1. HR Delivery; Ensuring focused, committed and
competent workforce.
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2. It’s not the strongest of the species
who survive, nor the most
intelligent,
intelligent but the ones most
responsive to change.
Charles Darwin
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© 2008 Delta Organization & Leadership LLC. All rights reserved.

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© 2008 Delta Organization & Leadership LLC. All rights reserved.

4. HR Delivery
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Three Key Elements
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- Building a Diverse Workforce
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- Nurturing and Developing Top Talent
- Improving Bottom Performance
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5. HR Delivery
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- Building a Diverse Workforce
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6. Diversity
Consumers,
Shoppers and
Customers
Gender Diversity, Mirroring the Market, Enables Growth
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7. Women bag top three positions in civil services exam
5 May 2009, 0114 hrs IST, TNN
NEW DELHI: Forget about breaching the glass ceiling, this comes close to smashing it. The top three ranks in the prestigious Civil Services
(main) exam this year have been bagged by women. In all, as many as ten women have made it to the top 25.
Shubhra Saxena from Indirapuram (Ghaziabad) has topped the exam, while Sharandeep Kaur Brar from Chandigarh and Kiran Kaushal
from Raipur have secured the second and third ranks respectively, according to the results announced by the Union Public Services
Commission on Monday.
Varinder Kumar Sharma, a physically challenged candidate from Chandigarh, ranked first among males and secured the fourth position
overall. Sharma, an electrical engineer, was the only candidate in the top 25 to take the exam in Punjabi.
There are nine engineers in the top 25. Interestingly, Shubra Saxena, 30, is herself a graduate of IIT Roorkee but took psychology and
There are nine engineers in the top 25. Interestingly, Shubra Saxena, 30, is herself a graduate of IIT Roorkee but took psychology and
public administration as optional subjects for her second shot at the UPSC. ``I have been preparing since 2006. Prior to that, I worked in
the IT industry for four‐and‐a‐half years. I am successful today because of my family's support,'' she said as sweets were distributed and
cameras flashed in her home.
She seemed relieved rather than excited. ``I thank God for making me so fortunate,'' said Shubhra.
All India Rank‐1, Shubhra It was also the second attempt for 26‐year‐old Sharandeep, who has a Masters in Psychology from Punjab University. She was ranked
Saxena from Indirapuram, 443rd last year, but decided to try for a better service. Her decision was vindicated. ``I am very excited and surprised. I expected a good
Ghaziabad. (TOI) rank, but not the second position even in my dreams. It's the most cherished moment of my life,'' she said.
At present, she is undergoing training in Shimla for the Indian Audit and Account Services. Her subjects in the mains were psychology and sociology. Nearly 3.19 lakh
candidates had applied for the exam, of whom about half took the prelims. Almost 12,000 qualified for the main exam in October‐November and 2,140 of them were
chosen for the personality test.
A total of 791 candidates have finally been selected, of which 625 are men and 166 women. They will now be recommended for appointments to the IAS, IPS, IFS and
l f dd h f ll b l d f h h d h ll b d df h d
other central services.
Of the 791 candidates, 364 are from the general category, 236 belong to Other Backward Classes, 130 are from the Scheduled Castes and 61 from the Scheduled Tribes.
Aditi Singh, an alumnus of Delhi University who secured the 12th rank in the mains, said, ``It's really nice that so many women have made it to the top this time.'' After
doing her graduation, post graduation and M Phil in political science, Aditi was successful in the mains in the third attempt. She says strategy matters a lot in clearing
doing her graduation post‐graduation and M Phil in political science Aditi was successful in the mains in the third attempt She says strategy matters a lot in clearing
the civil services exam. ``There are three levels ‐ objective, subjective and personality test. I did not give much attention to general studies in the earlier two attempts.
But I changed my strategy this year.''
Besides, strategy, perseverance and hard work saw Aditi through. ``I had been putting in endless hours every day. My husband is an IAS officer from the Nagaland cadre
while my father, D P Singh, is a retired IAS officer who is now the chairperson of NIFT. They both supported me throughout.''
Family support also helped 16th‐rank holder Varnali Deka. Varnali, who did not reveal her age, was perhaps the most experienced candidate for the civil services. She
did her BTech from Bangalore followed by an MBA degree
from IIT Bombay and got through the IPS last year. ``I am currently undergoing training at the National Police Academy. But I wanted to shift to the IAS as my mindset is
inclined towards the administrative rather than the preventive, as in policing,'' she said.
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8. Strategic Diversity
Strategic Diversity
Recruit Accelerate Development Create a Sustainable
Accelerate diversity
recruitment and recruit for a
and Growth Culture
a. Actively Identify potential in Middle Continuous Education and
broader range of roles.
Management. Awareness Sessions
b. Develop them aggressively. a. Provide Solutions to issues
identified in Engagement Survey
b. Implement Policies to Support
Workplace Flexibility
Engage and Retain
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9. Diversity – Hiring Interventions
Special • College Campaigns
Recruitment Drive
for Market
• Job Fairs
Developers •R l M k t D l
Rural Market Developer Program
P
Recruit :
R it
Accelerate • To build the middle
diversity Building management talent pipeline
recruitment and “Talent by inducting good women
recruit for a Pipeline at
Pipeline” at talent into meaningful
talent into meaningful
broader range of middle level projects to take up regular
roles. assignments at a later date.
• To create high‐impact Videos,
handouts and other
appropriate materials.
Management
• To conduct separate sessions
To conduct separate sessions
Internships
hi
with female students to take
them through the diversity
initiatives of HCCB.
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10. Diversity ‐ Accelerate Development and Growth & – Create
a Sustainable Culture
Structured
Development Plan Constant
for women feedback sessions
Associates. ‐ Online
Survey/face to
face session
Continuous
Accelerate Education and
Development and Awareness Sessions
Diversity Policies:
Growth Structured a. Provide Solutions
a. Flexi Time
Development to issues
a.
a Actively Identify b. Equal
b E l
Tools – Action identified in Opportunity
potential in Middle Learning Engagement
Management. c. Guidelines for
Projects, Stints Survey safe & secure
b. Develop them b. Implement Policies workplace
aggressively. to Support Workplace
Flexibility
Structured Creche Support
Women Services
Council
Networks
Initiatives to accelerate Development Initiatives to create a Sustainable Culture
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11. HR Delivery
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- Identifying Top Talent
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12. We identify our Leadership Pipeline talent needs
We identify our Leadership Pipeline talent needs
with the help of:
People Development Forums (PDFs)
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13. PDF Process
1. a) Associate completes 2. Manager and associates discuss
individual competencies, and record competencies displayed,
sends to Manager for career aspirations./ development
review , requests 360 areas, etc.
degree feedback for self
Regional/Functional/National PDF
R i l/F ti l/N ti l
4. Managers give feedback to the
associate on development needs
and action plans – HR to take
Follow up actions
3. AGMs & Regional Functional Heads summarize
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and present their function’s talent
4. RVPs to summarize and present their DR talent
5. Corporate Functional Managers to summarize and
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present their DR talent

14. The PDF Network: How do they Connect?
ONGOING DIALOGUE RE: DEVELOPMENT
Development recommendations
and strategies
National PDF
Region PDF FUNCTIONAL PDF
Manages company-wide
Leadership Talent Pool Define t l t
D fi talent Defines HCCB t h i l
D fi technical
Development requirements necessary expertise and skills
to operate business unit model for functions
•Reviews functional skills plans
from functional PDFs •Assess the skills of •Identifies key pools of
Talent Assessment
and Identification employees expertise
•Agrees company-wide People
Agrees company wide
Development strategies and •Develop the skills of Talent Assessment •Projects needed skills
priorities employees
•Performs technical skills
•Reviews effectiveness of Development
•Hire and place needed gap analysis
country level People
Strategies
and Recos
talent
Development Development
•Manages company wide
•Evaluate the talent and Recommendationss
and talent supply
pp y
skills that exist in the
Assessment Support
•Calibrates GM performance
feedback and rewards / organisation, determine •Creates development
consequence Routine Discussion needs and identify gaps strategies
Point in Country
Business Reviews
•Create strategies to fill •Brokers best practices and
gaps in talent for the Routine talent movement
p
present and the future formal GM/
Function
Membership Head
dialogue
• CEO Suggested
•Regional VPS Suggested
Membership
•COO Membership
•Function Head
•HR VP •VP-HR,, Regional VP,
•Regional Functional
•OD Manager* Region anagers,AGMs,
Experts
•Local HR Manager*
•National OD Mgr
National
Talent assessment and functional development
strategies
HR Support Dialogue (HR VP, Regional, Local)
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15. HR Delivery
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- Nurturing and Developing Top Talent
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21. Understanding and Improving Performance
Business
360 degree
Build
ching
Simulation
leadership
feedback
ding capabilities
Effective
Feedbac & Coac
Leadership Conversation
Derailers
Leader Innovative
FIRO-B
Workshops
ck
Individual Peer
Coaching Managing
Complexities
Accelerating Sustainable
Sharing Best
Performance Execution
Practices
World-Class
World Class Organization
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23. Bottom Talent – HR Interventions
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24. Performance Improvement Plan (PIP)
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- Identification of Bottom Performers
- Diagnosis and Alignment
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- Support
- Review and Possible Action
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25. We will track results through the HR Progress card with Customer
facing metrics & milestones

26. Thank You
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