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1Copyright © 2012 Mahindra & Mahindra Ltd. All rights reserved.
July 25th 2014
Building A Happy Organization
Session by:
Prince Augustin
EVP, Group Human Resources
Mahindra Group
2
Wealth and Happiness
Qatar
Luxembourg
Singapore
Norway
Brunei
USD 98814
USD 78610
USD 64584
USD 54947
USD 53431
1
2
3
4
5
Wealthiness
Rank
Country GDP Per Capita
Happiness
Rank
Denmark
Switzerland
Iceland
Austria
Bhutan
USD 34600
USD 46430
USD 35600
USD 32700
USD 1400
19
7
22
11
114
1
2
3
4
8
3
What has Bhutan Done Differently to get there
GNH Index – Reflects the happiness and general well being of Bhutanese people
Includes nine core domains that are regarded as components of happiness
GNH – Gross National Happiness
“The bridge between the fundamental values of kindness, equality and humanity
and the necessary pursuit of economic growth” Jigme Khesar, King of Bhutan
GDP GNH
Source – Center for Bhutan Studies
4
Happiness as described by Some
Great Visionaries
5
6
For what is a man profited, if he shall gain
the whole world, and lose his own soul?
- Holy Bible
7
Video - Winning Hearts
8
9
Happiness is the meaning and
the purpose of Life, the whole
aim and end of Human
existence
- Aristotle
10
Reflection on Happiness
HAPPINESS
Purpose
ThoughtInner Self
11
Martin Seligman- Happiness Construct
Meaning / Purpose
Engagement
Pleasure
Unique
Pathways
12
SMH OMH
Subjective Measures of Happiness (SMH) – Life Satisfaction, General state of Happiness
Objective Measures of Happiness (OMH) – Education and occupation achievement
+
+
+
+
+ -
Martin Seligman – Happiness Construct
α
α
α
Construct
Meaning / Purpose
Engagement
Pleasure
13
Martin Seligman- Happiness Construct
Meaning / Purpose
Engagement
Pleasure
Unique
Pathways
14
So what can Leaders do to
create happier Organizations
Build a
Purposeful
Organization
Drive
engagement
15
The Mahindra Context –
Driving Purpose and Engagement
16
The Story of Rise.
17
A Changing Global Paradigm
The VUCA World
Complexity
Uncertainty
Volatility
Ambiguity
Exponenti
al Change
Lack of
Trust
18
Creating Tomorrow’s Company
19
May be mistaken for a PSU
40’ish, middle-aged, rugged,rural
Conventional, risk -averse
Rigid, finds safe ways to do things
Trying to be creative, to keep up with the
world
Source: B-school campuses 2008
The Story a few years back…
20
The Business Reality
Mahindra acquires Satyam
21
USD~ 16.5 Billion
11 Business Sectors
&
18 Industries
AUTOMOTIVE SECTOR
Automotive
FARM EQUIPMENTSECTOR
Farm Equipment
Agri-Business
Energy
Construction Equipment
INFORMATION TECHNOLOGY SECTOR
Information Technology
MAHINDRA PARTNERS
Steel
Retail
Industrial Equipment
Logistics
Leisure Boats
Solar Energy
HOSPITALITY SECTOR
Hospitality
FINANCIAL SERVICES SECTOR
Financial Services
Insurance Broking
Rural Housing Finance
SYSTECH SECTOR
Aerospace
Components
Steel
Consulting
INFRASTRUCTURE & REALITY SECTOR
Infrastructure
Real Estate
TWO WHEELER
Two Wheelers
AFTER MARKET
Mahindra First Choice Wheels
Mahindra First Choice Services
DEFENSE SYSTEMS
Defense
Mahindra Group: Business Portfolio
...in >100 countries across the globe...
22
What was our brand identity in 2010?
How do we take the next Leap?
23
The Story of Rise
Redefine the way we look at
ourselves
24
StrawberryFrog findings on our group-
wide common cultural elements
• Over-cautious
• Civil-service mentality
• Insular
• Short-term thinking
DECLINING
Aspects of the culture that are
on the wane
• Empowerment
• Diversity
• Integrity
• Compassion
ENDURING
Aspects of the culture that will
always endure
• Global mindset
• Challenger-spirit
• Ingenuity
• Social Responsibility
EMERGING
Aspects of the culture that are
on the rise
25
Our cultural strengths were converted into
3 themes for consumer research
7 Nations and 13 Markets
We conducted 62 Ethnographic Interviews
and 16 Discussion Groups
With more than 150 consumers
• India
• USA
• Brazil
• South Africa
• Egypt
• China
• Thailand
Global Semiotic Analysis of how to
leverage ‘India’
equities globally – India, UK, North
America
Accept No
Limits
Alternative
Thinking
Driving
Positive
Change
Integrity
Social
responsibility
Compassion
Ingenuity
Diversity
Empowerment
Challenger
Spirit
Global Mindset
26
Cultural Transformation
Business Transformation
Accepting No
Limits
Alternative
Thinking
Driving
Positive
Change
Rise.
27
The Strategic frameworks for Change
Management
1. Edger Schein model of Organizational Culture
2. John Kotter's 8 Step Change Management model
3. McKinsey Influence Model
28
Organizational Culture
Edgar Schein
Culture
Rituals Language
SymbolStories
29
The 8 Step Change Management Model
John Kotter
Creating a
climate for
Change
Engaging and
enabling the
Organization
Implementing
and Sustaining
Change Incorporate Changes into the Culture
Keep the Momentum for Change moving
Plan for & Create Short term Wins
Empower others to act on the Vision
Communicate the Vision
Develope a Vision
Create a powerful guiding Coalition
Establish a Sense of Urgency
30
The Influence Model
The Irrational Side of Change Management, McKinsey Quarterly
31
Preparing for the Change
32
Senior Leaders' Workshops
Date Workshop
Target
Audience
Output
March -10
Leading the
Brand
Business &
HR Heads
Leadership team to
demonstrate by
walking the talk
Enabling & Disabling
behaviors
 Empowerment
 Learning culture
 Caring organization
 Long-term perspective
 NOT “Walk the Talk”
 Substandard processes &
systems
 ‘One more initiative’
 Products & services not upto
world-class standards
KEY ENABLERS KEY DERAILERS
33
Senior Leaders' Workshops
Date Workshop
Target
Audience
Output
March -10
Leading the
Brand
Business &
HR Heads
Leadership team to
demonstrate by
walking the talk
Enabling & Disabling
behaviors
April-10
Living the
Rise with
Strawberry
Frog
GEB, Business
& HR heads
Linking customer
processes with Rise
(Big Ideas)
Linking HR processes
with Rise (Big Ideas)
Enablers
Derailers
34
Living the Rise Workshop Outcomes
Affinity Buckets Descriptors
Communication
formats/ Forum
Innovative communication for improving bottom up
communication, knowledge sharing and networking
Customer centricity Developing insights into customer needs and empathy for
delivery of better product / customer experience
Reward Recognition
including mechanisms
to weed out
R/ R to encourage contra point of view, critique. Encourage
risk taking and learning from mistakes
Getting Brand
Ambassadors on board
i.e. Resourcing
Through right recruitment, on boarding and Induction
processes
Capability building /
development
Training for skills and coaching for right attitude (Including
Competency Based Development)
35
Empowerment Empowered to innovate or deliver a superior customer
experience
Ideation Time and space for free ideation by design
Creating Business /
Work passion
To create excitement around work, engaging employees
with quality work
Enjoyable Work place The ambience, events, get-together, socializing with Peers,
developing bonding along common interests / chilling out
Social Responsibility CSR & going beyond business
Behavioral Audit 360 degrees appraisal focused on Rise Supportive
behaviors
36
Discovering the Core Purpose: Earlier
EARLIER CORE PURPOSE
Indians are Second to None in the World. The founders of our nation and
of our company passionately believed this. We will prove them right by
believing in ourselves and by making Mahindra & Mahindra Limited
known worldwide for the quality of its products and services.
37
Discovering the Core Purpose: Now
CORE PURPOSE
We will challenge conventional thinking and innovatively use all our
resources to drive positive change in the lives of our stakeholders and
communities across the world, to enable them to Rise.
Alternative
Thinking
Driving
Positive
Change
Accepting No
Limits
38
The Three Rise. Pillars
WHAT ? HOW ? WHY ?
Alternative
Thinking
Driving
Positive
Change
Accepting No
Limits
• Think big, think global
• Challenge conventional
thinking
• Agility with discipline
• Reasoned risk-taking
• Orientation for
Excellence
• Seek breakthrough
solutions
Rise by daring to
disturb the universe
• Pursue new
approaches
• Celebrate diversity
• Focus innovation on
customer needs
• Invent your way to
growth
• Frugal mindset
Rise with your
ingenuity
• Customer sensitivity
• Build quality to
delight customers
• Entrepreneurial
Engagement
• Forge strong
relationships
• Work hard. Have fun.
Rise by shaping
destinies
39
Rise: House of Mahindra
CORE PURPOSE
We will challenge conventional thinking and innovatively use all our resources to
drive positive change in the lives of our stakeholders and communities across the
world, to enable them to Rise
- Think big, think global
- Challenge conventional
thinking
- Agility with discipline
- Take well reasoned
risks
- Seek breakthrough
solutions
Accepting No
Limits
- Pursue new
approaches
- Celebrate diversity
- Focus innovation on
customer needs
- Invent your way to
growth
Alternative
Thinking
- Step into your customer’s
shoes
- Build quality to delight
customers
- Forge strong relationships
- Work hard. Have fun.
Driving Positive
Change
RISE BY DARING TO DISTURB
THE UNIVERSE
RISE WITH YOUR
INGENUITY
RISE BY SHAPING
DESTINIES
CORE VALUES
Good Corporate Citizenship | Professionalism | Customer First | Quality Focus |
Dignity of the Individual
40
Senior Leaders' Workshops
Date Workshop
Target
Audience
Output
March -10
Leading the
Brand
Business &
HR Heads
Leadership team to
demonstrate by
walking the talk
Enabling & Disabling
behaviours
April-10
Living the
Rise with
Strawberry
Frog
GEB, Business
& HR heads
Linking customer
processes with Rise
(Big Ideas)
Linking HR
processes with Rise
(Big Ideas)
May-10
HR
Fraternity
Senior
Manger &
above - HR
Linking HR processes to the Rise philosophy
•Enablers
•Derailers
•Affinity Buckets
•Core Purpose
•House of Mahindra
41
HR
Levers
Leadership
Competency
Communication &
Internalization
Capability Building
for Change
Management
Recruitment
On-boarding
Learning and
Development
Talent
Management
Performance
Management
System
Reward &
Recognition
One Mahindra
signature experience
FY 13
The Wheel
Of Change
FY 12
HR Fraternity Meet Outcomes
42
Reengineering the HR
Levers
43
Structure follows strategy
Executive Sponsor: C & MD
Steering Team:
HR Council Review Team
Program Office
Rise Team:
HR/Communication/ IT
enablement
Rise Sector
Champions
Rise Location
Champions
HR Levers
44
Senior Leaders' Workshops
Date Workshop
Target
Audience
Output
March -10
Leading the
Brand
Business &
HR Heads
Leadership team to
demonstrate by
walking the talk
Enabling & Disabling
behaviours
April-10
Living the
Rise with
Strawberry
Frog
GEB, Business
& HR heads
Linking customer
processes with Rise
(Big Ideas)
Linking HR
processes with Rise
(Big Ideas)
May-10
HR
Fraternity
Senior
Manger &
above - HR
Linking HR processes to the Rise
philosophy
Dec-10
Annual
Blue Chip
Conference
500+ senior
Mahindra
Leaders
Sense of Urgency to drive the change was
initiated by Mr. Anand Mahindra, the then
Vice Chairman and Managing Director
45
The Launch: 17 January 2011
Anand on Rise.
46
47
AUSTRALIA Pune
Rajkot
Chakan
Rudrapur
48
External Communication
Revamped Website
49
Senior Leaders' Workshops
Date Workshop
Target
Audience
Output
March -10
Leading the
Brand
Business &
HR Heads
Leadership team to
demonstrate by
walking the talk
Enabling & Disabling
behaviours
April-10
Living Rise
with
Strawberry
Frog
GEB, Business
& HR heads
Linking customer
processes with Rise
(Big Ideas)
Linking HR processes
with Rise (Big Ideas)
May-10
HR
Fraternity
Senior
Manger +
Linking HR processes to the Rise
philosophy
Dec-10
Annual
Blue Chip
Conference
500+ senior
Mahindra
Leaders
Sense of Urgency to drive the change was
initiated by Mr. Anand Mahindra, the then
Vice Chairman and Managing Director
Dec-11
Annual
Blue Chip
Conference
500+ senior
Mahindra
Leaders
Taking the Rise journey forward by
launching the Group Aspiration
50
Group Aspiration: Video
Anand on Group Aspiration
51
52
Accepting
No Limits
Alternative
Thinking
Driving
Positive
Change
“We will challenge conventional thinking and innovatively use all our resources to drive
positive change in the lives of our stakeholders and communities across the world, to
enable them to Rise.”
CORE PURPOSE
Top 10 global Auto
brands
Deliver Farm
Tech Prosperity
CORE VALUES : Good Corporate Citizenship | Professionalism | Customer
First | Quality Focus | Dignity of the Individual
BRANDPILLARS
By 2021, Mahindra Group to be amongst the
top 50 globally most admired brands
Transforming urban landscapes by
creating sustainable communities
We will be among the Top 5 VO companies of the
world in terms of member base by FY 2016
To be a leading financial services
provider in semi-urban and rural India.
53
HR
Levers
Leadership
Competency
Communication &
Internalization
Capability Building
for Change
Management
Recruitment
On-boarding
Learning and
Development
Talent
Management
Performance
Management
System
Reward &
Recognition
One Mahindra
signature experience
FY 13
The Wheel
Of Change
FY 12
54
1. Internal Communication
Rise Portal
Over 400 Rise stories shared on the portal
Rise Mall for Rise Merchandising
Sharing of Best Practices in HR
>50,000 visits
monthly!!!
55
One Competency Framework for our group
Integrated with all HR Processes
Competency Internalization workshops for employees in
all 11 sectors, 30,000+ employees covered
2. Mahindra Leadership Competencies
56
• Strategic Business Orientation
the courage to think beyond
• Leadership through Sustainability
focus on triple bottom line
• Innovation led Transformation
using a “whole brain” approach….
• Customer Focus
customer at the core
• Leveraging Human Capital
transforming potential to performance
• Weaving Passion & Energy at work
joy of work…
• Result Orientation with Execution Excellence
first time right, every-time…
2. Mahindra Leadership Competencies contd
57
Competency Based
Recruitment
1000+ Managers trained for
Competency Based Recruitment
Use of tools like OPQ32 to bring in
objectivity
E- Module for Recruitment
3. Recruitment
58
Standardized Induction
Module created By Group HR, hosted on
Rise Intranet
I’M Mahindra Induction workshop for
Senior leaders
Updated after every 6 months, 3 Updates
done
4. Induction
59
Development of MGL Framework
Talent Management Manual for all
Sectors
5. Talent Management
Domain Expertise
Mahindra Leadership Competencies
Mahindra Global Leader
Multiple
Disciplines
Winning across
Cultures
Diversity of
Experiences
60
Total Rewards Portal
Rise Awards at Shopfloor
6. Rewards and Recognition
61
Reinforcement: Rise Awards
.
2011
Awards
2013
Awards
2012
Awards
62
AcceptingNoLimits
• Deep Dive study
to check reason s
for variation in
ratings of the
appraises
• Reverse feedback
(180 degree) for
managers
AlternativeThinking
• Post appraisal
feedback / grievance
process
• KRA/goal audits by
HR by seeking help
from panel of line
managers to review
the quality of goals
• Promotion Review
Committee to
scrutinize the
promotion
recommended
cases
DrivingPositiveChange
• For low-performing
employees, there
should be a robust
Performance
Improvement
Program in place
• Trainings to be
imparted to the
appraisers on quality
goal setting, giving
and accepting
feedback etc.
• Tracking mechanism
for Performance
Appraisal Discussion
and feedback to be
taken
9 Recommendations for PMS which are aligned to Rise Pillars
7. PMS
63
Mahindra Leadership University Architecture
8. Learning and Development
Governing
Council
Manufacturing
Businesses
Services
Businesses
IT Business Common Functions
• Strategy• Sourcing Academy
DOMAIN ACADEMIES
Rise Leadership Competencies Core Purpose & Values The Mahindra Way
Academy of Leadership Development
Innovation Academy
• HR
• Sales &
Marketing
• Finance
• IT• Technical
Academy
• Manufacturing &
Quality Academy
64
8. Learning and Development Contd..
•Active Listening
•Asking Powerful Questions
•Giving and Receiving Feedback
SUSTAINED BUSINESS OUTPERFORMANCE
Reflective Conversations
To build High Performance Organizations
65
Mahindra Engagement Model – For Officers
66
Workmen Engagement Model
67
How it all scales up!!!
68
0% 20% 40% 60% 80% 100%
Sufficient efforts been made in
the organization/sector to bring
about awareness and
understanding regarding RISE
Sufficient efforts are being made
in my organization / sector to
implement RISE
79
77
14
16
7
7
%Favourable
Responses (4&5
Ratings)
%Neutral
Responses (3
Rating)
%Unfavourable
Responses (1&2
Ratings)
4.06
4.12
Average
Score
Source: Employee Engagement Survey
N = 12,000
Employee Feedback
69
Summary
70
The 8 Step Change Management Model
John Kotter
 Extensive Top Management Workshops cascading the urgency of
change downwards
 A powerful structure to lead whole change management initiative
 Mahindra Group Aspiration to give direction
Creating a
climate for
Change
Develop a Vision
Create a powerful guiding Coalition
Establish a Sense of Urgency
71
The 8 Step Change Management Model
 Standardized communication roll-out for both internal and external
stakeholders
 Encouraging formation of team across the organization
 Creating alignment through Rise stories and Rise Awards
Creating a climate for Change
Engaging and
enabling the
Organization
Plan for & Create Short term Wins
Empower others to act on the Vision
Communicate the Vision
John Kotter
72
The 8 Step Change Management Model
 Incorporating Rise into the Mahindra DNA through HR Leavers
 Focused interventions in each of the HR Levers co-created within teams
 Rigour in execution brought through the robust structure and continuous
monitoring
Engaging and enabling the
Organization
Implementing
and Sustaining
Change Incorporate Changes into the Culture
Keep the Momentum for Change moving
Creating a climate for Change
John Kotter
73
74
Building a Culture of Rise.
RISE
Pillars
HR
Levers
Mahindr
a DNA
75
Video: Spirit of Mahindra
76
77
Q&A
78
Thank You

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Building A Happy Organization

  • 1. 1Copyright © 2012 Mahindra & Mahindra Ltd. All rights reserved. July 25th 2014 Building A Happy Organization Session by: Prince Augustin EVP, Group Human Resources Mahindra Group
  • 2. 2 Wealth and Happiness Qatar Luxembourg Singapore Norway Brunei USD 98814 USD 78610 USD 64584 USD 54947 USD 53431 1 2 3 4 5 Wealthiness Rank Country GDP Per Capita Happiness Rank Denmark Switzerland Iceland Austria Bhutan USD 34600 USD 46430 USD 35600 USD 32700 USD 1400 19 7 22 11 114 1 2 3 4 8
  • 3. 3 What has Bhutan Done Differently to get there GNH Index – Reflects the happiness and general well being of Bhutanese people Includes nine core domains that are regarded as components of happiness GNH – Gross National Happiness “The bridge between the fundamental values of kindness, equality and humanity and the necessary pursuit of economic growth” Jigme Khesar, King of Bhutan GDP GNH Source – Center for Bhutan Studies
  • 4. 4 Happiness as described by Some Great Visionaries
  • 5. 5
  • 6. 6 For what is a man profited, if he shall gain the whole world, and lose his own soul? - Holy Bible
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  • 9. 9 Happiness is the meaning and the purpose of Life, the whole aim and end of Human existence - Aristotle
  • 11. 11 Martin Seligman- Happiness Construct Meaning / Purpose Engagement Pleasure Unique Pathways
  • 12. 12 SMH OMH Subjective Measures of Happiness (SMH) – Life Satisfaction, General state of Happiness Objective Measures of Happiness (OMH) – Education and occupation achievement + + + + + - Martin Seligman – Happiness Construct α α α Construct Meaning / Purpose Engagement Pleasure
  • 13. 13 Martin Seligman- Happiness Construct Meaning / Purpose Engagement Pleasure Unique Pathways
  • 14. 14 So what can Leaders do to create happier Organizations Build a Purposeful Organization Drive engagement
  • 15. 15 The Mahindra Context – Driving Purpose and Engagement
  • 17. 17 A Changing Global Paradigm The VUCA World Complexity Uncertainty Volatility Ambiguity Exponenti al Change Lack of Trust
  • 19. 19 May be mistaken for a PSU 40’ish, middle-aged, rugged,rural Conventional, risk -averse Rigid, finds safe ways to do things Trying to be creative, to keep up with the world Source: B-school campuses 2008 The Story a few years back…
  • 21. 21 USD~ 16.5 Billion 11 Business Sectors & 18 Industries AUTOMOTIVE SECTOR Automotive FARM EQUIPMENTSECTOR Farm Equipment Agri-Business Energy Construction Equipment INFORMATION TECHNOLOGY SECTOR Information Technology MAHINDRA PARTNERS Steel Retail Industrial Equipment Logistics Leisure Boats Solar Energy HOSPITALITY SECTOR Hospitality FINANCIAL SERVICES SECTOR Financial Services Insurance Broking Rural Housing Finance SYSTECH SECTOR Aerospace Components Steel Consulting INFRASTRUCTURE & REALITY SECTOR Infrastructure Real Estate TWO WHEELER Two Wheelers AFTER MARKET Mahindra First Choice Wheels Mahindra First Choice Services DEFENSE SYSTEMS Defense Mahindra Group: Business Portfolio ...in >100 countries across the globe...
  • 22. 22 What was our brand identity in 2010? How do we take the next Leap?
  • 23. 23 The Story of Rise Redefine the way we look at ourselves
  • 24. 24 StrawberryFrog findings on our group- wide common cultural elements • Over-cautious • Civil-service mentality • Insular • Short-term thinking DECLINING Aspects of the culture that are on the wane • Empowerment • Diversity • Integrity • Compassion ENDURING Aspects of the culture that will always endure • Global mindset • Challenger-spirit • Ingenuity • Social Responsibility EMERGING Aspects of the culture that are on the rise
  • 25. 25 Our cultural strengths were converted into 3 themes for consumer research 7 Nations and 13 Markets We conducted 62 Ethnographic Interviews and 16 Discussion Groups With more than 150 consumers • India • USA • Brazil • South Africa • Egypt • China • Thailand Global Semiotic Analysis of how to leverage ‘India’ equities globally – India, UK, North America Accept No Limits Alternative Thinking Driving Positive Change Integrity Social responsibility Compassion Ingenuity Diversity Empowerment Challenger Spirit Global Mindset
  • 26. 26 Cultural Transformation Business Transformation Accepting No Limits Alternative Thinking Driving Positive Change Rise.
  • 27. 27 The Strategic frameworks for Change Management 1. Edger Schein model of Organizational Culture 2. John Kotter's 8 Step Change Management model 3. McKinsey Influence Model
  • 29. 29 The 8 Step Change Management Model John Kotter Creating a climate for Change Engaging and enabling the Organization Implementing and Sustaining Change Incorporate Changes into the Culture Keep the Momentum for Change moving Plan for & Create Short term Wins Empower others to act on the Vision Communicate the Vision Develope a Vision Create a powerful guiding Coalition Establish a Sense of Urgency
  • 30. 30 The Influence Model The Irrational Side of Change Management, McKinsey Quarterly
  • 32. 32 Senior Leaders' Workshops Date Workshop Target Audience Output March -10 Leading the Brand Business & HR Heads Leadership team to demonstrate by walking the talk Enabling & Disabling behaviors  Empowerment  Learning culture  Caring organization  Long-term perspective  NOT “Walk the Talk”  Substandard processes & systems  ‘One more initiative’  Products & services not upto world-class standards KEY ENABLERS KEY DERAILERS
  • 33. 33 Senior Leaders' Workshops Date Workshop Target Audience Output March -10 Leading the Brand Business & HR Heads Leadership team to demonstrate by walking the talk Enabling & Disabling behaviors April-10 Living the Rise with Strawberry Frog GEB, Business & HR heads Linking customer processes with Rise (Big Ideas) Linking HR processes with Rise (Big Ideas) Enablers Derailers
  • 34. 34 Living the Rise Workshop Outcomes Affinity Buckets Descriptors Communication formats/ Forum Innovative communication for improving bottom up communication, knowledge sharing and networking Customer centricity Developing insights into customer needs and empathy for delivery of better product / customer experience Reward Recognition including mechanisms to weed out R/ R to encourage contra point of view, critique. Encourage risk taking and learning from mistakes Getting Brand Ambassadors on board i.e. Resourcing Through right recruitment, on boarding and Induction processes Capability building / development Training for skills and coaching for right attitude (Including Competency Based Development)
  • 35. 35 Empowerment Empowered to innovate or deliver a superior customer experience Ideation Time and space for free ideation by design Creating Business / Work passion To create excitement around work, engaging employees with quality work Enjoyable Work place The ambience, events, get-together, socializing with Peers, developing bonding along common interests / chilling out Social Responsibility CSR & going beyond business Behavioral Audit 360 degrees appraisal focused on Rise Supportive behaviors
  • 36. 36 Discovering the Core Purpose: Earlier EARLIER CORE PURPOSE Indians are Second to None in the World. The founders of our nation and of our company passionately believed this. We will prove them right by believing in ourselves and by making Mahindra & Mahindra Limited known worldwide for the quality of its products and services.
  • 37. 37 Discovering the Core Purpose: Now CORE PURPOSE We will challenge conventional thinking and innovatively use all our resources to drive positive change in the lives of our stakeholders and communities across the world, to enable them to Rise. Alternative Thinking Driving Positive Change Accepting No Limits
  • 38. 38 The Three Rise. Pillars WHAT ? HOW ? WHY ? Alternative Thinking Driving Positive Change Accepting No Limits • Think big, think global • Challenge conventional thinking • Agility with discipline • Reasoned risk-taking • Orientation for Excellence • Seek breakthrough solutions Rise by daring to disturb the universe • Pursue new approaches • Celebrate diversity • Focus innovation on customer needs • Invent your way to growth • Frugal mindset Rise with your ingenuity • Customer sensitivity • Build quality to delight customers • Entrepreneurial Engagement • Forge strong relationships • Work hard. Have fun. Rise by shaping destinies
  • 39. 39 Rise: House of Mahindra CORE PURPOSE We will challenge conventional thinking and innovatively use all our resources to drive positive change in the lives of our stakeholders and communities across the world, to enable them to Rise - Think big, think global - Challenge conventional thinking - Agility with discipline - Take well reasoned risks - Seek breakthrough solutions Accepting No Limits - Pursue new approaches - Celebrate diversity - Focus innovation on customer needs - Invent your way to growth Alternative Thinking - Step into your customer’s shoes - Build quality to delight customers - Forge strong relationships - Work hard. Have fun. Driving Positive Change RISE BY DARING TO DISTURB THE UNIVERSE RISE WITH YOUR INGENUITY RISE BY SHAPING DESTINIES CORE VALUES Good Corporate Citizenship | Professionalism | Customer First | Quality Focus | Dignity of the Individual
  • 40. 40 Senior Leaders' Workshops Date Workshop Target Audience Output March -10 Leading the Brand Business & HR Heads Leadership team to demonstrate by walking the talk Enabling & Disabling behaviours April-10 Living the Rise with Strawberry Frog GEB, Business & HR heads Linking customer processes with Rise (Big Ideas) Linking HR processes with Rise (Big Ideas) May-10 HR Fraternity Senior Manger & above - HR Linking HR processes to the Rise philosophy •Enablers •Derailers •Affinity Buckets •Core Purpose •House of Mahindra
  • 41. 41 HR Levers Leadership Competency Communication & Internalization Capability Building for Change Management Recruitment On-boarding Learning and Development Talent Management Performance Management System Reward & Recognition One Mahindra signature experience FY 13 The Wheel Of Change FY 12 HR Fraternity Meet Outcomes
  • 43. 43 Structure follows strategy Executive Sponsor: C & MD Steering Team: HR Council Review Team Program Office Rise Team: HR/Communication/ IT enablement Rise Sector Champions Rise Location Champions HR Levers
  • 44. 44 Senior Leaders' Workshops Date Workshop Target Audience Output March -10 Leading the Brand Business & HR Heads Leadership team to demonstrate by walking the talk Enabling & Disabling behaviours April-10 Living the Rise with Strawberry Frog GEB, Business & HR heads Linking customer processes with Rise (Big Ideas) Linking HR processes with Rise (Big Ideas) May-10 HR Fraternity Senior Manger & above - HR Linking HR processes to the Rise philosophy Dec-10 Annual Blue Chip Conference 500+ senior Mahindra Leaders Sense of Urgency to drive the change was initiated by Mr. Anand Mahindra, the then Vice Chairman and Managing Director
  • 45. 45 The Launch: 17 January 2011 Anand on Rise.
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  • 49. 49 Senior Leaders' Workshops Date Workshop Target Audience Output March -10 Leading the Brand Business & HR Heads Leadership team to demonstrate by walking the talk Enabling & Disabling behaviours April-10 Living Rise with Strawberry Frog GEB, Business & HR heads Linking customer processes with Rise (Big Ideas) Linking HR processes with Rise (Big Ideas) May-10 HR Fraternity Senior Manger + Linking HR processes to the Rise philosophy Dec-10 Annual Blue Chip Conference 500+ senior Mahindra Leaders Sense of Urgency to drive the change was initiated by Mr. Anand Mahindra, the then Vice Chairman and Managing Director Dec-11 Annual Blue Chip Conference 500+ senior Mahindra Leaders Taking the Rise journey forward by launching the Group Aspiration
  • 50. 50 Group Aspiration: Video Anand on Group Aspiration
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  • 52. 52 Accepting No Limits Alternative Thinking Driving Positive Change “We will challenge conventional thinking and innovatively use all our resources to drive positive change in the lives of our stakeholders and communities across the world, to enable them to Rise.” CORE PURPOSE Top 10 global Auto brands Deliver Farm Tech Prosperity CORE VALUES : Good Corporate Citizenship | Professionalism | Customer First | Quality Focus | Dignity of the Individual BRANDPILLARS By 2021, Mahindra Group to be amongst the top 50 globally most admired brands Transforming urban landscapes by creating sustainable communities We will be among the Top 5 VO companies of the world in terms of member base by FY 2016 To be a leading financial services provider in semi-urban and rural India.
  • 53. 53 HR Levers Leadership Competency Communication & Internalization Capability Building for Change Management Recruitment On-boarding Learning and Development Talent Management Performance Management System Reward & Recognition One Mahindra signature experience FY 13 The Wheel Of Change FY 12
  • 54. 54 1. Internal Communication Rise Portal Over 400 Rise stories shared on the portal Rise Mall for Rise Merchandising Sharing of Best Practices in HR >50,000 visits monthly!!!
  • 55. 55 One Competency Framework for our group Integrated with all HR Processes Competency Internalization workshops for employees in all 11 sectors, 30,000+ employees covered 2. Mahindra Leadership Competencies
  • 56. 56 • Strategic Business Orientation the courage to think beyond • Leadership through Sustainability focus on triple bottom line • Innovation led Transformation using a “whole brain” approach…. • Customer Focus customer at the core • Leveraging Human Capital transforming potential to performance • Weaving Passion & Energy at work joy of work… • Result Orientation with Execution Excellence first time right, every-time… 2. Mahindra Leadership Competencies contd
  • 57. 57 Competency Based Recruitment 1000+ Managers trained for Competency Based Recruitment Use of tools like OPQ32 to bring in objectivity E- Module for Recruitment 3. Recruitment
  • 58. 58 Standardized Induction Module created By Group HR, hosted on Rise Intranet I’M Mahindra Induction workshop for Senior leaders Updated after every 6 months, 3 Updates done 4. Induction
  • 59. 59 Development of MGL Framework Talent Management Manual for all Sectors 5. Talent Management Domain Expertise Mahindra Leadership Competencies Mahindra Global Leader Multiple Disciplines Winning across Cultures Diversity of Experiences
  • 60. 60 Total Rewards Portal Rise Awards at Shopfloor 6. Rewards and Recognition
  • 62. 62 AcceptingNoLimits • Deep Dive study to check reason s for variation in ratings of the appraises • Reverse feedback (180 degree) for managers AlternativeThinking • Post appraisal feedback / grievance process • KRA/goal audits by HR by seeking help from panel of line managers to review the quality of goals • Promotion Review Committee to scrutinize the promotion recommended cases DrivingPositiveChange • For low-performing employees, there should be a robust Performance Improvement Program in place • Trainings to be imparted to the appraisers on quality goal setting, giving and accepting feedback etc. • Tracking mechanism for Performance Appraisal Discussion and feedback to be taken 9 Recommendations for PMS which are aligned to Rise Pillars 7. PMS
  • 63. 63 Mahindra Leadership University Architecture 8. Learning and Development Governing Council Manufacturing Businesses Services Businesses IT Business Common Functions • Strategy• Sourcing Academy DOMAIN ACADEMIES Rise Leadership Competencies Core Purpose & Values The Mahindra Way Academy of Leadership Development Innovation Academy • HR • Sales & Marketing • Finance • IT• Technical Academy • Manufacturing & Quality Academy
  • 64. 64 8. Learning and Development Contd.. •Active Listening •Asking Powerful Questions •Giving and Receiving Feedback SUSTAINED BUSINESS OUTPERFORMANCE Reflective Conversations To build High Performance Organizations
  • 65. 65 Mahindra Engagement Model – For Officers
  • 67. 67 How it all scales up!!!
  • 68. 68 0% 20% 40% 60% 80% 100% Sufficient efforts been made in the organization/sector to bring about awareness and understanding regarding RISE Sufficient efforts are being made in my organization / sector to implement RISE 79 77 14 16 7 7 %Favourable Responses (4&5 Ratings) %Neutral Responses (3 Rating) %Unfavourable Responses (1&2 Ratings) 4.06 4.12 Average Score Source: Employee Engagement Survey N = 12,000 Employee Feedback
  • 70. 70 The 8 Step Change Management Model John Kotter  Extensive Top Management Workshops cascading the urgency of change downwards  A powerful structure to lead whole change management initiative  Mahindra Group Aspiration to give direction Creating a climate for Change Develop a Vision Create a powerful guiding Coalition Establish a Sense of Urgency
  • 71. 71 The 8 Step Change Management Model  Standardized communication roll-out for both internal and external stakeholders  Encouraging formation of team across the organization  Creating alignment through Rise stories and Rise Awards Creating a climate for Change Engaging and enabling the Organization Plan for & Create Short term Wins Empower others to act on the Vision Communicate the Vision John Kotter
  • 72. 72 The 8 Step Change Management Model  Incorporating Rise into the Mahindra DNA through HR Leavers  Focused interventions in each of the HR Levers co-created within teams  Rigour in execution brought through the robust structure and continuous monitoring Engaging and enabling the Organization Implementing and Sustaining Change Incorporate Changes into the Culture Keep the Momentum for Change moving Creating a climate for Change John Kotter
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  • 74. 74 Building a Culture of Rise. RISE Pillars HR Levers Mahindr a DNA
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