HR Best Practices 2019 Published in India by Dun & Bradstreet Information Services India Pvt Ltd.
Registered Office 5th Floor, Schindler House, Main Street, Hiranandani Gardens, Sainath Nagar, Powai, Mumbai - 400 076 CIN: U74140MH1997PTC107813
Tel: +91 22 4941 6666 Email: email@example.com URL: www.dnb.co.in Branch Offices Mumbai Office ICC Chambers, Saki Vihar Road, Powai, Mumbai - 400 072.
New Delhi Office 1st Floor, Administrative Building, Block ‘E’,
Chennai Office New No: 28, Old No: 195, 1st Floor, North Usman Road, T. Nagar, Chennai - 600 017.
Bengaluru Office No. 7/2 Gajanana Towers, 1st Floor, Annaswamy Mudaliar Street,
NSIC–Technical Services Center, Okhla Industrial Estate Phase-III, New Delhi - 110 020. Hyderabad Office Level 1, Unit 2, Salarpuria Sattva Knowledge City, Sy. No. 83/1, Plot No. 2, Inorbit Mall Road, Raidurg Village, HITEC City, Hyderabad 500 081.
Opposite Ulsoor Lake, Bengaluru - 560 042.
Kolkata Office 166B, S. P. Mukherjee Road, Merlin Links, Unit 3E, 3rd Floor Kolkata - 700 026.
Ahmedabad Office 801 - 8th Floor, Shapath V, Opp. Karnavati Club, S.G. Highway, Ahmedabad - 380 054.
Gurugram Office 706, 7th Floor, Tower B, Global Business Park, Mehrauli Gurgaon Road, Gurugram, Harayana - 122 002.
Pankaj Khanna Naina Acharya
Christopher D’Souza, Yogesh Jambhale, Omesh Kandalkar, Mihir Shah, Rohit Pawar, Nishikant Sharma
Sales Team Suhail Aboli, Jaison Swamidas, Tarvinder Singh, Amit Rathi, Prasad Kachraj, Sukhvinder Singh, Romita Dey Talukdar, Subhonita Gargari, Dharmesh Kapoor, Dhrumil Shah, Apoorwa Tyagi, Sohail Chawla, Amit Kumar, Sonal Singh Rana, Mithilesh Patodia, Miloni Shah, Apeksha Mutreja, Manjula Dinakaran, Taran Chawla, Pooja Arora, Nalini Kukreti, Rashi Sharan, Vaibhav Kapur, Milan Sharma, Debjani Pal, Vaibhav Kapur, Gourav Soni, MarkMenezes, Vibhashri Mishra Operations Team Mangesh Shinde, Sumit D.Sakhrani, Nikita Sachdev, Ankur Singh, Smruti Gandhi, Rajesh Gupta, Tia Roy, Ankita Satam, Rithesh Poojary, Sanket Shinde, Shanice Pereira, Rehan Shah, Sumeet Champaneri, Nadeem Ansari, Akshita Shetty, Kartik Srinivasan, Chandrika Bhattacharya Design Team Mohan Chilvery, Ganesh Singh, Shilpa Chandolikar, Sunil Burli, Tushar Awate, Aahiri Ganatra, Kaustav Bhattacharya, Nikhil Goklany All rights reserved Except for any fair dealing for the purpose of private study, research, criticism or review as permitted under the Copyright Act, no part or portion of this publication may be reproduced, distributed, or transmitted in any form or by any means, including photocopying, recording, or other electronic or mechanical methods, without the prior written permission of the publisher. DISCLAIMER This publication is circulated by Dun & Bradstreet to the select recipients and at Dun & Bradstreet’s sole discretion. The publication shall neither be reproduced, republished, publicly circulated, disclosed nor shall be copied, modified, redistributed, or otherwise made available to any person or entity, in any form whatsoever including by way of caching, framing or similar means, whether in part or whole, without the prior written consent of authorized representatives of Dun & Bradstreet. This publication is meant for the fair and internal use of the recipients. Dun & Bradstreet provides no advice or endorsement of any kind through this publication. This publication does not constitute any recommendation by Dun & Bradstreet to enter into any transaction or follow any course of action. All decisions taken by the recipients shall be based solely on the recipient’s evaluation of circumstances and objectives. Dun & Bradstreet recommends that the recipient independently verify the accuracy of the contents of the publication, upon which it intends to rely. This publication contains information compiled from various sources over which Dun & Bradstreet may not have control and / or which may not have been verified by Dun & Bradstreet, unless otherwise expressly indicated in the publication. Dun & Bradstreet, therefore, shall not be responsible for any accuracy, completeness or timeliness of the information or analysis in this publication. Dun & Bradstreet thus, expressly disclaims any and all responsibilities and liabilities arising out of the publication or its use by the recipient or any person or entity.
HR Best Practices 2019 ISBN 978-93-86214-32-4
Introduction ................................................................................................. I
Preface ....................................................................................................... III
Executive Summary .....................................................................................V
Methodology . ...........................................................................................VII
Survey Findings........................................................................................... IX
Experts’ View. ..................................................................................... E1 - E4
Listings. ................................................................................................L1 - L3
HR Best Practices
Best HR Case Studies..........................................................................2-29 Employing. .......................................................................................31-39 Developing.......................................................................................41-78 Compensating..................................................................................79-82 Motivating......................................................................................83-114
Index. ....................................................................................................... 127
With this intent, Dun & Bradstreet’s ‘ HR Best Practices 2019 ’ seeks to provide a good platform to Indian organizations for sharing their Human Resource best practices. The publication, now in its third edition, is a compendium comprising case studies in key HR areas such as recruitment, employee engagement, retention, talent acquisition & management, rewards & benefits, training & development and Change Management, among others. It is an endeavor to help bridge the gap between employees and employers, which in turn could lead to positive and beneficial transformation of workplaces. Both, traditional as well as new-age enterprises have shared their experiences in this publication. Each organization featured in this publication has its own unique culture and its own set of challenges and possible solutions. Their initiatives are meant to be viewed as scientific learning tools to help improve existing HR policies and alleviate challenges. These shared perspectives can help organizations re- visit their existing policies and adopt new and innovative tools towards managing their human resources, which in turn could make an impact in accomplishing business goals. ‘ HR Best Practices 2019 ’ will certainly serve as a ready reckoner of best HR practices that will contribute to the smooth evolution of Corporate India’s People policies, to build a better and stronger future.
Intoday’sVUCAbusinessenvironment,organizations need to be resilient, adaptive, customer-centric and agile in order to succeed. In such a scenario, strategy and organizational goals need a periodic review of working assumptions and the ability to quickly adapt to change. Accordingly, employers realize that the organization’s success depends not just on hiring the right people, but also on other factors such as retaining talent and capability enhancement of existing talent, among others. This highlights the need for effective Human Resource Planning and Management. Working in a VUCA environment requires additional effort on the part of employees, and is likely to create pressure that will result in stress and fatigue. In such a scenario, a workforce that is not optimally productive and capable of delivery in demanding environments could hamper a company’s performance in terms of quality, output, return on investment, and the bottom line, besides hurting the morale at the workplace. Satisfied employees are more likely to produce good quality work, optimized performance and demonstrate more creativity. Hence, organizations need to focus on creating a conducive work environment for employee satisfaction and maximization of productivity. It is no surprise, therefore, that the HR function has evolved from being just an enabler to becoming a key driver of business outcomes. India is a highly-diversified country. Therefore, adopting globally-successful HR practices might not be an effective solution to local challenges. On a positive note, Indian organizations are increasingly moving away from traditional HR practices and are adopting modern and innovative strategies to improve employee engagement. The success stories of such strategies could possibly help organizations devise suitable strategies to gain a competitive edge.
Pankaj Khanna Head – Learning & Economic Insights Group Dun & Bradstreet India
Dun & Bradstreet is pleased to announce the launch of its publication, ‘ HR Best Practices 2019 ’. The publication, now in its third edition, features some of the country’s finest practices pertaining to the Human Resources Management or ‘People’ function. It not only covers traditional core areas of human resources management, but also relatively newer concepts such as Future Workplace Trends and HR Innovation through Technology. Over the years, the role of the HR function in organizations has evolved significantly. From merely sourcing talent, it is now considered a strategic partner contributing not just in terms of development in the value of employees but also in crucial business decisions and advice on critical transitions and transformations. HR is now expected to contribute to the development and accomplishment of organizational plans and objectives. Needless to say, HR continues to focus on creating a work environment where employees feel motivated and highly engaged. HR is also playing a critical role of championing change and has the knowledge and ability to execute change strategies while minimizing employee dissatisfaction and resistance to change. Organizations today are dealing with multiple challenges that have emerged in the wake of a business landscape that is extremely uncertain and volatile. Organizations would do well to exploit this uncertainty to innovate and develop new competitive advantages. Furthermore, digitization
andautomationare rapidly transformingbusinesses, and therefore, the traditional approach to Human Resource Management. In such a scenario, new and unique skills have become critical to success. People Leaders, therefore, need to focus on enhancing employee experiences to attract and retain the best talent. Organizations will also need to realign their workforces to bring about a collaboration between employees and Artificial Intelligence. Although this publication is a ready reckoner on HR best practices in the Indian context, it can serve as a source of useful information for people leaders on a much wider scale. Organizations can use this publication as a means to revisit their existing policies or gain insights into new innovative tools that they could adopt to manage their human resources effectively. I hope you enjoy reading HR Best Practices 2019 and look forward to your valuable feedback and suggestions.
Naina R Acharya Leader Learning & Economic Insights Group Dun & Bradstreet India
• Rewards & Recognition (R&R) initiatives were perceived to be the most effective means of driving employee engagement. About 88% of the respondents considering R&R as a major influencer of employee engagement. Other factors considered as effective tools of employee engagement were providing flexible working arrangements (71% respondents) and employee coaching (65%) respondents. • Organizations across India now understand that a diverse and inclusive workforce fosters innovation, out-of-the box thinking and creativity at the workplace and can help attract and retain top talent. Accordingly, our survey findings reveal that 91% of the respondent companies have made use of programs/ interventions addressing the need for Diversity & Inclusion at the workplace. • There were also some positive findings with respect to organizations’ efforts to foster a culture of innovation at the workplace. About 72% of the respondents had conducted internal training on creativity and innovative practices. Likewise, 72% of the respondents had included innovation as an important component of their leadership development plan. About 70% of the organizations had a formal idea/innovation review process in place. Dun & Bradstreet reiterates its commitment to continue tracking the rapidly-changing organizational objectives and the constantly evolving role of the HR function. We hope you will enjoy reading this publication and look forward to receiving your valuable feedback and suggestions.
Dun & Bradstreet’s ‘HR Best Practices 2019’, now in its third edition, captures and showcases impactful human resource initiatives and programs adopted and implemented by organizations across India. The publication represents interesting and effective human resource initiatives undertaken by Indian corporates across various focus areas, including employee engagement, recruitment, retention, talent acquisition, leadership development, talent management, employee welfare, performance management and diversity & inclusion, among others. Based on a primary study of approximately 65 organizations, comprising human resource senior personnel, Dun & Bradstreet analyzed the key human resource trends pertaining to focus areas requiring immediate attention, HR-related challenges, skills shortage, employee engagement, diversity & inclusion and measures to foster a culture of innovation at the workplace, among others. Some of the key findings of this survey are as follows: – • The role of HR might have evolved to go beyond merely hiring employees. However, talent acquisition continues to remain a major challenge for organizations, with about 54% of the respondent companies citing talent acquisition to be a very significant challenge. • About 92% of the respondents agreed that there was a general shortage of skills in their respective industries. The major reasons cited for shortage of skills were difficulty in attracting candidates with suitable skill sets and dearth of effective models to enable the tracking, measurement and management of skills in the existing workforce.
Methodology Background ‘ HR Best Practices 2019 ’ is a compendium of selected notable human resource initiatives implemented by Indian organizations. Organizations with an annual turnover of more than ` 250 mn in FY18 were eligible HR best practices and initiatives in various focus areas of human resource management were sought and collated by way of a detailed nomination form. Some of the key areas identified after discussions with functional experts were as follows: - Recruitment Retention Performance Management Training & Development Compensation & Benefits Career Prospects Industrial Relations Diversity & Inclusion Transformational Change Future Workplace Trends Talent Acquisition Talent Management Team Management & Leadership Employee Engagement HR Innovation through Technology Records Management CSR & Employee Welfare Information Dissemination Inviting Nominations Questionnaireswere sent out asmailers to a large universe of companies for inviting nominations. Various channels of communication were used to ensure a higher rate of response to the questionnaires. A self-nomination process was followed, wherein organizations were invited to send nominations in a one or more HR focus areas, providing case studies pertaining to their HR Best Practices and initiatives. Moreover, companies were allowed to send nominations in multiple segments by simply sending a Best Practice case study for each HR focus area they chose. Three-Stage Approach The Best HR case studies, which have been featured prominently in the publication, were selected by way of a three-stage approach. In the first stage, an internal team of analysts, with more than five years’ experience of shortlisting nominations for this publication were selected using a three-stage approach. In the first stage, an internal team of analysts scrutinized each case study thoroughly. The case studies were evaluated for shortlisting on the basis of various parameters, including challenges, objectives, solutions available, strategy adopted, stakeholder involvement, and outcomes. In the second stage, an esteemed panel of experts with decades of experience in HR management assigned scores to the for participation. Research Design
shortlisted nominations on the basis of parameters like impact, innovation and sustainability. In the third and last stage, all the scores assigned were collated and used to determine the Best HR Case Studies. Representation of HR Best Practices Based on various lifecycle stages, HR Best Practices are classified into the following five broad segments –
• Talent Acquisition • Induction • Hiring • Orientation • Onboarding • Promotions
• Training & Development • Performance Management
• Talent Management
• Career Prospects
• Knowledge Sharing
Compensating • Compensation & Benefits
• CSR & Employee Welfare
• Retention • Rewards & Recognition
• Diversity & Inclusion
• Industrial Relations • HR Innovation
• Future Workplace Trends
The best HR case studies as determined by the panel of experts have been featured prominently in an exclusive section named ‘Best HR Case Studies’. The rest of the case studies have been featured under separate sections thereafter, based on the broad segments mentioned above. Details related to all HR Best Practices/case studies have been sourced from the nomination forms and other documents provided by respondents specifically for the purpose of the publication. Survey Findings Dun & Bradstreet has also attempted to identify the prominent trends in various People areas amongst Indian organizations, by analyzing quantitative information sourced through the nomination form. Experts’ Views Dun&Bradstreet conducted interviews of HRprofessionals to gain a deeper insight into key trends of human resource management based on their experience and expertise.
organizations. This is not surprising, considering the fact that strategies and processes are constantly changing in a volatile business environment, and this necessitates a change in the business culture. Talent Acquisition and Leadership Development are major challenges About 54.1% of the respondent companies cited Talent Acquisition as a significant challenge that they faced. Likewise, Leadership Development emerged as a significant challenge for about 50.8%of the organizations. These findings indicate that organizations could focus on training & development programs to develop talent in-house. Other major challenges that emerged were managing attrition and retaining talent at optimum cost. Challenge Areas for HR Leaders
Dun & Bradstreet conducted a survey of organizations across India, with respect to their people-related policies and initiatives. The survey was designed to capture information on aspects such as areas that required immediate attention in an increasingly digital workplace, reasons for skill shortage in India, benefits of talent management, initiatives that could enhance employee engagement, programs to enhance diversity at the workplace, and ways to foster a culture of innovation at the workplace, among others. Some of the key findings from our survey are as follows: - Talent Management, Technology-based Innovation and Transformational Change are focus areas amidst current volatile environment and increasingly digital workplaces The survey revealed that about 50.9% of the companies saw Talent Management as an HR Best practice area that required immediate attention. Organizations’ ability to recruit, retain and develop talented and high potential employees is considered critical to meet business objectives. HR Best Practice Areas Requiring Immediate Attention
About 91.5% respondents feel there is a general shortage of skills A whopping 91.5% of the respondents agreed that shortage of skill was an area of concern in the industry in which they operated. Themajor reasons for this challenge, in their opinion, were difficulty in identifying candidates with suitable skill sets and dearth of effective models to track, measure and manage skills in the employee base. Skills Shortage
Technology-based innovation in HR processes emerged as a focus area in the case of 37.7% of the respondents. HR functions are undergoing a high degree of digital progression. Technology is being leveraged to automate and streamline processes such as hiring, onboarding, training, payroll processes, performance management systems, compliance and information dissemination, among many other functions. Transformational change was revealed to be a focus area for another 35.9% of the
Rewards & Recognition perceived to be most effective tool for employee engagement Employeeengagement reflects the level of enthusiasmand
HR Best Practices 2019
initiatives include networking and mentoring programs. A culture of diversity and inclusion ought to cover aspects other than gender (such as age and physical capability). Almost all the organizations’ programs dealt with gender. About 62.7% organizations gave attention to age. Only about 20-30% of the respondents paid attention to aspects like physical capability, nationality/ethnicity and sexual orientation. About 70% organizations have formal idea/innovation review process in place Every organization acknowledges the importance of innovation. Innovation helps improve the efficiency of an organization’s internal processes. Companies that put innovation at the forefront create and sustain work cultures that encourage participation and keep employees at all levels highly motivated.
connection employees havewith the organization. It is the outcome of actions driven by leadership, managers and HR teams. Our survey reveals that Rewards & Recognition (R&R) initiatives are thought of us themost effectivemeans of driving employee engagement. As many as 87.5% of the respondents considered R&R as a major influencer of employee engagement. Other factors considered as effective tools of employee engagement were providing flexible working arrangements (71.4% respondents) and employee coaching (65.1%) respondents. Effective Tools for Employee Engagement
Measures to Foster Culture of Innovation at the Workplace
Organizations not yet holistically implementing diversity & inclusion programs Studies show that organizations with inclusive work cultures and diverse workforces have lower levels of employee turnover and have teams with higher job satisfaction and knowledge sharing. Diverse teams are also critical for innovation. Accordingly, organizations are undertaking various initiatives and programs to foster diversity and inclusion at the workplace. Diversity & Inclusion
There aremany ways of promoting a culture of innovation at the workplace. Our survey revealed that all respondent organizations showed a willingness to reward innovation. However, mere willingness to reward innovation is not necessarily a proactive effort to promote a culture of innovation. However, there were many positive findings from the survey. About 71.7% of the respondents conducted internal training on creativity and innovative practices. Likewise, 71.7% of the respondents included innovation as an important component of their leadership development plan. About 70% of the organizations had a formal idea/innovation review process in place. About 65% of these organizations even had the budget to fund innovation projects.
Our survey reveals that about 90.6% of the respondent organizations have conducted professional development programs. Some of the common topics dealt with in these programs aremanaging change, effective communication, conflict resolution, cultural awareness and dealing with gender issues, among other useful topics. About 87.3% of the respondents have leveraged internal communication systems to promote a diverse culture. Other popular
HR Best Practices 2019
HR Best Practices 2019
Joel Paul General Manager - India RiseSmart India Private Limited
When did RiseSmart commence its Indian operations? How has the company’s Indian journey been thus far? Since its inception in 2008, RiseSmart India is proud to bring its award-winning services and thought leadership to more organizations within the country. RiseSmart’s unique 3:1 service model is high touch and ensures that every participant receives the most attention and support during their transitionperiod. Leveragingcutting-edge technology, we are also able to ensure the fastest delivery mechanism in the country today. In a bid to better understand Indian employees, we surveyed over 1,100 employees across mid-sized and large businesses to gauge the awareness of outplacement and to understand their thoughts on employer brand titled Brave the Change. Among the findings, 97 per cent of the employees surveyed felt that the brand or reputation of the organization they worked for was of primary importance when they chose where to work. Most respondents wanted to only work with those companies that had a great brand name and positive employee engagement sentiments. While outplacement isn’t a new concept, its popularity has grown from being offered mostly by multinational companies with staff in India, to emerging as a best practice among Indian companies of all sizes. We are now the fastest-growing outplacement company in India and are proud to count some of India’s largest organizations as our customers. RiseSmart is considered a leader in global Talent Mobility Solutions. What kind of services and solutions does the company offer with respect to talent mobility? Talent mobility is at the core of all the solutions we offer at RiseSmart. Our solutions focus on: Redeployment : Companies should consider redeployment as a standard practice to establish an internal culture of mobility. A redeployment policy goes a long way in showing employees that the organization is invested in their growth and will try all avenues to help them realize their career aspirations and potential. This will considerably elevate an
employee’s experience within the organization, leading to greater retention and stronger branding. For organizations, this helps retain institutional knowledge and provides a healthy saving on recruitment cost. RiseSmart Redeployment facilitates the movement of talent fromone role or business area to a different, suitable position within the organization. It combines advanced proprietary job search and career management software with a dedicated team of experts in coaching, branding and job sourcing for every participant, helping them move faster through the program and saving time and money. Outplacement : Outplacement is a key element of talent mobility. Where there may not be an opportunity to redeploy, outplacement is the next natural progression. Layoffs or restructuring are usually cyclical, and organizations who focus on helping and supporting their employees enjoy better brand protection; this also ensures hiring success in the future, once the company/economy turns around. RiseSmart’s unique 3:1 support model, with our award-winning technology ensures each participating employee receives dedicated support and guidance in their career transition. Our technology for HR, RiseSmart Insight - the only one of its kind in the world - allows HR leaders to gauge instant insights from the employee population that has been impacted, impacted employee landing rates, and employee engagement metrics, all in real time. Outplacement has emerged as a new industry. How has it gained significance? What is the right approach to outplacement? Reductions in the workforce are a reality of today’s inter-connected world. Volatile economic situations and business scenarios create an impact on all the stakeholders involved. As reported, India’s US$160 bn IT industry saw a lot of reduction in 2017. During these difficult times, many organisations made the news for their hasty and unprepared notification practices. In some cases, the manner in which companies let employees go and the
HR Best Practices 2019
E - 2
providers can bridge this gap by connecting employees to their personal career coach, helping them better understand and prepare for the job market as well as guiding them on how to apply their core skills to the next phase of their careers. Increased productivity from current employees : A lot of times, it happens that during layoffs the focus on non- impacted employees are minimum. You need to send out the right messages to help them stay engaged with the organization. As a partner, we recommend honest conversations with employees who have not been impacted, aligned with specific training programs to help them cope. Better brand : Layoffs can bring lot of negativity to a brand. Supporting exiting employees demonstrates your commitment to current and former staff and showcases your ability to provide the solutions modern professionals need. This reinforces the message that you deeply care about your employees, which will also resonate with future hires. When the market turns around, this becomes a strong point for boomerang employees to come back home, generating a strong brand image. Impacted employees need much more than a severance package. They need guidance and support that can help them in finding their new beginnings. Outplacement service is a great way to support your employees in the transition period while protecting your brand. How has RiseSmart leveraged Innovation and Technology to enhance its capabilities and solutions to customers? RiseSmart has taken the market lead in India because of our ability to enhance the career transition experience at each juncture. Our unique high touch model, supported by the latest technology, allows us to reach our program participants where they are, thereby increasing their engagement with us, and most importantly, accelerating results. For ease of use, every participant can access their service through our app, ensuring on-demand service on the go from any part of the country. An intuitive, visual dashboard gives job searchers the ability to see their individual journey at a glance, and quickly and easily access the tools and resources that match their individual needs. The ability to schedule an appointment with a career coach at any time and fromanywhere ensures greater accessibility and responsiveness for transitioning employees. We make investments in innovations that matter and create contemporary solutions to meet today’s workforce challenges. Our blended delivery model provides better results and experiences for our customers and their employees.
lack of support and compassion for impacted employees led to public displays of anger and sparked criticism from the press and the community. Business decisions aimed at improving profitability and meeting business goals ended up hurting the corporate brand of those organizations that experienced layoffs and led to loss of trust. Over the years, businesses have evolved and started partnering with outplacement services providers to instill thebest practices for handling layoffs andproviding support to impacted employees. As part of a developing business strategy, businesses have now realized the importance of being perceived as a good employer. As a result of this new trend toward offering outplacement to all impacted employees, organizations are creating goodwill among past, present and future employees, the community, the press, and their customers and future customers. As part of the evolution of companies in India, the role of HR has also changed in the last decade and evolved from an administrative function to a strategic business partner within the organization. Now, HR leaders are also the employer brand builders and protectors of the company’s image. Positive brand initiatives -- like redeployment and outplacement -- have helped human resource teams to protect employer brands while helping guide employees at every level with coaching and mentoring support to realize their aspirations. WhatarethekeybenefitsintermsofROIthatorganizations can derive from leveraging an outplacement program? Due to technological advancements and other workplace trends, workforce reduction still poses a challenge for managers. It’s an unfortunate but inevitable part of today’s business ecosystem, which can have long-term effects on future business success. Even as downsizing has become commonplace, an employee-centric approach is a growing trend that makes offering severance benefits, such as outplacement services, a focus for employers hoping to be empathetic and supportive during the exit process. The reasons companies should embrace investing in exiting employees instead of letting them go without help would include: - Invest in employee relations : Even though they have been laid off, displaced employees have also contributed in the success of your business. Outplacement services help you in maintaining healthy relationships with impacted employees by offering them the guidance and coaching they need to land a new job. Reduce Unemployment : While downsizing, providing only severance pay may not be enough to create new opportunities for impacted employees. Outplacement
HR Best Practices 2019
E - 3
Prof. (Dr.) Monica Khanna Director and Marketing Professor K. J. Somaiya Institute of Management Studies and Research (SIMSR)
How has the role of HR changed over the last 5 years? The role of HR is not just maintaining a system but preparing the organization for future challenges through appropriate manpower planning. HR function has changed from sustenance mode to predictive and analytical mode. The traditional organization structure will not be helpful in handling the speed of change. Today organizations have become very vulnerable to disruptive forces leading to job obsolescence and job redundancy. The HR has to create strategies that will help an organization to quickly align with disruptive changes and challenges happening in the external environment. The HR should prepare the organization to face such challenges in the future. The role of HR becomes even more critical in new forms of organizations like virtual, hollow and global organizations. In your view, what is the outlook for the HR function in the current age of automation? Just as automation has impacted other functions of an organizations like logistics, finance, marketing etc, similarly the HR function has also got impacted and the lower order activities are being taken over by technology. The higher order activities like strategic planning and analytics will be the main domain function for the HR in the future. HR should be driving the automation function through the organization and not vice versa. What differentiates SIMSR from other business schools? What kind of programs do you offer with respect to HRM? The use of innovative pedagogical tools for delivering the curriculum is what differentiates SIMSR from other B schools. Our pedagogy is a very good blend of case studies, chalk and talk, projects, live projects, experiential learning initiatives, simulation games, field visits and international immersions.
We have an HR specialization in the PGDM Core and MMS programme and Part Time programme. Apart from this we have the HR subjects throughout other programmes conducted at the institute. The curriculum consists of a blend of traditional and contemporary subjects. All this make our students into industry ready employable graduates. What are the challenges and opportunities with respect to having a multi-generational workforce? Every generation of workforce brings in unique traits along with them. Respect is an important aspect for multi-generational workforce integration. The senior workforce acknowledges the unbiased inputs of the youngsters whereas the youngsters learn to appreciate experience and wisdom of the senior workforce. If a multi- generational workforce is handled effectively, it could be a boon for any organisation. Age does not matter as long as people come in with an open-mind and there are willing to listen to the other side. Disruptive innovations can happen at the intersection of experience and fresh ideas. Insecurity could be a challenge for smooth working. Trust and patience are the key to ensure that multi-generational workforce blend harmoniously with each other. What are some of the most critical skills required by HR Managers in the current business scenario? What kind of skills are your HR programs designed to inculcate? In the current business scenario, some of the critical skills required by the HR managers are empathy, team orientation, vision of the future, forward looking with the ability to inspire and motivate people. Apart from technology skills and other skills, the human skills are very important today. It’s all about, “holding people’s hopes”, together and moving them forward together. Our HR programmes are designed to inculcate leadership, entrepreneurial spirit, strategy and analytical thinking.
HR Best Practices 2019
E - 4
HR Best Practices 2019
E - 5
HR Best Practices 2019
E - 6
L - 2
Sr No Company Name
1 A.T.E. Enterprises Private Limited
2 ACG Group
3 Amway India Enterprises Private Limited
4 Apco Infratech Private Limited
5 Apeejay Surrendra Park Hotels Limited
6 Bayer Vapi Private Limited 7 Beumer India Private Limited 8 Brigade Enterprises Limited
New Delhi Bengaluru
9 BS Abdur Rahman Crescent Institute of Science and Technology Chennai
10 C&S Electric Limited
11 Clover Infotech Private Limited 12 CMS IT Services Private Limited
Bengaluru New Delhi
13 Cosmo Films Limited
14 Cotmac Electronics Private Limited
Maharashtra Maharashtra Maharashtra Maharashtra
15 DCB Bank Limited
16 Edelweiss Tokio Life Insurance Company Limited 17 ELANTAS Beck India Limited 18 Exdion Solutions Private Limited 19 F5 Networks Innovation Private Limited
20 Firstsource Solutions Limited
21 FIS Global Business Solutions Private Limited 22 GCS Medical College, Hospital & Research Centre
Gurugram Haryana Ahmedabad Gujarat
23 Gold Star Jewellery Private Limited 24 Gujarat Fluorochemicals Limited 25 Gulf Oil Lubricants India Limited
26 Happiest Minds Technologies Private Limited
27 Havmor Ice Cream Private Limited
Ahmedabad Gujarat Gurugram Haryana Ahmedabad Gujarat
28 Hilti India Private Limited
29 Hitachi Hi-Rel Power Electronics Private Limited
30 Indian Oil Corporation Limited
New Delhi New Delhi
31 Indian Renewable Energy Development Agency Limited
32 Infiniti Retail Limited 33 ITC Infotech India Limited
K J Somaiya Institute of Management Studies & Research Inviting professionals with 5 years+ Scan to know more
of work experience to master their future with 15-month full-time accelerated MBA (PGDM Executive - AICTE Approved) Contact: +91-22 6728 3277/ 3000/3050 | simsr.somaiya.edu
HR Best Practices 2019
One Year MBA for Indian B-schools by Outlook
L - 3
Sr No Company Name
34 ITC Limited
35 JM Financial Limited
Maharashtra Maharashtra Maharashtra Maharashtra
36 Kirloskar Pneumatic Company Limited 37 Larsen & Toubro – Electrical & Automation 38 Life Insurance Corporation of India 39 Lokmat Media Private Limited 40 Maya Digital Studios Private Limited 41 Meerut Institute of Engineering & Technology 42 Motilal Oswal Financial Services Limited
Mumbai Meerut Mumbai
43 Navigant BPM India Private Limited
44 NCC Limited
45 Nestlé Skin Health India Private Limited
Mumbai Mumbai Daman Mumbai
Maharashtra Maharashtra Daman & Diu Maharashtra
46 Piramal Realty Private Limited 47 Plastiblends India Limited
48 Prism Johnson Limited
49 Randstad India Private Limited 50 Saraswat Co-operative Bank Limited
51 Shriram Bioseed Genetics
52 Sigma Electric Manufacturing Corporation Private Limited
53 SMC Global Securities Limited 54 Sodexo Onsite Service Solutions 55 Sodexo SVC India Private Limited
56 Somany Ceramics Limited
57 SREI Equipment Finance Limited
58 Takshi Auto Components Private Limited 59 Tata Capital Financial Services Limited 60 Tilda Hain India Private Limited 61 Trident Automobiles Private Limited
62 Unisys India Private Limited
63 UST Global Information Technology Parks Private Limited
64 Visible Alpha Solutions India Private Limited
65 Vodafone Idea Business Services
your skillsets Rethink| Reskill| Relaunch Customised & Open Calendar Management Development Programmes yourself your career K J Somaiya Institute of Management Studies & Research Contact: +91-22 6728 3000/3050 | simsr.somaiya.edu Some of our Clients
Get reskilled by Academic Veterans & Industry Experts
HR Best Practices 2019
IIS (Deemed to be University), Jaipur
“The ignited mind of the youth is the most powerful resource, on the Earth, above the Earth and under the Earth”, so said Dr. APJ Abdul Kalam, the legendary late President of India. This quote highlights the power vested in the young people of today. Seeking to tap this segment, and with an unflinching faith in the potential of the youth, Dr. Ashok Gupta, Founder Director & Vice Chancellor, IIS (Deemed to be University) founded the International College for Girls (ICG), affiliated to the University of Rajasthan, in 1995. It was recognized as one among 50 institutions that were accorded the ‘Colleges with Potential for Excellence’ (CPE) status by the University Grants Commission, during phase-II of the CPE scheme. Thereafter, ICG went on to be accorded with the status of a ‘Deemed University’ by the Ministry of Human Resource Development, Govt. of India. Today, the IIS University stands as a temple of learning, where quality education is a commitment and enabling learning is a mission. Towards this end, the IIS University provides a platform that recognizes ‘Unique’ as its tradition. The resourceful campus has a conducive environment, offering industry- based curricular models, well-equipped classrooms and research labs, state-of-the- art centralized and department libraries and auditoriums, alongside ample opportunities for extra-curricular growth. The University also has collaborations with renowned national and international academic institutions, as well as advanced research facilities and centres. Dr. Gupta states, “IIS is an institution committed to providing its students academic programmes which will make a difference to their lives. We, as the stewards of learning, are dedicated to grooming and nurturing young girls into world-ready women, to work with people of all cultures, and to equip them for the careers of the future. This is our world, where learning has no limits.” IIS (Deemed to be University): The Abode of Gen Z Learners For Gen Z, learning is a continuous, multi- faceted experience, and this experience is considered the best when it is hands-
on. The University aligns itself with the aspirations of students and educates them in a very creative way, by encouraging them to think out-of-the-box. It offers a range of opportunities to them, so as to broaden their knowledge base beyond academics. It has a very well-defined character through a set of goals which bear ample testimony to its commitment towards enriching the academic fabric of all its programmes. The institutional vision and mission are reflected in all its programmes, as well as in its underlying philosophy to be a model institution. “Our goal is to develop a suitable combination of skills, knowledge and application, and thus provide an education which focusses on employability, innovative entrepreneurial skills and research”, maintains Dr. Gupta. Facilitating the move from skill-building to employability- actualization is a crucial step that is ably undertaken by the University’s full-fledged Training and Placement Cell, which looks into the overall planning and execution of career guidance, career counselling and employment opportunities. Moreover, the provision of training programmes as well as educational tie-ups and linkages with national and international institutions, has made the University an institution of choice, so much so that more and more students from other states are seeking admission to it every year, in addition to several foreign students. Over the years, the University has driven steadily towards an outcome that provides for and facilitates equal opportunities and has successfully built a name as a thriving community that pushes, urges and aides its facultymembers and students alike, towards the common goal of self-improvement and to help them step out with confidence into an ever-changing world. The University’s shining stars are its bright alumnae, who have done it proud by bringing laurels in their roles and capacities as bureaucrats, defence officers, researchers, academicians and scientists, as also those in the hotel, hospitality and the aviation industry.
Key Management Dr. Ashok Gupta Founder Director & Vice Chancellor Dr. Ashok Gupta is an eminent educationist and administrator, who has gained a prominent position in society for his exemplary work in the field of education. He has made a significant contribution towards restoring the richness of educational culture and making it more vibrant. His far-sighted leadership, commitment to work, penchant for perfection, strong will power and breadth of vision have elevated the institutions that he has founded to function as centres of learning and excellence. Dr. Gupta hails from a humble background. Son of a disciplinarian father, he nurtures a sense of pride in his roots. He began his career as a school teacher and has risen to become one of the pioneering educational administrators of Rajasthan. He is presently the Vice Chancellor of the IIS University, one of the premier institutions in Rajasthan. A well- known academician, he laid the foundation of Maheshwari Public School in 1977 and worked incessantly towards make it one of the best schools of the state. He is the Founder Director of several institutions, viz. India International School, International College for Girls, International School of Informatics and Management and ICG Institute of Educational Research and Development. He has been a member of the Syndicate of the University of Rajasthan, CBSE, Board of Governors, International Schools Association, Geneva and, a member of the European Council of International Schools, UK. Dr. Gupta has also been marshalling his energies for Rotary for over four decades now and has served the international organization in India as a District Governor, Rotary International President’s Representative, Chair - Rotary Zone Institute 2015 and a Trustee of the Rotary India Water Conservation Trust. Dr. Ashok Gupta has to his credit a number of achievements in diverse areas, including prestigious awards at national and international levels. He was awarded the ‘Service above Self Award’ by Rotary International (US) and the ‘Udyog Ratna Award ‘ from the PHD Chamber of Commerce and Industry, New Delhi in 2005, by Vasundhara Raje, Chief Minister of Rajasthan, to name a few.
Best HR Case Studies
DCB Bank Limited 6th Floor, A Wing, Peninsula Business Park, Lower Parel, Mumbai - 400013, Maharashtra Tel: 91-22-66187000 / 1800-209-5363 / 1800-123-5363 Email: firstname.lastname@example.org; Website: www.dcbbank.com Dun & Bradstreet D-U-N-S® No 65-064-3752
DCB Bank’s Employee Engagement and Organizational Development Initiatives Being part of the banking industry with a fairly young workforce, it becomes crucial for DCB Bank to keep employees highly engaged and chart their development in line with organizational goals. The Bank has a series of unique and interesting people practices, some of which are as follows: - a) Orientation Program - New hires undergo a mandatory orientation program where employees are welcomed with a corporate kit. We welcome our Management Trainees with a card, and a box of chocolates is sent to their parents upon joining. Also, mid to senior level joinees get goodies. The orientation program provides company-related information, describes the Bank’s culture and serves as a mode of training and development. b) Competency Based Interview Training - This hiring skills workshop helps supervisors identify and hire competent resources; it helps improve the accuracy in recognizing high performing and talented resources based on the competency framework of our Bank. c) Ascend - This supervisory skills development program seeks to enhance people and team management competencies. It focuses on individual performance, teammanagement, communication skills and coaching. d) Empathy-Speed-Quality (ESQ) - This is a transformational training program conducted to inculcate the ‘ESQ’ culture in employees. It engages employees to deliver quality service to internal and external customers. e) ‘Grow with Us’ and Internal Job watch - These initiatives enable employees to chart a career path into different roles. They help create an internal talent pool, boost employee morale, retention and close mid- level vacancies from within the Bank. f) LEAP, RISE & ASPIRE programs - The objective of the LEAP program is to groom middle management for challenging roles and responsibilities, and to prepare them for the next level. LEAP assesses candidates on parameters like resilience, grit, out-of-the-box thinking and presence of mind and grooms second line leadership. RISE is an advanced banking program which builds cross function functional capabilities. ASPIRE is a program meant for employees focusing on building process orientation, soft skills, regulatory aspects, product knowledge, risk management, sales and service skills. g) S-PEAK - This survey evaluates feedback on supervisors on parameters like communication, rewards & recognition, values, delegation, training and mentorship, among others. A strong correlation has been found between a high S-PEAK score and high team performance and low attrition. h) ACE - This is an online-based career development program, aimed at retaining and developing talent and rewarding high performing and potential employees. DCB Bank’s interventions also help achieve organizational development under the following broadly-classified functions: Recruitment & Onboarding LINK is an employee referral program that encourages existing employees to refer candidates for monetary rewards. Further, The Top Recruit, a campus branding initiative is one where students undergo activities to test their Decision making, Negotiation, Selling skills and Teamwork, conducted with the help of social networking sites to source B-School candidates. To enhance the onboarding experience a welcome call is made to new joinees on date of joining, their feedback is captured via internal HRIS on 15th, 45th and 60th day of joining, WhatsApp groups are created for engagement and they also receive e-visiting cards on date of joining.
Managing Director & CEO
Vice President - HR
Case study details as provided by the company; Tabular details as provided by the company and from its website
HR Best Practices 2019
2Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 Page 24 Page 25 Page 26 Page 27 Page 28 Page 29 Page 30 Page 31 Page 32 Page 33 Page 34 Page 35 Page 36 Page 37 Page 38 Page 39 Page 40 Page 41 Page 42 Page 43 Page 44 Page 45 Page 46 Page 47 Page 48 Page 49 Page 50 Page 51 Page 52 Page 53 Page 54 Page 55 Page 56 Page 57 Page 58 Page 59 Page 60 Page 61 Page 62 Page 63 Page 64 Page 65 Page 66 Page 67 Page 68 Page 69 Page 70 Page 71 Page 72 Page 73 Page 74 Page 75 Page 76 Page 77 Page 78 Page 79 Page 80 Page 81 Page 82 Page 83 Page 84 Page 85 Page 86 Page 87 Page 88 Page 89 Page 90 Page 91 Page 92 Page 93 Page 94 Page 95 Page 96 Page 97 Page 98 Page 99 Page 100 Page 101 Page 102 Page 103 Page 104 Page 105 Page 106 Page 107 Page 108 Page 109 Page 110 Page 111 Page 112 Page 113 Page 114 Page 115 Page 116 Page 117 Page 118 Page 119 Page 120 Page 121 Page 122 Page 123 Page 124 Page 125 Page 126 Page 127 Page 128 Page 129 Page 130 Page 131 Page 132 Page 133 Page 134 Page 135 Page 136 Page 137 Page 138 Page 139 Page 140 Page 141 Page 142 Page 143 Page 144 Page 145 Page 146 Page 147 Page 148 Page 149 Page 150 Page 151 Page 152 Page 153 Page 154 Page 155 Page 156 Page 157 Page 158 Page 159 Page 160 Page 161 Page 162
Made with FlippingBook - professional solution for displaying marketing and sales documents online