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

7. 7
Video - Winning Hearts

8. 8

9. 9
Happiness is the meaning and
the purpose of Life, the whole
aim and end of Human
existence
- Aristotle

10. 10
Reflection on Happiness
HAPPINESS
Purpose
ThoughtInner Self

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

16. 16
The Story of Rise.

17. 17
A Changing Global Paradigm
The VUCA World
Complexity
Uncertainty
Volatility
Ambiguity
Exponenti
al Change
Lack of
Trust

18. 18
Creating Tomorrow’s Company

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…

20. 20
The Business Reality
Mahindra acquires Satyam

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

28. 28
Organizational Culture
Edgar Schein
Culture
Rituals Language
SymbolStories

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

31. 31
Preparing for the Change

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

42. 42
Reengineering the HR
Levers

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.

46. 46

47. 47
AUSTRALIA Pune
Rajkot
Chakan
Rudrapur

48. 48
External Communication
Revamped Website

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

51. 51

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

61. 61
Reinforcement: Rise Awards
.
2011
Awards
2013
Awards
2012
Awards

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

66. 66
Workmen Engagement Model

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

69. 69
Summary

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

73. 73

74. 74
Building a Culture of Rise.
RISE
Pillars
HR
Levers
Mahindr
a DNA

75. 75
Video: Spirit of Mahindra

76. 76

77. 77
Q&A

78. 78
Thank You