The HR Plan for 2012-2016 aims to: 1) Develop a high performance culture by playing to win and driving world class performance. 2) Offer an attractive employee value proposition to attract, excite, and retain top talent. 3) Implement robust processes to drive product and service leadership.

1. HR Plan
2012 – 16
Deepak Malhotra

2. Rules of the Game
 Play to Win : Develop a High Performance Culture
 Offer Employee Value Proposition
 Drive World Class Performance
 Robust Process to Drive Product and Service Leadership

3. How Does in Fit in Into the New Scheme
 Play to Win : Develop a High Performance Culture
 Offer Employee Value Proposition
 Drive World Class Performance
 Robust Process to Drive Product and Service Leadership
Retain Develop
Attract Excite
Exit Perform

4. How Does in Fit in Into the Scheme?
 Play to Win : Develop a High Performance Culture
 Offer Employee Value Proposition
 Drive World Class Performance
 Robust Process to Drive Product and Service Leadership
Retain Develop
Attract Excite
Exit Perform

5. Plan vs Delivery
 Play to Win : Develop a High Performance Culture
 Offer Employee Value Proposition
 Drive World Class Performance
 Robust Process to Drive Product and Service Leadership
Retain Develop
Play to Win :
Drive World
Develop a High
Class
Performance
Performance
Culture
Attract Excite
Robust Process to
Drive Product Offer Employee
and Value Proposition
Service Leadership
Exit Perform

6. How do we Prioritize
Identify low hanging fruits ………….
High Impact
Ease of Implementation

7. Prioritizing ………
Hi Basics of HR Reward Recruitment
Operations &
Work Recognition
Life
Balance
Career Physical
Pathing Working
Conditions
Learning
&
Development Feedback
High Impact
Leadership
Development
Compensation Adequate
& Manpower
Benefits
Superiors’
Autonomy
Expectations
Lo Hi
Ease of Implementation

8. System Building
Sr. No. Key Actionable
1 Process, Manual/s
2 PMS: Online (SAP/HRIS/People Soft: depending on the system used)
Monthly PMS for top & front line and Quarterly PMS for Support team/s;
3
Weekly PMS with 360 degrees (training tool) for Leadership Team/s @ BU
4 E-Learning
5 Resourcing: Taking a step forward from recruitment with a bench
6 OM: Right fit and right number/s
7 Enabling ESS and MSS (if still not in place)
8

9. Competency Building
Sr. No. Key Actionable
Individual 3-year career pathing for Top 50 Employees (or 10% app
1
employees)
Manthan (Development Centres): Right Fit (Internal/External): Business Unit
2
and Corp Functional Levels
Experiential Learning: Cross Functional Exercise, Knowledge Sharing Circles,
3
Professional Circles, Think Tank
4 Coaching & Mentoring Sessions (Internal & External)
360 degrees for Top Ex, Hi Potential Employees, Key Roles, etc: Identify
5
Individual Training Needs and Development Plan
6 Top 50 Roles Identified and Succession Planning
Talent Management: L&D Team and Also for L&D Team: Train the Trainer,
7 boot camps (capability building of L&D Team), HR Conclave for Best Practice
Sharing
Trainee Career Paths & Competency Mapping, Selection & Fitment Based on
8
the same
Excellence Academy: Employees & Leadership Academy, Tie-up for MDP 9
9
Program/s for ensuring right education opportunity & reduce attrition

10. Commitment Building
Sr. No. Key Actionable
Vision & Value Actualisation: Current Survey-Status Co, Data Collection,
Analysis, Corporate Communication’s help for Coordination &
1 Communication, Handbook for Employees, Vision Champions,
Alignment of Competency Model and R&R & Driving Values of Culture-
Monthly
2 Career Development Schemes (CDS)
Engagement Calendar: Creating Fun @ Work for ex: Celebration of
3
Birthdays, Work Anniversary, Tournaments, etc
Rewards & Recognition Roll Out (Innovative: Use of Credit Card Selling
4
Skills – Point System to retain & reward consistent performance)
5 Compensation Benchmarking: External Survey
6 Creating HR and L&D Ambassadors
Identifying OD Interventions for Team Leader/s and Above (Managing
7
Other & Managing Manager-Category Employees)
10

11. Culture Building
Sr. No. Key Actionable
1 Open House, Skip Levels, etc
2 CSR: Involvement of Top Management, Communication Matrix
3 Vision Workshop: Vision, Mission, Culture and Values-Pan Suzlon
4 More religion: On-Boarding
5 Employee Credo and Promise
6 Web Site (HR/Career Section), News Letter, HRIS: ESS, etc
Taking HR to shop floor: Training Operation/s and Support Leader/s on team
handling, briefing/short training program (1-3 min long ref trg) on shop floor,
7
etc (innovative), Help desk/s etc for employees and 1 hour weekly with HR
head (open forum, including video conferences, etc)
11
8 Suggestion Scheme, Referral Schemes, etc

12. What is Employee Engagement ?

13. The Employee
Engagement
Model
Opportunities to learn and grow
Progress in last six months
How Growth
can we
I have a best friend at work grow?
Coworkers committed to quality
Teamwork
Mission/Purpose of company
Do IDo I
belong?
At work, my opinions seem to count
belong?
Individual
Someone at work encourages my development Contribution
Supervisor/Someone at work cares What do I give?
Recognition last seven days
Do what I do best every day Basic
Needs
I have materials and equipment I What do I get?
need to do my work right
I know what is expected of me
at work

14. The Road Ahead …..
2015-16
Top 3 Slots
Best Places
To work
2014
Participation
in Best 2012-13
Employer
Contest
Drive
Engagement
Issues
2013-14
Process
Check
Dip Tests
2012-13
A-D
Year
220
of
2Y
Change

15. We are ready to go ……. !!
We bet on our People