: In order to alleviate poverty, various training programs were organized in the FY 2015-16 to ii. Computer Literacy Program with NIIT & RIT: Shree Cement has collaborated with NIIT Foundation, New Delhi, through enable women to undertake additional income generation activities for the family. which it runs a computer literacy program for underprivileged children. The program focuses on Faculty Training, Industry iii. Save the Girl Child Campaign: To reduce infant mortality and improve girl child ratio, Shree Cement has started the “Balika tested basic IT courseware for students and Certification on successful completion of the course. Bachao Andolan” under which the company does a fixed deposit of 18 years at the time of birth of a girl child in families iii. Adoption of Government Schools under Public Private Partnership Scheme: Shree Cement supports government schools below poverty line which can be withdrawn once the child is an adult. as per the scheme of Government of Rajasthan. The company contributes in building infrastructure of the company, iv. Support to BPL (below poverty line) families for Marriage: Shree Cement provides basic amenities to start a household to providing stationary and supplies, safe drinking water etc. Shree Cement Limited has adopted 27 Government Schools of girls from BPL families who get married after attaining the age of 18 years. Besides supporting the family in meeting RAS and Babra Panchayats of Jaitaran and Raipur Tehsil for three years under the Public Private Partnership (PPP) marriage expenses, it also acts as an incentive for people to marry their daughters only after attaining 18 years of age. Scheme. iv. Vocational Training: Employability training of rural youth enabling them to explore possibilities for income generation and employability. Under this scheme trainings were conducted on plumbing techniques, masonry, electricity fitting etc. The company also provided monetary support to ITI students.

3. Women Empowerment 4. Environment Conservation I. Shree Shakti Project: Shree Cement has created Self Help Groups (SHG) with the prime objective to help women manage I. Water harvesting: Keeping in view acute water scarcity and ground water depletion in various areas in Rajasthan, Shree their finances better and inculcate a habit of saving. This fund can later be used to undertake entrepreneurial Cement has undertaken numerous activities such deepening and upkeep of existing ponds, restoration of baolis & pyau, assignments. building water storage tanks etc., to improve ground water level.

83 84 2. Literacy & Skill Development: Microfinance has been considered as an effective development tool to tackle poverty in most of the developing countries I. 'Shree Ki Pathshala' to promote primary school education: This program covers caters to basic primary education for girl including India. To strengthen the Self Help Groups, Shree Cement has linked them with the nearest Co-operative Banks of children who have not been able to go to school. Eight formal centers have been started till date and teachers have been Ras and Babra Panchayats. Till date 108 members have saved Rs. 3, 40,000. Further three SHGs have taken a loan of deployed in each. Children are also given complete study material to attain quality education in the school. An allied Rs. 4, 85,000 for various Income Generation activities such as purchasing cattles, fodder for livestock, digging tube-well program called 'Umang' is also run along with this which aims at developing extra-curricular skills such as painting, for irrigation etc. crafts, design etc. ii. Income Generation Program: In order to alleviate poverty, various training programs were organized in the FY 2015-16 to ii. Computer Literacy Program with NIIT & RIT: Shree Cement has collaborated with NIIT Foundation, New Delhi, through enable women to undertake additional income generation activities for the family. which it runs a computer literacy program for underprivileged children. The program focuses on Faculty Training, Industry iii. Save the Girl Child Campaign: To reduce infant mortality and improve girl child ratio, Shree Cement has started the “Balika tested basic IT courseware for students and Certification on successful completion of the course. Bachao Andolan” under which the company does a fixed deposit of 18 years at the time of birth of a girl child in families iii. Adoption of Government Schools under Public Private Partnership Scheme: Shree Cement supports government schools below poverty line which can be withdrawn once the child is an adult. as per the scheme of Government of Rajasthan. The company contributes in building infrastructure of the company, iv. Support to BPL (below poverty line) families for Marriage: Shree Cement provides basic amenities to start a household to providing stationary and supplies, safe drinking water etc. Shree Cement Limited has adopted 27 Government Schools of girls from BPL families who get married after attaining the age of 18 years. Besides supporting the family in meeting RAS and Babra Panchayats of Jaitaran and Raipur Tehsil for three years under the Public Private Partnership (PPP) marriage expenses, it also acts as an incentive for people to marry their daughters only after attaining 18 years of age. Scheme. iv. Vocational Training: Employability training of rural youth enabling them to explore possibilities for income generation and employability. Under this scheme trainings were conducted on plumbing techniques, masonry, electricity fitting etc. The company also provided monetary support to ITI students.

83 84 ii. Increasing Green Cover: TThe Company plants and maintains Neem and other shadow trees and distributes saplings to course I am able to generate income through practice of knowledge and skills learned during the training program. Presently I am farmers to cover open areas and develop a green belt. Shree Cement has also helped farmers develop fruit orchards in earning approx. 15,000 per month. ” neighboring areas. Mr Radheshyam Chokidar (Village - Ras): I have completed computer course from Ras Computer Center scoring 70% which will iii. Rural Development Projects: Under this project the company has built internal village roads, water storage tanks, school help me in my future for Government Jobs. Initially I was very much afraid even to touch the mouse but now I know the basics of buildings, dispensaries etc. Computer and I also wish to go for higher studies in Computer Sector” iv. Besides the above, Shree Cement also trains youth to promote rural sports, nationally recognized sports, Paralympics Mrs. Tulsi Devi (Sarpanch, Village – Andheri Deori): “The initiatives carried out by Shree Cement for Women Empowerment, Child sports and Olympic sports, contributes towards protection of national heritage, supports armed forces veterans, Marriage Prevention, Community Centre and above all the 'Shree Ki Pathshala' is widely appreciated. Specially, the sponsorship contributes to Prime Minister's National Relief Fund and supports Technology incubators within academic institutions. of students of Class 10th will encourage children to study further.”

#The Testimonials were in Hindi and have been translated RECOGNITIONS

1. CSR Excellence Award 2017 by Dept. of Industries, Govt. of Rajasthan 2. ABP Global CSR Excellence & Leadership Award 2016 (In Best Environment Friendly Project Category) 3. FICCI Corporate Social Responsibility Award 2013-14 4. Asia's Best CSR Practices Award 2015 for Carbon Footprint Accounting 5. Corporate Governance and Sustainability Vision Award 2015 by the Indian Chamber of Commerce 6. Internal CSR Excellence Award 2015 by The Green Organisation, London 7. Bhamashah Award, 2015 by the Government of Rajasthan for CSR practices

WAY FORWARD

To further reinforce its community initiatives, Shree Cement plans to consolidate its CSR programs to primarily cater to Education, Health and Employability initiatives. Also, increase engagement of the recipient groups and encourage employee contribution in terms of hours. This is just the beginning of a journey that will be replicated across all plant locations and will grow in tandem with the growth of Shree Cement.

ABOUT THE AUTHORS

Rajat Surana and Vishal Jayshwal are actively involved in the CSR Activities of Shree Cement's Cement & Power Production units at Beawar and Ras, Pali in Rajasthan and Deepshikha Thakur leads the Employer Branding initiatives along with other The Impact responsibilities at Shree Cement contributing towards establishing Shree Cement as an Employer of Choice. CSR in Shree Cement is not a one-time initiative but a continuous journey towards the upliftment of community. Through its committed efforts, the company has made a positive difference to the lives of 110,000+ people across locations and its initiatives have also been widely acknowledged.

Testimonials: Few kind words from the beneficiaries of our initiatives Mrs. Godavari (Village - Naharpura): “We learned basic stitching skills and we can earn from the knowledge provided through the training given by Shree Cement Ltd. Women from rural areas are getting good opportunities from these types of innovative interventions” Ms Pooja (Village - Kesarpura): “I feel confident after studying in “Shree ki Pathshala”. I want to study further. I like studying and growing together. Now I manage household expenses and this is because of “Shree Ki Pathshala” Mr. Ghanshyam Das (Village - Babra): “I am thankful to Shree Samaj Sewa team for organizing livelihood oriented training program for youth. I have participated in 45 days plumber training course organized by Shree Cement. After completion of the

85 86 ii. Increasing Green Cover: TThe Company plants and maintains Neem and other shadow trees and distributes saplings to course I am able to generate income through practice of knowledge and skills learned during the training program. Presently I am farmers to cover open areas and develop a green belt. Shree Cement has also helped farmers develop fruit orchards in earning approx. 15,000 per month. ” neighboring areas. Mr Radheshyam Chokidar (Village - Ras): I have completed computer course from Ras Computer Center scoring 70% which will iii. Rural Development Projects: Under this project the company has built internal village roads, water storage tanks, school help me in my future for Government Jobs. Initially I was very much afraid even to touch the mouse but now I know the basics of buildings, dispensaries etc. Computer and I also wish to go for higher studies in Computer Sector” iv. Besides the above, Shree Cement also trains youth to promote rural sports, nationally recognized sports, Paralympics Mrs. Tulsi Devi (Sarpanch, Village – Andheri Deori): “The initiatives carried out by Shree Cement for Women Empowerment, Child sports and Olympic sports, contributes towards protection of national heritage, supports armed forces veterans, Marriage Prevention, Community Centre and above all the 'Shree Ki Pathshala' is widely appreciated. Specially, the sponsorship contributes to Prime Minister's National Relief Fund and supports Technology incubators within academic institutions. of students of Class 10th will encourage children to study further.”

#The Testimonials were in Hindi and have been translated RECOGNITIONS

WAY FORWARD

ABOUT THE AUTHORS

85 86 OVERVIEW OF HERO MOTOCORP LTD. (HMCL)

Hero MotoCorp Ltd. (Formerly Hero Honda Motors Ltd.) is the world's largest manufacturer of two- wheelers, based in India. It has 31 years of excellence in two wheeler mobility solutions with over 70 million two wheelers sold. It has more than 6000 service centres across India. CSR at Hero is guided by the philosophy of our Chairman Emeritus Late Sh. B M Munjal who truly believed in “We must give back to the society from whose resources we generate wealth”.

Social and environmental concerns which drew HMCL attention to intervene for a better world EXCELLENCE IN COMMUNITY IMPACT As per UNICEF report in 2015, India exhibits 38 per cent female mortality rate. There are 10.13 million child labourers between 5-14 years in India. One in four children of school-going age is out of school in our country - 99 million children in total have dropped out of school. Only 2% of the schools offer complete school education from Class 1 to Class 12. These are some facts showing a poor picture of our present society in spite of wonderful economic growth of the country in the past decades. Hence to support education, community, and development and empowerment of girl child, HMCL is working through its “Hamari DIVERSIFIED AND EXTENSIVE CSR Pari” and “E² - Educate to Empower” under the umbrella of their “We Care” initiatives. INITIATIVES OF HERO MOTOCORP As per Intergovernmental Panel on Climate Change Report, the global carbon dioxide equivalent of greenhouse gases (GHG) in the atmosphere has exceeded 400 parts per million (NOAA). There is alarming evidence to irreversible changes in major ecosystems IMPACTING LIVES OF LAKHS OF and the planetary climate. Diverse rainforests, glaciers and world's largest water bodies are approaching their thresholds of dramatic change through warming and drying. PEOPLE IN INDIA & HELPING IN Also, according to a recent study, 60.4 per cent of people in India has no access to safe and private toilets. 63 million out of India's 120 million adolescent girls lack access to a private toilet and 23 per cent of girls drop out of school on reaching puberty due to a A SUSTAINABLE DEVELOPMENT lack of toilet facilities. - RAKESH PATEL & VIRENDRA SHAKTAWAT Understanding these situations Team Hero is encouraging more and more tree plantation and afforestation. They are also supporting cleanliness drive and Swachh Bharat Mission by building toilets for students in Govt schools through their Happy Earth Initiative. As per National Crime Records Bureau (NCRB), every year more than 1,47,000 traffic collision-related deaths occur in India. This number is more than the number of people killed in all our wars put together. One of the primary reasons for such accidents is either lack of awareness or carelessness of drivers. So to address these issues, HMCL is running Ride Safe India as one of their flagship CSR initiative to make people aware about road safety through various programs.

Diversified and Extensive CSR Initiatives of Hero MotoCorp Ltd. in India HMCL efforts focus on activities that enhance environmental capital, support rural development and education, facilitate healthcare, create sustainable livelihoods, and promote sports and road safety awareness. We Care is its CSR umbrella, under which it has four flagship programmes – Happy Earth, Ride Safe India, Hamari Pari and, Educate to Empower, which are supported by various programs on local Community Development with employee involvement and use of social media for awareness on social cause through Digi Aware that are aimed at fulfilling the CSR vision to have a Greener, Safer and Equitable world.

88 OVERVIEW OF HERO MOTOCORP LTD. (HMCL)

88 The six-dimensional model of diversity is depicted in the diagram below: Hamari Pari Team Hero realizes that adolescence is a critical time that can determine the entire trajectory of a girl's life. With the right care, investment and environment, she will become educated and grow into an adult who can take key decisions that will lead her to be Social status an agent of change and contribute to economic growth in her community and in the society. Education Skills Today as part of Hamari Pari, HMCL ensures that young underprivileged adolescent girls are growing up in the right conditions with the right support and in the right environment. Hamari Pari is fostering education and opportunity, and in a larger sense

Opportunity Hamari Pari Career ensuring a fair chance for each girl beneficiary. These girls are across various states in country. To encourage girls from under Nurture Empowering Guidance privileged sections of society taking up higher education, Hamari Pari scholarships were also given. saplings girls Aid to schools Build The Challenges for Hamari Pari Initiative and Their Counter measures: toilets E2 In India, gender inequality is a very big issue. The key question is why most women in India are not educated? The answer is Happy Earth Beneﬁtting Scholarships Caring for students attributed to the fact the country has a biased outlook towards the education of women. A section of society has a conventional environment mind set and sees a girl child as a liability. Another contributing factor is the rapid growth of the population. Most Indian Fruit trees Mobile households have a number of children whose needs are much higher than their earning capacity. This leads to the neglect of the we care science labs girl's education and boys get to go to school. HMCL team faced this challenge wherever it ran its Hamari Pari Initiative but they did not stop there. Hero Team with its NGO Student partners spread awareness about long lasting benefits of girl education and empowerment, motivated such people at their door police cadet Other Healthcare steps and convinced them to send their girl children to schools. They helped many girls in overcoming the stress that they were Ride Safe initiatives living under, encouraging them to fight their challenging life and guided them as well as their family in deciding a right life path. Ensuring rider’ Impacting safety communities They helped in building their confidence through sports and motivated them to continue school. Skills Awareness Disaster aid Trafﬁc Educate to Empower (E2) training Animal Welfare Drinking E2 is an initiative to empower children by facilitating education and seeks to look beyond the obvious symptoms and find parks Water long-term solutions. It is about increasing enrolment in schools or facilitating higher attendance. It focuses as much on improving school infrastructure as on finding innovative solutions to improve quality of education and learning outcomes. The programme Ride Safe India also encourages development of life skills as well as technical skills, ensuring employability of its beneficiaries. Ride Safe India is a 360-degree approach to address all possible problem areas in order to reduce fatalities on the country's roads Some of HMCL initiatives under E2- Educate to Empower in FY 15-16 comprises of Career EduConnect in which Career and to make roads safer. Counselling and Guidance were provided to more than 10000 girls. Through “Mobile Science Lab”, Science practicals were Initiatives under Ride Safe India includes establishing and running Traffic Training Parks, Driving Road-safety awareness taught to more than 12000 girl students from 8th to 12th standards. HMCL set up “Tree of Light – solar powered lights with campaigns, sensitizing school children, preparing student police cadets by explaining through Road Safety Van, Responsible complete library staff in schools premises. For resolving child labour problems, Hero encouraged mission to Fight child labour Citizen Programme, Road Safety signboards, a number of films on Road safety launched on social media, Twitter based campaign through education. HMCL is also working with more than 8,200 children in villages in Andhra Pradesh, Orissa and Bihar. on Road Safety, Facebook campaign in association with UP Police on Responsible Citizen, dedicated website for HMCL Road To support higher education of promising girl students, it initiated scholarship schemes. Scholarships were given to Safety Initiative – Ride Safe India, mobile app for Road Safety ICE (In case of emergency). underprivileged but deserving girls of various ASHA centres. Social media campaigns for education of under privileged with a video “Jag Mag Jag Mag Karta Ik Tara….” which urged the nation to come forward and help educate under privileged children How HMCL faced the Challenges to implement these programmes: and bring light in their lives. Initiatives under Ride Safe India were quite challenging. To establish traffic training parks in different corners of India, Hero team had to convince concerned government officials about its forthcoming benefits to the society. After continuous talks and Challenges which HMCL came across the E2 Journey: persuasion, they agreed and permitted HMCL to build infrastructure of traffic training parks in various cities of India. Second HMCL focused on the students in the govt. schools under its E2 initiative as these children are less exposed to the fast growing challenge was to appoint well trained instructors at every traffic training park which was done with the help of technical experts of world and not able to realise their inherent strength to choose the right career. The Hero team found that these students were quite Service, Marketing and HR Team of HMCL but the journey does not stop here. The most challenging task was to entice and shy and less confident to participate in their programme due to the lack of understanding in English and Hindi languages. Then motivate citizens to come over there and undergo complete training of road safety. HMCL Service and Marketing team played HMCL and its NGO partners recruited local qualified people as instructor and published all their literature in local languages for important role in motivating dealers and local public to get benefit of free training in HMCL Traffic Parks. HMCL instructors also better understanding of subject. This was proved to be a great idea which increased participation of students in their career went to many institutes to invite them to the parks. Many NGOs and local college students played “Nukkad Natak” at various counselling programmes. public places to aware and motivate public to join road safety awareness campaign. Secondly, HMCL team found that students in villages do not have conceptual scientific knowledge due to the lack of science labs HMCL also faced challenges in changing the mind set of people even after undergoing training programmes. Hence it was in their schools. Here HMCL found a way and tied up with experts and launched Mobile Science Labs in four locations of Punjab, decided to focus on children who can become role models for the society as they are still in the phase of learning and easy to be Haryana and Rajasthan. Hero Mobile Science Lab is a mobile van set up carrying more than 150 hands-on science models moulded. Hence HMCL prepared 2200 Student Police Cadets in Gurgaon, Haryana with the help of Haryana Police, 30 govt. and covering a wide range of topics in Physics and Chemistry. This Lab reaches out to various government schools where subject 20 private school participating in this programme and making it successful. experts conduct classes with these science models and strive to enhance the students’ knowledge and increase their curiosity

89 90 The six-dimensional model of diversity is depicted in the diagram below: Hamari Pari Team Hero realizes that adolescence is a critical time that can determine the entire trajectory of a girl's life. With the right care, investment and environment, she will become educated and grow into an adult who can take key decisions that will lead her to be Social status an agent of change and contribute to economic growth in her community and in the society. Education Skills Today as part of Hamari Pari, HMCL ensures that young underprivileged adolescent girls are growing up in the right conditions with the right support and in the right environment. Hamari Pari is fostering education and opportunity, and in a larger sense

89 90 about science. These sessions also aim to ignite the spark for further knowledge and increase the scientific attitude in the With their Project ehBk ikuh “making drinking water accessible” Hero committed to safe and sweet drinking to students. communities around HMCL business units by whatever best means possible. Thirdly, high percentage of child labor, drop outs, girl child discrimination and access to school, child marriages, caste based Eye care camps Thanks to Hero, I can once again see my children, my dear ones, and this beautiful world. This note of thanks discrimination in some districts of Bihar, Orissa and Andra Pradesh are some of the critical issues in preventing children from came from one among the few hundred beneficiaries of the eye care camps Hero conducts, following a major cataract surgery education. In order to help those children get out of trouble and nourish their life in a better way, HMCL started its E2 there with its that was recommended to her at one of its camps. NGO partner who supported more than 8200 children by their regular intervention in the society along with various government Animal welfare 'The greatness of a nation and its moral progress can be judged by the way its animals are treated,' Mahatma programmes. Gandhi had once said. Team Hero shares this conviction and has kept the welfare of animals. Happy Earth Running “Winter Night Rescue Van” in Delhi and scout the people spending nights on the roads, unguarded against the The Happy Earth programme is a journey to find solutions to protect, conserve, restore and optimally use environmental resources dropping temperature and provide them shelter for the night. with whatever resources we have. Happy Earth initiatives Green Drive launched in Delhi-NCR mobilized nearly 40,000 people and surpassed the target of planting Employee Participation more than 120,000 trees. A total 1.75 lakh saplings were planted by March 2016. In addition, there is a huge focus on involving Hero employees and their families in CSR activities across the organization. HMCL also planted saplings at 31 locations – parks, orphanages, old-age homes, schools and public places – to bring them under Employees took a CSR pledge: Think, behave and act at all times in a manner that would contribute towards a greener, safer and the 'green' cover. equitable world. Increase awareness on social responsibility among colleagues, family and friends. Strive to contribute towards CSR activities. In its Fruit tree plantation drive 36,000 fruit trees were planted at various locations including an orphanage, an old-age home and a few government schools in and around NCR and 11,000 fruit trees were planted at hilly villages of Dehradun district under Other activities in which employees are involved include “Haryali Fir Se” Tree Plantation at all locations across the country, the Sustainable Livelihood project. Saving Lives by Blood Donation Camps across locations, Cleanliness Drive around Plants, offices and schools, De cluttering As a support to Swachh Bharat Abhiyan HMCL constructed and handed over more than 335 toilets to 41 government schools in Homes a Collection drive for clothes/books/ration across the country, Let's Draw: Poster / Painting / Sketching Competition for last few months with an aim to ensure that students get a clean environment in schools. employees and employee's families across the country, I Express: Slogan / Rhyme / Poem / Photography Competition for employees and employee's families across the country, Helping in the national causes – like floods in Chennai. Challenges and their counter measures for Happy Earth Initiatives: HMCL CSR week “The Joy of Giving week” engaged more than 4600 employees with their active participation. HMCL Happy Earth initiative is a long journey towards sustainable environment which requires right direction, proper knowledge and continuous efforts along with cooperation from local communities and institutes. Challenges for Community Development and Employee participation in CSR activities: During Green Drive, Hero Team succeeded in mobilising thousands of people to participate with the help of Delhi government and While executing many of community development activities, Team Hero faced challenges like resource mobilisation, crowd its media partner TOI. However it was not easy to control the participants and utilise them fully in tree plantation. Here role of Hero management, risk of damage by anti-social elements, passive participation by community, less involvement of employees etc. volunteers, NGO partners and many institutes was significant. Later on, Hero team assigned the task of protecting and watering However HMCL CSR team had continuously engaged themselves in implementation of many such programmes and gained faith the plants on daily basis to the expert team of a University based in Delhi. They also faced many challenges like scarcity of water, among the community and inspired many of the employees by their own examples. With a humble nature, good inter personal disturbance due to the Babbul Tree already grown in large quantity. Damage of boundary walls by local people to pass from the skills, effective communication and proactive work approach; they became successful to impact thousands of people to live a green zone led animals enter there and started eating the small plants. better life. Hero Team discussed all the issues and resolved one by one with the help of local government officials and some responsible Impacts on people & environment citizens and the expert team assigned for the same. They tried to maintain the survival of more than 90% of the plants and are committed to do the same in future. HMCL CSR initiatives benefitted lakhs of people and brought many positive changes in thousands of people. Here are some of the facts and figures of our impact on people and environment. Second programme under Happy Earth initiative was to support Swachh Bharat Abhiyan where Hero faced the challenge to find out the schools where the performance of students and staff are affected by the scarcity or poor condition of sanitation facilities. • Exposure to scientific practical and knowledge to > 8000 girls built much confidence and scientific attitude in them. They explored it in various remote areas too and constructed well equipped, permanent structure of toilet blocks in 41 schools • Career guidance to more than 11000 girls proved to be a candle in the darkness of confusion regarding their future. Now they with the help of its project team, reliable vendors and NGO partners. Later on, proper training was also given to students to use the are leading their career in the right path as per their strength and interests. toilets and maintain them. • HMCL ensured good health, hygiene and safe schooling for > 25000 girls by our regular follow up and inspections. CSR beyond HMCL flagship programmes – Community Development • More than 600 new girls were enrolled to the schools as a result of our Step Up Education programme. Project Community Engagement: With a development approach, Team Hero befriends entire village community under this project • Hero provided better studying environment for 2500 plus students by providing 50 plus class rooms & labs in schools. and assists in all possible ways to make them self-reliant, improve their wages, and fulfil their dream of becoming entrepreneurs. Some of the engagement activities that were carried out with HMCL active non-profit partners in the hinterlands include engaging • Clean and hygienic environment and reduction in absenteeism in 41 government schools by establishing more than 335 good with women and skilling them with tie-and-dye techniques – a skilful task that can add to their regular earnings. HMCL is also quality of Toilets, wash counters, drinking water facility in 41 govt. schools. equipping the village youth and making them employable – even helping them become entrepreneurs. Here, Team Hero puts their • Green cover enhanced by 1.75 lac tree plantations that will help in many terms making our city's environment more livable for expertise to use – namely motorcycle service. all living beings.

91 92 about science. These sessions also aim to ignite the spark for further knowledge and increase the scientific attitude in the With their Project ehBk ikuh “making drinking water accessible” Hero committed to safe and sweet drinking to students. communities around HMCL business units by whatever best means possible. Thirdly, high percentage of child labor, drop outs, girl child discrimination and access to school, child marriages, caste based Eye care camps Thanks to Hero, I can once again see my children, my dear ones, and this beautiful world. This note of thanks discrimination in some districts of Bihar, Orissa and Andra Pradesh are some of the critical issues in preventing children from came from one among the few hundred beneficiaries of the eye care camps Hero conducts, following a major cataract surgery education. In order to help those children get out of trouble and nourish their life in a better way, HMCL started its E2 there with its that was recommended to her at one of its camps. NGO partner who supported more than 8200 children by their regular intervention in the society along with various government Animal welfare 'The greatness of a nation and its moral progress can be judged by the way its animals are treated,' Mahatma programmes. Gandhi had once said. Team Hero shares this conviction and has kept the welfare of animals. Happy Earth Running “Winter Night Rescue Van” in Delhi and scout the people spending nights on the roads, unguarded against the The Happy Earth programme is a journey to find solutions to protect, conserve, restore and optimally use environmental resources dropping temperature and provide them shelter for the night. with whatever resources we have. Happy Earth initiatives Green Drive launched in Delhi-NCR mobilized nearly 40,000 people and surpassed the target of planting Employee Participation more than 120,000 trees. A total 1.75 lakh saplings were planted by March 2016. In addition, there is a huge focus on involving Hero employees and their families in CSR activities across the organization. HMCL also planted saplings at 31 locations – parks, orphanages, old-age homes, schools and public places – to bring them under Employees took a CSR pledge: Think, behave and act at all times in a manner that would contribute towards a greener, safer and the 'green' cover. equitable world. Increase awareness on social responsibility among colleagues, family and friends. Strive to contribute towards CSR activities. In its Fruit tree plantation drive 36,000 fruit trees were planted at various locations including an orphanage, an old-age home and a few government schools in and around NCR and 11,000 fruit trees were planted at hilly villages of Dehradun district under Other activities in which employees are involved include “Haryali Fir Se” Tree Plantation at all locations across the country, the Sustainable Livelihood project. Saving Lives by Blood Donation Camps across locations, Cleanliness Drive around Plants, offices and schools, De cluttering As a support to Swachh Bharat Abhiyan HMCL constructed and handed over more than 335 toilets to 41 government schools in Homes a Collection drive for clothes/books/ration across the country, Let's Draw: Poster / Painting / Sketching Competition for last few months with an aim to ensure that students get a clean environment in schools. employees and employee's families across the country, I Express: Slogan / Rhyme / Poem / Photography Competition for employees and employee's families across the country, Helping in the national causes – like floods in Chennai. Challenges and their counter measures for Happy Earth Initiatives: HMCL CSR week “The Joy of Giving week” engaged more than 4600 employees with their active participation. HMCL Happy Earth initiative is a long journey towards sustainable environment which requires right direction, proper knowledge and continuous efforts along with cooperation from local communities and institutes. Challenges for Community Development and Employee participation in CSR activities: During Green Drive, Hero Team succeeded in mobilising thousands of people to participate with the help of Delhi government and While executing many of community development activities, Team Hero faced challenges like resource mobilisation, crowd its media partner TOI. However it was not easy to control the participants and utilise them fully in tree plantation. Here role of Hero management, risk of damage by anti-social elements, passive participation by community, less involvement of employees etc. volunteers, NGO partners and many institutes was significant. Later on, Hero team assigned the task of protecting and watering However HMCL CSR team had continuously engaged themselves in implementation of many such programmes and gained faith the plants on daily basis to the expert team of a University based in Delhi. They also faced many challenges like scarcity of water, among the community and inspired many of the employees by their own examples. With a humble nature, good inter personal disturbance due to the Babbul Tree already grown in large quantity. Damage of boundary walls by local people to pass from the skills, effective communication and proactive work approach; they became successful to impact thousands of people to live a green zone led animals enter there and started eating the small plants. better life. Hero Team discussed all the issues and resolved one by one with the help of local government officials and some responsible Impacts on people & environment citizens and the expert team assigned for the same. They tried to maintain the survival of more than 90% of the plants and are committed to do the same in future. HMCL CSR initiatives benefitted lakhs of people and brought many positive changes in thousands of people. Here are some of the facts and figures of our impact on people and environment. Second programme under Happy Earth initiative was to support Swachh Bharat Abhiyan where Hero faced the challenge to find out the schools where the performance of students and staff are affected by the scarcity or poor condition of sanitation facilities. • Exposure to scientific practical and knowledge to > 8000 girls built much confidence and scientific attitude in them. They explored it in various remote areas too and constructed well equipped, permanent structure of toilet blocks in 41 schools • Career guidance to more than 11000 girls proved to be a candle in the darkness of confusion regarding their future. Now they with the help of its project team, reliable vendors and NGO partners. Later on, proper training was also given to students to use the are leading their career in the right path as per their strength and interests. toilets and maintain them. • HMCL ensured good health, hygiene and safe schooling for > 25000 girls by our regular follow up and inspections. CSR beyond HMCL flagship programmes – Community Development • More than 600 new girls were enrolled to the schools as a result of our Step Up Education programme. Project Community Engagement: With a development approach, Team Hero befriends entire village community under this project • Hero provided better studying environment for 2500 plus students by providing 50 plus class rooms & labs in schools. and assists in all possible ways to make them self-reliant, improve their wages, and fulfil their dream of becoming entrepreneurs. Some of the engagement activities that were carried out with HMCL active non-profit partners in the hinterlands include engaging • Clean and hygienic environment and reduction in absenteeism in 41 government schools by establishing more than 335 good with women and skilling them with tie-and-dye techniques – a skilful task that can add to their regular earnings. HMCL is also quality of Toilets, wash counters, drinking water facility in 41 govt. schools. equipping the village youth and making them employable – even helping them become entrepreneurs. Here, Team Hero puts their • Green cover enhanced by 1.75 lac tree plantations that will help in many terms making our city's environment more livable for expertise to use – namely motorcycle service. all living beings.

91 92 • Rain Water Harvesting by increasing total storing capacity from 24 Lakh liters to 84 lakh liters. • 1.26 lakh people have been given Road Safety Awareness. • Students in 1300+ schools being covered in Road Safety awareness. • 2200 Disciplined and Road Safety ambassadors through Student Police Cadets. • 84,000 + community beneficiaries on other initiatives.

Glimpses of HMCL CSR Initiatives

E2-Educate to Empower Initiative

Hamari Pari Initiative

Happy Earth Initiative Ride Safe India Initiative

93 94 • Rain Water Harvesting by increasing total storing capacity from 24 Lakh liters to 84 lakh liters. • 1.26 lakh people have been given Road Safety Awareness. • Students in 1300+ schools being covered in Road Safety awareness. • 2200 Disciplined and Road Safety ambassadors through Student Police Cadets. • 84,000 + community beneficiaries on other initiatives.

Glimpses of HMCL CSR Initiatives

E2-Educate to Empower Initiative

Hamari Pari Initiative

Happy Earth Initiative Ride Safe India Initiative

93 94 • Best environment-friendly project • Outstanding contribution in CSR – Corporate segment • Best CSR practices • CSR Leadership Award HMCL initiative “Hamari Pari” win Bronze Award in “Best use of Native Advertising” category in IDMA Digital Media Awards in June'16. SHRM India HR Awards for “Excellence in Community Impact” September 2016

Systematic & effective way to measure the impact of our Programme: To monitor and evaluating all projects, HMCL have systematic approach for all programs, • Regular monitoring by CSR team at every plant locations and • Monthly report by all program coordinators with achieved milestones • Regular evaluation and feedback of programs by CSR Head and CSR committee • Implementation of feedbacks • Regular follow up with partners and meeting with decision makers for fast actions

Overall numbers of beneficiaries of various initiatives during FY 2015-16 are: • Ride Safe India: 1,20,581 participants Community Development Initiative • Hamari Pari & E2: 62,015 beneficiaries TESTIMONIALS • Happy Earth: 1.75 lakh tree plantations and 335 toilets Testimonials by a few witnesses of HMCL CSR Initiatives • Community Initiatives: 80,947 beneficiaries These are few among thousands who were undergone HMCL various CSR initiatives and witnessed a positive change in • Digi Aware: 3 Crore plus views on Social Media their lives. Implementation of feedbacks Durgabhavani of Hamari Pari program at Vizag says “This program made me more regular to attend my school. As Hero believes in Kaizen – Continuous improvement in business practices, Team Hero receives feedbacks from our Now I am going to school regularly with my friends. I want to become teacher and I hope that I can do it. Thanks to Hero stakeholders directly by filling a simple form and then discussing how effectively it can be their approach. Next time, they take MotoCorp for changing my life” further steps and implement some of the suggestions, to be more effective and efficient and to seek maximum positive change in “I wanted to study. But my parents were not sending me school. Now I am very happy to study at “Step- Up Center”. the society. I want to become a teacher.” Mansi, Step Up Center, Dharuhera, Haryana. “Normally we don't get chance to do hands-on practical in our school but these sessions will make difference. WAY FORWARD We are very thankful to Hero MotoCorp for making it reality in our school. We wish that more practical sessions will be Hero hase planned programmes aligned to its CSR initiatives i.e. Girl Education, empowerment and development, Educate to held. We also request Hero MotoCorp to take these type of session regularly in our class.” Ishita of Std-9 of Delhi Empower for marginalizes children and community, Environment sustainability by tree plantation, toilet building in schools and Govt School. other activities, Ride safe programs for safe driving awareness and community development programs. HMCL is sure that it will “From trees we get fresh air and oxygen, stops soil erosion, spreads greenery all over, we get fruits to eat, bring rain for take all those programs to next height every year. us and are very beneficial in every way for human beings. Thanks to Hero MotoCorp for planting fruit trees at our home, as it will definitely give us nutritious food.” Budget allocations for current and next year were decided by HMCL CSR committee, which is based on HMCL current programmes effectiveness. As earlier stated HMCL do regular audits of its programmes and implement all necessary actions on - Sr Lucy and young residents of home, Asha Kiran Orphanage Home, Dharuhera their feedback. HMCL efforts were also recognized and awarded by reputed organizations. HMCL are also committed to engage its employees in regular CSR activities. Its efforts to engage employees had greater impact Recognitions at World CSR Congress 2016, Mumbai: with almost 5000 employee's involvement. They are taking interest for education to children, sports activities, motivating and • Best use of CSR Practices in Automobile Sector donating clothes, books, stationaries, rations etc. • Best Environment-Friendly Project • Best Initiative for Community Awareness • Best CIO – for most innovative way of working on CSR ABOUT THE AUTHORS: • Top 100 Most Impactful CSR Leaders in World Rakesh Patel and Virendra Shaktawat are working as Manager CSR at Hero MotoCorp and responsible for implementing and monitoring CSR activities companywide. Rakesh has been working for over 18 years whereas Virendra is associated with an Recognitions at Golden Globe Tigers Conference 2016, Malaysia: organization for over 10 years. • Best Green Organization of the year

95 96 • Best environment-friendly project • Outstanding contribution in CSR – Corporate segment • Best CSR practices • CSR Leadership Award HMCL initiative “Hamari Pari” win Bronze Award in “Best use of Native Advertising” category in IDMA Digital Media Awards in June'16. SHRM India HR Awards for “Excellence in Community Impact” September 2016

95 96 Hindustan Petroleum Corporation Limited (HPCL) is a Government of India Enterprise having the coveted Navratna Status, a Forbes 2000 and a Global Fortune 500 company. HPCL is a mega integrated Oil Refining and Marketing Company with an annual turnover of Rs. 1,97,744 Crores and clocked a record profit of PAT of Rs. 3863 crore in financial year 2015-16. The organization has about 20% market share with workforce of 10, 538 employees spread across India. HPCL has its growth aspirations clearly articulated in the form of its mid-term and long term strategy. In order to attain our organizational objectives, it was imperative to align each Business Unit and further individual employees, with the vision of the Corporation. Performance management plays a key role in aligning Individual aspirations with the greater organizational goal. The existing PMS at HPCL had been driven by the understanding of Individual reporting Officer regarding the key focus areas and its contribution to the overall Corporation's objectives. An employee was not completely aware as to how his work was impacting the EXCELLENCE IN HUMAN RESOURCES – organization's bottom line. FOR PUBLIC SECTOR ORGANIZATIONS In the midst of ever evolving processes and acknowledging the nature of our operations, a continuous reinforcement of the imperativeness of safety was necessitated. In addition to defining roles and responsibilities of employees, a need was felt of a platform to connect with the employees on a day to day basis at a more personal level. The case encompasses 3 initiatives which were undertaken as our efforts towards aligning our employees with organizational objectives, fostering employee engagement and building a culture of safety. Each initiative has been further detailed below with its intent, process and its impact. CREATING BUSINESS • Project PACE (Revisiting our PMS) • HP on AIR (Connecting Employees Anytime…Anywhere) EXCELLENCE THROUGH • Project Shrestha (Behavior Based Safety) 1. Project PACE In order to translate the vision into reality a need was felt to have a robust Performance Management System wherein the HUMAN CAPITAL individual employees' goals were aligned to the organization's objectives. A thorough analysis of the existing PMS revealed a lack of alignment of objectives within similar positions. Even the content was not uniform for the KPIs capturing similar kind of jobs. – SHRI M.K. SURANA Further, the system lacked an enabling feed-forward/ performance conversation mechanism to complete the loop of the PMS. Understanding the limitations of the current system, discussions were held with SBUs for a period of 8 months, for a revamp of the Performance Management system at HPCL. The new system had greater strategic goal alignment and utilized more objective measurement methodologies. The system was implemented and was christened as 'PACE'. “PACE” enabled the alignment of individual KPIs (individual goals) with the organizational/ SBU strategic objectives and translation of strategy into operational terms along with effective communication of each goal, to each employee in the Corporation, facilitating a greater connect with the overall organizational objectives. PACE also helped us adopt a Theme based approach wherein focus areas such as innovation, cost saving, profitability, operational excellence were clearly identified. The new system brought in greater objectivity and fairness in goals and evaluation standards. Standard KPIs were created for job families at all our Marketing as well as Refining locations. For Ex.: 46 LPG plant managers across various LPG plants locations will had uniform KPIs which are specific, unambiguous, clearly defined and measurable. Each KPI was assigned a weightage based on its importance and its relevance in achieving the KPI. Preloaded standard KPI's also made the process less time consuming. Unlike previous years where no distinct weights were assigned to the four perspective of the Balance Score Card (Financial, Customer, Process and Learning) the new Performance Management System had different weightages for each perspective. The new system also enables continual tracking of performance and stronger analysis of the data for future planning.

98 Hindustan Petroleum Corporation Limited (HPCL) is a Government of India Enterprise having the coveted Navratna Status, a Forbes 2000 and a Global Fortune 500 company. HPCL is a mega integrated Oil Refining and Marketing Company with an annual turnover of Rs. 1,97,744 Crores and clocked a record profit of PAT of Rs. 3863 crore in financial year 2015-16. The organization has about 20% market share with workforce of 10, 538 employees spread across India. HPCL has its growth aspirations clearly articulated in the form of its mid-term and long term strategy. In order to attain our organizational objectives, it was imperative to align each Business Unit and further individual employees, with the vision of the Corporation. Performance management plays a key role in aligning Individual aspirations with the greater organizational goal. The existing PMS at HPCL had been driven by the understanding of Individual reporting Officer regarding the key focus areas and its contribution to the overall Corporation's objectives. An employee was not completely aware as to how his work was impacting the EXCELLENCE IN HUMAN RESOURCES – organization's bottom line. FOR PUBLIC SECTOR ORGANIZATIONS In the midst of ever evolving processes and acknowledging the nature of our operations, a continuous reinforcement of the imperativeness of safety was necessitated. In addition to defining roles and responsibilities of employees, a need was felt of a platform to connect with the employees on a day to day basis at a more personal level. The case encompasses 3 initiatives which were undertaken as our efforts towards aligning our employees with organizational objectives, fostering employee engagement and building a culture of safety. Each initiative has been further detailed below with its intent, process and its impact. CREATING BUSINESS • Project PACE (Revisiting our PMS) • HP on AIR (Connecting Employees Anytime…Anywhere) EXCELLENCE THROUGH • Project Shrestha (Behavior Based Safety) 1. Project PACE In order to translate the vision into reality a need was felt to have a robust Performance Management System wherein the HUMAN CAPITAL individual employees' goals were aligned to the organization's objectives. A thorough analysis of the existing PMS revealed a lack of alignment of objectives within similar positions. Even the content was not uniform for the KPIs capturing similar kind of jobs. – SHRI M.K. SURANA Further, the system lacked an enabling feed-forward/ performance conversation mechanism to complete the loop of the PMS. Understanding the limitations of the current system, discussions were held with SBUs for a period of 8 months, for a revamp of the Performance Management system at HPCL. The new system had greater strategic goal alignment and utilized more objective measurement methodologies. The system was implemented and was christened as 'PACE'. “PACE” enabled the alignment of individual KPIs (individual goals) with the organizational/ SBU strategic objectives and translation of strategy into operational terms along with effective communication of each goal, to each employee in the Corporation, facilitating a greater connect with the overall organizational objectives. PACE also helped us adopt a Theme based approach wherein focus areas such as innovation, cost saving, profitability, operational excellence were clearly identified. The new system brought in greater objectivity and fairness in goals and evaluation standards. Standard KPIs were created for job families at all our Marketing as well as Refining locations. For Ex.: 46 LPG plant managers across various LPG plants locations will had uniform KPIs which are specific, unambiguous, clearly defined and measurable. Each KPI was assigned a weightage based on its importance and its relevance in achieving the KPI. Preloaded standard KPI's also made the process less time consuming. Unlike previous years where no distinct weights were assigned to the four perspective of the Balance Score Card (Financial, Customer, Process and Learning) the new Performance Management System had different weightages for each perspective. The new system also enables continual tracking of performance and stronger analysis of the data for future planning.

98 PRIORITIZE AND PLAN: HPCL has pioneered Balance Scorecard system to translate its strategy into measurable actions. It was equally important to OBJECTIVITY/ graduate to CSMART Key Performance Indicator (KPI) (Challenging, Specific, Measurable, Attainable, Realistic and Timely) which STANDARDIZATION would help the Departments/SBUs to monitor progress on the goal. All parameters will be STRATEGY uniformly measured Weightages were assigned to KPIs based on their relevance and its importance in achieving the SBUs objective. Plan strategic and goals will objectives for Standard templates were been developed for generic job families of various corporate functions like Finance, HR, Legal, IS, etc. for be standardized the organization officers of all grade till Chief Manager level. Elaborate KPI directories were developed for various functions across the two refineries. Relevant KPIs could be picked up by the officers from the KPI directories. Weights for the perspectives had been decided and weights for individual KPIs was decided for PACE individual officers in consultation with the reporting and reviewing officers. ALIGNMENT Location Specific KPIs: Necessary provisions had been incorporated to take care of location specific job requirements, or any Aligning Individual unplanned but very important job. DEVELOPMENT goals with the Individual and organization vision EFFECTIVE PERFORMANCE FEEDBACK organization growth Realizing the importance of objective feedback and performance counselling, workshops had been designed and implemented, on a pilot basis. These workshops aimed at building the essential skills required to conduct meaningful performance discussions. Supervisors were exposed to relevant tools and frameworks (Mock Feedback Sessions, Role Play etc.) that could be used in ANALYTICS Better analysis of conducting effective performance discussions. performance data EXECUTE AND EVALUATE: Process of H1 and H2 Through the half yearly process of review, employees submitted their appraisal, post discussion with their reporting officers. PACE – The Process Moderation Process – New Approach: Discussions were held with various SBUs on the design of the process and a four stage implementation process was finalized. In order to make the forced ranking system more meaningful and also ensure that individual officer is given an opportunity to The implementation process is depicted below: demonstrate his performance, peer review was implemented as a part of the moderation process. During the process each and every officer was given an opportunity to make a presentation which helped the moderation committee in assessing the performance of the individual besides the performance appraisal filled by the officer.

REWARD & RETAIN Discover Plan and Execute and Reward and Performance Related Pay (PRP): Since the goals and targets had been set basis CSMART process, it was now easier to reward and Deﬁne Prioritize Evaluate Recognize the employee based on his contribution to achieve organizational objectives. Reward & Recognition: Various structured reward programs recognizing the high performers at both Junior and Middle Management Level could be leveraged to recognize Performance.

IMPACT PACE has played a significant role in aligning individual performance to the organizational goals. This has resulted in synergies DISCOVER AND DEFINE: among individuals and SBUs and helped deliver superior results. An analysis of the growth results for first half of the FY 2015-16 Discover: During this stage the organizational vision, business plans were deliberated upon and action plans for translating the vision into strategic objectives for each SBU. was carried vis-à-vis industry and corresponding period in the last fiscal. HPCL has witnessed huge growth in volumes after the implementation of the various performance initiatives. The analysis also helped us in understanding the impact of the process Define: In line with the Vision and Business Strategy, the roles and responsibility of each stakeholder were defined. To make each of the constituent work towards achieving these targets, strategic objectives were defined by each SBU and all HPites were when all other parameters and conditions remained same for HPCL and for the competitors. expected to work towards these Objectives.

99 100 PRIORITIZE AND PLAN: HPCL has pioneered Balance Scorecard system to translate its strategy into measurable actions. It was equally important to OBJECTIVITY/ graduate to CSMART Key Performance Indicator (KPI) (Challenging, Specific, Measurable, Attainable, Realistic and Timely) which STANDARDIZATION would help the Departments/SBUs to monitor progress on the goal. All parameters will be STRATEGY uniformly measured Weightages were assigned to KPIs based on their relevance and its importance in achieving the SBUs objective. Plan strategic and goals will objectives for Standard templates were been developed for generic job families of various corporate functions like Finance, HR, Legal, IS, etc. for be standardized the organization officers of all grade till Chief Manager level. Elaborate KPI directories were developed for various functions across the two refineries. Relevant KPIs could be picked up by the officers from the KPI directories. Weights for the perspectives had been decided and weights for individual KPIs was decided for PACE individual officers in consultation with the reporting and reviewing officers. ALIGNMENT Location Specific KPIs: Necessary provisions had been incorporated to take care of location specific job requirements, or any Aligning Individual unplanned but very important job. DEVELOPMENT goals with the Individual and organization vision EFFECTIVE PERFORMANCE FEEDBACK organization growth Realizing the importance of objective feedback and performance counselling, workshops had been designed and implemented, on a pilot basis. These workshops aimed at building the essential skills required to conduct meaningful performance discussions. Supervisors were exposed to relevant tools and frameworks (Mock Feedback Sessions, Role Play etc.) that could be used in ANALYTICS Better analysis of conducting effective performance discussions. performance data EXECUTE AND EVALUATE: Process of H1 and H2 Through the half yearly process of review, employees submitted their appraisal, post discussion with their reporting officers. PACE – The Process Moderation Process – New Approach: Discussions were held with various SBUs on the design of the process and a four stage implementation process was finalized. In order to make the forced ranking system more meaningful and also ensure that individual officer is given an opportunity to The implementation process is depicted below: demonstrate his performance, peer review was implemented as a part of the moderation process. During the process each and every officer was given an opportunity to make a presentation which helped the moderation committee in assessing the performance of the individual besides the performance appraisal filled by the officer.

99 100 40 2. HP ON AIR HPCL believes that informed employees are engaged employees and thus a comprehensive internal communications (IC) process 30 was envisioned. In present times, HPCL is in a flux with close to 50% of officers who are in less than 35 years age bracket and almost 40% of officers who are more than 45 years in age. 20 In order to communicate will all our employees on real time basis, it was decided to supplement the existing mode of communication with other modes such as voice based communication, mobile based communication, etc. to make 10 communication more effective and far-reaching. To identify an appropriate medium, we studied various available mediums viz. 2014-15 social platforms, internal communication portals et al and mapped them with the workforce's profile at HPCL. 2014-15 (H1) 0 Retail DS Lubes Aviation LPG(IND) O&D HP On Air - 'Hamari Awaz. Hamara Parivaar' 2015-16 (H1) Taking cognizance of the imperativeness of Internal Communication, HP on Air was conceptualized. HP on Air is a net based -10 corporate radio – by HP, of HP, for HP. The show offers well-produced modules on a continuous basis, featuring and highlighting relevant news and events, important HR notices, performance highlights and interactive segments with employees. -20 It enabled us to communicate in an innovative way to our employees about new initiatives, department plans and progress of the overall Organization. While communicating with the employees, the medium could also keep the target audience engaged -30 through the mode of Music. Objective: HP Radio was launched with the objective to inform, educate and stay connected with the employees anytime, -40 anywhere and on any device. HPCL SBU-Wise Growth Rate 2015-16 (H1) 2014-15

9.3% 10% 7.9% 8%

6% 7.7% 4.6% 4.1% 6% 6.2% INFORM, EDUCATE APPRECIATIVE CULTURE 4% 2.3% & STAY CONNECTED 2% 3.2% 2.2% 0% 0.6% 2011-12 2012-13 2013-14 2014-15 2015-16 Importance of robust Internal HPCL PSU Industry Communication ALIGNMENT WITH ORG STRATEGY Year on Year Sales Growth : HPCL vs Industry (PSU) HP FIRST Leader’s set the Development of direction org culture

SENSE OF OWNERSHIP & ONENESS

Objectives of HP on AIR

101 102 40 2. HP ON AIR HPCL believes that informed employees are engaged employees and thus a comprehensive internal communications (IC) process 30 was envisioned. In present times, HPCL is in a flux with close to 50% of officers who are in less than 35 years age bracket and almost 40% of officers who are more than 45 years in age. 20 In order to communicate will all our employees on real time basis, it was decided to supplement the existing mode of communication with other modes such as voice based communication, mobile based communication, etc. to make 10 communication more effective and far-reaching. To identify an appropriate medium, we studied various available mediums viz. 2014-15 social platforms, internal communication portals et al and mapped them with the workforce's profile at HPCL. 2014-15 (H1) 0 Retail DS Lubes Aviation LPG(IND) O&D HP On Air - 'Hamari Awaz. Hamara Parivaar' 2015-16 (H1) Taking cognizance of the imperativeness of Internal Communication, HP on Air was conceptualized. HP on Air is a net based -10 corporate radio – by HP, of HP, for HP. The show offers well-produced modules on a continuous basis, featuring and highlighting relevant news and events, important HR notices, performance highlights and interactive segments with employees. -20 It enabled us to communicate in an innovative way to our employees about new initiatives, department plans and progress of the overall Organization. While communicating with the employees, the medium could also keep the target audience engaged -30 through the mode of Music. Objective: HP Radio was launched with the objective to inform, educate and stay connected with the employees anytime, -40 anywhere and on any device. HPCL SBU-Wise Growth Rate 2015-16 (H1) 2014-15

9.3% 10% 7.9% 8%

SENSE OF OWNERSHIP & ONENESS

Objectives of HP on AIR

101 102 Outcomes: • A Shrestha Audit Checklist had been prepared, all the Zonal HSE (Health , Safety and Environment) managers were required to HP on Air has given an opportunity for HPCL to inform, educate and connect the employees on regular basis. It provided a stronger undertaken an audit in the first week of the month and send a report to LPG HQ by 10th of the month for all the LPG plants internal communication system, enabled leaders interact directly with all the employees and set the vision and direction of their falling in their zones. SBUs and for the corporation and help align each individual with the organizational strategy. It also served as a vital tool for • Surprise visits by zonal heads / senior officers from HQO. providing on the go information to employees about the latest happenings and news, foster a culture of appreciation at HPCL and help develop a sense of ownership and oneness among all the employees of the Corporation. IMPACT: • Safety Attitude : By the implementation of various projects related to Safety, this initiative has succeeded in not only making 3. Shreshtha: Behavioral Based Safety Initiative people aware of the various safety aspects but has added a larger meaning to safety by imbibing it as a part of our culture. Our LPG plants are the backbone of the LPG SBU and their consistent performance is • 44 High Impact business projects implemented. 60% are still in progress and financial savings yet to be evaluated. 7 Projects essential to the success of the SBU. A Plant Manager holds the key to leveraging the have accrued savings of Rs.61 Lakhs. resources available, including the human resources to ensure that the plants operate at optimum capacity with maximum productivity and create a safe and • Post Survey analysis, Employee Engagement Quotient is 82%, Behavior based safety quotient is 87%. Technical safety index engaging environment. has improved from 86% to 92%. The constantly evolving business scenario necessitates continuous transformation of HR priorities and approaches to realize the Need Analysis Organization vision into reality. We at HPCL, acknowledge the significance of our human capital and the competencies and In both the LPG Strategy meets, organized in Jan 2014 and June 2014, the LPG SBU Head as well as senior line functionaries capabilities that they bring to the table, in realizing the vision of our Corporation and are committed to empower and enable highlighted that our plants are currently equipped with state of the art technology equipment, but the biggest challenge faced by our People. LPG plant managers' was honing the skills of their officers to leverage the technology to the optimum. How can we leverage the role of Location Head to instill “SAFETY ATTITUTE” in our workforce? Recognizing the same, a need was felt to provide focused developmental inputs to the plant managers in a phased manner ABOUT THE AUTHORS enabling them to make a positive and sustainable impact on plant performance and thereby impact organizational performance. Mr. Suresh Pugalenthi (Chief Manager) and Ms. Richa Singh (Sr. Officer) are part of the Organization Development team at HPCL As a first step towards assessment of developmental needs of plant managers, a comprehensive survey (Workplace Climate and responsible for the implementation of Corporative wide Initiatives for facilitating change and development at HPCL. Survey) was undertaken (August – Oct 2014) comprising of determining the Employee Engagement quotient and Behavioral Safety Index of each LPG Plant, and the overall LPG SBU. The survey was administered to all the officers in LPG plants (response rate was 84%). A comprehensive report on the feedback for the entire SBU was prepared. In addition, reports for each of the 45 LPG plants wherein the individual scores were compared with the benchmarks, was also prepared. Inputs on challenges, priorities and desire for development was assessed from Plant Managers through an open-ended questionnaire. The Behavioral Safety Index, which measures the attitude towards safety among employees, of the LPG SBU was recorded as 73.05 / 100. The Employee Engagement Quotient, the measure of engagement levels of employees at locations, of the overall LPG SBU obtained was 73/100.

• Execution Framework | Comprises of 4 phases Phase I: Exploration: Explained as above. Phase II: Designing the framework: Basis the survey inputs and feedback from plant managers, the training module for execution of Project SHRESTHA was designed. Phase III: Execution of the Project: This phase involved dissemination of techno-behavioral inputs in structured manner over next one year through contact programs, experiential learning and projects. 4 contact programs / batch were planned, one in every quarter. All the 44 LPG plant managers had been divided into two batches. Each contact program consisted of 4 days with sessions on themes of Self Discovery, team effectiveness and workplace excellence. Phase IV: Measuring effectiveness| Assessment of Project Shrestha • A steering committee was formed to review the progress of the project / workplace effectiveness initiatives and Employee Engagement drive at the location. During every contact program, the plant manager was required to make a presentation explaining the milestones achieved and his action plan for the next quarter.

103 104 Outcomes: • A Shrestha Audit Checklist had been prepared, all the Zonal HSE (Health , Safety and Environment) managers were required to HP on Air has given an opportunity for HPCL to inform, educate and connect the employees on regular basis. It provided a stronger undertaken an audit in the first week of the month and send a report to LPG HQ by 10th of the month for all the LPG plants internal communication system, enabled leaders interact directly with all the employees and set the vision and direction of their falling in their zones. SBUs and for the corporation and help align each individual with the organizational strategy. It also served as a vital tool for • Surprise visits by zonal heads / senior officers from HQO. providing on the go information to employees about the latest happenings and news, foster a culture of appreciation at HPCL and help develop a sense of ownership and oneness among all the employees of the Corporation. IMPACT: • Safety Attitude : By the implementation of various projects related to Safety, this initiative has succeeded in not only making 3. Shreshtha: Behavioral Based Safety Initiative people aware of the various safety aspects but has added a larger meaning to safety by imbibing it as a part of our culture. Our LPG plants are the backbone of the LPG SBU and their consistent performance is • 44 High Impact business projects implemented. 60% are still in progress and financial savings yet to be evaluated. 7 Projects essential to the success of the SBU. A Plant Manager holds the key to leveraging the have accrued savings of Rs.61 Lakhs. resources available, including the human resources to ensure that the plants operate at optimum capacity with maximum productivity and create a safe and • Post Survey analysis, Employee Engagement Quotient is 82%, Behavior based safety quotient is 87%. Technical safety index engaging environment. has improved from 86% to 92%. The constantly evolving business scenario necessitates continuous transformation of HR priorities and approaches to realize the Need Analysis Organization vision into reality. We at HPCL, acknowledge the significance of our human capital and the competencies and In both the LPG Strategy meets, organized in Jan 2014 and June 2014, the LPG SBU Head as well as senior line functionaries capabilities that they bring to the table, in realizing the vision of our Corporation and are committed to empower and enable highlighted that our plants are currently equipped with state of the art technology equipment, but the biggest challenge faced by our People. LPG plant managers' was honing the skills of their officers to leverage the technology to the optimum. How can we leverage the role of Location Head to instill “SAFETY ATTITUTE” in our workforce? Recognizing the same, a need was felt to provide focused developmental inputs to the plant managers in a phased manner ABOUT THE AUTHORS enabling them to make a positive and sustainable impact on plant performance and thereby impact organizational performance. Mr. Suresh Pugalenthi (Chief Manager) and Ms. Richa Singh (Sr. Officer) are part of the Organization Development team at HPCL As a first step towards assessment of developmental needs of plant managers, a comprehensive survey (Workplace Climate and responsible for the implementation of Corporative wide Initiatives for facilitating change and development at HPCL. Survey) was undertaken (August – Oct 2014) comprising of determining the Employee Engagement quotient and Behavioral Safety Index of each LPG Plant, and the overall LPG SBU. The survey was administered to all the officers in LPG plants (response rate was 84%). A comprehensive report on the feedback for the entire SBU was prepared. In addition, reports for each of the 45 LPG plants wherein the individual scores were compared with the benchmarks, was also prepared. Inputs on challenges, priorities and desire for development was assessed from Plant Managers through an open-ended questionnaire. The Behavioral Safety Index, which measures the attitude towards safety among employees, of the LPG SBU was recorded as 73.05 / 100. The Employee Engagement Quotient, the measure of engagement levels of employees at locations, of the overall LPG SBU obtained was 73/100.

103 104 PICTURE GALLERY PICTURE GALLERY ABOUT SHRM INDIA

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HR DISCIPLINES encompasses a collection of step-by-step instructional 'How-To-Guides' designed to walk an HR

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both, within the country and around the world. Our SME Advisory Panels are sources of real time advice and for easy access.

knowledge on all aspects of HR. SMEs also contribute towards SHRM's mission of supporting and

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